PADANG — Workplace well-being among university educational support staff is significantly driven by knowledge sharing practices and innovative work behaviour. A recent study conducted by Martha Dewi Siska and Syahrizal from Universitas Negeri Padang in early 2024 reveals key structural mechanisms in managing human resources within higher education institutions. These findings provide strategic insights for establishing healthy, transparent, and adaptive public working environments amid organizational transformations.
Organizational research in higher education has historically concentrated on academic faculty well-being, leaving non-academic support staff relatively understudied. Nevertheless, administrative educational personnel play an essential operational role in maintaining service quality and institutional functionality. Under ongoing modern governance reforms, support staff face increasing demands to accommodate diverse stakeholders and streamlined procedures. Understanding the drivers behind their emotional and psychological well-being is therefore critical for institutional resilience.
To investigate these dynamic relationships, the researchers conducted an explanatory quantitative survey involving 262 educational support staff across various work units at Universitas Negeri Padang. Rooted in Self-Determination Theory, the empirical model tested the direct and indirect structural links between cultural intelligence, knowledge sharing, innovative work behaviour, and work-related well-being. Innovative work behaviour was analyzed as a mediating variable to observe how individual capacities translate into practical workplace actions.
The empirical findings demonstrate that knowledge sharing exerts a strong positive direct effect on both workplace well-being and innovative behaviour. Cultural intelligence does not directly enhance employee well-being; instead, its positive impact is fully realized through the mechanism of innovative work behaviour. Furthermore, innovative work behaviour emerged as the single strongest direct predictor of workplace well-being, serving as a full mediator for cultural intelligence and a partial mediator for knowledge sharing.
These findings offer practical implications for public sector administrators and university human resource leadership. Fostering an open knowledge-sharing environment reduces job ambiguity and cognitive overload among administrative staff. Empowering support staff to initiate, promote, and implement practical workflow innovations directly satisfies their needs for autonomy and competence, resulting in higher job satisfaction and overall psychological flourishing.
The authors of this study are Martha Dewi Siska and Syahrizal from Universitas Negeri Padang.
Judul Artikel: The Effect of Cultural Intelligence and Knowledge Sharing on Work-Related Well-Being: Innovative Work Behaviour as a Mediating Variable
Nama Jurnal: East Asian Journal of Multidisciplinary Research (EAJMR)
Tahun Publikasi: 2026
DOI: https://doi.org/10.55927/eajmr.v5i9.317
URL Jurnal: https://journaleajmr.my.id/index.php/eajmr
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