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The study was aimed to investigate the effect of personality trait and supportive work environment on employee's job satisfaction as well as his/her innovative work behaviour. The current work supports previous prerogatives regarding the importance of supportive work environment for the formation of satisfaction that enhances innovation and change. A sample size of 251 respondents (N = 251) comprised of 133 male and 118 female employees selected from NGOs, banking, and telecom sector from twin cities (i.e., Islamabad and Rawalpindi). Data were gathered through structured questionnaire based on convenient sampling technique. Data was analysed through structural equation modelling (SEM) with AMOS 22.0. Findings indicated that positive and direct relationship among core self-evaluation (as personality trait), supportive work environment (management and co-worker support), and job satisfaction. Similarly, employees' job satisfaction had positive and direct impact on innovative work behaviour. Furthermore, findings of the study proposed that mangers and HRM professionals could play a pivotal role in exploiting and guaranteeing every employee trait that they possessed and for development of work environment that motivated employees to perceive things with innovation.

Keyword. Innovative work behaviour, core-self-evaluation, supportive work environment, management support, co-worker support

In order to cope up with the swiftchanges in today's environment, businesses can gain competitive advantage by adopting the capability to innovate. For novelty employees, innovative behaviour is of utmost importance, as they are the building blocks in bringing these changes within the organization. The concept of workplace innovation obtained considerable attention in past few years (Frambach & Schillewaert, 2002), and particularly, in current economic situation, it may be perceived as the fundamental for firm's wellbeing (Zhou & Hoever, 2014). Generally, innovative work behaviour is argued to be a significant determinant of firm's achievement (Spiegelaere, Gyes, & Hootegem, 2016). Within a firm, less supportive environmenteradicates an important trigger to stimulate innovative work behaviour and innovativeness (Bysted & Jespersen, 2014). Currently, many large firms engage the transfer of knowledge-based services; these firms require processing knowledge effectively because innovative ideas require management support or leadership in the form of advocates by establishing an environment that accelerates employees sharing and knowledge acquisition (Richards & Duxbury, 2015). In such a context, employees would be encouraged to accumulate, use or even extend knowledge for the purpose of improving processes and...

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