Tesis: "Employees’ voice behavior"

1

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

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2

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

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3

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

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

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4

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

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5

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

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6

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

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

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7

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

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Increased competitive pressures have lead many organisations to aspire to develop high performance organisational cultures, as a means to engage employees and improve productivity and performance. While employee voice mechanisms can provide employees with an opportunity to have a say over employee interests and provide a means for employee input, organisations and their managers are increasingly seeing employee voice systems as a valuable mechanism to encourage suggestions and ideas that may be of benefit to the organisation. It is important, therefore, to understand how organisations, and their individual managers, manage the employee voice systems and how the behaviour of managers and employees may influence their design and implementation, in order to meet these dual purposes. However, the study of employee voice has been conducted in disciplinary silos, which has resulted in unanswered questions concerning how the employee voice architecture is managed. The human resource management/employment relations (HRM/ER) discipline, which considers these dual purposes of voice, has primarily studied the opportunities that organisations provide employees to voice, through the provision of formal voice mechanisms. Accordingly, HRM/ER scholars adopt a systems and macro organisational level perspective of studying employee voice and do not account for individual differences that may occur at the micro individual manager level, or how behaviour may effect the implementation of employee voice.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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8

Shah, Javaid Ali. "Antecedents and outcomes of cognitive dissonance at the workplace : a cultural and work ethics perspective". Electronic Thesis or Diss., Aix-Marseille, 2021. http://theses.univ-amu.fr.lama.univ-amu.fr/211021_SHAH_621gfg248i625xxhjh811ezrhb_TH.pdf.

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

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9

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

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10

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

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

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11

Zaini, Raafat Mahmoud. "Modeling Manifest and Latent Structures in a University: Understanding Resources and Dissent Dynamics". Digital WPI, 2017. https://digitalcommons.wpi.edu/etd-dissertations/435.

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Using modeling and computer simulation, this research focuses on studying two different views to organizational design and their implications for performance in the context of academic institutions. One view represents the manifest structure that includes resources (students, faculty, administration, facilities, finances, partners, donors, etc.); the other view represents the latent structure that focuses on dissent. The dissertation addresses the following two questions; 1. What are the tangible dynamic interdependencies constituting the manifest structure within academic institutions and their impact on performance? 2. What is the impact of the latent structures composed of intangible organizational processes, especially dissent, on performance? The dissertation proposes generic system dynamics simulation models untangling the complexity of the topic by tackling various slices of the problem in separate papers. The models are based on three different theoretical frameworks addressing resources and their composition, dissent, and stakeholder engagement. It is observed that while both the manifest and the latent parts of the university organization impact its performance, the latent part, being invisible, is often ignored. In the long run, the influence of the latent part of the organization can slowly but seriously compromise intangible performances components like quality, reputation, and attractiveness. When the manifest part of the organization is dysfunctional, its tangible performance rapidly suffers. The damage control policies will often impact the latent organizational performance leading the institution into a vicious cycle. The presence of time delays in this framework may create an oscillatory behavior that might modulate a growth or decline trend. Performance measures addressing intangible performance components must be factored into the organizational design since faculty, students, and other stakeholders are not only driven by financial rewards, but also by the organizational environment. The research, besides addressing the important question of the role of latent elements in organization design and demonstrating this can be done using system dynamics modeling and computer simulation, should also be of value to the design and management of higher education institutions.

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12

Dezenberg, Maria E. "Inclusive Leadership's Evolving Context: Organizational Climate and Culture Connect". Antioch University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1510729562168206.

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13

Chiang, Ping-Hua y 江屏樺. "Managerial coaching and employees' voice behavior – the mediating effects of trust and voice self-efficacy". Thesis, 2016. http://ndltd.ncl.edu.tw/handle/9353s3.

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碩士
國立中央大學
人力資源管理研究所
104
In recent year, the business environment has changed rapidly; therefore, organizations need to be innovated and improved constituently. Morrison (2011) indicated that suggestions from employees are the key to improve the organization. So, the organization should not only focus on human resource but also on employee voice. Based on these previous researches, this study attempts to study the relationship between managerial coaching behavior and employee voice behavior, using trust and voice self-efficacy as mediators. 　　This study is aimed at employees of the service industry. There are 315 surveys were sent out, and 298 of them are effective. The following results were obtained based on statistical analysis by the effective samples: First, managerial coaching behavior is positive relative to employee voice behavior. Second, voice self-efficacy can predict voice behavior. Third, voice self-efficacy mediates the positive relationship between managerial coaching behavior and voice behavior. 　　Based on the result of this study, we suggest that organizations could use training and development activities to improve managerial coaching behavior as it would enhance the employees’ trust to supervisors and therefore increasing their voice self-efficacy, which can lead to raising voice behaviors of employees. 　　Limitations and future research guidance are also given in the last part of this study.

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14

Yang, Hsiu-Hui y 楊琇惠. "The Antecedents and Moderating variable of employees'' Voice Behavior". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/83044612945649830332.

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碩士
銘傳大學
企業管理學系碩士在職專班
100
The research aims to investigate the influences of proactive personality of employees and the authentic leadership of employers on employees’ voice in an organization. With the level of empowerment as moderating variable, we aim to study how to encourage the employees’ voice behavior which benefits the organization and to improve the performance and competition capacity of the organization. Total 390 copies of questionnaire were issued and 372 copies of them were returned. Nine invalid copies were removed and 363 copies of questionnaire were selected. The effective response rate is 97.6%. Valid data were analyzed and the conclusions were drawn as follows: 1) The proactive personality of employees significantly improve the behavior of employees’ voice. 2) The authentic leadership of employers significantly improve the employees’ voice behavior. 3) The empowerment has a moderating effect on the interaction of proactive personality of employees and the employees’ voice behavior. 4) The empowerment has a moderating effect on the interaction of authentic leadership of employers and the employees’ voice behavior. Lastly, we provide suggestions for an organization to effectively and smoothly solve the problems and to improve the performance and competition capability advantage in the competitive and variable environments.

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15

LI, HONG-JIANG y 李宏江. "Discussion on The Relationship between Perceived Corporate Social Responsibility and Voice Behavior by Employees". Thesis, 2019. http://ndltd.ncl.edu.tw/handle/6q252y.

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碩士
銘傳大學
企業管理學系
107
The purpose of this study is to explore the relationship between employees' perceived corporate social responsibility, voice behavior, organizational identity and individual collectivism. Firstly, this study discusses the correlation between employees' perceived CSR and voice behavior. Secondly, this paper discusses how employees' perceived CSR influences voice behavior through organizational identification. Finally, we examine how the collectivism tendency of employees regulates the relationship between CSR perceived by employees and organizational identity, as well as the mediating effect of CSR perceived by employees on voice behavior through organizational identity. In this study, supervisor - subordinate paired samples were used to collect data. A total of 84 supervisor questionnaires and 212 employee questionnaires were collected from full-time employees and their immediate supervisors of Taiwan enterprises, and the hypothesis was tested through the establishment of moderated mediation model. The results support all hypotheses in this study. The results show that the perceived CSR is positively correlated with voice behavior. Organizational identity plays an intermediary role in the perceived corporate social responsibility and voice behavior of employees; The tendency of collectivism plays a moderating role between employees' perception of corporate social responsibility and organizational identity. In addition, the collectivism tendency of employees can also strengthen the indirect effect of CSR perceived by employees on voice behavior through organizational identification.

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16

Lo, Yi-Hsin y 羅翊芯. "The Relationships among Employees' Emotional Exhaustion, Voice Behavior and Task Performance: Prosocial Motivation as Moderator". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/5kwt92.

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碩士
國立彰化師範大學
人力資源管理研究所
105
According to the conservation of resources(COR), this study discuss the relationships among voice behavior, emotional exhaustion, task performance, prosocial motivation, psychological safety. We used purposive sampling method with paired questionnaire(supervisor-employee), totally collected 373 paired questionnaires from practitioners. The results of this study shows (1) emotional exhaustion is negatively associated with task performance. (2) voice behavior is positively associated with task performance (3) voice behavior mediates the direct effect of a emotional exhaustion on task performance. (4) prosocial motivation moderate these mediating effects. (5) prosocial motivation moderate the positive relationship with cognitive resources and innovative behavior. Finally, base on the results, we propose 3 ways that hope can improve every organizations.

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17

Lopes, Maria Rita Rueff Negrão Mendonça. "Emotional contagion in voice-to-voice service encounters: a dynamic approach to the influence of customers on employees’ behavior and welfare". Doctoral thesis, 2015. http://hdl.handle.net/10071/10000.

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This thesis focuses on emotional exchange in voice-to-voice interactions and on how customers’ behaviors influence employees’ welfare in this specific context. It comprises one conceptual study and three empirical ones. The first study is a state-of-the-art review of emotional contagion in the service encounter. It provides a comprehensive agenda of methodologies, antecedents, consequences, and different perspectives of the phenomenon in this specific context. It also provides a critical evaluation of existing research, highlighting the key issues and potential insights for prolific research avenues. The second study intends to verify the possibility of emotional contagion to occur in voice-to-voice service settings. More specifically, it aimed to explore one of the emotional contagion propositions that were yet to be tested in this particular setting (the vocal mimicry hypothesis). Not only did we provide evidence supporting this phenomenon, as we also tested for the influence of other variables. Study three sought to validate a Portuguese version of the emotional contagion scale. This scale is a measure of individual differences regarding individuals’ susceptibility to catch emotions. The Portuguese version of the scale yielded good results regarding internal consistency, convergent and divergent validity, and test-retest reliabilities, proving to be a psychometrically sound measure within the Portuguese population. Study 4 had multiple purposes, including (1) the creation of categories of micro events related to customers’ behavior in call-centers, (2) ascertaining the influence of such events on workers’ emotions, controlling for their susceptibility for contagion (using the Portuguese version of the emotional contagion scale validated on study 3); and (3) to verify the impact of such emotions, experienced daily, on turnover intentions and cardiovascular efficiency. Main results supported that customer related events were significant precursors of affective experiences at work, and that susceptibility for contagion influenced this relation. Results also supported the influence of emotions on turnover and health, with a superior contribution of fear in explaining both outcomes.
Esta tese focaliza-se nas dinâmicas emocionais em interações voice-to-voice e na influência do comportamento dos clientes sobre o bem-estar dos empregados neste contexto específico. Reúne um estudo conceptual e três estudos empíricos. O estudo 1 consiste num “state-of-art” sobre contágio emocional em interações de serviço, pretendendo sistematizar os seus principais antecedentes, consequências, metodologias e diferentes perspectivas. Apresenta ainda uma revisão crítica dos estudos realizados, destacando as principais abordagens bem como oportunidades para investigações futuras. O Estudo 2 pretende verificar a possibilidade de o fenómeno do contágio emocional ocorrer em contextos de interação voice-to-voice. Especificamente, pretendeu-se testar uma das principais hipóteses da teoria do contágio que ainda não havia sido testada neste contexto (mímica vocal). Este fenómeno foi verificado e foi também testada a influência de outros factores. No Estudo 3 validou-se uma versão portuguesa da escala do contágio emocional. Esta escala é uma medida de diferenças individuais quanto à susceptibilidade para se ser influenciado pelas emoções alheias. A versão portuguesa apresentou bons resultados quanto à sua consistência interna, teste- -reste, validade convergente e discriminante, revelando ser uma medida psicométrica robusta para a população portuguesa. O Estudo 4 foi conduzido com múltiplos propósitos, incluindo (1) criar categorias de micro eventos relacionados com o comportamento dos clientes; (2) verificar a influência destes mesmos eventos nas emoções dos trabalhadores, controlando pela sua susceptibilidade para o contágio emocional (medida com a escala do contágio emocional validada no estudo 3); e (3) verificar o impacto das emoções, experienciadas diariamente, nas intenções de abandono organizacional e na eficiência cardiovascular. Os resultados evidenciam que os eventos relacionados com as interações com os clientes são importantes precursores das experiências afectivas no trabalho e que a susceptibilidade para o contágio emocional influencia esta relação. Os resultados empíricos demonstraram ainda que as emoções neste contexto influenciam as intenções de abandono organizacional e a eficiência cardiovascular, tendo o medo uma contribuição principal para a explicação destas duas variáveis.

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18

Harlos, Karen P. "Organizational injustice and its resistance using voice and silence". Thesis, 1997. http://hdl.handle.net/2429/8637.

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This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced.

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19

Huang, Pei-Chi y 黃佩琪. "A Study on the Relationship between Benevolent Leadership and Nonfamily Employees’ Voice Behavior in Family Businesses-a Mediated Moderation Model". Thesis, 2013. http://ndltd.ncl.edu.tw/handle/4dzbrw.

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博士
國立中山大學
人力資源管理研究所
102
By integrating social exchange theory with social identity theory, the present study proposes that LMX (leader-member-exchange) differentiation is an important contextual variable for improving the effect of benevolent leadership on supervisor-subordinate guanxi and consequently impact employees’ voice behavior. Using a sample of 368 nonfamliy employees from 50 family businesses, this study discovered that when subordinates perceive their owners’ expressed high-level of LMX differentiation among the organization, then such perception may augment the effect of benevolent leadership. More specifically, this effect is revealed through an improvement in their quality of supervisor-subordinate guanxi and ultimately will promote their willingness to voice constructively. The implications for theory and practice are discussed.

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20

Kingsley, Westerman Catherine York. "Silence or voice? : using facework and communication apprehension to explain employee responses to autonomy and competence face threats posed by negative feedback". Diss., 2008.

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21

Yen-HsiuChen y 陳妍秀. "Transformational Leadership and Employee-Voice Behavior". Thesis, 2013. http://ndltd.ncl.edu.tw/handle/29026491646510501401.

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碩士
國立成功大學
企業管理學系專班
101
With the improvement of the education, human capital, and income redistribution, voice behavior becomes an important issue in companies. The voice behavior can be classified into speaking out and speaking up in the usual working team. In this thesis, we investigate how the transformational leadership affects emotional trust, self-efficacy, promotion focus and voice behavior. Besides, this thesis also explores whether there are moderate effects with different power distance and individualism. This researches focus on the domestic companies in Taiwan through sending two versions of questionnaires. The final response rate of our questionnaire is 83.06% (i.e., total received valid questionnaires/total sending questionnaires = 88/106). Through hierarchical regression analysis, we verify all hypotheses and summarize the following three conclusions: (i) Affective trust could partially mediate the effect of transformational leadership and voice behavior. (ii) Self-efficacy, promotion focus could fully mediate the effect of transformational leadership and voice behavior. (iii) Power distance and individualism could partially moderate the effect of affective trust, self-efficacy and promotion focus on team voice behavior.

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22

Wu, Wan-Chen y 吳婉禎. "Fostering Employee Promotive Voice Behavior: Effect of Empowering Leadership and Coworker Empowering Behavior". Thesis, 2019. http://ndltd.ncl.edu.tw/handle/29t3t2.

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碩士
國立交通大學
企業管理碩士學程
107
The ideas which can raise performance and make processes efficient during work is promotive voice behavior (Liang, Farh, & Farh, 2012). In order to keep the advantage of the organization in the marketplace, encouraging employees to speak up becomes an important issue. However, the antecedents and consequences of engaging in promotive voice behaviors are yet to be understood. This study tested a sequence of analysis to manifest the effects of empowering leadership and coworker empowering behavior on promotion focus and promotive voice behavior. Two-wave panel data were collected from 119 full-time employees in Taiwan to test the hypotheses. The study found that promotion focus and empowering leadership were related to promotive voice behaviors, respectively. However, mediating effect of promotion focus and moderating effect of coworker empowering behaviors on the abovementioned relationship was not being found. This study will also discuss theoretical, practical implications of this study, and future research direction.

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23

Liu, Liang-Tung y 劉亮東. "The influences of employee voice behavior on employee promotability: An examination of the mediating effect of managers’ evaluation of voice". Thesis, 2019. http://ndltd.ncl.edu.tw/handle/np8g7y.

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碩士
國立東華大學
企業管理學系
107
In the research field of management, a lot of literature has discussed the employee voice behavior. However, most previous studies focused on its antecedents, only few studies aimed at understanding the consequences of employee voice behavior. In recent years, some scholars have endeavored to understand manager’s evaluation of voice. In fact, there are few different classifications of voice behavior. Therefore, how different types of voice behavior influence manager’s evaluation of voice is an important issue in the current voice research. Due to the above reasons, this study aimed at examining whether different types of employee voice behavior have different influences on manager’s evaluation of voice. In addition, this study adopted managers’ evaluation of voice as a mediator and employees’ deliberation trait as a moderator, and examined how employee promotive and prohibitive voice behaviors influence employees’ future promotability through the mediation of managers’ evaluation of voice. This study collected paired data using survey method. The participants were 400 frontline firefighers and their 100 team leaders (including main leaders and associate team leaders) nested in 50 teams of a firefigher department in Southern Taiwan. We distributed questionnaires in two phases (two-month gap) and respectively collected employee (i.e., frontline firefighter) questionnaires and supervisor (i.e., main team leader and associate team leader) questionnaires. In the first phases, the employees filled out the self-reported questionnaires and answered their own perceptions of their promotive voice, prohibitive voice, deliberation. In the second phases, the supervisors filled out the supervisor-reported questionnaires and assessed their evaluation of employees’ of voice (evaluated by associate team leaders) and employees’ promotability (evaluated by main team leaders). After matching questionnaires from frontline firefighters, associate team leaders, and main team leaders, this study finally obtained a total of 331 valid paired questionnaires. To analyze data, this study used an SPSS add-on module—PROCESS. Furthermore, this study used the bootstrapping method to check mediating effects between variables. Through statistical analyses, this study had several findings: (1) employee promotive voice was significantly and positively correlated with managers’ evaluation of voice; (2) employee deliberation trait significantly moderated the relationship between employee promotive voice and managers’ evaluation of voice; when employee deliberation was high, this relationship was more positive; when employee deliberation was low, this relationship was less positive and had no significant relationship; (3) employee prohibitive voice did not have a significanat positive or negative relationship with managers’ evaluation of voice; (4) employee deliberation trait significantly moderated the relationship between employee prohibitive voice and managers’ evaluation of voice; when employee deliberation was high, this relationship was positive; when employee deliberation was low, employee prohibitive voice was not significantly related to managers’ evaluation of voice; (5) managers’ evaluation of voice was significantly and positively correlated with employees’ promotability. In sum, we found that employee promotive voice had a positive effect on managers’ evaluation of voice, but employee prohibitive voice did not. Furthemore, employees’ high-level deliberation trait can enhance managers’ valuation of promotive voice and prohibitive voice, and can enhance employees’ promotability. The findings of this study indicate that employee deliberation plays an important role if employees would like to receive high recognition of voice from their managers. Before employees propose promotive and prohibitive voice, they should think their voice content more thoroughly, so that their managers could give their voice high valuations. At the same time, managers should also encourage employees to ponder voice content before making suggestions, so that employees’ suggestsions could be more valid and be more acceptable.

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24

Hsiao-YunLiang y 梁筱芸. "The emperor’s new clothes: Examining employee’s voice behavior within a workgroup". Thesis, 2015. http://ndltd.ncl.edu.tw/handle/52414425505808918444.

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博士
國立成功大學
國際企業研究所
103
This study develops a conceptual framework exploring the effects of perceived dissimilarity on voice behavior in ongoing groups. Based on the similarity-attraction (Byrne, 1971) and social categorization perspectives (Turner et al., 1987; Turner et al.,1994), this study extends prior research by including two targets of voice behavior: peers (speaking out) and supervisors (speaking up). Furthermore, heterogeneity of group members is conceptualized at the individual (dissimilarity) and group (diversity) levels. Employees’ perceived trust, psychological safety, and relationship conflict are proposed as mediators at the individual level (step 1), and it is posited that the group cohesion and cooperation processes may have a cross-level, top-down influence on individual employees’ voice behavior toward peers (step 2).In two steps, using individual and group level data, it was found that psychological perceptions of trust, psychological safety, and relationship strengthened the association between surface-and deep-level dissimilarity and voice behavior. In the second step, group cohesion and group cooperation processes mediated the cross-level, top-down effect. Theoretical and managerial implications for voice behavior in diverse groups are also discussed.

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25

HSIEH, FANG-YU y 謝芳瑀. "The relationship between employee perceived support, job involvement, and voice behavior". Thesis, 2016. http://ndltd.ncl.edu.tw/handle/50357912736823724087.

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碩士
國立高雄師範大學
人力與知識管理研究所
104
This study is to explore the influence of perceived supervisors’ support,perceived coworkers’ support on the job involvement,promote and prohibitive voice behavior. The analyses revealed that for first-line investigation officials,and 181 full-time employees are surveyed using questionnaire. Results showed that the positive relation between perceived supervisors’ support, perceived coworkers’ support and job involvement,and also between job involvement and promote voice,prohibitive voice. Additionally,job involvement served as a mediator when explaining perceived supervisors’ support,perceived coworkers’ support and promote voice,but it didn’t serve a mediator when explaining perceived supervisors’ support and prohibitive voice. Finally, the results and practical suggestions were discussed.

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26

LAI, YI-SYUAN y 賴怡瑄. "Can Work Load Improve Employee Job Performance? The Role of Employee Voice Behavior and Proactive Personality". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/e6r9rz.

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碩士
輔仁大學
企業管理學系管理學碩士班
105
Nowadays, the environment of competition changes fast and complex. The management has to face the challenge and continue to promote organizational innovation. As a result, the workload of each person becomes heavier. The time spent in the job and the responsibilities are increasing which make employees feel a lot of pressure. This research is based on Conservation of Resources Theory and explores the relationship between Work Load, Job Performance, Employee Voice Behavior and Proactive Personality. When work load is heavier, individuals use voice behavior to improve job performance. When the work load is heavy, how individuals affect job performance through voice behavior. Moreover, this research further explores whether proactive personality would strengthen the extra role of behavior (voice behavior), and improve job performance. The subjects of this research are bank staff. A questionnaire is designed with a reliability and validity scale developed by scholars, and the questionnaire is given in the two stage. In the first stage, the respondent answers according to his/she own situation. After two weeks, the second stage of the paired questionnaire is answered by colleagues. The hypotheses are verified by regression analysis. The following is findings of this study: 1. Work load has a positive impact on job performance. 2. Work load has positive influence on employee voice behavior. 3. Employee voice behavior has positive influence on job performance. 4. Work load affects job performance through employee voice behavior. 5. The proactive personality strengthens the relationship between work load and employee voice behavior. 6. The tendency of proactive personality is stronger, the mediating effect of voice behavior on job load and job performance becomes stronger.

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27

Didrich, Marie. "Antecedents of voice: how is employee voice affected by leader age and self-efficacy?" Master's thesis, 2019. http://hdl.handle.net/10362/69624.

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In order to continuously develop and prosper, organizations should promote and welcome change. Innovation can come from work-related ideas, suggestions or concerns formulated by employees who are at the centre of operations. Before speaking up, employees weigh the costs and benefits of performing voice behaviour. They assess the supervisor’s receptiveness to voice based on several characteristics that will be examined in this research. This study investigated whether and how leader self-efficacy mediated the relationship between supervisor age and employee voice behaviour. Empirical assessment of 124 supervisoremployee dyads finds no support for the hypotheses. However, the study and its findings still provide some valuable implications for managers and organizations. Additionally, theoretical contributions for future research are discussed.

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28

Lin, Chuan-Yang y 林傳洋. "The Effects of Relational Identity Orientation and Leadership Behavior on Employee Voice". Thesis, 2008. http://ndltd.ncl.edu.tw/handle/98757607122616298083.

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碩士
高雄醫學大學
心理學研究所
96
No matter is from the historical viewpoint, or from business studies, the employee voice may be the one of key factors for innovation to organization. There are not only many scholars beginning to study what effect employee voice, but also to accumulate rich achievement gradually. However, there aren’t many studies about the effective factor of employee voice through different channels (at public or at private). There is also not much research studying the effective factor of employee voice according to the Chinese who pays much attention to relationship. So this study reviewed past records, and would study the influence in employee voice at public or private through the individual factor of employee (relational identity orientation) and leadership of chief (transformational leadership, and authoritarian leadership). The data collection in this research is survey method. All valid numbers of samples are 189.Here are the findings: (1) more relational identity orientation of employee, more voice to the chief at private; (2) when employee perceive more frequency of transformational leadership, the employee would voice at public more degree; (3) when employee perceive more frequency of authoritarian leadership, the employee would withhold voice at private more degree; (4) the employee perception of authoritarian leadership negatively moderates the relationship between employee relational identity orientation and voice at private. Finally, it would be discussed in this study for main findings and limitations. It would also be discussed future study directions, and theory/management implication.

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29

陳思蕙. "The Study of Relationship between Supervisor Relationship Quality and Employee Voice Behavior". Thesis, 2011. http://ndltd.ncl.edu.tw/handle/61024968189593220861.

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碩士
國立彰化師範大學
人力資源管理研究所
99
Voice behavior is one of the concerned proactive behaviors nowadays. To stand out, the employee’s voice behavior would be a key issue. It not only can improve the organizational performance, but also further enhance the organizational competitiveness. In Chinese context, the "Guan-xi" topic gradually becomes an important role. The research tends to figure out the relationship between supervisor relationship quality and voice behavior, and to see the generalized effect in Chinese context. In addition, organization should provide a safety mechanism to let employees speak out without worrying the consequences. Moreover, the social dynamic factors in workplace would also influence employee’s behavior. Therefore, the research also includes psychological safety and workplace friendship to test the mediation effect between supervisor relationship quality and voice behavior. Furthermore, we aimed to explore the moderated effect of procedure justice on the relationship between supervisor relationship quality and voice behavior as well. Questionnaire survey was used in the study. Subjects in the research were from employees and their supervisors in high-tech corporations in Taiwan. We adopted hierarchical regression to test the hypotheses, and there were 326 paired valid samples to be analyzed. The results showed that supervisor relationship quality was positively related to employee’s voice behavior. Furthermore, it was found that the relationship between supervisor relationship quality and voice behavior is mediated by workplace friendship. However, psychological safety does not mediate the relationship between supervisor relationship quality and voice behavior. Besides, procedure justice shows weakening moderated effect on the relationship between supervisor relationship quality and voice behavior. In sum, the practical implications are as following: Managers and subordinates should establish a good relationship quality, so as to motivate the initiative in demonstrating voice behavior. Besides, to enhance employee voice behavior, friendship mechanism should be stressed in workplace.

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30

Tien, Yi-ping y 田宜平. "The relationship between leader negative emotional expressions and employees voice behaviors: the moderating effects of employees emotional intelligence". Thesis, 2015. http://ndltd.ncl.edu.tw/handle/b2taxa.

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碩士
國立中山大學
人力資源管理研究所
103
Emotion plays an important role in the organization. Each group member’s emotions will influence each other during their interaction, and usually supervisors or leaders’ emotions will have bigger impact on others due to their power. The research explore how supervisor’s negative emotional expressions influences employees’ voice behavior through EASI model, and use employees’ Emotional Intelligent as moderator. The research surveyed 42 supervisors and 196 employees from 22 companies. The result find out that leader’s negative emotional expressions has a significant negative impact on employees’ promotive voice behavior but doesn’t have a significant impact on prohibitive voice behavior. In addition, Emotional intelligence has a significant negative moderate effect on the relationship between leaders’ negative emotional expression and employees’ promotive voice behavior, but Emotional intelligence has no significant mediate effect on on the relationship between leaders’ negative emotional expression and employees’ prohibitive voice behavior. Therefore, the research provides three suggestions. Fist, leaders should avoid using negative emotional expression as their managerial ways, or these negative emotional expression will suppress employees’ promotive voice behavior. Second, companies should create ways to encourage employees’ prohibitive voice rather than counting on leaders’ negative emotional expression. Third, leaders should avoid using negative emotional expression for employees with high emotional intelligence.

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31

YANG, SHUN-MEI y 楊舜媚. "The Mediating Role of Cultural Axiology in Self - efficacy and Employee Voice Behavior". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/74kzpn.

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碩士
輔仁大學
會計學系碩士班
105
Abstract Title of Thesis：The Mediating Role of Cultural Axiology in Self - efficacy and Employee Voice Behavior Student：Shun-Mei , Yang Advisor：Dr. Tsuilin, Kuo Total Pages：64 Month/Year：07/2017 Key Words：Self-Efficacy, Employee Voice Behavior, Cultural Axiology, Age Abstract： Nowadays, as companies are facing an ever-changing environment, how they turn employee’s voice behavior into improvement is a key to success. The order of precedence for this research is to measure the relevance between self-efficacy and employee’s voice behavior, and to analyze the effect under cultural axiology. In addition, data was conducted by questionnaire.The purpose of this study is to investigate a supervisor, an employee, and two colleagues as a group. A total of 209 sets of questionnaire were issued and 132 of which were validate. Rate of response was 62.56%. Through Least Squares Method and Hierarchical Regression Analysis, the empirical results are summarized as the following:(1) The higher degree of self-efficacy an employee holds, the more possibility he demonstrates voice behavior to his company.(2) The deeper an employee is influenced under cultural axiology, the more courageous the way he demonstrates in voice behavior.(3) The higher degree of self-efficacy an employee holds, the more will he acts in response to the mediating effect of cultural axiology.(4) Despite the fact that ages differ among groups, effect of cultural axiology remains positive on voice behavior and self-efficacy.

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32

Wu, Yu Wen y 吳昱玟. "The Influence of Transformational Leadership on Employee Voice Behavior: The Mediating Effect of Work Engagement". Thesis, 2016. http://ndltd.ncl.edu.tw/handle/5wy98w.

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碩士
國立中山大學
人力資源管理研究所
104
The transformational leadership means a leader will offer a vigorous vision and challenged goal to his/her subordinators to encourage them to make their extra effort and pursue the result for the organization. The voice behavior is the behaviors that employees voluntarily offer ideas or suggestions to their organization for improvement. If transformational leadership could inspire employees to demonstrate their work engagement to follow theirs job role and devote for the organization, it might make employees to perform voice behavior more actively. The purpose of this study is to study transformational leadership will increase the voice behavior of employees via a mediating effect upon employees’work engagement. Two versions of questionnaire have been to obtain data from 270 subordinate employees and 100 supervisors, using correlation and regression analysis to test hypotheses. The survey findings indicate that: 1. Transformational leadership has both positive impacts on work engagement and voice behavior of employees. Except "Intellectual stimulation", the other four dimensions of transformational leadership all have significant correlation with voice behavior. 2. There is a positive relationship between work engagement and voice behavior. 3. Work engagement has mediation effects between transformational leadership and voice behavior.

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33

Chung, Yu-Chung y 鐘佑忠. "The Study of Employee Voice Behavior on Job Performance-The Mediating Effect of Interpersonal Attraction". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/07839301275654635197.

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碩士
銘傳大學
企業管理學系碩士在職專班
100
Plasticizer events were happened for Mr. Young found plasticizer is harmful at work and took the initiative to report to his supervisor. Employee voice behavior such as Mr. Young is spontaneous organizational citizenship behavior and is very important factor for improving the organizational performance, but it isn’t mandatory activities at work. This study investigates the active employee voice behavior in organization will have relationship with individual job performance improved, and employee’s interpersonal attraction is useful for work performance enhancement. Subjects in the study were from employees and their supervisors in various industries in Taiwan and there were 292 paired valid samples to be analyzed. We adopted regression analysis, correlation analysis, and variance analysis for testing the hypotheses. This study results indicate: (1)Employee voice behavior will have positive relationship with job performance. (2)Employee voice behavior will have positive relationship with interpersonal attraction. (3)Interpersonal attraction will have positive relationship with job performance. (4)Interpersonal attraction as an intermediary effect between employee voice behavior and job performance. Finally, we provide relevant management and other practical implications based on our findings.

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34

Tsai, Nien-Tai y 蔡年泰. "The Interaction Effect of Employee Perception of Unit Problems and Ethical Climate on Voice Behavior". Thesis, 2013. http://ndltd.ncl.edu.tw/handle/87452915087095852514.

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博士
國立東華大學
企業管理學系
101
Voice behavior is an important issue in organizational management and plays a significant role in the enhancement of organizational decision-making quality and the prevention of potential risks. In a complex and rapidly changing business environment, managers face increasing information processing and problem solving challenges, and should be concerned with the positive functions of their employees’ opinion expression, which can be a key factor in organizational survival and long-term development. Most studies on voice behavior focus on the relationship between personal-oriented and voice behavior, as well as how contextual factors enhance or suppress individual voice behaviors. Although these studies have found that individual personality traits, attitude, organizational situations, leader attitudes and leadership may influence employees’ voice behaviors, these factors cannot fully explain the inner state of the employee who wants to express their opinions and avoid the risk of voice. Employee voice behavior could arise from an employee’s perception of unit problems, which are a perception of unit risk and a perception of unit decline. These two perceptions may cause employee employee’s inner tension system imbalance. In addition, voice behavior could also be influenced by a unit’s ethical climate, which includes caring, law and code, and instrumental climate. Through an ethical climate employees may clearly understand their unit’s standards concerning appropriate conduct. The employees’ conduct may be in line with the unit’s expectations, caring for others, complying with laws and professional codes, and valuing costs and performance. Consequently, the interaction between unit ethical climate and employee perception of unit problems could have an effect on voice behavior. This study aims to understand the psychological mechanism of employee voice behaviors. Based on a force filed approach this study investigates how employee voice behavior was affected by their perceptions of unit problems, and the interaction between a unit’s ethical climate and an employee’s perceptions of unit problems. This study chose Taiwanese policemen as subjects and adopted a hierarchical linear model. Multi-level data collection was based on a questionnaire survey method. Questionnaire design used pair questionnaires, including policemen self-report questionnaires, colleague rating questionnaires and supervisor rating questionnaires. There were two rounds of questionnaire distribution. In the first round, the subjects were policemen, including 81 units and a total of 1000 policemen self-report questionnaires, 665 questionnaires (from 71 units) were returned. Two weeks later, the second round of questionnaires was distributed. The subjects included 665 policemen, their colleagues and supervisors, from 71 units. In the second round, 537 policemen self-report questionnaires, 372 colleague rating questionnaires, and 206 supervisor questionnaires were returned. The participants with missing data that could not be paired were eliminated. These screening procedures resulted in 40 units (unit return rate was 49.3%) with 201 valid paired questionnaires (return rate was 30.2%) that were used for all statistical analyses. The data analysis found that: (1) units with high caring climate scores exhibited stronger perceived unit risk and were more likely to exercise a challenging voice; (2) units with high caring climate scores exhibited stronger perceived unit risk and were more likely to exercise a supportive voice; (3) units with high laws and professional codes showed stronger perceived unit risk and were more likely to exercise a challenging voice; (4) units with high law and professional code climate scores showed a stronger perceived unit risk and were more likely to exercise a supportive voice; (5) the units with high law and professional code climate scores showed a stronger perceived unit decline and were more likely to exercise a supportive voice. Based on the results of this hierarchical linear model, the logical inference of this theoretical framework is reasonable, and it partially explains the psychological mechanism of voice behaviors. Theoretically, this study found that the ethical climate of a unit and an individual’s perception of their unit’s problems have an interactive effect on voice behaviors. In managerial practice, these findings can help managers recognize their employees’ positive motive of opinion expression, handle internal potential problems of units, and remind managers of the importance of constructing an ethical climate. In such a favorable work environment employees were treated kindly, their speech was protected, and their profession was respected. Then employees will have a positive attitude towards their unit, keep proactively well-informed about the issues of their unit, stay actively involved in the discussion of issues, and provide constructive solutions to problems.

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35

Wang, Hou-En y 王浩恩. "A Study of Authentic Leadership, Quality of Relationships between Employees and Leader and Employees Voice Behaviors on the Balance Theory of Heider". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/pjny49.

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碩士
淡江大學
企業管理學系碩士在職專班
106
In recent years, the integrity of corporate leaders has been continuously decreasing and has made the public feel disappointed, such as the scandal of Enron, Arthur Andersen, Tyco CEO Moss Roskilde, Yongfeng Bank, etc. These negative news indicate that business leaders disregard “honesty”, which in turn not only damages corporate image but also causes loss and business failures, what is more serious is this phenomenon result in economic damage. Therefore, sincere leadership has been an important topic. This study intends to utilize the theory of balance, also known as "POX theory," to discuss whether there are balanced relationships in terms of sincere leadership, the quality of relationship between supervisors and employees, and the behavior of employees. The questionnaires were mainly targeted at colleagues in the financial industry. The main source of samples was to conveniently obtain samples . The distribution period was from January 14 to March 5, 2017. A total of 263 valid questionnaires were collected. The following are the results and analysis of the study: 1.The positive and negative attitudes toward the relationship between employees and supervisors are: “Supervisors’ sincere leadership” has a significant impact on the “employees’ behavior of giving an advice to organization”. 2.When employees present positive and negative attitudes toward methods of the sincere leadership established by their supervisors, then: “The quality of relationship between supervisors and employees” has a significant impact on the “employees’ behavior of giving an advice to organization”. 3.Employees’ behavior of giving an advice to organization is considerably affected by the quality of relationship, followed by honesty.

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36

Yang, Yu-Hsuan y 楊于萱. "The Influences of Leader-Member Exchange on Employee Voice Role Per-ception and Voice Behavior: An Examination of the Moderating Effect of Leader Favoritism". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/gq5f98.

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碩士
國立東華大學
企業管理學系
105
In the research field of LMX, most previous studies advocated that high-quality LMX can bring a lot of positive consequences for employees. Previous research also proposed that LMX level would affect employees’ voice behaviors. However, previous research did not investigate the psychological process from LMX to employee voice behavior. Therefore, the main objective of this study is to examine whether LMX quality would affect subordinate's psychological empowerment and psychological ownership, and whether psychological empowerment and psychological ownership would make employees expand their definition of work role, and finally increase promotive voice behaviors benefiting the whole organization. Previous organizational studies often considered that leader favoritism would lead to negative consequences, but the current study proposes that leader favoritism may have different influences on employees with different levels of LMX relationships. Therefore, this study also investigates the moderating effect of leader favoritism on the relationship between LMX and employee psychological empowerment and the relationship between LMX and psychological ownership. This study used the survey method to collect data at work settings. The participants of this study were employees from three factories (the factories in Taipei, Tainan, and Kaohsiung) of a food processing company. The current study separately designed two subordinate questionnaires and one supervisor questionnaire to collect data at two points of time. At time 1, the first wave of subordinate questionnaire was distributed; the measurement scales included LMX, psychological empowerment, psychological ownership, leader favoritism. At time 2, the second wave of subordinate questionnaire was distributed; subordinates were asked to fill out their role perception of promotive voice. Supervisor questionnaires were also distributed; supervisors were asked to assess their subordinates’ promotive voice. After eliminating the questionnaires which cannot be paired and those with obsessive missing data, this study finally obtained 113 valid paired questionnaires. This study used structural equation modeling to examine the theoretical model. The results of data analysis show: (1) LMX had a significant and positive effect on employees’ psychological empowerment and psychological ownership; (2) psychological empowerment and psychological ownership had a significant and positive effect on employees’ role perception of promotive voice; (3) employees’ role perception of promotive voice had a significant and positive effect on their own promotive voice; (4) leader favoritism had a significant moderating effect on the relationship between LMX and psychological empowerment as well as psychological ownership; (5) employees’ psychological empowerment and psychological ownership had a significant mediating effect on the relationship between LMX and psychological empowerment as well as psychological ownership; however, (6) employees’ role perception of voice behavior neither mediated the relationship between psychological empowerment and promotive voice, nor mediated the relationship between psychological ownership and promotive voice. In sum, this study found that high-quality LMX not only increased employees’ perception of psychological empowerment and psychological ownership, but also made employees enlarge their work role definition. Employees defined extra-role voice behaviors as in-role, and felt that they had obligations to help the organization. After defining voice behavior as in-role, employees would perform more promotive voice behaviors. The examination of the moderating effect of leader favoritism shows that employees with high-level LMX were more likely to perceive psychological empowerment and psychological ownership when leader favoritism was high than when leader favoritism was low. These employees further enlarged their role perception and performed more promotive voice behaviors. Although leader favoritism may result in negative consequences in organizations, leader favoritism in fact may bring positive effects for the employees with high-level LMX, and also provide managerial signals for the employees with low-level LMX.

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37

CHOU, CHIN-HENG y 周敬恆. "A Social Dilemma Perspective on the Joint Effects of Ethical Leadership, Exchange Quality on Employee Voice Behavior". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/m2fv98.

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碩士
靜宜大學
國際企業學系
105
This research plan adopts a social dilemma perspective to examine the influences of both individual-level ethical leadership and team-level ethical leadership on employee voice behavior. Past studies indicate that there are two major ways to solve social dilemma: motivational approach and structural approach. Therefore, we propose organizational culture dimensions may be a viable way to reduce the social dilemma problem. We also propose ethical leadership is also a way to solve social dilemma through exchange relationships. We believe that our research can provide new and insightful findings in employee voice behavior. This study was conducted to investigate the association between ethical leadership, exchange relationship, vertical collectivism, and employee voice behavior in a teamwork setting. A questionnaire survey was administered to collect data from Companies P and C. Of the 132 questionnaires distributed, 126 were returned, among which 6 were invalid, yielding 120 valid questionnaires (valid return rate = 90.09%). The empirical results showed that (1) ethical leadership positively affected exchange relationship and (2) employee voice behavior. (3) Exchange relationship mediated the relationships between ethical leadership and employee voice behavior. (4) Vertical collectivism moderated the relationships between exchange relationship and employee voice behavior.

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38

Yu, Wan-Ru y 余琬儒. "The Influence of Challenge – Hindrance Stressors on Employee Voice Behavior: Investigating the Mediating Role of Regulatory Focus". Thesis, 2019. http://ndltd.ncl.edu.tw/handle/2apx3k.

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碩士
國立交通大學
管理學院管理科學學程
107
At present, the business environment and commercial competition are becoming more competition. To face the rapidly changing business environment and reach the enterprise development needs, many organizations relied on the suggestions from employees to improve the weakness of their organization and develop new organizational strategies, as such organizations become valuing employee voice. Accumulated research investigate the employee voice behavior, however, most of the researches focus on the consequences of employee voice behavior and the subsequent risks, it is relatively rare to investigate the antecedent of employee voice behavior. In the light of this, this study examines the effects of challenge- hindrance stressors on employee voice behavior. The current study applied three- time points to collect data on full-time employees from various industries and occupations in Taiwan through online questionnaires. There are 325 valid questionnaires in Time 1, 191 valid questionnaires in Time 2, 123 valid responses in Time 3 （the return rate =37.84%）. The result showed that challenge stressors were positively related to the voice behavior and the regulatory of promotion focus, and promotion focus mediated the relation between challenge stressors and the employee voice behavior.

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39

Huang, Yu-Ting y 黃于庭. "The Study of Relationship between Perceived Departmental Climate and Employee Voice Behavior: The Moderating Role of Personality Traits". Thesis, 2014. http://ndltd.ncl.edu.tw/handle/90484575886381772902.

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碩士
國立臺灣大學
商學研究所
102
In today’s competitive and rapid changing environment, employees’ opinions play an important role in the company. They can help organization improve current situation and performance. Voice behavior is that the staff displays initiative to provide innovative ideas or suggestions about operational processes. Voice behavior is divided into two parts: Promotive Voice Behavior and Prohibitive Voice Behavior. The research aimed to explore the relationship of perceived departmental climate to staffs’ voice behaviors. This study also examined the moderating effects of personality traits on the above relationships. The research results showed that perceived innovation climate has positive relationship with promotive voice behavior. Also, perceived support climate has positive relationship with prohibitive voice behavior. Moreover, the extraversion trait has moderating effect on the relationship between perceived support climate and prohibitive voice behavior. Finally, this study discussed the practical management implications.

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40

Lin, Ching-ju y 林敬儒. "The Study of Relationship between Job Content Plateau and Employee Voice Behavior: The Moderating Effect of Regulatory Focus". Thesis, 2013. http://ndltd.ncl.edu.tw/handle/45178194591000849039.

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碩士
國立臺灣科技大學
企業管理系
101
According to the past research, job content plateau will lead to negative reactions on the job content or the job environment when employees face it. And there will be job dissatisfaction, job burnout, turnover intention, or descending in achievements. However, the key point in this research wants to know if employees would change their attitude when they are in job content plateau. Instead of using negative view, there is a positive varible moderator “regulatory focus” in this study to discuss if the psychological quality would have employees bring out voice behavior when they are in job content plateau. This study is expected to let employees help enterprises become more progressive, even if they are in job content plateau. This research is investigated by sending questionnaire to the biggest logistics company in Taiwan in a sample of 211 employees.

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41

CIOU, JI-FONG y 邱紀鳳. "The Study of Relationship between Team-Member Exchange and Employee Voice Behavior -- The Mediating effect of Role Definition". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/86215073248560106228.

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碩士
國立臺灣科技大學
企業管理系
98
Because of enterprises development within the business nowadays focus on People-oriented, most of them use the ”open” way to manage people and pay attention for employee’s voice, Therefore, we can figure out that voice behavior is great importance. In order to make the organization well-functioned, the employers should not only request their employees to do the required jobs, but also see whether they do works which are in excess of the formal requirements voluntarily. However, employee voice behavior is one of the extra-role behavior which not indicate in work contract. Therefore, this research uses “team-member exchange”, “role definition”, and “employee voice” as variables and role definition as mediates to discuss whether team-member exchange will lead to employee voice through role definition. The present study analyzes 351 samples recruited form paper and Electronic questionnaire. The results show that the team-member exchange and employee voice have significant and positive influences. Moreover, role definition plays a role as mediation between team-member exchange and employee voice. Based on research finding, this investigation provides some managerial suggestions and hopes these suggestions will be useful for the enterprises. Key words: Team-member exchange, role definition, and employee voice.

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42

Shanggao, Chen. "The influence mechanism of regulatory focus on employee voice behavior: an empirical study on China's private manufacturing industry". Doctoral thesis, 2020. http://hdl.handle.net/10071/22692.

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This thesis explores the influential mechanism of regulatory focus on employee voice behavior from the perspective of individual motivation. The study was conducted in 17 Chinese manufacturing enterprises. Through questionnaire collection and questionnaire pairing at two time points, 329 pairs of valid data are obtained. After the empirical analysis, the study comes to three conclusions. Firstly, promotion focus positively affects acquiescent voice and prosocial voice. Secondly, disintegration avoidance mediates the relationships between promotion focus and defensive voice as well as acquiescent voice. Harmony enhancement mediates the relationship between promotion focus and prosocial voice. Thirdly, psychological safety negatively moderates the relationship between disintegration avoidance and defensive voice as well as acquiescent voice. From the perspective of individual motivation, the study has revealed the influential mechanism of regulatory focus on voice behavior. Meanwhile, the study is of practical value to human resources management practices.
Esta tese explora o mecanismo de influência do foco regulatório no comportamento da voz dos colaboradores a partir da perspetiva da motivação individual. O estudo foi realizado em 17 empresas de manufatura chinesas. A recolha de dados foi realizada com questionários e foi realizado o emparelhamento em dois pontos de tempo, tendo sido obtidos 329 pares válidos. Após a análise empírica, o estudo apresenta três conclusões. Em primeiro lugar, o foco na promoção afeta positivamente a voz aquiescente e a voz pró-social. Em segundo lugar, a evitação da desintegração medeia as relações entre o foco de promoção e a voz defensiva, bem como a voz aquiescente. A melhoria da harmonia medeia a relação entre o foco na promoção e a voz pró-social. Em terceiro lugar, a segurança psicológica modera negativamente a relação entre a evitação da desintegração e a voz defensiva, bem como a voz aquiescente. Do ponto de vista da motivação individual, o estudo revelou o mecanismo de influência do foco regulatório no comportamento da voz. Este estudo tem também um valor prático para as práticas de gestão de recursos humanos.

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43

LIN, CHENG-WEI y 林承緯. "The Relationships among Employee-orientated Human Resource Management, Affective Commitment, and Voice Behavior: The Moderating Role of Empathy". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/33egz6.

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碩士
銘傳大學
企業管理學系
106
This study examined the effects of employee-orientated human resource management, empathy, and affective commitment on voice behavior. First, we examined the relationships between employee-orientated human resource management and voice behavior. Second, the study investigated the mediating role of affective commitment underpinning the relationship between employee-orientated human resource management and voice behavior. In addition, empathy was tested as a moderator of employee-orientated human resource management - affective commitment. Data were collected from 308 full-time employees and their immediate supervisor in Taiwan’s companies in different industries. We conducted a series of hierarchical regression and developed a moderated mediation model to test our hypotheses. Results indicated that employee-orientated human resource management was positively related to voice behavior. In addition, affective commitment mediated the relationship between employee-orientated human resource management and voice behavior. For the moderating effect, the higher empathy, the stronger the influence of employee-orientated human resource management on affective commitment. Furthermore, empathy moderated the strength of the mediated relationship between employee-orientated human resource management and voice behavior via affective commitment, such that the mediated relationship is stronger under high empathy. Some academic and managerial implications were discussed.

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44

LIU, YIN-HSUAN y 劉映璇. "The Effects of Transformational Leadership Style on Employee Voice Behavior and Organizational Innovation: Coworker Support as a Moderator". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/wwba65.

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碩士
銘傳大學
諮商與工商心理學系碩士在職專班
106
In the rapidly changing and fiercely competitive market, to promote employee inno-vation and to enhance the competitiveness, leadership is one of the significant factors that affects performance and innovation of an organization. Voice, an out-of-duty behavior, is not mandatory activity, but an important driving force for improvement of performance within the organization. In the workplace, peers are whom the subject employee works more closely with, instead of supervisors. Under systems having discrepant transformational leadership and peer support, voice shows controversial effects. Accordingly, based on the theory of social exchange, this study explores the interaction between transformational leadership, voice, and innovation behavior; and further validates effect of peer support on modulating transformational leadership and voice. The main purposes of this study lies in: firstly, to discuss the influence of transformational leadership on innovation behavior; subsequently, to examine the influence of transformational leadership on voice; to analyze the mediating effect of voice on transformational leadership and innovation behavior; and to explore modulation of peer support on transformational leadership and voice. This study inquiries employee with more than one year working experience in each industry as the research object, and conducts empirical research using the questionnaire survey method. Overall 544 valid questionnaires were recovered, and statistical analyses of reliability analysis, confirmatory factor analysis, correlation analysis, and regression analysis were carried out. The results are shown as follows: transformational leadership has a positive impact on employees' innovation behavior; transformational leadership has a positive impact on voice; voice has a mitigation effect on transformational leadership and innovation behavior; and peer support has negatively modulating effect on the transformational leadership and voice. In other words, the transformational leadership does influence the individual's innovation behavior through the voice. The higher extent of consciousness of the transformational leadership, the more the individual can demonstrate the voice in the workplace, which in turn leads to individual innovation behavior. In the process, peer support will provide appropriate modulation and mitigation effects to promote individuals to demonstrate their voice in the workplace.

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45

Lin, Chia-chi y 林嘉琪. "Is Speaking Up Beneficial to Employees? Exploring the Differential Effects of Voice Behaviors on Supervisor Performance Evaluation and Coworker Relationships: The Moderating Roles of Person-Supervisor Fit and Employee Self-Monitoring". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/kwhf7n.

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碩士
國立中山大學
人力資源管理研究所
106
Previous studies have shown that employee voice behaviors benefit organizational functions. Research on voice has shown positive effects of employee voice on decision quality, team performance and organizational performance. However, it is unclear whether employee voice leads to detrimental effects on interpersonal relationships. Based on Morrison’s (2011) voice model and Burris’ (2012) conceptualization of supportive/challenging voice, the present study explores the effects of supportive/challenging voice on supervisor performance appraisals and coworker relationships. In addition, we also explored whether employee person-supervisor fit (P-S fit) and self-monitoring moderate the interpersonal effects of voice. To test our hypotheses, data was collected from 242 supervisor-employee pairs at different time periods. The results of hierarchical regression analyses showed that: (1) supportive voice is positively related to co-workers relationships; (2) when employee P-S fit is high, the relationship between supportive voice and supervisor performance appraisal becomes positive, whereas the relationship between challenging voice and supervisor performance appraisal becomes negative; (3) when employee self-monitoring is high, the relationship between supportive voice and coworker relationship becomes positive, whereas the relationship between challenging voice and coworker relationship becomes negative. Theoretical and practical implications are further discussed.

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46

Wei, Ruei-fen y 魏瑞芬. "The Study of Relationship between Psychological Contract Breach and Employee Voice Behavior - The Moderating effect of Person-Job Fit". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/46914193762135367527.

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碩士
國立臺灣科技大學
企業管理系
98
Today's a highly competitive industry environment, organizational change enhances the competitiveness of the enterprise. In promoting organizational change process, job security and career development are threatened for the employee. These changes often result in situations where employees perceive psychological contract breach. It’s a major challenge about employment relationship between organization and employee. In the past research, most scholars focused on employee withdrawal behaviors after the employee perceived psychological contract breach, such as employee absenteeism, turnover and job neglect. However, few studies focused on the voice behavior of employees proactive. Thus, according to social exchange theory, employee voice behavior is outcome variables of psychological contract breach in this study. Past empirical research has shown the interference effect about cognitive variables between psychological contract breach and employee behaviors. Few scholars concerned the interference effect about the personal-job fit, and not understand the interference effect between the various dimensions. Therefore, this study use the individual perspective, and the interference effect of the different dimensions about personal-job fit (demands-abilities fit and needs-supplies fit) between the psychological contract breach and employee voice behavior. In this study, data were collected from 288 full-time employees in Taiwan. After hierarchical regression analysis, the results are as follows: 1. There has a significant negative relationship between employee perceived psychological contract breach and employee voice behavior. 2. The interaction of psychological contract breach and demands-abilities fit can’t affect employee voice behavior. 3. The interaction of psychological contract breach and needs-supplies fit can affect employee voice behavior.

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47

"Factors Encouraging Upward Employee Voice in an Online Workplace Portal: A Case Study of an Academic Research Institute". Master's thesis, 2020. http://hdl.handle.net/2286/R.I.57088.

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abstract: Few studies bridge workplace engagement and employee voice with internal communication. This analysis builds upon both the crucial concept of employee engagement and its implications for communication professionals and leaders. Further, it calls for more strategic integration of upward employee voice in internal communications. By examining factors that support communication (in two directions) and especially upward employee voice, researchers examine a case study of an intranet site at a major academic research institute. Factors that support employee expression are compared with data streams from both user survey and website analytics. The results point to voice-inducing techniques include projecting critical mass, fostering trust, and emphasizing intranet usefulness and rewards. By enriching workplace communications, voice can strengthen the employee’s ability to contribute, connect leaders with a source for direct feedback, and help employers be more responsive and nimbler.
Dissertation/Thesis
Masters Thesis Technical Communication 2020

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48

Lee, Hsueh-chia y 李學佳. "Why do employees speak up?Exploring employees'' prosocial and impression management motives on voice behaviors: The moderating effects of promotion focus, affective organizational commitment, and citizenship pressure". Thesis, 2016. http://ndltd.ncl.edu.tw/handle/mys6gf.

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碩士
國立中山大學
人力資源管理研究所
104
Encouraging employees to provide advices on organization management is the key to making high-quality decisions and improving organizational effectiveness in today''s turbulent and competitive business environment. The study applies the model of employee voice proposed by Morrison (2011) to examine the relationships between employees'' prosocial and impression management motives and voice behaviors and the moderating effects of promotion focus, affective organizational commitment, and citizenship pressure. In order to verify the proposed moderation model, the samples were collected from 415 supervisor-employee pairs at two different time points from different industries and positions. The results of the hierarchical regression analyses shows: (1) Employees'' impression-management motive is negatively related to challenging voice. In addition, promotion focus attenuates the negatively relationships between impression-management motive and challenging voice, whereas citizenship pressure strengthens the negatively relationships between impression-management motive and challenging voice. (2) Employees’ prosocial motive positively predicts supportive voice. In addition, affective organizational commitment and citizenship pressure strengthen the positively relationships between prosocial motives and supportive voice. (3)The interactions between impression-management and prosocial motives positively predicted behavior. According to the results, the implications for practice are proposed as follows: (1) organizations that emphasize the need for change and innovation should encourage self-serving and promotion focusing on employees to express more challenging forms of voice; (2) organizations pursuing suitable development should value people with prosocial motives and affective organizational commitment to support suggestions of organizational policies.

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49

SHAN, SHIU HUEI y 許惠珊. "The Study of Relationship between Ethical Leadership and Employee Voice Behavior - The Mediating Effect of Felt Accountability and Trust in Leader". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/31638474490977673381.

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碩士
國立臺灣科技大學
企業管理系
100
First-line employees of the business directly with customers in the service industry or production line the front of the manufacturing staff are usually the most immediately found the problem of business operations. If employees can voice the problem automatically, managers will be able to quickly solve the problem immediately. More and more organizations realize the importance of employees take the initiative to offer constructive ideas. Employee voice behavior has become an important source of the enterprises to enhance competitiveness.The past research has been confirmed the employees 'sense of responsibility and trust, does induce employees to generate voice behavior, but employees will not produce the psychological perception of the sense of accountability and trust accountability, both the them are belongs to their attitude of the employees' intrinsic level required by the external factors. Ethical leadership behavior research is pointed out that the manager’s moral believe will affect the employee psychological level, thereby changing the attitude and behavior of staff. Follow the clues, put felt accountability and trust in leader be an intermediate variable, to explore the psychological process of the manager of ethical leadership and employee voice behavior. Further, we use the principle of reciprocity of social exchange theory and role theory to construct academic basic of the researcher framework. In this study, the data were collected by questionnaires, the subject were full-time employee in Taiwan enterprises, with their immediate supervisor one-on-one complete matching questionnaire. We totally issuesd 400 paired surveys and finally received 280 effective paired samples. We use hierarchical regression analysis to investigate the relationship between variousvariable. The results of the empirical study verify the ethical leadership could predict employee voice behavior by felt accountability and trust in leader. According to the results, the implications for future research and implication for application of this study were further discussed in the end.

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50

TUCKER, SEAN. "Exit, Voice, Patience, and Neglect: Young Worker Responses to Occupational Safety Concerns". Thesis, 2010. http://hdl.handle.net/1974/5978.

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I conducted four studies that develop and test a safety-specific model of exit, voice, patience, and neglect (EVPN) in the context of young workers’ reactions to declining safety conditions (Hirschman, 1970). In the face of hazardous working conditions, contemplating exiting (i.e., quitting the job) or voicing concerns about the risks (e.g., reporting a safety issue to a supervisor) are proactive responses. Conversely, neglecting safety concerns (i.e., ignoring personal safety in the face of danger) is a passive response. Workers may also choose patience (i.e., taking a wait-and-see approach) about concerns. In total, 833 young people participated in four studies. Manuscript 1 (Chapter 5) is a focus group study that explores the types, frequency, temporal patterns, and consequences of the safety-related EVPN behaviours. The results showed (1) most participants favoured patience if and when they have concerns about workplace safety; (2) voice is reserved for serious safety concerns; and (3) exit is very uncommon and only used as a last resort. Manuscript 2 (Chapter 6) describes the development of age-appropriate measures for general turnover intentions (i.e., exit), and safety-specific voice, patience, and neglect. The reliability, dimensionality, and validity of these scales are demonstrated over three studies. Manuscript 3 (Chapter 7) used an experimental scenario approach in which safety conditions (high vs. low), financial reasons for working (high vs. low), and being injured (injured vs. not injured) are manipulated. The role of participant gender (male vs. female) was also examined. Participants assigned to the injury condition were more likely to exercise patience than those assigned to the non-injury condition. Low quality safety conditions were associated with higher turnover intentions. Finally, females reported higher voice than males. Finally, Manuscript 4 (Chapter 8) reports on findings from a short-term longitudinal design meant to replicate and extend the results from the previous studies. Support for Hirschman’s loyalty proposition was also found. Specifically, felt responsibility for improving safety was found to moderate the relationship between organizational loyalty and both exit and voice. The final chapter integrates these findings and discusses future research directions as well as implications for public policy, management practice, and theory.
Thesis (Ph.D, Management) -- Queen's University, 2010-08-18 13:19:15.634

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