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Innovative Work Behavior during COVID-19 for Medical Representatives in

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 ISSN 0975-2366
DOI:https://doi.org/10.31838/ijpr/2020.12.04.277
Research Article

Innovative Work Behavior during COVID-19 for Medical

Representatives in the Pharmaceutical Industry: Test of
a Moderation Model in Bahrain
SAAD DARWISH1, UMAIR AHMED2*, MUNWAR HUSSAIN PAHI3
1
Kingdom University, Bahrain. E-mail: saad.darwish@ku.edu.bh
2*
Arab Open University, Bahrain. E-mail: umairahm@gmail.com
3
College of Business Management, PAF-KIET University, Korangi Creek, Karachi, Sindh, Pakistan.
Email ID: hussainpahi@gmail.com
Received: 01.04.20, Revised: 20.05.20, Accepted: 12.06.20

ABSTRACT
COVID-19 happened to be a pandemic, affecting billions of people across the globe. Parallel to all other sectors,
pharmaceutical businesses also faced several problems whereby MR faced the most due to strict social distancing
measures and individuals concerns. Resultantly, MR experienced hindrance in their sales and marketing efforts,
causing them to express burnout and lower engagement levels. Bearing the severity, the current study attempted
to investigate the issue to help facilitate the pharmaceutical industry to understand how they can effectively find a
way out to ensure medical reps continue to remain engaged with their work. Through applying structural
equation modelling, the study proposed and found the significance of social support resources towards work
engagement. Accordingly, the study also found a significant relationship between innovative work behavior and
work engagement. However, IWB did not pose any moderating effect on the associations of supervisor support,
coworker support with work engagement. The study forwards implications for policy and practice.
Keywords: Innovative Work Behavior, Work Engagement, Supervisor Support, Coworker Support, Moderation.

INTRODUCTION Satija, 2020) , thus causing deleterious effects on

COVID-19 has posed deleterious effects on nearly
every industry and business sector and
pharmaceutical industry is no exception. Medical
Representative (MR) in the pharmaceutical industry
have been facing challenges in contacting
healthcare providers (Kumar & Satija, 2020). MR
have been facing a variety of issues contacting
healthcare providers and other concerned
individuals for sales efforts during this Pandemic
seemingly affecting their work behaviors and
outputs (Bulik, 2020). To help address this critical
issue, researchers and organizational scholars
need to step up and play their part to help the
pharmaceutical industry to understand how MR`
positive work state can be maintained and
enhanced during this critical time of COVID-19
Pandemic.
PROBLEM STATEMENT
Typically, maintaining connectivity, commitment
and immersion with the work becomes critical
during crisis period (Mann & Harter, 2016).
Therefore it is essential to understand how and
what could be done to ensure individual and
organizational goals are not compromised. With
effect on every business sector and activity (Bulik,
2020), the COVID-19 pandemic situation has
made a greater deal of influence on millions
globally. In particular outdoor jobs such as MR in
the healthcare sector have been badly hit(Kumar &
employees` positive behaviours and outcomes.
More importantly, this has also turned to be a
major issue raising fears of job losses amongst
sales professionals and MR (Montenovo et al.,
2020). Notably, Scholars have outlined that,
engagement of employees with the work is critical
during crisis period (Mani & Mishra, 2020; Chen et
al., 2020). However, due to the COVID-19
Pandemic, very limited empirical evidences exist on
the role of management to enhance employees`
work engagement during this period. In the future,
the authors percieve it as a major issue requiring
urgent empirical attention. The authors assert that
organizational entities such as pharmaceutical
industry that thrives on MR sales and marketing
efforts may end up with huge losses if objectives
resolutions are not provided to help them
overcome this challenging time.
OBJECTIVES OF THE STUDY
The current study aims to understand how
employes` work engagement can be enhanced
during the critical COVID-19 Pandemic. To address
this issue, the present study forwards the following
objectives:
a) To examine the impact of supervisor support
on the work engagement of MR in the
pharmaceutical industry.

1927| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4
 Saad Darwish et al / Innovative Work Behavior during COVID-19 for Medical Representatives in the
Pharmaceutical Industry: Test of a Moderation Model in Bahrain
b) To assess the influence of coworker support on
the work engagement of MR in the
pharmaceutical industry.
c) To evaluate the impact of innovative work
behaviour on the work engagement of MR in
the pharmaceutical industry.
d) To test the moderating role of innovative work
behaviour on the relationships between
supervisor support, coworker support and work
engagement.
LITERATURE REVIEW
Critical appraisal of the literature outlines matters
that potentially obstruct workers in this field from
performing and responsively and attaining work
goals. The JD-R model of work engagement
outlines job resources as vital predictors of work
engagement (Bakker & Damerouti, 2014).
Numerous studies exist that have investigated the
robustness of JD-R model and, on the antecedents,
it offers for predicting work engagement. Prior
research has underlined that job resources such as
supervisor support and coworker support can
significantly predict work engagement (Bakker,
Schaufeli, Leiter & Taris, 2008; Bakker &
Demerouti, 2008). Accordingly, Innovative work
behavior has recently attracted scholarly attention
as it boosts their psychological processes to give
better results (Afsar, Cheema & Saeed, 2017).
Furthermore, innovative work behavior caters
employees to engage in innovatively useful
approaches and techniques at the workplace (Farr
& Ford, 1990). Keeping this evidence at hand, the
present study assumes that these resources will be
critical to help facilitate MR. Further to express
engagement with their work during the current
crucial time of COVID-19 with all restrictions,
limitations, and problems in place.
Work Engagement
Work engagement is a positive work-based state
that brings energy, passion and immersion in work
(Schaufeli et al., 2002). People who are engaged
with work have better performance and productivity
(Bakker, 2011). Studies have reported that
engaged people feel pleasant about work to the
extent that it becomes fun for them (Gorgievski,
Bakker, & Schaufeli, 2010). The sense of
connectivity, immersion and absorption in the work
enables engaged employees to give their best in
work without any compromise. According to Bakker
(2011) engaged employees tend to have more
psychological presence and openness to work,
process and people. This results in making them to
be more focused on how they work. Notably, prior
literature suggests that engagement also boosts
individual efficacy and resilience at work (Bakker &
Scheufeli, 2008). We argue that it is potentially the
most viable element that organizations would need
1928| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4
to have their employee’s indulgences during critical
times like COVID-19 Pandemics. Studies have
identified different issues that affect or enhance
work engagement (Ahmed, 2019; Bakytgul, Ahmed
& Kim, 2019; Anitha, 2014). The current study
attempts to work on highlighting how engagement
can be enhanced during the present critical time.
Supervisor Support
Supervisor support refers to the general opinion
and belief that one`s supervisor cares about their
staff well-being and appreciates their contribution
(Rhoades & EisenBerger, 2002). Studies have
described the impact of supervisor support in
harnessing employee outcomes (e.g., Gordon et
al., 2019). Equally, when supervisors are not
supportive, it also leads to unhealthy consequences
and prior studies have also underlined its
significance in boosting engagement (Alzyoud &
Odhiabo, 2019;Ahmed, et al., 2019; Barkhuizen,
Rothmann, & Van de Vijver, 2014; Swanberg et al.,
2011). Likewise, a noted study by Saks (2006)
explains the engagement and support towards
enhancing work engagement and how it can play a
noteworthy role in furthering performance at work.
Prominently, study on 245 firefighters by Rich,
Lepine, and Crawford (2010) found that a
perception about supervisory support significantly
increases work engagement. This indicates that
employees` perceiving positive remarks from their
immediate supervisor`s make them feel more
energetic, equipped, and well engaged at work
(Alzyoud & Odhiabo, 2019). Perceptions of
employees about the organization are of
considerable importance as they depict the actual
comparison of what is provided by the company
and what is received by the employees at the end
(Shadur, Kienzle, & Rodwell, 1999). The growing
research stream highlights that the fairness of
perceptions of an employee regarding
organizations and what they offer exerts a strong
influence on employees` behavior and reaction at
work (Kuvaas, 2008). Thus, we posit that, similar to
other instances, supervisor support during the
critical period of COVID-19 will also be significant
in helping medication representative maintain their
engagement at work.
Coworker Support
Likewise, coworker support signifies the amount of
support an employee perceives at work from
colleagues (Ducharme & Martin, 2000). Typically,
support from colleagues at work plays an
instrumental role in furthering individual
capabilities to work better. Job places whereby,
indivduals receive encouraging support from
cowkers, appreciation for their efforts and
assistance when in need showcase more confident
behaviours when faced with work crisis.
 Saad Darwish et al / Innovative Work Behavior during COVID-19 for Medical Representatives in the
Pharmaceutical Industry: Test of a Moderation Model in Bahrain
Hence, they experience immersion in work
(Karatepe, Keshavarz, & Nejati, 2010).
According to Anitha (2014) that coworker support
helps employees experience a sense of connectivity
and nurtures friendly work environment which is
essentially crucial for harnessing work wellbeing. in
other words, coworkers help, support and
facilitation can make a healthy contribution
towards enabling employees to bring their best in
work, in other words, predicting engagement
(Caesens, Stinglhamber & Lyupaert, 2014).
Overall, these studies have confirmed the
promising nature and influence of coworker
support towards predicting work engagement.
These studies have underlined that coworkers can
actively keep each other engaged at work through
supporting, acknowledging and facilitating; thus,
this conception outlines the critical nature and
importance of coworkers. In addition, the evidence
to this is understandable and it leads towards
comprehending that coworker support is an
immediate, first-hand social support, and
significant. In the future, we speculate that
coworker support will be equally or, rather more
crucial for medical representative to cope with the
pressing situation of COVID-19 to ensure that their
engagement with the work is not affected.
Innovative Work Behavior
Critical times bring innovation, which serves as a
critical lifeline for businesses in particular. Similarly,
the healthcare sector is also dependent on
innovation and creative work practices (Chang &
Liu, 2008). Thus, the innovative work behavior of
the medical representative appears to be able to
survive and sustain the toughest times the world
has ever come across. Innovative work behavior
has recently attracted scholarly attention as it
boosts their psychological processes to give better
results (Afsar, Cheema & Saeed, 2017). Innovative
work behavior caters to employees engaging in
innovatively useful approaches and techniques at
the workplace (Farr & Ford, 1990). Innovative work
behavior (IWB) looks into four aspects that appear
to be essentially vital for performance prospects
during critical times such as the current COVID-19
Pandemic. These are, problem identification, idea
generation, promotion and realization (Janssen,
2000). All these factors help employees to perform
well in doing their routine tasks responsively.
Innovative work behavior of an employee energizes
them to focus on the problems to resolve through
generating ideas (Scott & Bruce, 1994). This
appears to be highly significant for MR in the
current COVID-19 crisis to understand and outline
ways through which they can effectively manage
their vigor, dedication and absorption towards
work (engagement) to fulfill their sales and
marketing targets. Equally, prior evidence suggests
1929| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4
that positive behaviors can be considered as
resources (Xanthopoulou et al., 2007; Hobfoll,
1989), for individuals thus pushing them to
capitalize on the available resources to enhance
their outcomes further. Therefore, we also argue
that innovative work behavior may not only
influence engagement directly, but it may also help
MR further improve their social support resource
usage to boost engagement levels.
RESEARCH HYPOTHESES
Based on the critical appraisal of the literature, the
present study asserts that supervisor support,
coworker support and employees innovative work
behaviour will yield a positive impact on MR` work
engagement. For this, the current study forwards
the following hypothesis for testing:
H1: There will be a positive relationship between
supervisor support and medial representatives`
work engagement
H2: There will be a positive relationship between
coworker support and medial representatives` work
engagement
H3: There will be a positive relationship between
Innovative work behavior and medical
repesentatives` work engagement.
H4a: Innovative work behavior will moderate the
relationship between supervisor support and
medical representatives` work engagement
H4b: Innovative work behavior will moderate the
relationship between coworker support and
medical representatives` work engagement
METHODOLOGY
Instrumentation and Sampling
Work engagement was assessed through
employing the 9-item Utrecht Work Engagement
Scale (UWES) (Schaufeli, Bakker & Salanova,
2006). It contains nine positively stated items and it
is very much adopted for investigating and studying
work engagement. The scale has been verified to
have a considerable amount of construct validity
(Anitha et al., 2014). Accordingly, supervisor
support was assessed through the adaption of the
9-item scale by Van Veldhoven and Meijman
(1994). In parallel, coworker support were
investigated through the adaption of the 9-item
scale by Van Veldhoven and Meijman (1994).
Finally, innovative work behavior was examined via
10-items scale De Jong and Den Hartog (2010).
Five-point Likert scale was used which ranged
between strongly agree to strongly disagree.
Four major hospitals were approached to target
MR for the study. Therein, the m anagement
authorities were requested to facilitate the process
to reach out to the MR coming to visit doctors for
sales and marketing of medicines and other
aligned products and services during the months of
April and May 2020. A total of 136 representatives
 Saad Darwish et al / Innovative Work Behavior during COVID-19 for Medical Representatives in the
Pharmaceutical Industry: Test of a Moderation Model in Bahrain

were handed questionnaires out of which, 128
were received. Therein, five were discarded. As a
result of this effort, 123 questionnaire data was
taken further for final analysis and interpretation.
The overall response rate for the study is 90.4
percent.
Data Analysis
Structural equation modeling using Smart PLS 3.2
was used to analyze the data (Ringle et al., 2012;
Hair et al., 2016). The study followed the two-step
approach as recommended (Hair et al., 2016;
Becker et al., 2012) and utilized by research in the
social sciences domain (Phankhong, Bakar &
Poespowidjojo, 2020; Umrani et al., 2019). The
first stage caters to the assessment of psychometric
properties of the conceptual model whereby, stage
two looks into examining the significance of the
path coefficients (Hair et al., 2016)

Fig.1: Measurement Model

Table 1: Loadings, AVE, CR and R-square

Item loadings AVE CR R-square

IWB 0.525 0.917
IWB1 0.780
IWB2 0.659
IWB3 0.717
IWB4 0.785
IWB5 0.681
IWB6 0.745
IWB8 0.720
IWB9 0.697
SC 0.552 0.898
SC1 0.693
SC2 0.714
SC3 0.786
SC4 0.762
SC5 0.754
SC6 0.732
SC7 0.728
SC8 0.768
SC9 0.746
SS 0.547 0.858
SS1 0.784
SS2 0.784
SS3 0.688
SS6 0.759
SS7 0.676

1930| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4
 Saad Darwish et al / Innovative Work Behavior during COVID-19 for Medical Representatives in the
Pharmaceutical Industry: Test of a Moderation Model in Bahrain

WE 0.504 0.890 0.474

WE1 0.679
WE2 0.777
WE3 0.754
WE4 0.651
WE5 0.643
WE6 0.677
WE7 0.788
WE8 0.691

Table 1 and figure 1 show the results of the
measurement model outlining individual item
loadings, average variance extracted, composite
reliability and R-square. The requirement of the
measurement model and cross loadings based on
the suggestion of Hair et al. (2016), were examined
with a cutoff off of 0.5 or above. Table 1 and
figure 1 show that all items fulfilled the requirement
and ranged between 0.5 to 0.7. Second, the
composite reliability coefficients also as per Hair et
al. (2016) turned out to be 0.7 and above. Lastly,
the results also confirmed considerable average
variance extracted (AVE) ranging between 0.5 to
0.54; thus, meeting the psychometric properties of
the model.

Table 2: Discriminant Validity

1 2 3 4
Coworker Support 0.743
Innovative Work Behavior 0.598 0.724
Supervisor Support 0.724 0.524 0.740
Work Engagement 0.604 0.512 0.649 0.710

Present study also measure discriminant validity.
According to Fornell and Larcker (1981) that AVE
constructs should be higher than correlation than
other constructs of the measurement model.
Discriminant validity was determined using
Average Variance Extracted (AVE) measurement
model. Table 2 show discriminant validity test result
and indicated that correlations among the
variables were compared with square root of the
average variances extracted. Table 2 confirmed
that square root of the AVE extracted were all
greater than the correlations among latent
constructs

Fig.2: Structural Model

Structural Model Results

Relationship Beta - T-value P-Values
CS -> WE 0.195 2.728 0.007
IWB -> WE 0.174 3.187 0.002
Moderating Effect 1 -> WE -0.024 0.325 0.746
Moderating Effect 2 -> WE 0.005 0.076 0.939
SS -> WE 0.412 6.868 0.000

1931| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4
 Saad Darwish et al / Innovative Work Behavior during COVID-19 for Medical Representatives in the
Pharmaceutical Industry: Test of a Moderation Model in Bahrain
Structural model results presented in table 3 and
figure 2 outline significant relationship between
supervisor support and work engagement, thus
accepting hypothesis 1 (beta 0.412, t-value, 6.868,
p-value 0.000). Accordingly, coworker support and
work engagement of medical representative in the
pharmaceutical industry also concluded with
significant association thus, accepting hypothesis 2
(beta 0.195, t-value, 2.728, p-value 0.007).
Equally, innovative work behavior also posed a
significant association with work engagement as
proposed in hypothesis 3 (beta 0.174, t-value
3.187 and p-value 0.002). However, moderation
results did not land any support to the interaction
effects of innovative work behavior on the
associations between supervisor support, coworker
support and work engagement thus rejecting
hypothesis 4a (beta -0.024, t-value 0.325, p-value
0.746) and 4b (beta 0.005 t-value- 0.076 p-Value
0.939).
DISCUSSION
The current study attempted to examine how MR
during the critical COVID-19 situation can maintain
their psychological wellbeing at work. Therein, the
study attempted to empirically test and outline how
the pharmaceutical industry can work to help their
MR enhance and maintain their engagement with
work while working in the face of this pandemic
situation. The study found that, supervisor support
can significantly enhance medical`s
representatives` work engagement. The findings
are parallel to prior work on the relationship (Rich,
Lepine, & Crawford, 2010). The finding suggest
when supervisor support, appreciates efforts and
recognizes employee in their work, it helps them to
enhance their connectivity, vigor and absorption
towards the work thus, predicting engagement.
Similarly, the study found significant impact of
coworker support in furthering work engagement
amongst MR in the pharmaceutical industry. The
finding in parallel to prior empirical evidences
(Anitha, 2014; Caesens, Stinglhamber & Lyupaert,
2014), suggesting that similar to conventional work
situations, employees including medical
representative can obtain a great deal of work
wellbeing through appreciation, recognition and
support from their coworkers which ultimately
results in predicting work engagement.
Accordingly, the study found significant impact of
innovative work behavior toward furthering
employees` work engagement. The results have
confirmed the empirical assertions of previous
studies (Afsar, Cheema & Saeed, 2017; Scott &
Bruce, 1994), hence highlighting how employees
innovative way of working can help them to
perform well with immersion and vigor even during
pandemics. On the contrary, innovative work
behavior failed to moderate the associations of
1932| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4
supervisor support and coworker support with work
engagement. Plausible reasons could be the strong
direct relationships between these constructs thus
limiting the need or significance of IWB for any
further enrichment. However, we encourage further
empirical studies before confirming these results for
objective understanding of the interaction effect of
innovative work behavior.
IMPLICATIONS FOR THEORY AND PRACTICE
Theoretical Implications
The current study forwards the four main
implications for theory. First, the study has
confirmed the underpinning of conservation of
resources theory (Hobfoll, 1989) underlining how
employees value resources at work both, personal
and job based and their relationship with
enhancing their psychological wellbeing at work.
Second, the study has confirmed the role of
supervisor and coworkers support towards
engagement. Third, the study has added literature
towards innovative work behavior and work
engagement relationship. Fourth, the study
indicated towards the possibility of IWB as a
moderating factor which is advised for further
empirical attention.
Practical Implications
The present study also forwards four main practical
implications. First, the study has underlined the
acute role of social support resources to keep
employees engaged even during critical times like
COVID-19. This finding in relation to MR imply the
pharmaceutical industry to spread awareness
amongst individuals with supervisory duties to
recognize, appreciate and facilitate MR so that they
can put the best efforts at work. Similarly,
pharmaceutical giants also need to work on ways
to harness a good colleague relationship amongst
the MR and work on enhancing it further. Training
and other collaborative initiatives may be arranged
in order to help them develop a strong
colleagueship amongst them. Third, the study has
forwards implications based on the empirical
significance of innovative work behavior and work
engagement relationship. The findings imply
pharmaceutical companies to encourage and
promote an innovative culture and recognize and
appreciate any efforts noticed in this regard for
best performance and employee behaviors during
pandemics. Lastly, findings also imply policymakers
in the pharmaceutical industry to understand how
engagement is essentially important in the current
scenario and how they can work on ways to
promote social support and encouragement for
innovative work behaviors for the same.
Conclusively, these findings serve as notable pieces
of learnings for the pharmaceutical industry to
 Saad Darwish et al / Innovative Work Behavior during COVID-19 for Medical Representatives in the
Pharmaceutical Industry: Test of a Moderation Model in Bahrain
understand and work for better employee results
and outcomes during COVID-19.
LIMITATIONS AND FUTURE SCOPE
The study has two major limitations. First, the study
was conducted using a cross-sectional design, thus
limiting the generalizability of the results. Future
studies may consider applying a different design
i.e. longitudinal to address this gap. Secondly, the
study only catered to the medical representative in
the pharmaceutical industry. Therefore, scholars
are encouraged to consider investigating the same
amongst other professionals working in the
pharmaceutical industry and may also try and test
these relationships in other occupational sectors.
Alongside, since the study did not find any
encouraging results pertaining the moderation of
innovative work behavior on the associations of
supervisor support, coworker support and work
engagement. Future scholars are, therefore,
encouraged to test the conceptual model across
various occupational settings and sectors to
confirm. Future studies may also consider looking
at the moderating role of other factors as well.
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1934| International Journal of Pharmaceutical Research | Oct - Dec 2020 | Vol 12 | Issue4

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