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Journal articles on the topic 'Voice des employés'
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1
De Zanet, Fabrice. "Comment la confiance envers le supérieur hiérarchique influence la créativité et le voice des employés. Le rôle du sentiment de responsabilité." Revue de gestion des ressources humaines 77, no. 3 (2010): 8. http://dx.doi.org/10.3917/grhu.077.0008.
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Prihatsanti, Unika, Fajriyanthi Fajriyanthi, and Urip Purwono. "PENGUKURAN EMPLOYEE VOICE." Jurnal Psikologi 18, no. 1 (August 16, 2019): 41. http://dx.doi.org/10.14710/jp.18.1.41-54.
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Voice as a form of constructive expression in improving organizational functions and effectiveness has received great attention, especially in studies that explain the antecedents and consequences of employees’ voices. However, studies that explain psychometric properties of employee voice measurements are still limited. This article aimed to examine the psychometric properties, particularly construct validity, of employee voice measurement. In Study 1, three employee voice instruments were found through literature review from 23 articles in the last five years (2013-2018) from EBSCOhost and Proquest databases. In Study 2, based on the results of the literature review, the sound psychometric property test was carried out using confirmatory factor analysis. The results of data analysis prove that the Employee Voice scale of Liang, Farh, and Farh (2012) is an appropriate model for measuring employee voices with good validity and reliability.
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Timming, Andrew R., Chris Baumann, and Paul Gollan. "Employee voice and perceived attractiveness: are less attractive employees ignored in the workplace?" Journal of Participation and Employee Ownership 4, no. 1 (June 7, 2021): 26–41. http://dx.doi.org/10.1108/jpeo-02-2020-0005.
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PurposeThe paper aims to examine the effect of employees' perceived physical attractiveness on the extent to which their voices are “listened to” by management.Design/methodology/approachUsing an experimental research design, the paper estimates main effects of employee attractiveness and possible moderating effects of employee race and gender as well as the gender of their “managers.”FindingsThe results suggest that, with few exceptions, more physically attractive employees are significantly more likely to have their suggestions acted upon by managers than less attractive employees, pointing to a powerful form of workplace discrimination. This finding holds across races, with more attractive white, black, and Asian employees exerting a more impactful voice than their less attractive counterparts, although the moderation appears to be stronger for whites than ethnic minorities.Research limitations/implicationsThe results have important implications for the extant literatures on employee voice, diversity and discrimination.Originality/valueThis is among the first studies to demonstrate that less attractive employees suffer from an “employee voice deficit” vis-à-vis their more attractive counterparts.
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Ali Arain, Ghulam, Sehrish Bukhari, Imran Hameed, Delphine M. Lacaze, and Zahara Bukhari. "Am I treated better than my co-worker? A moderated mediation analysis of psychological contract fulfillment, organizational identification, and voice." Personnel Review 47, no. 5 (August 6, 2018): 1133–51. http://dx.doi.org/10.1108/pr-04-2016-0090.
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Purpose The purpose of this paper is to examine the direct and conditional indirect effects of employees’ perception of psychological contract fulfillment on their positive voice, i.e., promotive voice and prohibitive voice, through the integrated framework of the social exchange theory and the group value model. Design/methodology/approach Using a two-source data collection from the employee and supervisor, cross-sectional data were collected from 234 participants working in one of the leading non-profit organizations in Pakistan. After initial data screening, a confirmatory factor analysis was conducted to test for the factorial validity of the employed measures with AMOS. The hypothesized relationships were tested in regression analysis with Statistical Package for the Social Sciences. Findings The results of this study supported the integration of the social exchange theory with the group value model in explaining the direct and indirect positive effects of employees’ perception of psychological contract fulfillment on their promotive and prohibitive voices through the mediation of organizational identification (OID). Furthermore, it was also recorded that the indirect effect was conditional on the employees’ perception of the relative psychological contract fulfillment which significantly moderated the direct relationship between psychological contract fulfillment and OID. However, no such effect was recorded for the moderating effect of power distance orientation between OID and the both voices. Originality/value In addressing the recently published research calls, this study broadens the horizon of existing research on psychological contract and employee positive voice by investigating the mediating and the moderating factors that influence this relationship.
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Van Buren, Harry J., and Michelle Greenwood. "Enhancing Employee Voice: Are Voluntary Employer–Employee Partnerships Enough?" Journal of Business Ethics 81, no. 1 (September 27, 2007): 209–21. http://dx.doi.org/10.1007/s10551-007-9489-y.
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Cornish, René. "Unsilenced Employee Voice in South Africa: Social Media Misconduct Dismissals as Evidence of E-Voice." management revue 33, no. 3 (2022): 356–96. http://dx.doi.org/10.5771/0935-9915-2022-3-356.
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Social media has transformed various aspects of daily life, particularly influencing communication and interaction in both physical and digital spaces. The South African employment relationship is no exception. Social media also creates opportunities for the articulation of employee voice. Through the content analysis of 118 South African first-instance social media misconduct dismissal decisions, this paper argues that employees use social media as a mechanism to express dissenting employee voice. There is evidence of individual employee voice notwithstanding employers implementing rules and social media policies to curtail expressions of dissent. It also persists despite the dismissal of employees for expressing employee voice through social media. Significantly, employee voice in the form of racialised speech badmouthing and cyber-criticising employers continues in the digital realm despite the legislative prohibition of hate speech. Despite high power disparities, the sample reveals a perfusion of individual e-voice by South African employees.
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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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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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Lin, Hung-Chun. "Is Thinking the Big Picture a Leader's Favorite in Psychologically Safe Conditions During Covid-19?" International Journal of Economics, Business and Management Research 06, no. 06 (2022): 71–84. http://dx.doi.org/10.51505/ijebmr.2022.6606.
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Voice is an important way for small and medium-sized enterprises to respond to changes in the management of the epidemic. This study suggests that employees' perceptions of psychological safety change their voice patterns. All three leadership styles were negatively correlated with employees' acquiescence voice. Psychological safety was negatively correlated with employees' acquiescence voice. The three leadership styles were fully mediated by psychological safety for their employees' acquiescence voice. From this model, we found that the order of indirect influence strength from strong to weak is supportive leadership, moderate leadership, and inclusive leadership. We conducted a random sample survey of 600 employees of 42 manufacturing SMEs in Taiwan. The analysis results were applied with hierarchical regression and bootstrap method in statistical analysis. The results obtained support our hypothesis and provide current understanding of employee voices in turbulent workplaces. Thus, this study makes important contribution to voice and human resource management research .
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Marais, Christel, and Christo Van Wyk. "Domestic workers’ lived realities of empowerment and disempowerment within the South African labour legislative context: Two sides of the same “coinâ€." African Journal of Employee Relations (Formerly South African Journal of Labour Relations) 39, no. 2 (February 19, 2019): 64–83. http://dx.doi.org/10.25159/2520-3223/5872.
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South Africa is heralded as a global ambassador for the rights of domestic workers. Empowerment, however, remains an elusive concept within the sector. Fear-based disempowerment still characterises the employment relationship, resulting in an absence of an employee voice. The dire need to survive renders this sector silent. This article explores the role that legislative awareness can play in the everyday lives of domestic workers. By means of a post-positive, forwardlooking positive psychological and phenomenological research design the researchers sought to access the voiced experiences of domestic workers within their employment context. Consequently, purposive, respondent-driven selfsampling knowledgeable participants were recruited. In-depth interviewing generated the data. The distinct voice of each participant was noted during an open inductive approach to data analysis. Findings indicated that empowerment was an unknown construct for all participants. They lacked the confidence to engage their employers on employment issues. Nevertheless, domestic workers should embrace ownership and endeavour to empower themselves. This would sanction their right to assert their expectations of employment standards with confidence and use the judicial system to bring about compliant actions. The article concludes with the notion that legislative awareness could result in empowered actions though informed employee voices.
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Marais, Christel, and Christo Van Wyk. "Domestic workers’ lived realities of empowerment and disempowerment within the South African labour legislative context: Two sides of the same “coinâ€." African Journal of Employee Relations 39, no. 2 (February 19, 2019): 64–83. http://dx.doi.org/10.25159/2664-3731/5872.
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South Africa is heralded as a global ambassador for the rights of domestic workers. Empowerment, however, remains an elusive concept within the sector. Fear-based disempowerment still characterises the employment relationship, resulting in an absence of an employee voice. The dire need to survive renders this sector silent. This article explores the role that legislative awareness can play in the everyday lives of domestic workers. By means of a post-positive, forwardlooking positive psychological and phenomenological research design the researchers sought to access the voiced experiences of domestic workers within their employment context. Consequently, purposive, respondent-driven selfsampling knowledgeable participants were recruited. In-depth interviewing generated the data. The distinct voice of each participant was noted during an open inductive approach to data analysis. Findings indicated that empowerment was an unknown construct for all participants. They lacked the confidence to engage their employers on employment issues. Nevertheless, domestic workers should embrace ownership and endeavour to empower themselves. This would sanction their right to assert their expectations of employment standards with confidence and use the judicial system to bring about compliant actions. The article concludes with the notion that legislative awareness could result in empowered actions though informed employee voices.
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Kim, Jeeyoung, Ah Jung Kim, and Myung-Ho Chung. "Social Determinants of Voice Outcomes: The Configurational Analysis of the Effects of LMX and Peer Relationships." Behavioral Sciences 12, no. 6 (June 19, 2022): 197. http://dx.doi.org/10.3390/bs12060197.
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From the perspective of social relationships, this study extends the understanding of employee voice by examining voice outcomes, especially a voicer’s influence in their work team. In particular, we explore how two different social relationships, LMX and peer relationship, separately and jointly affect the ‘voice-influence’ relationship. Drawing on social network theory, we propose that higher LMX and central positions in peer networks (i.e., centrality in the friendship network) strengthen the positive impact of voice on individual influence. From a sample of 128 employees from three firms in South Korea, we found that two types of voice (promotive and prohibitive) are positively related with individual influence. This study also found that LMX strengthened the positive effect of promotive voice on a voicer’s influence. Moreover, LMX and peer relationship jointly affect the voice-influence relationship as follows: (1) a voicer with a high LMX-high centrality (in the peer network) is most influential within their team, (2) as for a low LMX-high centrality member, speaking up rather decreases individual influence. These results suggest that voice outcome is not unilateral. Rather, whose voice it is and where a voicer stands may matter more. We discussed the theoretical and practical implications of these findings in employee voice research.
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Wilkinson, Adrian, Paul J. Gollan, Senia Kalfa, and Ying Xu. "Voices unheard: employee voice in the new century." International Journal of Human Resource Management 29, no. 5 (March 6, 2018): 711–24. http://dx.doi.org/10.1080/09585192.2018.1427347.
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Huang, Xu, Evert Van de Vliert, and Gerben Van der Vegt. "Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally." Management and Organization Review 1, no. 3 (November 2005): 459–82. http://dx.doi.org/10.1111/j.1740-8784.2005.00023.x.
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We investigated the relationship between the national cultural value of power distance and collective silence as well as the role of voice-inducing mechanisms in breaking the organizational silence. Using data from 421 organizational units of a multinational company in 24 countries, we found that both formalized employee involvement and a participative climate encouraged employees to voice their opinions in countries with a small power distance culture. In large power distance cultures, formalized employee involvement is related to employee voices only under a strong perceived participative climate.
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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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Park, Kunwoo, Jaram Park, SungKyu Park, Jaewoo Kim, Sejeong Kwon, Jinah Kwak, and Meeyoung Cha. "Voice of the Employees Resonated in Online Bamboo Forests." Proceedings of the International AAAI Conference on Web and Social Media 7, no. 3 (August 3, 2021): 12–15. http://dx.doi.org/10.1609/icwsm.v7i3.14476.
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While employee voice has been realized a critical element of organizational success, many employees often remain silent and withdraw useful information and ideas. In this paper,we present how employees utilize existing social media platform in a creative, collective way to anonymously share their voices—a phenomenon called the bamboo forests in Korea. We present the key characteristics of bamboo forests including self-mention and connectivity, and discuss the main topics and sentiments of such bamboo forests. Our analysis indicates that employees find such anonymous platform useful. We provide insights on the potential for utilizing the voice ofthe employees online.
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Zhang, Zhenzhen, Qiaozhuan Liang, and Jie Li. "Understanding managerial response to employee voice: a social persuasion perspective." International Journal of Manpower 41, no. 3 (November 27, 2019): 273–88. http://dx.doi.org/10.1108/ijm-05-2018-0156.
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Purpose Research about the benefit of voice to organizations generally assumes that leaders acknowledge or act upon employees’ ideas when they are voiced, but is it always the case? Drawing on social persuasion theory, the purpose of this paper is to explore what factors shape the effectiveness of employee voice by integrating message, receiver and source characteristics of employee voice into one theoretical model. Specifically, this paper investigates the influence of different types of voice on leader receptivity, and further examines whether the effectiveness of employee voice might be contingent on authentic leadership and employee expertise. Design/methodology/approach Data were collected from 353 matched employee–supervisor pairs in a two-phase field study. Hierarchical regression analyses were conducted to examine the relationships among the study variables. Findings Results indicate that leaders respond more receptively to promotive voice than prohibitive voice. Furthermore, leader receptivity is contingent on authentic leadership and employee expertise. The relationship between promotive voice and leader receptivity is more pronounced when employee expertise or authentic leadership is high rather than low; the relationship between prohibitive voice and leader receptivity is significant only when authentic leadership or employee expertise is high. Originality/value This research offers a more holistic explanation for understanding the effectiveness of voice behavior. Specifically, these findings emphasize the important role of voice content in determining managerial response, and underscore the value of receiver and source characteristics in shaping the relationship between voice and leader receptivity.
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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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Kong, Fang, Peng Liu, and Jie Weng. "How and when group cohesion influences employee voice." Journal of Managerial Psychology 35, no. 3 (March 19, 2020): 142–54. http://dx.doi.org/10.1108/jmp-04-2018-0161.
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PurposeThis study examines how and when group cohesion influences employee voice.Design/methodology/approachThe sample comprises 215 employees from 41 workgroups in China. Multilevel path analyses were used to test the hypotheses.FindingsThe results show that group cohesion is positively related to employee voice. Group psychological safety mediates the positive relationship between group cohesion and employee voice. Further, high cohesion strength enhances the association of group cohesion with employee voice as well as the mediating effect of group cohesion on voice behavior through group psychological safety.Research limitations/implicationsThis study employs a cross-sectional design and does not establish causal relationships among the variables examined. This study offers research implications because it adds to our knowledge on the situational antecedents of voice behavior.Practical implicationsThe findings suggest that group cohesion plays an important role in influencing employee voice. To encourage employees to speak up, managers should pay attention to group cohesion in terms of both cohesion level and strength.Originality/valueThis study is the first to examine the mechanism and condition of the effect of group cohesion on employee voice, thus extending knowledge on the situational factors influencing voice behavior.
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Herachwati, Nuri, Jovi Sulistiawan, Zainiyah Alfirdaus, Bagus Anggara, and Muhammad Atsiruddin Ruslananda. "Safety supports on employee safety voice." Problems and Perspectives in Management 16, no. 2 (April 25, 2018): 49–55. http://dx.doi.org/10.21511/ppm.16(2).2018.05.
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The present research aims to assess the influence of supervisor and colleague support on employee safety voice based on the social exchange theory and the effect of employee safety voice on employees’ satisfaction towards the organization. The data were collected from 302 bus drivers in Java, Indonesia. The data were then processed using a multiple regression analysis technique. The results indicate that supervisors have a significant negative effect on the action of voicing safety concerns by employees, while coworkers do not have any significant effect in relation to employees voicing their safety concerns. Furthermore, employee safety voice has also been found to have a significant negative effect on employee satisfaction towards their company.
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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, Hsin-Hui, Shih-Chieh Fang, and Tsung-Kai Yeh. "The effects of facades of conformity on employee voice and job satisfaction." Management Decision 58, no. 3 (September 16, 2019): 495–509. http://dx.doi.org/10.1108/md-04-2019-0492.
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Purpose Employee voice can improve organizational and individual performance. The purpose of this paper is to consider individuals’ evaluations of various features of their work situations. In particular, emotional exhaustion mediates the influence of facades of conformity on employee voice behavior and job satisfaction. This study examines a model in which facades of conformity negatively affects employee voice and job satisfaction through emotional exhaustion. Design/methodology/approach A total of 401 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between facades of conformity and its outcomes, mediated by emotional exhaustion. Findings The results reveal that facades of conformity relates to employee voice and job satisfaction. Additionally, emotional exhaustion is an important mechanism in the relationships between facades of conformity and employee voice and facades of conformity 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’ voice and job satisfaction. Practical implications Employee who exhibit facades of conformity in an organization may work smoothly for short periods of time, the emotional response triggered by the conflict between their external behavior and their inner values can further reduce their voice behavior and thus affect the organization’s overall performance voice refers to an employee providing challenging advice to contribute to the success of an organization. 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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Dedahanov, Alisher Tohirovich, Abdulkhamid Komil ugli Fayzullaev, Odiljon Sobirovich Abdurazzakov, Dilshodjon Alidjonovich Rakhmonov, and Oyniso Zakirova. "Paternalistic Leadership Styles and Employee Voice: The Roles of Trust in Supervisors and Self-Efficacy." Sustainability 14, no. 19 (October 7, 2022): 12805. http://dx.doi.org/10.3390/su141912805.
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The purpose of this paper is to test the role of trust in supervisors in mediating the link between paternalistic leadership styles and employee voice and to investigate the contingency role of self-efficacy on the relationship between trust in supervisors and employee voices. We designed the items using survey questionnaires that were assessed by prior studies and collected data from 485 highly skilled employees of manufacturing organizations. To assess the validity of the suggested hypotheses, we used a Baron and Kenny (1986) approach and conducted hierarchical regression analysis. The findings reveal that authoritarian leadership and moral leadership styles are significantly related to trust in supervisors, which explains the association between authoritarian leadership style, and moral leadership style and employee voice. However, the results suggest that trust in supervisors does not explain the association between benevolent leadership style and employee voice. Moreover, the findings reveal that self-efficacy moderates the link between trust in supervisors and employee voice. The originality of this work lies in the fact that this research is the first to test the mediating role of trust in supervisors in the relationship between paternalistic leadership styles and employee voice and the moderating role of self-efficacy on the association between trust in supervisors and employee voice.
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Sorrell, Eleanor, Mark Hayward, and Sara Meddings. "Interpersonal Processes and Hearing Voices: A Study of the Association Between Relating to Voices and Distress in Clinical and Non-Clinical Hearers." Behavioural and Cognitive Psychotherapy 38, no. 2 (November 2, 2009): 127–40. http://dx.doi.org/10.1017/s1352465809990506.
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Background:Previous research suggests that the distress experienced by clinical voice hearers is associated with the perceived relationship between voice and hearer, independent of beliefs about voices and depression.Aims:This study aimed to replicate these findings and generate further hypotheses by comparing the voice hearing experiences of clinical and non-clinical hearers.Method:A cross-sectional, quantitative design was employed and used between-subjects and correlational methods. Thirty-two clinical voice hearers and 18 non-clinical voice hearers were assessed using the PSYRATS, the Voice and You questionnaire, the Beliefs About Voices Questionnaire – Revised, and the Beck Depression Inventory-II.Results:For clinical voice hearers, distress was significantly associated with perceptions of the voice as dominating and intrusive, and hearers distancing themselves from the voice. However, these associations were not independent of beliefs about voices’ omnipotence or malevolence. Non-clinical voice hearers were significantly less distressed than clinical voice hearers and voices were perceived as less dominant, intrusive, malevolent and omnipotent. Non-clinical hearers were found to relate from a position of less distance to voices perceived as benevolent.Conclusions:Findings from previous research were only partially replicated. Clinically, the development of less maladaptive relationships between voice and voice hearer may reduce distress.
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Akhimien, Okharedia Goodheart, and Alasa Paul Kadiri. "Perceived Organizational Support and Voice Behavioural Performance in Public Organizations in Nigeria." Journal of Entrepreneurship and Business 10, no. 2 (December 30, 2022): 123–43. http://dx.doi.org/10.17687/jeb.v10i2.940.
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This study investigated the relationship between perceived organisational support and voice behavioural performance in selected public sector organisations in Nigeria. Two dimensions of employees’ voice behavioural performance, which are, promotive voice behavioural performance and prohibitive voice behavioural performance were empirically examined. The organisational support dimensions explored are: employers support, supervisors support, and fellow employees support. A survey research design which employed the use of the questionnaire was used to collect the needed date from the respondents. Data which was generated from three hundred and fifty selected respondents were analyzed using descriptive statistics such as percentages analysis and inferential statistics such as multiple regression. The result of the study revealed that all the three dimensions of organisational support examined, that is, employers support, supervisors support, and fellow employees support were significantly related to promotive voice behavioural performance and prohibitive voice behavioural performance. It is recommended that public sector organisations in Nigeria should provide more support to its employees; direct heads of units and departments in the various ministries and government institutions to put measures in place to improve the well-being of their subordinates and also encourage employees to engage in prosocial behaviour as this might enhance behavioural voice performance.
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Li, XuHui, Mingze Li, Jingtao Fu, and Asad Ullah. "Leader humility and employee voice: The role of employees’ regulatory focus and voice-role conception." Social Behavior and Personality: an international journal 47, no. 6 (May 2, 2019): 1–12. http://dx.doi.org/10.2224/sbp.7811.
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In recent years, a bottom-up leadership style has received considerable attention from researchers. However, few empirical studies have been conducted to explore the link between leader humility and employee voice. Drawing on role theory, in this study we examined the relationship between leader humility and employee voice. Using data from 222 employees and their leaders, our results revealed that leader humility was positively related to employee voice. Voice-role conception fully mediated this relationship. Further, we delineate how employees’ regulatory focus moderates the mediated relationship between leader humility and voice, such that when an employee has a high promotion focus or low prevention focus, leader humility will be more positively related to voice via voice-role conception. These findings will provide guidelines for managers promoting employee voice.
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Emelifeonwu, Jude Chukwuemeka, and Reimara Valk. "Employee voice and silence in multinational corporations in the mobile telecommunications industry in Nigeria." Employee Relations 41, no. 1 (January 7, 2019): 228–52. http://dx.doi.org/10.1108/er-04-2017-0073.
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PurposeThe purpose of this paper is to explore employee voice and silence in the mobile telecommunication industry in Nigeria.Design/methodology/approachAn exploratory qualitative case study methodology was employed in this study. Participant selection was done through a purposeful intensity sampling technique, which resulted in 30 employees from two different multinational organizations and an indigenous organization taking part in in-depth interviews.FindingsFindings show the presence of fear of victimization in the Nigerian workplace embellished by the Sub-Saharan culture and the state of the labor market, which resulted in employee silence. The study revealed that the implementation of culturally adapted employee voice mechanisms within organizations in the mobile telecommunication industry in Nigeria promotes employee voice and organizational performance, whereas a lack thereof results in organizational failure.Research limitations/implicationsA limitation is that the purposive sample of employees from three organizations in the mobile telecommunications industry only permits theoretical and analytic generalization.Practical implicationsA focus on the co-creation of a high-performance work environment and the development of a powerful employee value proposition would foster employee voice.Social implicationsIt will enable multinationals operating in Nigeria understand better how to operate employee voice in order to obtain optimal performance from workers in Sub-Sahara Africa.Originality/valueThis paper contributes to the literature on employee/industrial relations by showing that a high-power-distance national culture and a high unemployment rate affect employee voice and silence, which brings to the fore the importance of adequate employee voice mechanisms through which employees express their voice in order to arrive at beneficial individual and organizational outcomes.
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Dominic Suta, Damas. "The Role of Contextual Voice Efficacy on Employee Voice and Silence." International Journal of Science and Research (IJSR) 13, no. 4 (April 5, 2024): 1920–26. http://dx.doi.org/10.21275/sr24424135926.
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IBINI Emueje, PhD and OKONTA Ewere Clinton. "EFFECTS OF EMPLOYEE VOICE ON ORGANISATIONAL COMMITMENT OF OIL AND GAS COMPANIES IN LAGOS STATE NIGERIA." International Journal of Management & Entrepreneurship Research 5, no. 6 (June 17, 2023): 443–57. http://dx.doi.org/10.51594/ijmer.v5i6.503.
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The study examined the effect of employee voice on organisational commitment of oil and gas companies in Lagos State Nigeria. The type of survey research design method employed for the study was cross sectional survey research design. The population of the study consists of 1724 employees of three selected companies in Lagos State. Krejcie and Morgan (1970) sample size calculation table was used to estimate the sample size of 313 employees. Simple random sampling was used for the study. Copies of validated structured questionnaire were used for data collection. To establish the reliability of the instrument, a test-retest method was used. The statistical techniques of data analysis employed includes: descriptive statistics, and multiple regression analysis. Findings showed that workplace meetings (? = 0.408, P < 0.05), employee participation in decision making (? = 0.126, P < 0.05) and supervisor-subordinate mutual relationship (? = 0.368, 0.05) has positive effect on organizational commitment. Findings showed that 61% of the change in organizational commitment can be explained by the variables of employee voice. The study concluded that employee voice significantly predict organizational commitment of oil and gas companies in Lagos State Nigeria. The study recommended amongst others that companies should encourage a culture where employees feel comfortable expressing their opinions and ideas. Foster an environment where employees feel empowered to share their perspectives and engage in discussions with their colleagues and superiors.
Keywords: Employee Voice, Organisational Commitment, Oil and Gas Companies, Lagos.
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Jena, Lalatendu Kesari, Pratishtha Bhattacharyya, and Sajeet Pradhan. "Employee Engagement and Affective Organizational Commitment: Mediating Role of Employee Voice among Indian Service Sector Employees." Vision: The Journal of Business Perspective 21, no. 4 (October 9, 2017): 356–66. http://dx.doi.org/10.1177/0972262917733170.
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Several studies have conceptualized and tested the relationship between employee engagement and affective organizational commitment. Yet, the mediating mechanism that explains the association between these two constructs was rarely investigated. This article attempts to test the indirect effect of employee voice on employee engagement—affective organizational commitment linkage by drawing responses from 301 executives working in Indian service sector. The finding of the study reported employee voice mediating the association of employee engagement and affective organizational commitment. In conclusion, the implications, limitations of the study and scope for future research are discussed.
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Odindo, John, Kepha Njenga, and George K’aol. "The Influence of Protecting Leadership Voices from Below Behaviour on the Digital Transformation of Insurance Firms in Kenya." Eastern African Journal of Humanities and Social Sciences 3, no. 2 (April 4, 2024): 24–35. http://dx.doi.org/10.58721/eajhss.v3i2.481.
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This research investigated the impact of protecting leadership voices from below behaviour on the digital transformation of insurance firms in Kenya. This study, grounded in adaptive leadership framework, adopted a positivist approach and a descriptive research design to study a target population of 392 supervisors from the 56 registered insurance firms listed by the Insurance Regulatory Authority. The final sample of 127 respondents, represented a response rate of 63%, was drawn using a stratified random sampling technique. Protecting leadership voices from below behaviour was operationalized through the dimensions of employee voice, employee engagement, and work environment, while digital transformation was assessed using metrics such as digital innovation, customer experience, and returns on assets. Inferential statistical analyses, including correlation analysis, chi-square test, one-way ANOVA, ordinal logistic regression were adopted to test the research hypotheses. The findings from the ordinal logistic regression analysis, indicated by the Nagelkerke Pseudo R-square coefficient, demonstrate that protecting leadership voices from below behaviour explains 37% of the variance in digital transformation (Nagelkerke Pseudo R² = .37). Moreover, the parameter estimates obtained from the ordinal regression analysis revealed a statistically significant and positive relationship between protecting leadership voices from below behaviour and digital transformation, β6 = -18.647, p≤.05. In conclusion, this study establishes a substantial connection between protecting leadership voices from below behaviour, and the digital transformation of insurance firms in Kenya. Specifically, when leaders create a conducive work environment that encourages employees voice and engagement, this adaptive leadership behaviour significantly and positively influences digital transformation. Consequently, leaders are recommended to proactively embrace protecting leadership voices from below behaviour by implementing policies and practices that promote employee voice, enhance employee engagement, and establish supportive work environments. These efforts will facilitate and enhance the prospects of achieving successful digital transformation within the Kenyan insurance industry. Further studies on the adaptive leadership framework in the broader financial services industry are recommended.
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Di Cesare, Michele Giuseppe, David Perpetuini, Daniela Cardone, and Arcangelo Merla. "Assessment of Voice Disorders Using Machine Learning and Vocal Analysis of Voice Samples Recorded through Smartphones." BioMedInformatics 4, no. 1 (February 19, 2024): 549–65. http://dx.doi.org/10.3390/biomedinformatics4010031.
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Background: The integration of edge computing into smart healthcare systems requires the development of computationally efficient models and methodologies for monitoring and detecting patients’ healthcare statuses. In this context, mobile devices, such as smartphones, are increasingly employed for the purpose of aiding diagnosis, treatment, and monitoring. Notably, smartphones are widely pervasive and readily accessible to a significant portion of the population. These devices empower individuals to conveniently record and submit voice samples, thereby potentially facilitating the early detection of vocal irregularities or changes. This research focuses on the creation of diverse machine learning frameworks based on vocal samples captured by smartphones to distinguish between pathological and healthy voices. Methods: The investigation leverages the publicly available VOICED dataset, comprising 58 healthy voice samples and 150 samples from voices exhibiting pathological conditions, and machine learning techniques for the classification of healthy and diseased patients through the employment of Mel-frequency cepstral coefficients. Results: Through cross-validated two-class classification, the fine k-nearest neighbor exhibited the highest performance, achieving an accuracy rate of 98.3% in identifying healthy and pathological voices. Conclusions: This study holds promise for enabling smartphones to effectively identify vocal disorders, offering a multitude of advantages for both individuals and healthcare systems, encompassing heightened accessibility, early detection, and continuous monitoring.
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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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Saridakis, George, Yanqing Lai, and Stewart Johnstone. "Does workplace partnership deliver mutual gains at work?" Economic and Industrial Democracy 41, no. 4 (December 5, 2017): 797–823. http://dx.doi.org/10.1177/0143831x17740431.
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This article uses a large matched employer–employee dataset to assess the outcomes of workplace partnership for British firms and workers, and the HR practices associated with ‘mutual gains’. The findings suggest that HR practices which promote employee voice and participation can deliver mutual gains for both employees and employers, but that it is the combination of direct and indirect participation which appears to be most useful in generating superior outcomes for all stakeholders. However, some practices such as high levels of job flexibility and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performance.
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Thompson, Paul, Paula McDonald, and Peter O’Connor. "Employee dissent on social media and organizational discipline." Human Relations 73, no. 5 (May 6, 2019): 631–52. http://dx.doi.org/10.1177/0018726719846262.
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What kind of surveillance of employees is evident today? The rights of employers to police and act punitively with regard to workplace dissent and misbehaviour have become contentious legal, policy and ethical issues. Drawing on survey responses from employees in the UK and Australia, this study investigates the scope and scale of employee dissent in relation to critical online comments and the private use of social media during work time. The findings reveal a sufficient pool of misbehaviours, albeit that they are emergent and uneven. Also evident were some apparently contradictory responses with respect to employer rights to profile and discipline, at the same time as asserting employee rights to voice and private online identities. The findings contribute to knowledge of how much and what kinds of online dissent exist in the ambiguous space between the public sphere of work and the private lives of individual employees and what employers do about it.
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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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Dlamini, Boy Bongani. "Currere on the rescue: exploring teachers voices that shape teachers’ actions and identities." International Journal of Research in Business and Social Science (2147- 4478) 12, no. 7 (October 28, 2023): 492–503. http://dx.doi.org/10.20525/ijrbs.v12i7.2765.
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Exploring teachers’ voices in curriculum spaces is critical. As enactors of the curriculum, teachers need to reflect and critique their teaching actions in order to recognize voices that summon their actions. The study employed the currere curriculum model to engage Eight (8) geography teachers purposively selected from four (4) high schools in Eswatini. The aim was to explore the teachers’ voices that shape their actions and identities. The qualitative approach under the pragmatic paradigm and the educational design research guided the study. To generate data, semi-structured interviews, reflective activities and focus group discussions were used. Guided/thematic data analysis was used. The findings revealed that two (2) giant voices dominate and drive teachers’ actions: professional and societal voices. These two voices are in constant tension, resulting to the loss of teacher’s personal voice and identity. In essence, the tension causes teachers’ voices to be silenced or absent in curriculum enactment spaces. It was discovered that it was possible to sort the tension between the two giant voices through applying currere reflective moments, that would develop a neutral voice, the personal voice of teachers, thus a theory of teachers’ voices developed. The study concluded that teachers should identify strengths of both societal and professional voices to relieve the tension between the two and embrace teachers’ personal voices which are critical for understanding natural identities and for effective curriculum enactment. Key Words: Teacher’s voices, professional voice, societal voice, personal voice, currere, teacher’s identity
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Cullinane, Niall, Eugene Hickland, Tony Dundon, Tony Dobbins, and Jimmy Donaghey. "Triggering employee voice under the European Information and Consultation Directive: A non-union case study." Economic and Industrial Democracy 38, no. 4 (June 18, 2015): 629–55. http://dx.doi.org/10.1177/0143831x15584085.
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The transposition of the 2002/14/EC Directive, establishing a general framework for information and consultation (I&C), has proven contentious in largely voluntarist systems of employment regulation. Receiving particular criticism is the employee ‘opt-in’ mechanism as a means to access I&C rights. For non-union employees in particular, the ability and potential to negotiate rights for I&C is widely seen to be problematic. This article uniquely examines the opt-in mechanism in the context of non-unionism, considering how non-union employers respond to non-union employees invoking their legislative rights to I&C. Drawing upon a case study conducted over four years in a large non-union multinational, the evidence shows how the opt-in and negotiation process function to the advantage of the employer rather than the intended regulatory impact to advance employee rights.
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Miller, Charles William. "READING VOICES: PERSONIFICATION, DIALOGISM, AND THE READER OF LAMENTATIONS 1." Biblical Interpretation 9, no. 4 (2001): 393–408. http://dx.doi.org/10.1163/15685150152695290.
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AbstractMost interpretations of the first chapter of Lamentations recognize the existence of two different speakers who alternate speeches throughout the poem. The first speaker is characterized by third person discourse and often identified as a narrator. Critics unanimously equate the second speaker, who employs first person discourse, with the voice of the personified Jerusalem. One of the often overlooked elements in this standard reading of Lamentations 1, however, is the fact that, like the personified Jerusalem, the so-called narrator exists within the created world of the poem. In other words, both speakers are literary constructs (personifications) given their existence by the poet. This apparently mundane observation carries serious consequences for the reading of Lamentations 1, as it raises questions regarding the commonly held notion that the narrator stands outside of the poem and thereby offers the reader an "objective" perspective. In this essay I have chosen not to privilege the narrator's voice, but to read the poem as a polyphonic text composed of two "unmerged … consciousnesses." The poem is no longer read as a monological description of Jerusalem's many egregious sins and the justification of her cruel punishment, in which Jerusalem's voice ultimately retreats into insignificance. Lamentations 1 becomes, instead, the locus of conflict and struggle between two equally weighted voices, where one observes both speakers using "double-voiced" discourse to provoke an ongoing dialogue, not only between the two voices, but among the speakers within the poem and the reader who stand outside of it.
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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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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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Anderson, James. "The ethics of silence: Does conflict of interest explain employee silence?" Healthcare Management Forum 31, no. 2 (February 1, 2018): 66–68. http://dx.doi.org/10.1177/0840470418755760.
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Employee silence constitutes a significant threat to organizational success. This article argues that silence is a by-product of a structural Conflict of Interest (COI) between employees and their employers. This argument turns on the claim, also defended here, that employees are in a privileged position vis-à-vis knowledge of their work and that leaders—whether they recognize it or not—are dependent on their employees for reliable information about the work they are doing. Employee voice, therefore, is an organizational necessity. It is also a moral achievement as it involves risking one’s personal interests for the sake of the organization. Leaders must take steps to mitigate COI and encourage employee voice; this article provides several strategies for doing exactly that.
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Köllner, Bianca, and Stefan Süß. "Employee Voice." WiSt - Wirtschaftswissenschaftliches Studium 48, no. 1 (2019): 4–9. http://dx.doi.org/10.15358/0340-1650-2019-1-4.
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Die dynamische Umwelt und der zunehmende Wettbewerb in der Wirtschaft führen dazu, dass die Komplexität innerhalb von Unternehmen ansteigt. Um Arbeitsprozesse und -strukturen kontinuierlich reflektieren und anpassen zu können, gewinnt die Kommunikation von Vorschlägen, Anregungen, Missständen und Kritik im arbeitsbezogenen Kontext seitens der Mitarbeiter – bezeichnet als Employee Voice – an Bedeutung. Angesichts dessen verfolgt der Beitrag das Ziel, Employee Voice ausführlich zu beschreiben und dabei auf seine Formen, Einflussfaktoren und Auswirkungen einzugehen. Dies erfolgt gestützt auf empirische Erkenntnisse.
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Pacanowsky, Michael, Susan Scheller Arsht, Alison Mackey, Bonnie K. Baxter, Lexie Banks, Richard T. Henage, Peter Ingle, et al. "Employee voice." Organizational Dynamics 48, no. 1 (January 2019): 16–27. http://dx.doi.org/10.1016/j.orgdyn.2017.10.003.
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Zhang, Yu, Rongjie Huang, Ruiqi Li, JinZheng He, Yan Xia, Feiyang Chen, Xinyu Duan, Baoxing Huai, and Zhou Zhao. "StyleSinger: Style Transfer for Out-of-Domain Singing Voice Synthesis." Proceedings of the AAAI Conference on Artificial Intelligence 38, no. 17 (March 24, 2024): 19597–605. http://dx.doi.org/10.1609/aaai.v38i17.29932.
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Style transfer for out-of-domain (OOD) singing voice synthesis (SVS) focuses on generating high-quality singing voices with unseen styles (such as timbre, emotion, pronunciation, and articulation skills) derived from reference singing voice samples. However, the endeavor to model the intricate nuances of singing voice styles is an arduous task, as singing voices possess a remarkable degree of expressiveness. Moreover, existing SVS methods encounter a decline in the quality of synthesized singing voices in OOD scenarios, as they rest upon the assumption that the target vocal attributes are discernible during the training phase. To overcome these challenges, we propose StyleSinger, the first singing voice synthesis model for zero-shot style transfer of out-of-domain reference singing voice samples. StyleSinger incorporates two critical approaches for enhanced effectiveness: 1) the Residual Style Adaptor (RSA) which employs a residual quantization module to capture diverse style characteristics in singing voices, and 2) the Uncertainty Modeling Layer Normalization (UMLN) to perturb the style attributes within the content representation during the training phase and thus improve the model generalization. Our extensive evaluations in zero-shot style transfer undeniably establish that StyleSinger outperforms baseline models in both audio quality and similarity to the reference singing voice samples. Access to singing voice samples can be found at https://stylesinger.github.io/.
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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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Hosseini, Elahe, Saeid Saeida Ardekani, Mehdi Sabokro, and Aidin Salamzadeh. "The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy." Revista de Gestão 29, no. 2 (January 17, 2022): 117–38. http://dx.doi.org/10.1108/rege-03-2021-0037.
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PurposeA review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.Design/methodology/approachThis study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.FindingsThe results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.Practical implicationsStrengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.Originality/valueCompanies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.
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Mayfield, Jacqueline Rowley, and Milton Mayfield. "Raise Their Voices: The Link Between Motivating Language and Employee Voice." Academy of Management Proceedings 2017, no. 1 (August 2017): 13015. http://dx.doi.org/10.5465/ambpp.2017.13015abstract.
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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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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.