Journal articles on the topic 'Employees’ voice behavior'
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1
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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Istiqomah, Suryandari, Sarwoto Sarwoto, and Wahyu Trinarningsih. "The effect of transformational leadership on voice behavior in the hospitality industry." Jurnal Manajemen dan Pemasaran Jasa 15, no. 2 (December 29, 2022): 177–96. http://dx.doi.org/10.25105/jmpj.v15i2.13466.
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The COVID-19 pandemic had an impact on all service industries, specifically hospitality, which has become increasingly competitive. Therefore, innovation and service improvement are needed to provide the best service for consumers by determining the voice behavior of their employees. This study examines the effect of transformational leadership on employee voice behavior, specifically frontline at hotels in Central Java. The mediating variables consisting of work and engagement were used to clarify the mechanism related to the effect of transformational leadership on voice behavior. The sampling technique used in this research is purposive sampling, namely by using the criteria of frontline employees who have worked for at least 1 year. Data were collected from 216 frontline employers at hotels and analyzed using the SEM PLS. The result showed that transformational leadership and work engagement can indirectly promote employee voice behavior. Furthermore, the meaning of work can promote voice behavior with a longer mechanism through work engagement.
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Kong, Fankang, and Qingxuan Zhang. "The Correlation between Interpersonal Harmony and Employee Voice Behavior: The Mediating Role of Employee Well-being." BCP Education & Psychology 10 (August 16, 2023): 63–74. http://dx.doi.org/10.54691/bcpep.v10i.5204.
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As an important organizational citizenship behavior, voice has attracted the attention of many organizational management scholars. Based on the survey data of 375 employees, this paper studies the influence of interpersonal harmony on employees’ voice behavior and the mediating effect of hedonic well-being and eudaimonic well-being. The results show that interpersonal harmony has a significant positive impact on employee voice behavior; hedonic well-being plays a mediating effect between interpersonal harmony and employee voice behavior; eudaimonic well-being plays a mediating effect between interpersonal harmony and employee voice behavior. The results of this study have certain reference value for improving employee voice behavior.
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Li, Shuwen, Ruiqian Jia, and Rui Sun. "Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?" International Journal of Conflict Management 33, no. 1 (October 6, 2021): 66–83. http://dx.doi.org/10.1108/ijcma-03-2021-0046.
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Purpose The purpose of this study is to examine the differential association of family supportive supervisor behavior on promotive voice under different gender. Further, while employees’ self-concept factors have received considerable attention in the research on the triggering mechanism of employee voice, the authors’ knowledge about how and when family factors affect employee voice remains underdeveloped. Design/methodology/approach According to the resource conservation theory and gender role theory, the authors constructed a research model to investigate the influence and boundary of family supportive supervisor behavior on employee promotive voice and tested their research model using a paired data of 332 married employees and their direct supervisors of enterprises in China. Findings The findings suggest that family supportive supervisor behavior has a positive effect on employee promotive voice. Family supportive supervisor behavior can strengthen employee promotive voice by improving work-to-family enrichment and reducing work–family conflict, yet no significant mediation effect was found regarding family-to-work enrichment and conflict. Furthermore, family supportive supervisor behavior is more likely to improve female employee work–family enrichment and assuage male employee work–family conflict and thus enhance employee promotive voice. Originality/value This study sheds light on the different influential paths of family supportive supervisor behavior on promotive voice of employees of different genders and provides references for enterprises to motivate employees’ promotive voice.
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Li, Fangjun, Aimei Li, and Yu Zhu. "Employee work experience, locomotion, and voice behavior." Social Behavior and Personality: an international journal 44, no. 11 (December 7, 2016): 1851–62. http://dx.doi.org/10.2224/sbp.2016.44.11.1851.
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Experienced employees are a crucial asset and intelligent resource for organizations. In this study, we examined the effect of employee work experience on employee voice behavior. We also proposed employee locomotion as a factor that would affect voice behavior jointly with their work experience and we further proposed that work experience would interact with locomotion to influence voice behavior. Data from subordinates (n = 170) and their immediate supervisors (n = 46) were collected from employees working for companies in East China. Results of hierarchical linear modeling revealed that (a) high locomotion was positively related to promotive voice but not to prohibitive voice; and (b) high locomotion strengthened the association between both work experience and prohibitive voice and work experience and promotive voice. The theoretical and practical implications of these findings are discussed.
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Wijaya, Nikodemus Hans Setiadi. "Proactive Personality, LMX, and Voice Behavior: Employee–Supervisor Sex (Dis)similarity as a Moderator." Management Communication Quarterly 33, no. 1 (October 10, 2018): 86–100. http://dx.doi.org/10.1177/0893318918804890.
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In today’s changing environment, employees’ voice behavior can enhance organizational effectiveness. This study tests an integrative model linking proactive personality, leader–member exchange (LMX), voice behavior, and employee–supervisor sex (dis)similarity. Sex (dis)similarity is posited as a moderator. Results showed proactive personality was positively related to both voice behavior and LMX quality, and LMX quality was positively related to voice behavior. LMX quality partially mediated the relationship between proactive personality and voice behavior. Employee–supervisor sex (dis)similarity moderated the effect of LMX quality on voice behavior. Employees working in higher quality LMX relationships with supervisors of dissimilar sex exhibited more voice behavior.
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Wu, Jialong, and Yuechao Du. "Linking Abusive Supervision to Promotive and Prohibitive Voice Behavior: Testing the Mediating Roles of Work Engagement and Negative Reciprocity." International Journal of Environmental Research and Public Health 19, no. 9 (May 1, 2022): 5498. http://dx.doi.org/10.3390/ijerph19095498.
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As an important type of extra-role behavior, employee voice behavior is of great significance to the sustainable development of organizations. Employee voice behavior has two different dimensions, namely promotive voice and prohibitive voice, both of which are conducive to decision making, innovation, and improvements to the work process. Among the antecedents of voice behavior, abusive supervision is one of the most essential influencing factors. In response to the call to further explore the antecedents and influencing mechanisms of different dimensions of voice behaviors, this study aims to investigate the different paths of abusive supervision on the two types of voice behavior. Drawing on the conservation of resources theory and social exchange theory, we identified an expanded array of mediators, including work engagement and negative reciprocity, which link abusive supervision to promotive voice behavior and prohibitive voice behavior separately. Data were collected through two-wave questionnaire surveys of 334 employees of 14 enterprises in China. The results show that (a) abusive supervision is negatively correlated with employees’ promotive and prohibitive voice behaviors; (b) work engagement mediates the negative relationship between abusive supervision and promotive voice; and negative reciprocity mediates the negative relationship between abusive supervision and prohibitive voice. These findings clearly reveal the influencing mechanisms of abusive supervision on both promotive and prohibitive voice behavior, which not only enriches relevant theoretical research but also provides feasible insights into how to reduce abusive supervision to motivate voice behavior in management practice.
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Jia, Jianfeng, Shunyi Zhou, Long Zhang, and Xiaoxiao Jiang. "Exploring the influence of paternalistic leadership on voice behavior." Employee Relations: The International Journal 42, no. 2 (January 1, 2020): 542–60. http://dx.doi.org/10.1108/er-06-2019-0263.
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Purpose Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior. Design/methodology/approach Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model. Findings The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant. Practical implications Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated. Originality/value The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.
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Ilyas, Sehrish, Ghulam Abid, Fouzia Ashfaq, Muhammad Ali, and Wasif Ali. "Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior." SAGE Open 11, no. 2 (April 2021): 215824402110067. http://dx.doi.org/10.1177/21582440211006734.
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Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.
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Xu, Wenqiong, Yakun Zhang, Minghui Yan, Jianbo Zhang, and Xinru Fan. "How empowering leadership promotes millennial employees’ voice behavior." Social Behavior and Personality: an international journal 51, no. 11 (November 1, 2023): 1–13. http://dx.doi.org/10.2224/sbp.12525.
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Based on social exchange theory, the aim in this paper was to provide theoretical guidance and empirical evidence on how to optimize a motivational voice mechanism for millennial employees. Data from 141 millennial employees in China offer considerable support for our hypothesized moderated mediation model. Results revealed that (a) empowering leadership is positively related to millennial employees’ voice; (b) millennial employees’ intrinsic motivation partly mediates the relationship between empowering leadership and the employees’ voice; (c) autonomous job design moderates the direct relationship between empowering leadership and millennial employees’ intrinsic motivation; and (d) autonomous job design moderates the indirect relationship between empowering leadership and employee voice behavior via the employees’ intrinsic motivation, such that the relationship is stronger when job design is highly autonomous rather than less autonomous. Our findings not only elucidate the motivating factors and intrinsic mechanisms of millennials’ voice, but also hold the means to motivate millennials in practical contexts.
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Yan, Peilin. "Supervisor‐Subordinate Guanxi and Employee Voice Behavior: Trust in Supervisor as a Mediator." Social Behavior and Personality: an international journal 46, no. 7 (July 1, 2018): 1169–78. http://dx.doi.org/10.2224/sbp.7098.
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Previous researchers have shown that supervisor‐subordinate guanxi (s‐s guanxi) is related to a wide range of subordinates’ work-related outcomes, such as voice behavior; however, few have examined the correlation between s‐s guanxi and employee voice behavior. With a sample of 221 employees and their supervisors from 3 private companies in China, I examined the mediating effect of trust in supervisor on the relationship between s‐s guanxi and employee voice behavior by using structural equation modeling and bootstrapping analysis. Results showed that s‐s guanxi was positively related to employees’ promotive and prohibitive voice, and that trust in supervisor partly mediated these correlations. My findings extend extant research on the effects of s‐s guanxi on employee voice behavior and can be used as a guide by companies adopting diverse measures to achieve good s‐s behavior and, in turn, inspire employees’ voice behavior.
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Guo, Yungui. "Effect of psychological contract breach on employee voice behavior: Evidence from China." Social Behavior and Personality: an international journal 45, no. 6 (July 7, 2017): 1019–28. http://dx.doi.org/10.2224/sbp.6326.
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I explored the internal influence mechanism of psychological contract breach on employee voice using hierarchical regression analysis and a bootstrap method. Participants were 232 employees from 5 Chinese private corporations. The results indicated that psychological contract breach was negatively associated with employees' promotive and prohibitive voice. In addition, organizational trust played a completely mediating role in this relationship, and managerial openness moderated the relationship between organizational trust and employees' promotive and prohibitive voice. The results extend previous findings on psychological contract breach and employee voice behavior and clarify their relationship to some extent.
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Zhu, Hengwei, Muhammad Kamran Khan, Shakira Nazeer, Li Li, Qinghua Fu, Daniel Badulescu, and Alina Badulescu. "Employee Voice: A Mechanism to Harness Employees’ Potential for Sustainable Success." International Journal of Environmental Research and Public Health 19, no. 2 (January 14, 2022): 921. http://dx.doi.org/10.3390/ijerph19020921.
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Listening to employees’ concerns reduces their dissatisfaction, but moreover, for an organization to achieve sustainable success, employees must raise their creative voice and give their input in decision-making without the fear of rejection in a psychologically safe environment. Ethical leaders facilitate such a participative style of management. A bureaucratic culture, as is generally encountered in Pakistan’s work settings, poses real challenges to those who dare to speak up, therefore the importance of ethical leadership, leader–member exchange (LMX), and psychological safety cannot be neglected as coping mechanisms to sustain the employee voice for mutual gains. To investigate ethical leadership’s mediating mechanisms and boundary conditions on voice behavior, we examined a moderated mediation model with the leader–member exchange as a moderator and psychological safety as a mediator. Grounded in social exchange theory (SET), the current study uniquely posits and tests that employees feel psychologically safe in the presence of an ethical leader with whom they have high-quality social exchanges. Data were collected from 281 employees from the public corporations and private enterprises of the petroleum sector of Karachi. Results of the analysis, through SPSS and AMOS, revealed that psychological safety mediated the relationship of ethical leadership and voice behavior, while the indirect effect of ethical leadership on voice behavior (via psychological safety) is stronger for those employees who enjoy high-quality exchanges with ethical leaders. LMX was also found to moderate the relationship between ethical leadership and voice behavior. Contributions, recommendations, and limitations of the current study and further research areas are also discussed. The study offers practical insight on the mechanism of ethical leadership on employee voice behavior and recommends leaders to develop social exchanges to improve voice behavior for sustainable success.
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Chou, Shih Yung, and Katelin Barron. "Employee voice behavior revisited: its forms and antecedents." Management Research Review 39, no. 12 (December 12, 2016): 1720–37. http://dx.doi.org/10.1108/mrr-09-2015-0199.
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Purpose The purpose of this article is twofold. First, this article attempts to classify employee voice behavior using three distinct dimensions of voice message embedded in employee voice behavior: voice change beneficiary, voice change approach and voice change time orientation. Second, this article discusses the theoretical underpinning that can be used to best explain the antecedents of a certain form of employee voice behavior. Design/methodology/approach A theoretical analysis was performed. Findings This article proposes that employee voice behavior can be classified into self-centered vs other-centered, improvement-focused vs prevention-focused and present-oriented vs future-oriented. Moreover, this article discusses how social exchange, personality traits and cultural perspectives help explain the antecedents of each of these forms of employee voice behavior. Practical implications First, this article recommends that managers should evaluate employee voice behavior based upon contexts in which the behavior is exhibited. Second, this article recommends that managers not only need to establish an environment where employee voice behavior is strongly encouraged, but also pay attention to reducing psychological and physical symptoms caused by speaking up for others. Finally, this article provides further managerial implications by highlighting that high-quality social exchange relationships can not only trigger employees’ desire to voice for themselves, but also motivate employees to voice for others. Originality/value This article is one of the few studies that attempt to classify employee voice behavior.
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Cui, Hang-Hang, and Hyeok-Gi Kwon. "The Impact of Transformational Leadership and Transactional Leadership on Voice Behavior and Creative Behavior through Job Crafting." International Academy of Global Business and Trade 19, no. 3 (June 30, 2023): 111–27. http://dx.doi.org/10.20294/jgbt.2023.19.3.111.
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Purpose - In the face of an increasingly competitive business environment and the growing complexity and dynamism of work activities, employee voice and creative behaviors are essential to organizational growth and survival. Consequently, this study examines how to increase voice and creative behaviors in organizational life using transformational leadership and transactional leadership as the entry points, and selecting job crafting as the mediating variable.
Design/Methodology/Approach - A hypothesized model was developed to examine the relationship between the constructs. The sample for the study comprised 364 Chinese employees. Data were analyzed using SPSS and structural equation modelling in AMOS.
Findings - Transformational leadership and transactional leadership positively impact job crafting, voice behavior, and creative behavior, complementing the existing theory. Furthermore, this study finds that through job crafting, transformational leadership has an enhanced impact on voice and creative behaviors.
Research Implications - Transformational leadership and transactional leadership are two separate and complementary types of leadership. Therefore, organizations should develop leaders that can flexibly use both styles to improve leadership effectiveness. Furthermore, the organization should pay more attention to employee job crafting, voice behavior, and creative behavior. Organizations or supervisors should appropriately grant employees work autonomy to respond to the rapidly changing external environment.
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Edakkat Subhakaran, Sriji, and Lata Dyaram. "Individual disposition and manager behaviour on employee upward voice." International Journal of Organizational Analysis 26, no. 5 (November 5, 2018): 875–89. http://dx.doi.org/10.1108/ijoa-12-2017-1315.
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PurposeThis paper aims to model how an employee’s proactive personality and manager’s pro-voice behaviour help to predict employee upward voice. Employee perceived voice efficacy is expected to mediate these links.Design/methodology/approachTo analyse the data, a confirmatory factor analysis and structural equation modelling procedure using AMOS 22 were used. The mediating role of voice efficacy was tested with bootstrapping method. Data included 625 employees representing various technology firms in India.FindingsThe results showed a significant positive impact of employee proactive personality and manager pro-voice behaviour on employee upward voice. Further, findings suggest significant mediation of employee voice efficacy beliefs in these links.Originality/valueThe study extends employee voice literature from an Indian context, where confronting those in authority is culturally discouraged. Contributing to the scant work on voice self-efficacy, its role as a key mechanism impacting employee upward voice is examined.
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Song, Jun, Jianlin Wu, and Jibao Gu. "Voice behavior and creative performance moderated by stressors." Journal of Managerial Psychology 32, no. 2 (March 13, 2017): 177–92. http://dx.doi.org/10.1108/jmp-03-2016-0078.
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Purpose The purpose of this paper is to test the moderating role of work-related stressors on the relationship between voice behavior and the voicer’s creative performance. Design/methodology/approach The sample comprised 781 full-time employees from 16 companies covering six industries in the central region of China. Hierarchical moderated regression analyses were used to test the hypotheses. Findings Results showed that voice behavior had significant positive effect on creative performance. The positive relationship between voice behavior and creative performance was stronger for employees with low challenge stressors as well as for employees with high hindrance stressors. Research limitations/implications This study employs a cross-sectional design with data collected from the same source. Practical implications The findings suggest that employees should be encouraged to voice out their opinions and ideas. Work-related stressors should be treated differently to expand the effects of voice behavior on creative performance. Originality/value This study is one of the few to establish boundary conditions from the contextual perspective on the effect of voice behavior on employee performance. Considering whether work-related stressor is a challenge or a hindrance could possibly result in a better understanding of the role of work-related stressors in the voice behavior-creative performance relationship. An empirical evidence is provided for the positive relationship between voice behavior and employee performance outcomes.
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Xue, Li, Liang, and Li. "How Does Paradoxical Leadership Affect Employees’ Voice Behaviors in Workplace? A Leader-Member Exchange Perspective." International Journal of Environmental Research and Public Health 17, no. 4 (February 12, 2020): 1162. http://dx.doi.org/10.3390/ijerph17041162.
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We theorized and tested a leader-member perspective beyond the existing studies in paradoxical leadership and employee voice behavior. We proposed that paradoxical leadership influences employees’ voice behavior through psychological safety and self-efficacy. We also theorized that team size influences an extent to which the subordinates internalize their self-efficacy and psychological safety to exhibit proactive behavior. In a longitudinal study conducted on 155 subordinates and 96 supervisors in China, we found that when leaders adopt paradoxical behavior, employees are more likely to engage into promotive voice behavior; however, employees’ prohibitive voice behavior is reduced when their leaders adopt paradoxes in leadership behavior. Additionally, psychological safety mediates the relationship between paradoxical leadership and promotive voice behavior. Further, team size has significant interaction effects with psychological safety on promotive voice behavior.
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Xu, Zheng Li, Fakhrorazi bin Ahmad, and Eshaby binti Mustafa. "New Thoughts on Research Framework for Integrating Leader Voice-Taking Behavior: A Literature Review Based Study." Revista de Gestão Social e Ambiental 18, no. 1 (May 10, 2024): e06388. http://dx.doi.org/10.24857/rgsa.v18n1-140.
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Objective: The purpose of this study is to conduct a relatively comprehensive literature review with leader voice-taking behavior as the core dimension in order to construct a logical quantitative research framework for studying organizational innovation in the hospitality industry. Theoretical Framework: The framework can be used to guide the optimization of management processes in Chinese hospitality industry, especially in response to corporate innovation problems caused by leaders who do not pay attention to the voices of their front-line employees (FLEs). Method: This study used a theoretical integration of a conventional review of literature textual research, drawing on persuasion theory, social information processing theory, and affective event theory to explain a model of leader voice-taking behavior. Results and Discussion: The findings of this paper more systematically integrates the logical relationships between the dimensions related to leader voice-taking behavior, including message factors (promotive voice, prohibitive voice, issue importance, voice directness), source factors (employee’s voice efficacy, value congruence, employee loyalty, employee expertise) and context factors (diversity, LMX) as predictable antecedents of leader voice-taking behavior. On the other hand, FOCC and affective factors (positive emotions, relational energy) are potentially mediating the relationship between leader discourse behavior and service innovation in FLEs. Research Implications: This study provides theoretical support for leadership-employee related behavioral theories, emphasizes the role of voice-taking behavior in corporate innovation, and is instructive for quantitative analysis of Chinese hospitality industry related to this type of research. Originality/Value: This study contributes to the literature review by leader voice-taking behavior. This is academically capable of guiding other related research and has a strong academic value.
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Prihatsanti, Unika, Ika Febrian Kristiana, Costrie Ganes Widayanti, Jordan Vegard Ahar, and Chamilul Hikam Al Karim. "Do you really want to speak? Antecedent of Voice Behavior in Organization." Proceedings of International Conference on Psychological Studies (ICPsyche) 4 (October 20, 2023): 231–38. http://dx.doi.org/10.58959/icpsyche.v4i1.40.
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Background: Voice behavior refers to the behavior that proactively communicates ideas, suggestions, attention, and information about organizational-related issues to promote organizational effectiveness. Employees are often reluctant to voice their thoughts out of fear of negative consequences, such as a threat to their career position and status quo. Study aims: To describe the factors influencing employees to voice their opinions. Method: 151 employees from various organizations voluntarily agreed to participate in this study (Xage=30.42, SDage: 7,683, Ma= 43.7%; F=56.3%) by filling out an open questionnaire on voice behavior. Data analysis was performed using NVivo 12 Plus. Result: Thematic analysis showed that four factors were evident: motivation, organization, individual, and situational. They served as inhibiting and supporting factors for voice behavior. Conclusion: There are four factors that motivate or inhibit employee voice behavior: motivational, organizational, situational, and personal. Aside from personal factors such as self-confidence and fear, the findings suggest that supervisors, workload, and opportunity can also both motivate and inhibit employees' voice behavior.
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Prince, R., and M. Kameshwar Rao. "Voice behavior of Indian IT employees: a moderated mediation model." International Journal of Organizational Analysis 28, no. 6 (February 27, 2020): 1255–71. http://dx.doi.org/10.1108/ijoa-11-2019-1926.
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Purpose The purpose of this study is to explore how promotive and prohibitive voice behaviors of Indian information technology (IT) employees vary in their relationship with other factors. This study investigates a moderated mediation model involving different factors like managerial openness, voice self-efficacy, turnover intentions and promotive and prohibitive voice behaviors. Design/methodology/approach This study uses a cross-sectional design to collect data from 254 executives working in the IT companies located in India. This study uses IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the moderation and mediation effects. Findings The results reveal that both promotive and prohibitive voice behaviors fully mediate the negative relationship between managerial openness and employee turnover intentions. The results also support that voice self-efficacy strengthens the relationship between managerial openness and promotive voice behavior but not prohibitive voice behavior. Originality/value This is one of the very few studies to explore voice behavior from the Indian context and thus heeds to the call made by researchers to explore voice in a non-Western context. The treatment of voice as a combination of promotive and prohibitive voice rather than as a unitary concept enhances the voice literature and invites further research.
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Duan, Jinyun, Émilie Lapointe, Yue Xu, and Sarah Brooks. "Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior." Journal of Managerial Psychology 34, no. 8 (November 11, 2019): 560–72. http://dx.doi.org/10.1108/jmp-11-2018-0534.
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Purpose The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship. Design/methodology/approach The authors relied on a sample of 265 employee-supervisor dyads collected from Chinese organizations to test the study hypotheses. Findings Results indicated that perceived risk of voicing significantly mediated the positive LMX–voice behavior relationship. In addition, perceived leader power strengthened the effect of LMX on voice behavior via perceived risk of voicing. The relationship of LMX to perceived risk of voicing was more negative, and the indirect effect of LMX on voice behavior was more positive when employees perceived that leader power was high. Practical implications Organizations seeking to promote voice behaviors should support leaders to develop high-quality relationships with employees. Organizations should also ensure that leaders are sufficiently empowered to fulfill their roles, and ensure that employees are aware of their leaders’ influence. Originality/value Findings suggest that, in the context of high quality leader–member relationships, employees’ perceptions of their leaders’ power may help to overcome barriers associated with speaking up. Thus, this study helps explain the conditions that encourage employees to voice.
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Nurrafika, Erni, and Chichi Andriani. "Leader Member Exchange and Employee Voice Behaviour : The Mediating Role of Employee Engagement." Human Resource Management Studies 2, no. 1 (June 3, 2022): 1–10. http://dx.doi.org/10.24036/hrms.v2i1.50.
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This study aims to determine the effect of leader member exchange on employee voice behavior with employee engagement as a mediator. The population in this study were employees of PT Supraco Mitra Energie, Hiliran Gumanti District, Solok Regency. The sample used is 50 employees. Data collection is done through distributing questionnaires and data processing is done through smart PLS3. The results of this study indicate that the leader member exchange has a positive and significant effect on employee voice behavior, leader member exchange has a positive and significant effect on employee engagement, employee engagement has a positive and significant effect on employee voice behavior and the exchange of leaders and members has a positive and significant effect on behavior. employee voice with employee engagement as a mediating variable.
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Zhang, Qihua, Haihua Hu, and Chengjun Wang. "Negative mood and employee voice: The moderating role of leadership." Social Behavior and Personality: an international journal 48, no. 1 (January 7, 2020): 1–10. http://dx.doi.org/10.2224/sbp.8514.
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We applied mood-as-information theory to investigate the effect of negative mood on prohibitive and promotive employee voice, and the moderating role of transformational and transactional leadership styles in this relationship. We recruited a paired employee–supervisor sample, comprising 48 supervisors who rated their employees' promotive and prohibitive voice, and 224 employees who completed measures of negative affect and their supervisors' transformational and transactional leadership. Our results showed that negative mood enhanced prohibitive voice but reduced promotive voice. Further, transformational leadership weakened the effect of negative mood on voice, whereas transactional leadership reinforced this effect. The research results provide a solid theoretical basis for managers to manage their negative mood by changing their leadership behavior, and provide a new perspective for leaders to develop employee management strategies, and develop an objective and impartial evaluation system based on the intuitive external behaviors of employees.
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Liang, Huai-Liang, and Tsung-Kai Yeh. "The effects of employee voice on workplace bullying and job satisfaction." Management Decision 58, no. 3 (August 30, 2019): 569–82. http://dx.doi.org/10.1108/md-01-2019-0112.
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Purpose Employee voice is seen as a double-edged behavior in organizations. This study considers individuals’ evaluations of various features of their work situations. In particular, leader–member exchange (LMX) mediates the influence of voice behavior on workplace bullying and employee job satisfaction. The purpose of this paper is to examine a model in which employee voice positively affects workplace bullying and job satisfaction through LMX. Design/methodology/approach A total of 447 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between employee voice and its outcomes, mediated by LMX relationship. Findings The results reveal significant relationships between voice behavior and workplace bullying and between employee voice and job satisfaction. Additionally, LMX is an important mechanism in the relationships between employee voice and workplace bullying and employee voice and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ job satisfaction and workplace bullying. Practical implications Employee voice refers to an employee providing challenging advice to contribute to the success of an organization. Voicing employees who speak up to change the status quo and challenge the current circumstances in an organization may become the target of bullying. Therefore, it is suggested that leaders should address the advice offered by employees and provide suitable support when employee voice benefits the company. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.
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Zhang, Zhenyang, Dongphil Chun, Xinyuan Wang, and Jialei Liu. "Does workplace fun affect employees' voice behavior? Leader–member exchange as a mediator." Social Behavior and Personality: an international journal 49, no. 12 (December 1, 2021): 1–8. http://dx.doi.org/10.2224/sbp.11083.
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Although the relationship between workplace fun and employee performance is well-documented, research on the link between workplace fun and voice behavior is still in a nascent stage. Integrating workplace fun, leader–member exchange (LMX), and voice behavior theories, in the current research we examined LMX as a mediator of the link between workplace fun and voice behavior. We conducted a crosssectional survey with a sample of 307 subordinates and 82 supervisors employed by eight Chinese companies, and used structural equation modeling to analyze the data. Results show that workplace fun was related both directly and indirectly (via LMX) to employees' voice behavior. Our findings offer insight into the mechanistic processes through which workplace fun affects employees' voice behavior, and suggest that to promote employees' voice behavior, a fun work environment and high-quality LMX relationship should be established in organizations.
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Li, Jie, Qiaozhuan Liang, Zhenzhen Zhang, and Xiao Wang. "Leader humility and constructive voice behavior in China: a dual process model." International Journal of Manpower 39, no. 6 (September 3, 2018): 840–54. http://dx.doi.org/10.1108/ijm-06-2017-0137.
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PurposeThe purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.Design/methodology/approachData were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.FindingsThe results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.Practical implicationsManagers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.Originality/valueAlthough leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.
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Subhakaran, Sriji Edakkat, and Lata Dyaram. "Interpersonal antecedents to employee upward voice: mediating role of psychological safety." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1510–25. http://dx.doi.org/10.1108/ijppm-10-2017-0276.
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Purpose Despite the increasing prominence of employee voice in organizational innovation and productivity, employees continue to struggle to influence matters that affect them at work. The purpose of this paper is to model work group context and manager behavior as the predictors of employee upward voice. Further, a mediating role of employee psychological safety is examined in this link. Design/methodology/approach With data from 575 employees representing various technology firms in India, the authors test the hypothesized relationships using covariance-based structural equation modeling. Findings Results indicate coworkers upward voice and manager pro-voice behavior to significantly impact employee upward voice with a mediating impact of psychological safety. This implies that perceived psychological safety plays a significant role in explaining the impact, coworkers and manager behavior would have on regulating employee upward voice. Originality/value This study contributes to the employee voice literature from an Indian context, where upward communication is culturally discouraged.
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Ge, Yuanqin. "Psychological safety, employee voice, and work engagement." Social Behavior and Personality: an international journal 48, no. 3 (March 3, 2020): 1–7. http://dx.doi.org/10.2224/sbp.8907.
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I examined the relationships among psychological safety, employee voice, and work engagement. Based on a literature review, I hypothesized that psychological safety would directly affect employees' engagement at work, and indirectly affect work engagement via employee voice. A validated survey was used to collect data from 153 employees of a large manufacturing company in China. The results of structural equation modeling offered support for the full mediating role of employee voice in the psychological safety–work engagement relationship. Employees who perceived psychological safety were more likely to exhibit voice behavior; employee voice, in turn, promoted work engagement. These findings extend prior research and shed light on how employees' psychological safety affects their work engagement. Discussion and implications of the results are presented.
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Rohmah, Zakia Nur, Arum Etikariena, and Alice Salendu. "Kepemimpinan inklusif dan voice behavior pada karyawan: Menguji peran budaya inovatif." Persona:Jurnal Psikologi Indonesia 11, no. 2 (June 6, 2023): 172–87. http://dx.doi.org/10.30996/persona.v11i2.7837.
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Abstract
Organizational culture is one of the predictors that can influence employees' voice behavior. However, research on organizational innovation culture with employee voice behavior still needs to be more extensive and needed. This study aims to determine the role of innovative organizational culture in mediating the relationship between inclusive leadership and employee voice behavior. The study conveniently sampled 174 employees from various innovative companies. The measuring instruments used are the Inclusive Leadership Scale (α = 0.85), Organizational Culture Assessment Instrument (α = 0.84), and the Voice Behavior Scale (α = 0.93) which have been adapted into Indonesian—data analysis with the PROCESS 4 model from Hayes. The result highlights that inclusive leadership was positively correlated with employee voice behavior, and innovative culture partially mediated the relationship between inclusive leadership and employee voice behavior. The implication for organizations is to set up leaders with inclusive characteristics through self-development and training, facilitating safe environments to express employee voices and opinions by implementing values that support flexibility and autonomy.
Keywords: Innovative culture; Inclusive leadership; Voice behavior; Organizational culture
Abstrak
Budaya organisasi merupakan prediktor yang mampu memengaruhi perilaku bersuara bagi karyawan. Namun, penelitian terkait budaya inovatif organisasi bersama dengan outcome perilaku bersuara karyawan ini masih minim diteliti dan memerlukan eksplorasi lebih lanjut. Penelitian ini bertujuan mengetahui peranan budaya inovatif organisasi dalam memediasi hubungan antara kepemimpinan inklusif dan perilaku bersuara karyawan. Sampel penelitian adalah karyawan yang bekerja dari beberapa perusahaan yang diprediksi memiliki budaya organisasi yang inovatif dengan jumlah populasi yang tidak diketahui secara pasti dan dipilih menggunakan teknik convenience sampling. Alat ukur yang dipakai adalah Inclusive Leadership Scale (α = 0.85), Organizational Culture Assessment Instrument (α = 0.84), Voice Behavior Scale (α = 0.93) yang telah diadaptasi ke dalam Bahasa Indonesia. Analisis data dengan PROCESS model 4 Hayes. Hasil menunjukkan bahwa kepemimpinan inklusif secara positif berkorelasi dengan voice behavior, budaya inovatif memiliki efek mediasi parsial pada hubungan kepemimpinan inklusif dan voice behavior karyawan. Implikasi penelitian ini bagi organisasi supaya mampu memfasilitasi lingkungan yang aman bagi karyawan dalam menyampaikan suara dan pendapatnya dengan menyiapkan pemimpin-pemimpin yang memiliki karakteristik inklusif melalui pengembangan diri dan training serta menerapkan nilai-nilai yang mendukung fleksibilitas dan otonomi bagi karyawan.
Kata kunci: Budaya inovatif; Kepemimpinan inklusif; Perilaku suara; Budaya organisasi
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Du, Yuechao, and Zhongming Wang. "How Does Emotional Labor Influence Voice Behavior? The Roles of Work Engagement and Perceived Organizational Support." Sustainability 13, no. 19 (September 22, 2021): 10524. http://dx.doi.org/10.3390/su131910524.
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Promoting employee voice behavior is important for the sustainable development of organizations. Drawing on conservation of resources theory, the study examined the association between emotional labor and employee voice behavior and the mediation of work engagement in this relationship. Surveys were collected at two time points, four weeks apart, from 629 employees in the service industry in China. The results show that surface acting is negatively related to work engagement and that deep acting is positively related to work engagement. Employees’ work engagement is positively associated with voice behavior. Hence, work engagement appears to be a mediating variable that translates the emotional labor into voice behavior. Moreover, perceived organizational support moderates the relationship between emotional labor and voice behavior. The theoretical and practical implications of these findings are discussed.
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Zhang, Junwei, Muhammad Naseer Akhtar, Yajun Zhang, and Yasin Rofcanin. "High-commitment work systems and employee voice." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 811–27. http://dx.doi.org/10.1108/er-08-2018-0218.
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Purpose Although scholars have suggested that employees often carefully consider social contexts before enacting voice, few studies have explored whether firms foster employee voice behavior by adopting a set of systematic HR practices, namely, high-commitment work systems (HCWS). By integrating the literature on HCWS and voice, the purpose of this paper is to explore the mechanisms of how HCWS utilization influences employee voice. Design/methodology/approach The authors adopted multilevel analyses with HLM software to examine the research hypotheses. The authors collected data from a sample of 290 employees and 58 line managers from 11 software design and development firms in China. Findings HCWS utilization positively affected employee-experienced HCWS which enhanced psychological safety and perceived organizational support, and in turn employee voice behavior. In addition, HCWS utilization positively influenced employee-experienced HCWS, and subsequently increased voice efficacy. However, contrary to the expectations, voice efficacy was not related to employee voice. Originality/value The study is the first to integrate research on HCWS and voice. By building on the theory of planned behavior, the authors provide new insights into the relationship between HCWS utilization and employee voice and inspire researchers to elucidate other explanatory mechanisms in this link.
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Han, Ming-Chuan, and Pin-Chyuan Hwang. "How leader secure-base support facilitates hotel employees’ promotive and prohibitive voices." International Journal of Contemporary Hospitality Management 31, no. 4 (April 8, 2019): 1666–83. http://dx.doi.org/10.1108/ijchm-02-2018-0103.
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PurposeThis study aims to extend the prior literature on voice behavior by integrating leader secure-base support, psychological capital (PsyCap) and regulatory foci with promotive and prohibitive voices. The current research draws on the notions of the proactive motivation model and regulatory focus to provide insights into why and when the influences of PsyCap on a certain type of voice are determined by its relevant regulatory focus.Design/methodology/approachThis study uses a sample of 278 supervisor–subordinate dyads from Taiwan hotels. Hypothesis tests were conducted using AMOS 21.0 and the SPSS application PROCESS (Hayes, 2013).FindingsThe current study determined that PsyCap mediated the positive relationships between leader secure-base support and two types of voices. Promotion focus moderated the relationships between PsyCap and promotive voice and the indirect effect of leader secure-base support on promotive voice. This indirect relationship is more pronounced when promotion focus is low than when it is high.Research limitations/implicationsThis study has a few implications for future research. First, the use of PsyCap to explain the voice behavior of employees may extend the application of the proactive motivation model. Second, leader secure-base support should be viewed as a promising leadership behavior owing to its value as a PsyCap predictor. Third, results show that PsyCap can mediate the relationship between such support and two types of voices. Finally, incorporating the concept of ecological congruence provides improved insights into the role of regulatory foci.Originality/valueFirst, this study extends the notions of the proactive motivation model by elucidating the effects of PsyCap on promotive and prohibitive voices. Second, our findings indicate that leader secure-base support can enhance PsyCap, which in turn facilitate voice behaviors in hotel work settings. Finally, his study contributes to theory of regulatory focus by integrating the notion of Hobfoll’s (1998) ecological congruence to explain how each of the promotion and prevention focus can determine the path from PsyCap to different types of voices.
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Azzahrah, Fatimah, and Unika Prihatsanti. "HUBUNGAN ANTARA LEADER MEMBER EXCHANGE DAN VOICE BEHAVIOR PADA KARYAWAN PT. SULUH ARDHI ENGINEERING." Jurnal EMPATI 6, no. 4 (March 26, 2018): 451–55. http://dx.doi.org/10.14710/empati.2017.20119.
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This study aims to determine the relationship between leader member exchange and voice behavior on employees of PT. Suluh Ardhi Engineering. Voice behavior is an informal communication of an employee in the form of ideas, ideas, information, criticism or suggestions on problems that exist in the work environment and issues related to the organization. The research population are 100 employees who work as engineer at PT. Suluh Ardhi Engineering. The test was given to 50 engineer employees and the research was conducted to 50 engineer employees. The sampling technique used is simple random sampling. The measuring tool used in this research is the scale of voice behavior (28 item, α = .928) and leader exchange member scale (31 item, α = .960). Data analysis method used in this research with simple regression analysis. The results showed that there was a significant positive relationship between leader member exchange with voice behavior rxy = .71 with p = .000 (p <0.05). Leader member exchange contributes 49.2% effective to voice behavior.
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Chen, Shyh-Jer, Miao-Ju Wang, and Shih-Han Lee. "Transformational leadership and voice behaviors." Personnel Review 47, no. 3 (April 3, 2018): 694–708. http://dx.doi.org/10.1108/pr-01-2017-0016.
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Purpose The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior. Design/methodology/approach In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies. Findings The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations. Originality/value This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.
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Jiang, Jing, Ang Gao, and Baiyin Yang. "Employees’ Critical Thinking, Leaders’ Inspirational Motivation, and Voice Behavior." Journal of Personnel Psychology 17, no. 1 (January 2018): 33–41. http://dx.doi.org/10.1027/1866-5888/a000193.
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Abstract. This study uses implicit voice theory to examine the influence of employees’ critical thinking and leaders’ inspirational motivation on employees’ voice behavior via voice efficacy. The results of a pretest of 302 employees using critical thinking questionnaires and a field study of 273 dyads of supervisors and their subordinates revealed that both employees’ critical thinking and leaders’ inspirational motivation had a positive effect on employees’ voice and that voice efficacy mediates the relationships among employees’ critical thinking, leaders’ inspirational motivation, and employees’ voice. Implications for research and practice are discussed.
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Nagi, Sadaf, and Muhammad Zahid Iqbal. "Impact of Managers' Voice Solicitation on Leader-Member Exchange with the Mediating Role of Employees' Voice Behavior and Emotional Exhaustion." Global Management Sciences Review V, no. III (September 30, 2020): 1–13. http://dx.doi.org/10.31703/gmsr.2020(v-iii).01.
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Employees' voice plays a vital role in enhancing organizational achievements. Despite its vitality, existing literature provides that managers usually demonstrate reduced voice solicitation. This study attempts to find the likely effects of managers' reluctance toward employees' voice. Furthermore, employees who cannot raise their voice may suffer from emotional exhaustion, which in turn can lower their perception of Leader-member exchange (LMX). The extant research was carried out on a sample of 240 respondents from telecom sector of Pakistan as manager-employee matched pairs, supports the above arguments. Based on a variance-based structural equation modelling and bootstrapping procedure, results showed that employees' voice behavior and employees' emotional exhaustion serially mediated the relationship between managers' voice solicitation and LMX. The results highlight the need to have an environment in organizations where employees' voice is not denigrated. Finally, the theoretical and managerial implications of the study were presented.
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Jung, Hyo Sun, and Hye Hyun Yoon. "The effects of social undermining on employee voice and silence and on organizational deviant behaviors in the hotel industry." Journal of Service Theory and Practice 29, no. 2 (August 21, 2019): 213–31. http://dx.doi.org/10.1108/jstp-06-2018-0131.
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Purpose Drawing on social identity theory, the purpose of this paper is to examine whether social undermining significantly influences employee voice (or silence) and organizational deviant behavior in the hotel industry regarding three types of social undermining: by supervisor, coworker and customer. Design/methodology/approach The study provided a self-administered questionnaire to 344 five-star hotel employees in South Korea. SPSS (version 22.0) and AMOS (version 20.0) were used to analyze the data. Findings Being undermined by customers negatively affects employee voice and positively affects employee silence. Supervisor and coworker undermining also negatively affects employee voice and positively affects employee silence. Employee voice does not significantly affect organizational deviant behavior, but employee silence significantly affects deviant employee behavior. This was also verified by the potential mediating effect of supervisor undermining on silence as a form of deviant employee behavior. Originality/value This study contributes to the development of long-term manager-centered measures to combat the effect of social undermining among frontline employees in the hotel industry. It can be difficult to differentiate clearly between the conflicts and stress experienced by employees at the service frontline and the social undermining they experience during diverse social interactions. In confirming the effects of social undermining on employees at a five-star hotel, the study also found no clear organizational provisions or legal recourse for victims. The findings suggest that hotel employees are easily exposed to social undermining as a result of the industry culture and socialization process.
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Istono, Minta. "PENGARUH LEADER MEMBER EXCHANGE (LMX) DAN SENSE OF POWER TERHADAP VOICE BEHAVIOR." Jurnal RAP (Riset Aktual Psikologi Universitas Negeri Padang) 13, no. 1 (July 11, 2022): 1. http://dx.doi.org/10.24036/rapun.v13i1.111092.
Full textAbstract:
This study has examined the affect of leader-member exchange (LMX) and sense of power to employee voice behavior. Employees were required to fill up online questionnaires to measure leader-member exchange (LMX), sense of power and voice behavior. This study used a regression analysis to test the hypothesis in a sample of 232 employees. The results show that the leader-member exchange and sense of power effect employee behavior. The finding provides evidence that the higher the quality of the leader-member exchange (LMX) and a high sense of power in employees will affect the willingness of employees to give their information, ideas and inputs. Moreover, this study discusses practical implications for how employees want to speak up and suggests future research.
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Garung, Godefridus Yulian, Tri Siwi Agustina, Anis Eliyana, and Yeni Fajariyanti. "Employee Voice Behavior of Governmental Organization." Jurnal Ilmu Manajemen 9, no. 4 (December 14, 2021): 1383–92. http://dx.doi.org/10.26740/jim.v9n4.p1383-1392.
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Previous research has tested the effect of cultural intelligence on voice behavior by using transformational leadership as a mediating variable.. This study presents a different perspective by using the ethical leadership variable as a mediation. This study examined the effect of cultural intelligence on voice behavior with ethical leadership as a mediating variable. Research data were collected from 492 employees of the governmental organization in Indonesia. The results showed that cultural intelligence had a significant effect on employee voice behavior and ethical leadership which mediated the relationship between cultural intelligence and employee voice behavior. This research can be used as a reference for application in multicultural organizations, especially in the application of voice behavior.
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Achmadi, Achmadi, Swarmilah Hariani, and Isah Shehu Mohammed. "Encouraging employees' voice behavior through Islamic work ethics: The role of team cohesion." SERAMBI: Jurnal Ekonomi Manajemen dan Bisnis Islam 5, no. 2 (May 29, 2023): 93–110. http://dx.doi.org/10.36407/serambi.v5i2.935.
Full textAbstract:
The current study aims to open new insights into employee voice through religiosity and team cohesion approaches. Specifically, this study examines the effect of Islamic work ethics (IWE) as an antecedent of team cohesion and employee voice. The research model includes the intermediate and moderator roles of team cohesion to provide a more comprehensive insight into explaining the voice of employees through IWE. The data were collected from 227 university lecturers using a time-lagged approach; the model was analyzed with PLS-SEM. The analysis results confirmed all hypotheses where IWE is positively related to team cohesion and employee voice. Additionally, it has been demonstrated that team cohesion determines employee voice, mediation, and moderation in the relationship between IWE and employee voice.
Public interest statement
Employees can provide helpful information regarding work procedures, difficulties encountered, and areas for development. Companies may utilize their insights to identify current issues, examine their origins, and develop more efficient solutions by incorporating people in problem-solving and decision-making. This study offers new insights into studying employee voice through a religious approach (IWE) and team cohesion.
Article historyReceived: 5/3/2023 | Revised: 5/28/2023 | Accepted: 5/28/2023 | Online First: 5/29/2023