Cyberloafing, Innovative Work Behaviour and Employee’s Performance

CYBERLOAFING, INNOVATIVE WORK BEHAVIOUR AND EMPLOYEE’S

PERFORMANCE AMONG DEPOSIT MONEY BANKS IN KADUNA, NIGERIA

1
ABUBAKAR Sadiq Abdullahi; 2ABUBAKAR Mohammed & 3YUSUF Abdulrahim Otori
1&2
Department of Business Education, Aminu Saleh College of Education Azare, Bauchi State
Nigeria 1sadiqnan@gmail.com 2fox16733@gmail.com
3
Department of Business Administration, Ahmadu Bello University, Zaria, Kaduna State Nigeria.
abdulrahimotori@gmail.com

Abstract
Despite the surplus literature on cyberloafing and the arguments creating its link to employee’s
performance, only few studies had previously explored innovative work behaviour as a mediator of the link
between cyberloafing and the performance of employees. Even the few studies were not on employees of
DMB in Kaduna State. Thus, this study determines the mediating effect of innovative work behavior (IWB)
on the relationship between cyberloafing(CBL) and performance of employees(EMP) among deposit
money banks(DMBs) in Kaduna metropolis. The study employed the survey research design and
instruments utilized by past studies were adapted. The study population is 422 staff of DMBs in Kaduna
metropolis and a sample size of 201 staff was taken, using Krajcie and Morgan sample size table. In order
to provide for non-responses, copies of 261 the questionnaire developed were distributed to participants.
Only 252 were returned valid and usable. Partial Least Square Structural Equation Modelling, PLS-SEM
was utilized to test both the measurement model and structural model. The result showed that CBL had
significant positive effect on EMP (B= 0.200, t-value = 4.532, p value = 0.000), IWB had a significant
positive effect on EMP (B= 0.202, t- value = 5.871, p< 0.000) and CBL also had a significant positive
effect on EMP (B=0.643, t-value = 14.295, p-value = 0.000). However, IWB failed to significantly mediate
the relationship between cyberloafing and employee performance (t-value = 0.517, p-value = 0.610).
Based on these findings, the study concludes that CBL and IWB significantly affect EMP and IWB does not
significantly mediate the relationship between CBL and EMP. Based on the findings, the study
recommends that organizations should inculcate an innovative mindset among its employees to deliver
more value creation in order to sustain its longer term survival and success.
Keywords: Cyberloafing, Innovative work behaviour, Performance, Deposit money banks

Introduction
The services sector plays significant role in enhancing the growth of an economy (Wang & Tsai,
2014). The role of the internet and web-based services and the growth in high-technology
services are indications that knowledge- intensive business services are taking a more vigorous
economic task (Desmarchelier, Djellal & Gallouj, 2013). Technological advancements have been
revolutionizing the ways in which work is being carried out. The innovation and progression of
information technologies had an enormous impact in the way organizations are managed and
how businesses are conducted (Weatherbee, 2010). In today’s business world, the use of
computers as well as internet is becoming almost unavoidable, so it is vital to study cyberloafing
since it is the most common deed of employees that cause substantial waste of time at work.
Cyberloafing explains a personal usage of internet in job environment. There are many studies
on cyberloafing; some focus on eliminating or reducing it (Henle & Blanchard, 2009).

Lim and Chen (2012) observed that American employees spent 24% of their working hours on
cyberloafing activities every day. Liberman, Seidman, McKenna and Buffardi (2011) contended

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that some companies showed that there were reports of Internet misuse in working hours for non-
work related purposes. While a survey done by Ramayah (2010) in one of the companies in
Malaysia showed the employees in average spent 25% of the daily work time to access Internet
materials for personal use. Studies also showed that cyberloafing could lower performance and
productivity of a company (Al-shuaibi, Subramaniam, & Mohd Shamsudin, 2014); and some
employees cannot complete their task due to over cyberloafing and it decreases their work
productivity (Lim & Chen, 2012); and lastly it is against work ethnics and harmful to
organization (Al-shuaibi et al., 2014; Banerjee & Singh, 2015). Thus, some organizations took
actions to ban the usage of cell phones in office during working hours.

Henle, Kohut, Booth (2009) reported that employee’s productivity decreases 30-40% due to
cyberloafing in the U.S.A., which corresponds to $ 750 million/year according to the researchers’
estimation. This cost calculation forces most organizations to take safety measures against
cyberloafing. These safety measures might be soft ones like raising the transparency of
computer-mediated activities by facing hallways instead of walls. Besides these soft precautions,
some organizations have set up internet use policies and intense control mechanisms, or
conducted management trainings (Cheng, Wenli, Zhai, & Smyth, 2014). Studies have been
conducted on cyberloafing.

Specifically, the antecedents of cyberloafing have been studied frequently (Akin & Arar, 2017;
Hussain & Parida, 2017; Liberman, Seidman, McKenna, & Buffardi, 2011; Niaei, Peidaei, &
Nasiripour, 2014); much less research has been conducted on the consequences of cyberloafing.
This is surprising since the consequences of cyberloafing are an important reason to study
cyberloafing.

In their exploratory study of employees attitude towards loafing in Ethiopia in 2017, Hussain and
Parida noted that cyberloafing is a recent phenomenon and despite its rapid spread; it is
previously an unexplored research area. To them, further researches are needed to determine its
true impacts on employees’ productivity. Though, most of the few studies on this area have
placed much emphasis on the negative outcomes of cyberloafing, there are also studies claiming
that cyberloafing has a positive outcome; to reduce the employees’ stress, recharge their energy
and increase their work performance (Baturay & Toker, 2015).

The knowledge of employees is crucial to the success of the organizations. Organizations that
desire to innovate and develop a competitive advantage will require the knowledge of its
employees. Some scholars have pointed to how innovative work behaviour can assist
organizations to gain competitive advantage and to enhance organizational performance (e.g.,
Yuan & Woodman, 2010; Shih & Susanto, 2011). The assumption that employees' innovative
work behaviour contributes positively to work outcomes as noted by Janssen (2000) and Janssen,
van de Vliert West (2004), have resulted to increasing attention to both organizational and
individual factors that encourage innovative work behaviour. Employee innovative behavior is
seen as a strategic foundation to organizational success. Given the importance this concept in
organizational literature, it becomes imperative to test the model that delineates the relationship
between cyberloafing and performance using innovative work behavior (IWB) as a mediator.
Therefore, the objective of this study is to examine the mediating effects of IWB, on the
relationship between cyberloafing and employee’s performance.

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Statement of hypotheses
H1: Cyberloafing has no significant effect on employeees innovative work behavior among
deposit money banks in Kaduna Metropolis
H2: Innovative work behavior has no significant effect on employee performance among deposit
money banks in Kaduna Metropolis
H3: Cyberloafing has no significant effect on employee performance among deposit money
banks in Kaduna Metropolis
H4: Innovative work behavior does not significantly mediates the relationship between
cyberloafing and employee performance among deposit money banks in Kaduna Metropolis

Literature Review
Concept of Cyberloafing
Cyberloafing term is briefly described as personal usage of internet in job environment (Lim,
2002). Besides cyberloafing there are many terms explaining the same or similar behavior like
non-work related computing, cyber slacking, cyber bludging, on-line loafing, internet deviance,
problematic internet use, personal web usage at work, internet dependency, internet abuse,
internet addiction and internet addiction disorder (Baturay & Toker, 2015). Basically,
cyberloafing may include activities such as reading the news, doing travel arrangement,
entertainment, online shopping or purchases (Mahatanankoon, 2006).

The current study conceptualized performance to mean how employee is able to execute his
duties with minimal time, speed and effort. This is in line with the view of Afshan, Sobia,
Kamran and Nasir (2012). Employee Performance in an organization is a very important area in
the workplace. It can help the organization increase and utilize the capacity of the human
resources it has. It translates into good service delivery and interaction in which affects every
area of the firm.

Concept of innovative work behaviour (IWB)

Innovative Work Behaviour (IWB) refers to deliberate creation, introduction and application of
new ideas in a place of work, in a group or within an organization for the purpose of performance
enhancement (Janssen, 2000). Innovative behaviour for individuals in the workplace according to
Carmeli, Meitar, and Weisberg (2006) is regarded as the main pillars for organizational high-
performance. It can be defined as the intentional generation, promotion and realization of new
ideas within a work role, workgroup or organization in order to benefit role performance, the
group or the organization (West & Farr 1990). Innovative work behaviour is closely associated
with employee creativity but it implies more than being creative.

Concept of Employee Performance

Performance is associated with the quantity of output, quality of output, timeliness of output,
presence/ attendance on the job, and efficiency of the work completed and effectiveness of work
accomplished (Mathis & Jackson, 2009). Performance is defined as the record of outcomes
produced by a specified job function or activity during a specified time period. Individual
performance is a major concept within work and organizational psychology (Sonnentag & Frese,
2002).

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Theoretical framework

Theory of Planned Behaviour (TPB) and Social learning theory

Theory of Planned Behaviour (TPB) was developed by Ajzen in 1981. According to him, TPB
explained that individual behaviour is driven by behavioural intentions where behavioural
intentions are a function of an individual's attitude toward the behaviour, the subjective norms
surrounding the performance of the behaviour, and the individual's perception of the ease with
which the behaviour can be performed (behavioural control). The behaviour of an individual is
predicted by the intention to perform such behaviour known as behavioural intention. However,
the behavioural intention is influenced by the individual's positive or negative feelings about
performing a behaviour, which is further determined by the assessment of one’s belief regarding
the consequences arising from behavior.

According to Lee, Cerreto and Lee (2010), the extent to which individuals view a particular
behaviour positively (attitude), think that significant others want them to engage in the behaviour
(subjective norm), and believe that they are able to perform the behaviour (perceived behavioural
control), serve as direct determinants of the strength of their intention to carry out the behaviour.
To Lee, Cerreto and Lee (2010), each of these three direct determinants of behavioural intention
is influenced, in turn, by an indirect determinant. Indirect determinants are based on a set of
salient beliefs and evaluations of these beliefs. The literatures in the current study have linked
cyberloafing to intention to loafing influenced by attitude, norms and behavioural control.

Providing direct support for social cognitive theory, the present piece of research found that
employees were more innovative when they judge themselves efficacious in innovating. Building
on social cognitive theory, managers can influence employees’ innovative self- efficacy
especially through transformational leadership behaviors that correspond with persuasion and
vicarious experiences. Blau, Yang and Ward-Cook (2006) suggested social learning theory as a
theoretical explanation for cyberloafing, noting that employees look to other co-workers as
potential role models in the organization and that cyberloafing is learned through copying the
behaviours that they see by individuals in their organizational environment.

Review of Related Empirical Studies

In this section, a review of related empirical studies is carried out based on the various
relationships and hypotheses formulated in the preceding section. Yogun (2015) examined the
role of cyberloafing to predict innovative work behaviour of employees in Adana and
Mersin/Turkey from the banking sector. Doorn’s (2011) Cyberloafing Questionnaire and
Innovative Work Behavior Scale originally Janssen (2000) were used for data gathering and both
measures have been used and validated previously by other studies. Copies of the questionnaire
were administered to 200 participants, with a 50 percent response rate. The questionnaire was
completed anonymously. The sample of the study comprised men (n = 48) and women (n = 52);
respondents’ average age was 31 years. Regression was applied to see the effect of cyberloafing
dimensions on innovative work behaviour and t test was utilized to assess the group mean
variation between gender and public and private organization types. The result of the study
shows that informational function with β =.20, p <.001; social function with β =.13, p <.05, while
leisure function with β = -. 11, p <.05 effect on innovative work behaviours. Thus, this unique
research, it is aimed to start new discussions in the literature, to find constructive way of
managing the reality of cyberloafing in today’s’ online workplace.

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Hussain and Parida (2017) explores cyberloafing in MaddaWalabu University, situated in South-
central Ethiopia aiming at employees’ attitudes, opportunities and addictions to cyberloafing; and
how far it has brought change in their lives. It determines the attitude towards cyberloafing; to
identify the opportunities through cyberloafing; to underline developments through cyberloafing;
and to specify the addiction of cyberloafing. The participants of this research are those females
who are working as secretaries of 11 different departments of MaddaWalabu University having
internet connection on their office computer. The study is qualitative with interview (n=20) as a
tool and snow- ball sampling as a sampling technique. The data is transcribed, sorted, edited,
coded and analyzed manually; and the results and discussion is presented through underlining
themes. Findings suggest that most of the cyberloafers showed positive attitude, acknowledged
opportunities; confirmed development and addiction into their lives due to cyber engagements.

Cavusoglu, Palamutcuoglu and Palamutcuoglu (2014) examined the impact of demographic

factors on cyberloafing of academic and administrative staff working in universities.
Cyberloafing behaviours were measured using the scale developed by Blanchard and Henle
(2008). In the analysis of the relation between demographic factors and cyberloafing behaviours
significant relationships were observed in the levels of 0.05 and 0.01. According to demographic
factors between the average level of cyberloafing behaviour, significant differences 0.05 and 0.01
were observed. In addition, regression analysis of categorical, demographic factors that affect
cyberloafing behaviour has been seen in a positive or negative direction. Similar findings were
noted in Celik (2014) who measured cyberloafing and the level of job satisfaction of the
academic staff at the university.

Macey and Schneider (2008) posited that high states of employees’ engagement in innovation led
to discretionary effort of employees which, in turn, led to a better organizational performance.
Further, an organizational climate that motivates and involves employees has a positive impact
on performance (Brown & Leigh, 1996). Although empirical evidence that supports innovative
work behaviour affects task performance is missing, there are several reasons that support the
assumption that innovative work behaviour results in task performance gains, such as increased
productivity and work quality, decreased error rate, and increased ability to achieve goals and
objectives.
Literatures advocated that individual employees that are willing and able to innovate, contribute
beyond their job requirements and facilitate a continuous proleferation of innovations (Parker,
Williams, & Turner, 2006). Numerous studies suggest that IWB positively affect employee’s
performance from different dimensions. Li and Zheng, (2014) found from their research that
employees’ innovative behaviour comprising of organizational commitment and psychological
capital among others enhance employees performance. Leong and Rasli (2014), observed that
employees that are in a cross functional capacity and interrelate with customer related
responsibilities, tend to show high inclination of work role performance in comparison to
departments solely related to R&D. Additionally, Yuan and Woodman (2010), discovered that
three IWB attributes affect employee’s expected positive performance outcomes. The outcome
expectations, like moderate psychological processes, were shaped by environmental and
individual difference factors, comprising of perceived organization support for innovation.

Shanker, Bhanugopan, Heijden and Farrell (2017) investigated the mediating effects of
innovative work behaviour on the relationship between organizational climate for innovation and

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organizational performance. Their findings from a survey of 202 managers working in Malaysian
companies demonstrate that innovative work behaviour plays a mediating role in the relationship
between organizational climate for innovation and organizational performance. Implications of
these findings and avenues for future research are discussed.

Spiegelaere, Gyes and Hootegem (2016) examined the relation between PRP, organizational and
job-level task resources and innovative work behaviour (IWB). In doing so, the study
distinguishes between individual and collective PRP and build on insights from high-
performance work systems and employee creativity literature. Using survey data of 927
employees from five Belgian industries, they found that individual PRP weakens the important
positive relation of task-level job resources like learning opportunities on IWB. The combination
of both individual and collective PRP, on the contrary, strengthens the positive relationship
between organizational resources like upward communication and IWB.
Derin and Güravşar (2016) assessed whether cyberloafing also had some positive effects for the
organizations. The study was aimed at testing the effect of cyberloafing on innovative work
behavior of employees. To test this hypothesis a field study was held at İnönü
University/Malatya. The survey’s responses consisted of 152 and the result obtained showed a
weak positive effect of cyberloafing on innovative work behavior. According to these results,
they suggested that managers to be more tolerant to cyberloafing and try to balance the needs for
productivity and needs of employees rather than trying to completely eliminate cyberloafing. As
most of the related literature focuses on the negative effects of cyberloafing, this study might
bring a new perspective for further cyberloafing studies

Jandaghi, Alvani, Matin, and Fakheri, (2015) discusses relevant literature and texts. They also
show these aspects in an Antecedents Behaviour Consequences (ABC) model. They used
personality, job demands, role conflict, organizational policies and organizational justice as
independent variables (taken as antecedents) and Cyberloafing behaviour, productivity and
exhaustion are the outcome variables (Consequence).
Studies on innovative work behaviour as a mediator are scarce (Stoffers, Heijden, & Notelaers,
2014). In fact, Stoffers et al. (2014) argued that their model was the first to test innovative work
behaviour as a mediator in relationships. In 2014, they investigated a moderated mediation model
of innovative work behaviour enhancement. Perceived firm (organizational and market)
performance was assumed to moderate the relationships between leader-member exchange
(LMX) and organizational citizenship behaviour (OCB), on the one hand, and employability, on
the other hand. In a preciously validated human resources management (HRM) model,
employability appeared to be a full mediator in the relationship between LMX and OCB, and
innovative work behaviour, being the outcome measure. Results indicated that firm performance
had a substantial influence on the baseline model’s relationships. More specifically, firm
performance appeared to moderate partially a mediation model wherein LMX was assumed to be
associated with innovative work behaviour, through employability, being the mediator.
Moreover, firm performance also appeared to moderate conclusively a model with employability
as a mediator in the relationship between OCB and innovative work behaviour. To them, this is
the very first study that investigates a mediation model of innovative work behaviour
enhancement moderated by firm performance.

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Research model

Cyberloafing Employee
H
performan
3 H
H H
4
Innovative work
1
2
behaviour
Source: Adapted from Stoffers, Heijden and Notelaers (2014)

Methodology
The study was cross sectional in nature and the survey research design was used. This is because
the researcher used a structured questionnaire which was administered on the participants. The
use of questionnaire is helpful because it is economical, speedy; there is no bias (as in
interviews), and the possibility of anonymity and privacy encourages candidates to be willing to
respond on sensitive issues, and do so honestly (Babbie & Mouton, 2001).

Population and Sample size

The population of this study comprises of employees working in all branch offices of deposit
banks operating in Kaduna metropolis, Kaduna State as at 2017. Thus, this study focuses on the
employees working at the offices of the following banks: First Bank, Keystone Bank, Guaranty
Trust Bank, Stanbic IBTC Bank, Zenith Bank Plc, United Bank for Africa (UBA), Access Bank,
Keystone Bank, First City Monument Bank (FCMB), Fidelity Bank, Guarantee Trust Bank
(GTB), Union Bank, Unity Bank. There are 422 staff working in the above listed banks. The
study, using Krejcie and Morgan (1970), sample size table at 5% confident interval, arrived at
201 employees as sample size (see sample size table in the appendix). For the purpose of
increased representation, 30% of the sample size as recommended by Israel (2013) was added
bringing the total to 261 (201 + 30% = 201 x 1.3 = 261). This takes care of other unavoidable
errors such as incorrect filling and failure of some respondents to return the questionnaire. Copies
of the questionnaire were distributed to the participating employees with the aid of research
assistants.

Measurement and Instruments

The study was quantitative in nature and primary data were utilized. Instruments from past
studies were adapted to measure the constructs of the study. The researcher employed structured
close ended. All scales used to measure the constructs of this study were adapted from previous
studies. For individual employee’s performance, the scale used in this study was adapted from
Koopman’s (2014) individual performance scale. It consists of 5 items measured in 5 point Likert
scale. Innovative work behaviour was measured by using the nine items from originally Janssen
(2000 with α = 0.95). These 9 items instrument assessed the degree to which an employee is
involved in innovative work behaviours. In order to measure the cyberloafing, we adapted the
scale utilized by Doorn (2011). The instrument consists of 9 items also measured in 5 points
likert scale. Examples from the 9-item measure of cyberloafing includes “learn new skills,
develop myself, relax and acquire new abilities.”

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Data analysis technique

SmartPLS 2.0 was employed to compute the two basic model of PLS path modeling which
includes measurement model and structural model. Some of the reasons for the use of PLS were
its superiority over others in terms of flexible restriction in respect of distribution and population
of the study as noted by Haenlein and Kaplan (2004). It has the possibility of providing a more
reliable and accurate computation of mediating effect because it accounts for error that is capable
of reducing the possible relationship as well as the improvement of the validation of the theory
(Henseler & Fassott, 2010).

Results and Discussions

In using PLS_SEM, there are two models that must be examined, the measurement (outer) model
and the structural (inner) model.

Measurement Model
In this model, we examined the items loadings, internal consistency and average variance
extracted. However, the study excluded test of collinearity since the number of predictor
variables is below three (Hair, Black, Babin, Anderson & Tatham, 2013). The items loadings
were examined and only items that loaded 0.50 and above were retained (Fornell & Larcker,
1981). The internal consistency was measured by composite reliability and has reached the
satisfied criteria, as the lowest is 0.843 and the highest is 0.923. Also, Average Variance
Extracted (AVE) was examined and have all met the criteria provided by Fornell and Larcker
(1981). In other words, the values of AVE were greater than 0.5, as it ranges between .63 and
.76. These are presented in table 4.1.
Table 4.1
Items loadings, internal consistency and average variance extracted
Construct Items Loadings AVE CR
Employee performance EMP2 0.989 0.758 0.923
EMP3 0.524
EMP4 0.985
EMP5 0.899
Cyberloafing CBL1 0.658 0.522 0.843
CBL2 0.589
CBL3 0.770
CBL4 0.681
CBL9 0.880
Innovative work behavior IWB3 0.806 0.609 0.903
IWB4 0.849
IWB5 0.855
IWB6 0.678
IWB7 0.776
IWB8 0.701
Source: Field Survey, 2018

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To confirm the discriminant validity of the construct, the study adopted the Fornel and Larker
(1981) criteria. The square root of the AVE of each construct must be greater than the
correlations between construct. The values of the square root of AVE exceed that of the inter-
correlation among the constructs in the model. The square roots of AVEs are represented with
the bolded value on the diagonal in Table 4.2.
Table 4.2: Discriminant validity
CBL EMP IWB
Cyberloafing 0.723
Employee performance 0.682 0.871
Innovative work behaviour 0.195 0.328 0.780

Structural model
The structural model was assessed to test the hypotheses of the study. A bootstrapping procedure
was carried out with 5000 sub-samples and 355 cases to the hypothesis for both the direct and
mediated relationship. The effect size was also assessed and blind folding to determine the
predictive relevance was conducted. However, the study excluded the computation of VAF
(variance accounted for) and this is because no significant mediation found from the results.

Figure 1: Structural model

Test of Hypotheses for Direct Relationships
The model hypotheses testing show that the relationship between cyberloafing and innovative
work behaviour is significant (t-value = 4.532, p value = 0.000). The table also showed that
innovative work behaviour has a significant positive effect on employee’s performance (t- value
= 5.871, p< 0.000). A significant positive of cyberloafing on employee’s performance was also
shown in table 4.4 (t-value = 14.295, p-value = 0.000).

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Table 4.3: Test of hypothesis (Direct relationship)

Hypothesis Relationship Beta Std error T-value p-value
H1 CBL -> IWB 0.200 0.044 4.532 0.000
H2 IWB -> EMP 0.202 0.034 5.871 0.000
H3 CBL -> EMP 0.642 0.045 14.295 0.000

The results further indicated that a unit increase in loafing will lead to 20% increase in innovative
behaviour. Thus, the first hypothesis (H1) that state that cyberloafing has no significant effect on
innovative work behaviour is rejected. Also, as innovative work behaviour increases by one unit,
employee performance increases by 20.2%, thus, hypothesis two (H2) that states that innovative
work behaviour has no significant effect on employee’s performance is also rejected. The study
further disclosed that if Cyberloafing increases by a unit, employee’s performance increases by
64.2%, hence the third hypothesis (H3) which states that cyberloafing has no significant effect on
employee performance is as well rejected.

Test of hypothesis with mediation

Table 4.4
Test of Hypothesis (Mediated relationship)
Hypothesis Relatioship Beta Std error Tvalue Pvalue
H1 CBL ->IWB 0.677 0.042 15.973 0.00
H2 IWB -> EMP 0.200 0.044 4.532 0.00
H3 CBL -> EMP 0.206 0.036 5.786 0.00
H4 CBL-> IWB->EMP 0.041 0.080 0.517 0.61

By integrating innovative work behaviour as a mediator, it is expected that the effect of

cyberloafing on employee’s performance should either be no longer significant and/or a
reduction in beta coefficient. This will signal the presence of mediation. On table 4.4, it can be
seen that with innovative work behaviour as a possible mediator included in the model, the beta
value of cyberloafing on employee performance failed to reduce but increase from 0.642 to 0.677
and remained significant. This clearly showed that innovative work behaviour does not
significantly mediate the relationship between cyberloafing and employee’s performance. Based
on this, our fourth hypothesis (H4) which states that innovative work behaviour does not
significantly mediate the relation between cyberloafing and employee’s performance is accepted.

Table 4.5
Coefficient of determination (R2)
Relationship R Square
Cyberloafing and Innovative work behavior -> 0.504
Employee performance
Cyberloafing -> Innovative work behavior 0.040

The r squared representing coefficient of determination stood at 50.4% for employee’s

performance and 4% for innovative work behaviour which was acceptable as it is above the
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recommended10% by Falk and Miller (1993). The 50.4% implies that 50.4% variation in the
employee performance is explained by cyberloafing and innovative work behavior and the
remaining 49.6% is explained by other variables not included in the model. The 4% of innovative
work behavior on the other hand implies 4% variance in innovative work behavior is explained
by cyberloafing and the remaining 96% is explained by other variables not included in the model.

Effect size
The study assessed the effect size of the exogenous variable on endogenous variable using the F2.
Cohen (1988) recommended that f2 values of 0.02, 0.15, and 0.35, to represents small, medium,
and large effects respectively.
Table 4.6
Effect size
Construct R2 included R2 excluded F2 Effect size
Cyberloafing 0.504 0.109 0.796 Large
innovative work 0.504 0.460 0.089 Small
behaviour

The f2 value of work stress is 0.014 indicating a no effect while that of job satisfaction is .736
which implied a large effect size. Also, the Q2 of the model stood at 0.323 which is greater than
zero, this implies that the model has 32.3% predictive relevance.

Predictive relevance
Q2 was used to determine the predictive relevance of the exogenous variable. According to
Garson (2016), Q2 value of 0 or negative showed that the model is irrelevant in predicting the
endogenous variable. The results are presented in table 4.6 below:
Table 4.7
Predictive relevance
Construct Q2
Employee performance 0.366
Innovative work behavior 0.013

Table 4.6 shown that the q2 value for employee performance and innovative work behavior are
0.366 and 0.013 respectively

Discussion of Findings
The study was carried out to examine the mediating effect of innovative work behaviour on the
relationship between cyberloafing and employee’s performance. Our proposed relationship
between cyberloafing and innovative work behaviour, innovative work behaviour and
employee’s performance and cyberloafing and employee’s performance were all rejected. The
level of significance was determined by the t-values and p-values obtained from the analysis. For
hypothesis one, the relationship between CBL and EMP was not supported (t-value = 4.532, p
value = 0.000). This implies that as the level employee loafing increases, employee innovative
behavior increases. This finding is consistent with the findings of (Askew & Askew, 2012;
Yogun, 2015; Hussain & Parida, 2017; Derin & Güravşar, 2016; Sara & Santos, 2016;).

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Cyberloafing should be highly related to innovative work behaviour since self-development and
searching (web, printed document) are associated with cyberloafing, The authors of the paper
demonstrated that cyberloafing could prompt an enhanced comprehension of existing
information. Moreover, cyberloafing exercises additionally "serve to open blocked innovation
channels” (Oravec, 2002) which demonstrates an increment of innovation by cyberloafing.

For the second hypothesized relation, it was found that innovative work behaviour has significant
positive effect on the performance of employees among deposit money banks in Kaduna
metropolis. Thus, the hypothesis is rejected (t-value = 05.871 & p-value = 0.000). This finding is
consistent with that of Li and Zheng (2014), (Shanker et al., 2017; Spiegelaere et al., 2016). This
result followed the proposition that individuals' continuous engagement with learning inside and
outside the organization could encourage a flow of knowledge to stimulate personal insights and
synergetic discovery leading to new value.

In the third hypothesis of the study, cyberloafing was found to have significant positive effect on
employee’s performance (t-value = 14.295 & p-value = 0.000). The study rejected this
hypothesis. This confirmed the results of the past studies (Derin & Güravşar, 2016; Jandaghi et
al., 2015). This result contradicts the argument that cyberloafing results in lower task
performance through lost work time. Based on this, the time employees used on cyberloafing
would have been utilized on working for the organization or discharging the assigned tasks. In
this case, loss of any work period would translate into lost performance. If this perspective is
correct, one should expect a negative relationship between cyberloafing and task performance
(Vitak & LaRose, 2011). However, the positive link found in this study supported the argument
that engaging in cyberloafing recovers these resources, allowing employees to become more
productive. Where this view is correct, a positive association between cyberloafing and task
performance is expected. Furthermore, the amount of cyberloafing one does in short break should
be associated with an increase in productivity (Weatherbee, 2012).

Finally, the fourth hypothesis showed that innovative work behaviour does not significantly
mediate the relationship between cyberloafing and employee’s performance (tvalue = 0.517 & p-
value = 0.61) and this is consistent with (Stoffers et al., 2014). Of course, surfing the internet
may arguably result to innovation and innovative behavior. However, innovations not along the
line of task performance may not contribute to the employee’s productivity.

Conclusion and Recommendations

The study examined the mediating effect of cyberloafing on the performance of employees
among deposit money banks in Kaduna metropolis. Based on the findings, the study concluded
that cyberloafing has a significant positive effect on innovative work behaviour and employee’s
performance, innovative work behaviour significantly affect employee’s performance and that
innovative work behaviour does not significantly mediate the relationship between cyberloafing
and employee’s performance.

Based on the findings, the study recommends the following:

i. Cyberloafing was discovered to have positive influence on innovative work behaviour,
thus Organization should not completely ban the use of internet in the office. They
should be able to adequately monitor and curtail excess usage of the internet during
work.

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ii. Indoctrinate an innovative attitude among its employees to convey more value creation
for the organization and this will help sustain competitive advantage and success. By
providing definite and clear strategy of innovation for their entire value chain, if they
are to realize individuals' contributions to company-wide innovation.
iii. Organizations may have already implemented policies aimed at internet use. These
policies signify that organizations know the possible risks of internet at work.
Employees surfing assist them to gain more knowledge to discharge their duties. This
will boost their performance.
iv. Cyberloafing does not always lead to negative consequences. Organizations should
recognize that the Internet also can offer positive impact that might be useful to the
organization. By providing potentials for employers to influence cyberloafing, it
becomes more concrete and better to monitor for organizations.
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