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Relevant bibliographies by topics / Employees’ voice behavior

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Academic literature on the topic 'Employees’ voice behavior'

Author: Grafiati

Published: 25 May 2024

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Journal articles on the topic "Employees’ voice behavior"

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Son, SuJin. "The role of supervisors on employees’ voice behavior." Leadership & Organization Development Journal 40, no. 1 (February 11, 2019): 85–96. http://dx.doi.org/10.1108/lodj-06-2018-0230.

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PurposeDrawing on social learning theory and social information processing theory, the purpose of this study is to examine how perceived supervisor’s voice behavior relates to employees’ own voice behavior both directly and indirectly through trust in supervisor. In particular, this study also investigates the moderating role of gender in the relationship between trust in supervisor and employee voice behavior. Further, this study proposes that gender moderates the indirect effect of perceived supervisor’s voice behavior on employee voice behavior via trust in supervisor.Design/methodology/approachThe proposed hypothesis was tested by using hierarchical regression analyses and Hayes’ PROCESS macro.FindingsThe results show that perceived supervisor’s voice behavior is positively related to an employee’s own voice behavior and trust in supervisors. In particular, trust in supervisors mediates the relationship between perceived supervisor’s voice behavior and employee’s own voice behavior. Additionally, the relationship between trust in supervisor and employees’ voice behavior was stronger for female employees.Originality/valueThe current study investigates employees’ perception of immediate supervisor’s voice behavior that encourages employees to speak up, thereby providing a more nuanced understanding of the factors that facilitate employee voice behavior. In particular, this study advances the understanding of how and why employees’ perception of supervisors’ voice behavior relates to employees’ voice behavior by examining the mediating and moderating factors.

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Adhyke, Yuzy Prila, Anis Eliyana, Ahmad Rizki Sridadi, Dina Fitriasia Septiarini, and Aisha Anwar. "Hear Me Out! This Is My Idea: Transformational Leadership, Proactive Personality and Relational Identification." SAGE Open 13, no. 1 (January 2023): 215824402211458. http://dx.doi.org/10.1177/21582440221145869.

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This study proposes that there is relationship between transformational leadership and employee’s voice as well as relational identification as a mediation and proactive personality as a moderator. Structural Equation Modeling was used to analyze data gathered from employees at the Ministry of Law and Human Rights through questionnaires. The findings revealed that transformational leadership has a significant effect on employee’s voice and relational identification; relational identification mediates the relation between transformational leadership and employee voice behavior, and proactive personality will weaken the transformational effect on employee’s voice behavior. This study enriches empirical studies that employee’s voice can represent the opinions and ideas of employees with the presence of relational identification, proactive personality, and transformational leadership in the organization. Furthermore, transformational leadership can build relational identification that is strengthened by a proactive personality so that employees are happy to convey their voices.

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Zhang, Zhenzhen, Qiaozhuan Liang, and Jie Li. "The Curvilinear Relationship between Employee Voice and Managers’ Performance Evaluations: The Moderating Role of Voice Consensus." Sustainability 14, no. 16 (August 12, 2022): 9970. http://dx.doi.org/10.3390/su14169970.

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In the rapidly changing business environment, employee voice can be a key driver of organizations’ sustainable development. However, how can employees ensure that they receive a positive response from their managers? To what extent do the voice patterns within the team influence managers’ reactions to one employee’s voice behaviors? To address these questions, we draw on the antecedent–benefit–cost framework (ABC framework) and knowledge management literature to investigate the inverted U-shaped relationship between employee voice and managers’ performance evaluations and the role of voice consensus (i.e., the extent to which the frequency of an employee’s voice is dissimilar to that of his/her coworkers) in shaping this relationship. The results of a field study of 173 employees in 37 groups show that employees who engage in moderate levels of voice are rated as better performers than those who rarely voice or voice very frequently, especially when the frequency of employees’ voice deviates from the voice frequency of their coworkers (i.e., low consensus). These findings highlight that it is not only important to explore the frequency of voice when studying managerial responses to employee voice but to also examine other dimensions of the voice behavior (such as voice consensus).

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Nizam, Kehkashan. "THE IMPACT OF SUPPORTIVE LEADERSHIP AND PERCEIVED SUPERVISOR VOICE BEHAVIOR ON EMPLOYEE VOICE BEHAVIOR." Journal for Business Education and Management 2, no. 2 (December 31, 2022): 1–25. http://dx.doi.org/10.56596/jbem.v2i2.27.

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The purpose of this research is to analyze the impact of supportive leadership and supervisor voice behavior on employee voice behavior in the ceramic industry in Pakistan. The study also aims to investigate the role of trust in the supervisor as a mediator between the independent and dependent variables. The data was collected through a survey questionnaire from 180 employees working in ceramic companies in Karachi, Pakistan. The statistical analysis was conducted using SPSS and PLS-SEM to test the hypotheses. The findings of the study indicate that both supportive leadership and supervisor voice behavior have a positive effect on employee voice behavior. This implies that when employees perceive their supervisors to be supportive and they provide opportunities for employee participation and involvement, they are more likely to voice their opinions and ideas freely. Additionally, supportive leadership has a direct and positive impact on employee voice behavior. This implies that when employees receive supportive leadership, they are more likely to voice their opinions and ideas. The study also found that trust in supervision mediates the relationship between supervisor voice behavior, supportive leadership, and employee voice behavior. This suggests that when employees trust their supervisors, they are more likely to perceive their supervisors as providing a supportive leadership style and engaging in voice behavior, which ultimately leads to increased employee voice behavior. The research provides valuable insights for managers and supervisors in the ceramic industry of Pakistan. It highlights the importance of supportive leadership and supervisor voice behavior in promoting employee voice behavior. Managers and supervisors can use this information to create a positive work environment that encourages employee participation and involvement. They can also work towards building trust with their employees to increase their perceptions of supportive leadership and supervisor voice behavior.

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Liang, Tsang-Lang, Hsueh-Feng Chang, Ming-Hsiang Ko, and Chih-Wei Lin. "Transformational leadership and employee voices in the hospitality industry." International Journal of Contemporary Hospitality Management 29, no. 1 (January 9, 2017): 374–92. http://dx.doi.org/10.1108/ijchm-07-2015-0364.

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Purpose This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as mediators in the same. Design/methodology/approach This study uses structural equation modeling to analyze the data from a questionnaire survey of 251 Taiwanese hospitality industry employees. Findings The findings demonstrate that transformational leadership has significant relationships with relational identification, work engagement and employee voice behavior and that relational identification and work engagement sequentially mediate between transformational leadership and employee voice behavior. Practical implications The results of this study provide insights into the intervening mechanisms linking leaders’ behavior with employees’ voices, while also highlighting the potential importance of relational identification in organizations, especially concerning the enhancement of employees’ work engagement and voice. Originality/value The findings reveal the mechanisms by which supervisors’ transformational leadership encourages employees to voice their suggestions, providing empirical evidence of the sequential mediation of relational identification and work engagement. The results help clarify the psychological process by which leaders influence their followers.

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Elsaied, Mervat Mohamed. "Supportive leadership, proactive personality and employee voice behavior." American Journal of Business 34, no. 1 (April 9, 2019): 2–18. http://dx.doi.org/10.1108/ajb-01-2017-0004.

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Purpose The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee voice behavior. Design/methodology/approach The data were collected from 268 employees, and 56 were their immediate supervisors, in three Egyptian companies belonging to footwear and headgear sector. Employees and their immediate supervisors provided data on separate questionnaires and different occasions; an identification number was used to match each employee’s questionnaire with the response of his/her immediate supervisor. Findings The results indicated that both supportive leadership and proactive personality had a positive and significant effect on voice behavior. In addition, the results showed that psychological safety fully mediated the relationships among supportive leadership, proactive personality and employee voice behavior. Originality/value This study contributes to the literature by linking supportive leadership, proactive personality and employee voice behavior. It clarifies how and why supportive leadership and proactive personality can stimulate voice behavior.

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Choi, Yongduk. "The Relationship between Employee Voice Behavior and Job Engagement: The Role of Perspective Taking." Korean Academy of Organization and Management 46, no. 3 (August 31, 2022): 53–71. http://dx.doi.org/10.36459/jom.2022.46.3.53.

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This study contributes to research on voice behavior by identifying the social context that can create positive effects of voice behaviors in the side of employees. Voice to employees can have a significant impact on continuous job engagement depending on the results of communication with the leader. Although the voice research so far presupposes the positive effect of employee voice, in fact, little attention has been paid to when voice can lead to a positive result for employees. The current research attempts to fill this research gap by exploring a social boundary condition between employee voice and job engagement. This study examines that voice can lead to constructive results when leaders try to understand the viewpoints or thoughts contained in employee voice. At the same time, this study also suggests that employees who try to speak up can also get positive results when they try to understand the thoughts or viewpoints contained in the leader's voice feedback. This study proposes that the leader’s perspective taking on employee voice and employees’ perspective taking on the leader’s voice feedback serves as a social contextual contingency for the desirable effect of employee voice on job engagement, respectively. Using the data from a sample of 162 employees of a financial service company in South Korea, I found that only when employees perceived high levels of perspective taking of the leader on their voice, employee voice was significantly and positively related to job engagement. This finding highlights the important moderating role the leader’s perspective taking plays in the process where voice leads to job engagement at work. Theoretical and practical implications are discussed.

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Sun, Yunfeng, Hao Yang, Chongyang Qian, Yifeng Jiang, Xiaowei Luo, and Xiang Wu. "Voice Endorsement and Employee Safety Voice Behavior in Construction Projects: The Mediating Role of Leader-Member Exchange." International Journal of Environmental Research and Public Health 19, no. 6 (March 13, 2022): 3374. http://dx.doi.org/10.3390/ijerph19063374.

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Employee safety voice refers to publishing opinions and suggestions related to workplace safety issues. In recent years, it has gradually become a hot topic in the field of organizational safety management research. Voice endorsement is the leader’s positive feedback to employees, and it is a necessary condition and key link for employees to achieve the purpose of voicing. Although there are many types of research on employee safety voice behavior and voice endorsement, few studies have explored the relationship between the two. Therefore, through a paired questionnaire survey of 214 leaders and 344 employees in construction projects, drawing on social exchange theory, using leader-member exchange (LMX) as a mediating variable, we discuss the mechanism of voice endorsement on employee safety voice behavior. The results show that in construction projects, voice endorsement negatively affects employee safety voice behavior and LMX, and LMX positively affects employee safety voice behavior. LMX has a mediating role in the relationship between voice endorsement and employee safety voice behavior. The results of this study can provide useful guidance for improving employee safety voice behavior management.

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Yoo, Jaewon. "Customer power and frontline employee voice behavior." European Journal of Marketing 51, no. 1 (February 13, 2017): 238–56. http://dx.doi.org/10.1108/ejm-07-2015-0477.

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Purpose This paper aims to develop a research model that proposes a relationship among customer power, psychological empowerment and voice behavior of frontline employees (FLEs). The model also suggests that managerial openness, as a result of the manager–employee interface, contributes by mediating the effect of customer power on psychological empowerment. As a result of the job characteristic–employee interface, task interdependence is suggested as a moderator in the relationship between psychological empowerment and voice behavior. Design/methodology/approach To analyze the data, a confirmatory factor analysis and structural equation modeling procedure using LISREL 8.5 were used. Next, the conditional process modeling was fitted to test the moderated mediation hypotheses. In this stage, the mediating role of psychological empowerment and the moderating effect of task interdependence voice behavior were tested with bootstrapping methods. Findings The results showed a significant relationship between customer power and FLEs’ voice behavior, establishing psychological empowerment as an intervening mechanism. Thus, customer power can be a signal of appreciation for passive and job uncontrollability to service employees. The findings also suggested the mediating role of managerial openness, which delivered a negative effect of customer power on the FLEs’ psychological empowerment. Task interdependence enhanced the link between psychological empowerment and voice behavior. Research limitations/implications The specific service sector chosen for this study was retail banks. Furthermore, the study was undertaken among the FLEs of banks in South Korea. Having FLEs self-report on managerial openness raises a general concern that those employees with little experience may not have fully understood whether a manager’s current behaviors are open-minded and empowering. Lastly, the perceptions of customer power, psychological empowerment, managerial openness, task interdependence and voice behavior that all came from FLEs naturally raises concerns about the influence of method bias in these results. Practical implications The significant negative and indirect relationship observed between the perception of customer power and employees’ voice through managerial openness and employees’ psychological empowerment suggested that the double deviation effect of customer power on employees’ psychological empowerment through the interface between customer and employee (customer power) and manager and employee (managerial openness). This study provides insight into the management of service customer–employee and manager–employee interactions to encourage employee psychological empowerment. Originality/value The main emphasis of the model is on the so-called voice behaviors that FLEs exhibit as an overall consequence of various service employee interfaces. The management of FLEs has been extensively discussed in the services marketing literature. However, few research studies have attempted to link and combine the effect of various interfaces to which employees are exposed on employees’ voice behavior. In this study, three interfaces that the FLEs are always exposed to were examined simultaneously: that of the employee and the customer (perceived customer power), the interface of the employee and the manager (managerial openness) and that of the employee and his or her job characteristic (task interdependence).

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Yao, Zhu, Xianchun Zhang, Zhenxuan Liu, Lili Zhang, and Jinlian Luo. "Narcissistic leadership and voice behavior: the role of job stress, traditionality, and trust in leaders." Chinese Management Studies 14, no. 3 (December 6, 2019): 543–63. http://dx.doi.org/10.1108/cms-11-2018-0747.

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Purpose This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China. Design/methodology/approach The authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees. Findings Narcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. Originality/value This study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.

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Dissertations / Theses on the topic "Employees’ voice behavior"

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Liang, Jian. "Voice behavior in organizations : scale development, psychological mechanisms, and cross-level modeling /." View abstract or full-text, 2007. http://library.ust.hk/cgi/db/thesis.pl?MGTO%202007%20LIANG.

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Mao, Chang. "To Voice or Not to Voice: How Anonymity and Visibility Affordances Influence Employees' Safety and Efficacy Perceptions." The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492600637076618.

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Sakat, Mohamed-Amine, and Lingyu Ye. "Transformational Leadership in the Chinese Culture : A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-103948.

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Abstract Linnaeus University – Campus Kalmar School of Business and Economics Leadership and Management in International Contexts (60 credits) Title: Transformational Leadership in the Chinese Culture – A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance. This research aims to study how transformational leadership affects organizational performance and the mediation effect of employee voice behaviour. A quantitative research method and a deductive research approach were used for this research study, where theoretical concepts were developed. Several hypotheses were derived as means to test the existing theories regarding research variables. The data in this research was collected through a 384 completed online survey questionnaire from employees of the top ten listed Chinese internet companies. Various statistical techniques, including Pearson correlation analysis, linear regression analysis, and mediation effect testing, were implemented to provide evidence for hypothesis testing. The statistical analysis results indicate that a particular dimension of transformational leadership positively impacts Chinese internet companies’ performance, and employee voice behaviour has a partial mediation effect in this relationship.

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Yang, Yunyue. "Understanding Employee Voice in the Asian Context." Kyoto University, 2020. http://hdl.handle.net/2433/253063.

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Brinsfield, Chad Thomas. "Employee silence: Investigation of dimensionality, development of measures, and examination of related factors." The Ohio State University, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=osu1236294604.

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Hames, Katharine. "Employees’ voice climate perceptions and perceived importance of voice behaviour: links with important work-related outcomes." Thesis, Hames, Katharine (2012) Employees’ voice climate perceptions and perceived importance of voice behaviour: links with important work-related outcomes. Honours thesis, Murdoch University, 2012. https://researchrepository.murdoch.edu.au/id/eprint/11013/.

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Employee perceptions of voice climate and behaviour have been linked with work-related outcomes that impact organisational effectiveness. This study explored the multi-dimensionality of voice climate and its relationship with affective organisational commitment, work engagement, neglect and exit. The perceived importance of voice behaviours was hypothesised to moderate these relationships. Questionnaires were completed by 119 employees from several organisations. As hypothesised, voice climate was found to be multi-dimensional, and to be significantly related to the work-related outcomes. Contrary to hypotheses, perceived importance of voice behaviour did not moderate these relationships. These findings shed light on new research avenues, and may assist employers in understanding how their organisations’ voice climate is associated with important work-related outcomes.

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Mowbray, Paula. "A Systems and Behavioural Perspective of Managing Employee Voice." Thesis, Griffith University, 2016. http://hdl.handle.net/10072/367418.

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Increased competitive pressures have lead many organisations to aspire to develop high performance organisational cultures, as a means to engage employees and improve productivity and performance. While employee voice mechanisms can provide employees with an opportunity to have a say over employee interests and provide a means for employee input, organisations and their managers are increasingly seeing employee voice systems as a valuable mechanism to encourage suggestions and ideas that may be of benefit to the organisation. It is important, therefore, to understand how organisations, and their individual managers, manage the employee voice systems and how the behaviour of managers and employees may influence their design and implementation, in order to meet these dual purposes. However, the study of employee voice has been conducted in disciplinary silos, which has resulted in unanswered questions concerning how the employee voice architecture is managed. The human resource management/employment relations (HRM/ER) discipline, which considers these dual purposes of voice, has primarily studied the opportunities that organisations provide employees to voice, through the provision of formal voice mechanisms. Accordingly, HRM/ER scholars adopt a systems and macro organisational level perspective of studying employee voice and do not account for individual differences that may occur at the micro individual manager level, or how behaviour may effect the implementation of employee voice.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Shah, Javaid Ali. "Antecedents and outcomes of cognitive dissonance at the workplace : a cultural and work ethics perspective." Electronic Thesis or Diss., Aix-Marseille, 2021. http://theses.univ-amu.fr.lama.univ-amu.fr/211021_SHAH_621gfg248i625xxhjh811ezrhb_TH.pdf.

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Les employés sont confrontés à plusieurs situations où ils ressentent le décalage entre leurs croyances et leurs comportements, ce qui crée un sentiment de détresse, impactant leur prise de décision et leurs comportements au travail. Cette étude visait à acquérir des connaissances approfondies sur la dissonance cognitive du point de vue de divers employés. La première qualitative explique les antécédents et les effets possibles de la dissonance cognitive, en analysant 30 semi-entretiens d'employés d'universités, de banques et de multinationales. La deuxième étude a examiné les relations entre la dissonance cognitive et la satisfaction au travail, l'intention de départ, la performance au travail et le comportement voice des employés. Il a analysé l'effet médiateur de l'éthique du travail dans ces relations, analysant 304 réponses du Pakistan. Les résultats ont également révélé que l'éthique du travail était un médiateur important dans les relations hypothétiques. La troisième étude a analysé les relations entre la dissonance cognitive sur le comportement au travail des employés et les attitudes dans les deux cultures nationales. Les données ont été recueillies auprès de 538 répondants de divers secteurs. Les résultats de l'analyse de régression hiérarchique ont trouvé des relations significatives. Une analyse plus poussée a montré que les salariés français étaient plus enclins à l'intention de départ. Leurs comportements voice ont eu un effet moins négatif dans les situations dissonantes que ceux des employés pakistanais. Cependant, deux hypothèses concernant l'effet modérateur de la culture sur la satisfaction au travail et le rendement au travail n'ont pas été acceptées
Employees face several situations where they feel the discrepancy between their beliefs and behaviors, which create a distressful feeling, impacting their decision-making and work behaviors. This study focused on gaining in-depth knowledge about cognitive dissonance from various employees’ viewpoints. The first qualitative part explains antecedents and effects of cognitive dissonance, analyzing 30 semi-interviews of employees of universities, banks, and MNCs. The second study investigated the relationships between Cognitive dissonance and job satisfaction, turnover intention, job performance, and employee voice behavior. It analyzed the mediating effect of work ethics in these relationships, analyzing 304 responses from Pakistan. Regression analysis results found significant associations between cognitive dissonance and the dependent variables. Results also found work ethics to be a significant mediator in the hypothesized relationships. The third study analyzed the relationships between Cognitive dissonance on employees’ work behavior and attitudes in two national cultures. The data were collected from 538 respondents from various sectors in France and Pakistan. Hierarchical regression analysis results found significant relationships between cognitive dissonance and employee voice behavior, job satisfaction, job performance, and turnover intention. Further analysis showed that the French employees were more prone to turnover intention. Their voice behaviors had a less negative effect in dissonant situations than those of Pakistani employees. However, two hypotheses regarding the moderating effect of culture on job satisfaction and job performance were not accepted

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Pyclik, Alice. "Antecedents of Voice: The Moderating Role of Proactive Personality." Wright State University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=wright1579865453661268.

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Coutinho, James. "Workplace democracy, well-being and political participation." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/workplace-democracy-wellbeing-and-political-participation(8caf3766-fc92-4a7c-8f55-fb09457b4cf1).html.

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A democratic workplace is one where workers as a body have the right to determine the internal organization and future direction of the firm. Worker co-operatives are a type of democratic firm. In a worker co-operative employees are joint-owners of the firm and participate democratically in workplace governance. Much has been written about the supposed benefits of worker co-operatives for workers and for society. One thread of this research, originating with Carole Pateman’s theoretical work (Pateman 1970), argues that worker co-operatives act as sites of political learning for workers. By participating democratically in workplace decisions, individuals are thought to learn the skills and psychological dispositions needed to participate in political democracy. A second thread argues that co-operatives will improve worker well-being. Democratic governance will give workers control over work organization, increasing autonomy in their daily lives, and leading to an increase in non-material work rewards such as job satisfaction. Worker ownership will equalize the material rewards from work and improve job security. These arguments are premised on the idea that democratic governance structures and worker ownership will lead to widespread, effective worker participation in decision-making and the equalization of power at work. However, insufficient attention is given to the contextual factors beyond formal governance and ownership structures that shape the internal dynamics of workplace democracy. I conduct an in-depth, mixed-methods case study of a worker co-operative with 158 employees in the UK cycling retail industry. Using survey research, social network analysis, in-depth interviews and direct observation, I show how individual differences, firm-level contextual factors such as the social composition of the organization, and macro-level factors such as economic and cultural context, lead to unequal participation opportunities and different outcomes for different groups of workers within the firm. My research leads to three conclusions. First, the outcomes of workplace democracy for workers are highly context-dependent. They will differ across groups of workers within co-operatives, across different democratic firms, and across cultures. Second, the relationship between workplace democracy and political participation is more complex than the Pateman thesis suggests. It is contingent on the political identities of workers, which are themselves shaped by wider political economic context. Political identity affects both participation behaviour at work, and how workplace experience shapes political views. Third, the subjective well-being outcomes of workplace democracy depend on workers’ expectations about work. Expectations are shaped by the same forces that mould political identity. Workplace democracy raises expectations for certain groups of workers, leading to well-being harms when expectations are not met. Overall, the benefits of workplace democracy for workers and for society are overstated. In the UK context, co-ops are unlikely to realize the benefits attributed to them without large-scale public policy interventions.

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Books on the topic "Employees’ voice behavior"

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Xiaochun, Wang. Jia zhang shi ling dao dui yuan gong jian yan yu chuang zao li ying xiang yan jiu: The influence of paternalistic leadership on employee's voice behavior and creativity. Beijing Shi: She hui ke xue wen xian chu ban she, 2018.

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Hyman, Jeff. Employee Voice and Participation. Routledge, 2018.

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Podsakoff, Philip M., Scott B. Mackenzie, and Nathan P. Podsakoff, eds. The Oxford Handbook of Organizational Citizenship Behavior. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.001.0001.

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The purpose of this handbook is to provide a broad and interdisciplinary review of state-of-the-art research on organizational citizenship behaviors (OCBs), and related constructs such as contextual performance, spontaneous organizational behavior, prosocial behavior, proactive behavior, employee voice, and counterproductive work behavior. Chapters by leading scholars in the field address: (a) the conceptualization of OCBs; (b) the distinction between these behaviors and related constructs; (c) the antecedents, correlates, and consequences of these behaviors; (d) the mechanisms through which these behaviors influence organizational success and the boundary conditions limiting these effects; and (e) the methodological and measurement issues that are common when studying OCBs. In addition, this handbook has several chapters that explore the implications for managerial practice and career success. Finally, each of the chapters identifies substantive questions, methods, and issues for future research. The overarching goal of this handbook is to offer a single resource that will inform and inspire scholars, students, and practitioners of the origins of this construct, the current state of research on this topic, and potentially exciting avenues for future exploration.

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Hyman, Jeff. Employee Voice and Participation: Contested Past, Troubled Present, Uncertain Future. Taylor & Francis Group, 2018.

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Employee Voice and Participation: Contested Past, Troubled Present, Uncertain Future. Taylor & Francis Group, 2018.

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Hyman, Jeff. Employee Voice and Participation: Contested Past, Troubled Present, Uncertain Future. Taylor & Francis Group, 2018.

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Voice And Silence In Organizations. Emerald Group Publishing, 2009.

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Krzywdzinski, Martin. Consent and Control in the Authoritarian Workplace. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198806486.001.0001.

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Today, a large proportion of the world’s states are under authoritarian governments. These countries limit participation rights, both in the political sphere and in the workplace. At the same time, they have to generate consent in the workplace in order to ensure social stability and prevent the escalation of conflict. But how do companies generate consent, given that employee voice and interest representation may be limited or entirely absent? Based on a review of research literature from sociology, organizational psychology, and behavioral economics, this book develops a theory of consent generation and distinguishes three groups of consent-producing mechanisms: socialization, incentive mechanisms, and participation and interest representation. It presents an empirical analysis of how these mechanisms work in Russian and Chinese automotive factories and shows how sociocultural factors and labor regulation present the differences between both countries regarding consent and control in the workplace. The book contributes to two research debates. First, it examines the generation of consent in the workplace: a core topic of the sociology of work and organization. Its particular focus is on consent generation in authoritarian societies. Second, the book contributes to the debate regarding the reasons for the different trajectories of post-communist Russia and China. The book provides an empirical analysis that explains the different work behaviors of employees in both countries, and links the micro level of the workplace and the macro level of institutions and organizational cultures.

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Dewar, Jacqueline M. Evidence: From Interviews, Focus Groups, and Think-Alouds. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198821212.003.0007.

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Chapter 6 gives detailed instructions for gathering evidence through focus groups, interviews, and think-alouds. When seeking to answer questions about science, technology, engineering, or mathematics (STEM) student thinking, motivation, attitudes, or underlying reasons for certain behaviors, a scholarship of teaching and learning (SoTL) investigator should consider using one or more of these methods even though they may be unfamiliar. Numerous examples are given of studies of student learning in science, engineering, and mathematics that employed these methods. The investigator is advised to select a method that is appropriate for the type of research question—What works? What is? What could be? The chapter closes with a discussion of the key role that student voices play in SoTL, including the positive outcomes resulting from several projects that engaged students as co-investigators or provided undergraduate research experience in pedagogical research.

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Bucy, Erik P., and Patrick Stewart. The Personalization of Campaigns: Nonverbal Cues in Presidential Debates. Oxford University Press, 2018. http://dx.doi.org/10.1093/acrefore/9780190228637.013.52.

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Nonverbal cues are important elements of persuasive communication whose influence in political debates are receiving renewed attention. Recent advances in political debate research have been driven by biologically grounded explanations of behavior that draw on evolutionary theory and view televised debates as contests for social dominance. The application of biobehavioral coding to televised presidential debates opens new vistas for investigating this time-honored campaign tradition by introducing a systematic and readily replicated analytical framework for documenting the unspoken signals that are a continuous feature of competitive candidate encounters. As research utilizing biobehavioral measures of presidential debates and other political communication progresses, studies are becoming increasingly characterized by the use of multiple methodologies and merging of disparate data into combined systems of coding that support predictive modeling.Key elements of nonverbal persuasion include candidate appearance, communication style and behavior, as well as gender dynamics that regulate candidate interactions. Together, the use of facial expressions, voice tone, and bodily gestures form uniquely identifiable display repertoires that candidates perform within televised debate settings. Also at play are social and political norms that govern candidate encounters. From an evaluative standpoint, the visual equivalent of a verbal gaffe is the commission of a nonverbal expectancy violation, which draws viewer attention and interferes with information intake. Through second screens, viewers are able to register their reactions to candidate behavior in real time, and merging biobehavioral and social media approaches to debate effects is showing how such activity can be used as an outcome measure to assess the efficacy of candidate nonverbal communication during televised presidential debates.Methodological approaches employed to investigate nonverbal cues in presidential debates have expanded well beyond the time-honored technique of content analysis to include lab experiments, focus groups, continuous response measurement, eye tracking, vocalic analysis, biobehavioral coding, and use of the Facial Action Coding System to document the muscle movements that comprise leader expressions. Given the tradeoffs and myriad considerations involved in analyzing nonverbal cues, critical issues in measurement and methodology must be addressed when conducting research in this evolving area. With automated coding of nonverbal behavior just around the corner, future research should be designed to take advantage of the growing number of methodological advances in this rapidly evolving area of political communication research.

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Book chapters on the topic "Employees’ voice behavior"

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Fang, Qingguo. "The Impact of Empathetic Leadership on Employees' Voice Behavior in Chinese Social Enterprises." In Atlantis Highlights in Engineering, 628–33. Dordrecht: Atlantis Press International BV, 2023. http://dx.doi.org/10.2991/978-94-6463-262-0_65.

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Tian, Zai-lan, and Pei-lun Huang. "Researches on the Effects of Leader Empowerment Behavior on Employees’ Voice Behavior: The Mediating Effect of Self-Efficacy." In Proceedings of 20th International Conference on Industrial Engineering and Engineering Management, 757–64. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40063-6_75.

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Lim, Hyunji (Dana), and Young Kim. "To Stay Silent or Speak Up against Corporate Racial Discrimination? An Internal Public Segmentation Approach to Employee Voice and Silence Behaviors." In Internal Communication and Employee Engagement, 119–34. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003195580-11.

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Di Virgilio, Francesca, Angelo Presenza, and Lorn R. Sheehan. "Organizational Citizenship Behavior." In Handbook of Research on Global Hospitality and Tourism Management, 163–84. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8606-9.ch010.

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This chapter analyzes organizational citizenship behavior of permanent versus contingent employees in the Italian hospitality industry. The empirical data were derived from a questionnaire survey conducted in three regions of Southern Italy. Survey respondents were 848 frontline employees from 63 hotels. Findings show that contingent employees exhibited less helping behavior than permanent employees but no difference in their voice behavior. In addition, work status was found to make more of a difference in both helping and voice in less work centrality organizations. Hotel managers are encouraged to focus attention on individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. Particularly in Italy, it would be advantageous to develop retention strategies for talented people that exhibit a high degree of organizational citizenship behavior.

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Kumar, Madhan, Siddanagouda Policepatil, and Latha Lavanya Balakrishnan. "The Effects of Workplace Incivility on Employee Voice Behavior in EdTech Companies." In EdTech Economy and the Transformation of Education, 168–86. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8904-5.ch010.

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Drawing on stressor-strain outcome (SSO) and conservation of resource (COR) theoretical framework, this study examines employee irritation as a mediator and psychological detachment as the moderator in the relationship between workplace incivility on employee voice behavior. A cross-section design was used, with multi-source data through convenience sampling from 492 EdTech employees and their supervisors. The effect of moderator and mediator is examined by employing the SPSS process macro. Results revealed that the proposed hypothesis was supported. The findings of this study also open up new lines of research in the EdTech industry and provide implications for HRD professionals, practitioners, and scholars.

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Sun, Chenyin, Hui Jin, and Hu Xu. "“Leader-Employee” Power Distance Orientation and Employee’s Voice: Based on the Mediating Effect Employee’s Psychological Security." In Frontiers in Artificial Intelligence and Applications. IOS Press, 2020. http://dx.doi.org/10.3233/faia200636.

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The purpose of this study is to explore the mechanism of employee’s voice behavior from the perspective of “leader-employee” power distance orientation. The study found that: (1) employee’s power distance orientation significantly negatively affects employee’s psychological security and employee’s voice behavior; (2) employee’s psychological security significantly positively affects employee’s voice behavior, and it plays a partial intermediary role between employee’s power distance orientation and employee’s voice behavior; (3) leader’s power distance orientation significantly positively affects the employee power distance orientation, and significantly negatively affects the employee’s psychological security and employee’s voice behavior.

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Park, Joo-Young, and Dong-One Kim. "Employee Voice Behavior across Cultures: Examining Cultural Values and Employee Voice Behaviors in Korea and the United States." In Employee Voice in Emerging Economies, 73–103. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s0742-618620160000023004.

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Brinsfield, Chad T., and Marissa S. Edwards. "Employee voice and silence in organizational behavior." In Handbook of Research on Employee Voice, 103–20. Edward Elgar Publishing, 2020. http://dx.doi.org/10.4337/9781788971188.00013.

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Papaloi, Evangelia. "EMPLOYEE VOICE: MODERATORS AND PREDICTIVE FACTORS ENHANCING PROSOCIAL ORGANISATIONAL BEHAVIOUR IN EDUCATIONAL ENVIRONMENTS." In Advances in Psychology and Psychological Trends, 95–106. inScience Press, 2020. http://dx.doi.org/10.36315/2021pad10.

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Employee voice is a key-factor which fosters both personal and organisational development. However, in recent years, there is a concern sinceit appears that employees do not feel confident enough to speak out at work and hide their feelings and points. The scope of this research is to explore dimensions of organisational voice expressed by teachers at school, according to personal and contextual parametres. For our research purposes, 313 questionnaires were distributed to school teachers throughout Greece.The results revealthat teachers seem to express their own points and feelings actively and without fear. Moreover, they appear to vividly propose actions for the common good. Furthermore, it appears that there exists a strong relation between dimensions of voice, years in service, type of educational establishment and place of work while, gender does not affect the way teachers express themselves. We stress that, organisational voice as perceived and expressed in professional environments, constitutes an indicator and a valuable factor closely related to organisational effectiveness and development.

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Choudhary, Shikha, Mohammad Faraz Naim, and Meera Peethambaran. "Employee Voice Behaviour: Envisaging the Role of Ambidextrous Leadership and Employee Thriving." In Humanizing Businesses for a Better World of Work, 73–86. Emerald Publishing Limited, 2024. http://dx.doi.org/10.1108/978-1-83797-332-320241006.

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Conference papers on the topic "Employees’ voice behavior"

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Tian, Zai-Lan, and Pei-lun Huang. "Leader empowerment behavior, self-efficacy and employees' voice behavior: An empirical research on IT knowledge employees." In 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2013. http://dx.doi.org/10.1109/iciii.2013.6703228.

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Almazrouei, Safeya, and Shaker Bani-Melhem. "Predicting Employee Voice Behavior: Exploring the Roles of Empowering Leadership, LMX and the Mediation Effect of Psychological Empowerment." In International Symposium on Engineering and Business Administration. Switzerland: Trans Tech Publications Ltd, 2023. http://dx.doi.org/10.4028/p-4cghgm.

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When employees consciously suppress important information, suggestions or concerns from their managers, negative implications for organizational performance can emerge. Some studies suggested that employees often choose to remain silent when faced with the choice of whether or not to raise an issue. Therefore, the main objective of this research is to examine the factors that impact employee voice behavior (VB). The research theorizes that empowering leadership and Leader-Member Exchange (LMX) significantly and positively impacts employee voice behavior in UAE public sector (N=146). Moreover, this study broadens the previous research on the empowering leadership, LMX and employee voice relationship by introducing employee psychological empowerment as a mediator. The data was gathered using the online survey. The results of the statistical analysis using structural equation modeling with Smart-Partial Least Squares (PLS).3 showed that empowering leadership directly and indirectly (through psychological empowerment) impact on employee voice behavior. Surprisingly, the results presented no significant relationships between LMX and voice behavior. However, the relationships only exist through the psychological empowerment (fully mediate). Implications of the study model for management or human resource management as well as for future research are discussed. Keywords: Empowering leadership, Leader-member exchange, psychological empowerment, employee voice behavior

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Wang, Yang, and Liping Lin. "Research on the Influence of New Generation Employees' Work Values on Employee Voice Behavior." In Proceedings of the 1st International Conference on Business, Economics, Management Science (BEMS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/bems-19.2019.28.

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Sesilia, Ayudia Popy, and Debora Eflina Purba. "Is the Relationship of Proactive Personalities to Creativity Mediated by Voice Behavior in Indonesian Marketing Employees?" In Proceedings of the 2nd International Conference on Intervention and Applied Psychology (ICIAP 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iciap-18.2019.66.

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Gao, Xiaoxiao, Ting Wu, and Po-Chien Chang. "Research on Humble Leadership and Employee Voice Behavior." In Proceedings of the 4th International Conference on Humanities Science, Management and Education Technology (HSMET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/hsmet-19.2019.53.

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Bitmis, M. Gokhan, and Azize Ergeneli. "Narcissism at Work: Does Narcissism Promote Employee Voice Behavior?" In International Academic Conference on Management and Economics. Acavent, 2019. http://dx.doi.org/10.33422/conferenceme.2019.11.660.

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Gao, Chaomin, and Jiwen Song. "Study on the effects of job characteristics on employeesr voice behavior." In 2018 4th International Conference on Humanities and Social Science Research (ICHSSR 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/ichssr-18.2018.124.

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"Discussion on the Relationship between Paternalistic Leadership and Employee Voice Behavior." In 2020 Conference on Educational Science and Educational Skills. Scholar Publishing Group, 2020. http://dx.doi.org/10.38007/proceedings.0000672.

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Khair, Qura-Tul-Aain. "IMPACT OF FEAR ON NEGATIVE EVALUATION ON EMPLOYEE PROMOTIONAL AND PROHIBITIONAL VOICE BEHAVIOR." In 45th International Academic Conference, London. International Institute of Social and Economic Sciences, 2019. http://dx.doi.org/10.20472/iac.2019.045.021.

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Zheng, Xinyi. "High-commitment HR practices and employee voice behavior-empirical evidence from Chinese millennial generation." In EBDIT 2019: 2019 3rd International Workshop on Education, Big Data and Information Technology. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3352740.3352761.

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Reports on the topic "Employees’ voice behavior"

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Bergeron, Diane, Kylie Rochford, and Melissa Cooper. Actions Speak Louder Than (Listening to) Words. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2055.

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This Research Insights paper challenges the assumption that ‘good’ listening behaviors are sufficient to make employees feel listened to (which we refer to as felt listening, i.e., the holistic perception of feeling listened to). In Study 1, using 133 qualitative critical incidents, we explored leader behaviors that make employees feel listened to (or not) when they speak up to leaders at work. In Study 2, in an experiment with 187 employees, we examined the role of leader responses to employee voice on employee perceptions of felt listening and how leader responses influence employees’ intentions to speak up again in the future. Overall, our findings augment some of the oft-given advice about how leaders should listen. We highlight four key findings: Action matters. Overwhelmingly, how leaders respond (by taking action or not taking action) surfaced consistently as a critical factor in whether employees feel listened to. It’s not just how well leaders listen – it’s what they do about what they hear. Leader responses influence whether employees feel listened to and if they will speak up again in the future. When leaders act on employee voice, employees feel listened to and are more likely to raise suggestions, concerns and ideas in the future. When leaders do not take action, employees do not feel listened to and are less likely to speak up again. Employee judgments of leader listening include longer term assessments of leader actions. Employees view listening as a relational process. Their retrospective perceptions of leader listening include both listening behaviors in the moment as well as later, longer term assessments about whether the leader took any action on what was voiced. Beyond action, leaders need to pay attention to demonstrating other listening ‘signals.’ If leaders want to elicit more employee voice but cannot act on the specific idea or suggestion, they need to send other signals. These can include validating employees, supporting or engaging with employee ideas and suggestions, endorsing ideas and concerns, and making time to listen.

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