Date of Award


Document Type


Degree Name

Master of Science in Industrial and Organizational Psychology



First Reader/Committee Chair

Diaz, Ismael


In the present study, I examined how innovative work climate influenced job training quality and behavioral intentions and perceptions of employees. Employee reactions to job training foreshadow workplace intentions and behaviors that employees might engage in. The intentions that were investigated were Counterproductive Work Behaviors (CWBs) and the reduction of Organizational Citizenship Behaviors (OCBs). The sample consisted of 338 participants who have been employed recently. In a self-report questionnaire, participants recalled their perceptions of the job training at a current or recent job and indicated how likely or interested they were in committing certain work behaviors. Survey items were gathered from the Work Innovation Scale (WIS), a training evaluation questionnaire based on Kirkpatrick’s model, the Big Five Inventory 2 (BFI-2), and the Counterproductive Workplace Behavior Checklist (CWB-C). A path analysis was used to test the hypothesized model of the study and was found to have good model fit, χ2 (1, N = 338) = 4.56, p = .033, CFI = .96, NFI = .95. Significance was found in one of the expected indirect relationships between innovation culture through training reaction to CWBs and the direct relationship from innovative work culture and CWBs. Results indicated that innovative work culture and training reaction predicted CWBs as expected, however the amount of training did not predict CWBs. Evidence was found to support the moderation of conscientiousness on training amount and CWBs and training reaction and CWBs. Results and implications are discussed.