Guest Voice Behavior for Hotels: The Role of Experience, Emotional Attachment, and Perceived Value

As an important type of extra-role behavior, employee voice behavior is of great significance to the sustainable development of organizations. Employee voice behavior has two different dimensions, namely promotive voice and prohibitive voice, both of which are conducive to decision making, innovation, and improvements to the work process. Among the antecedents of voice behavior, abusive supervision is one of the most essential influencing factors. In response to the call to further explore the antecedents and influencing mechanisms of different dimensions of voice behaviors, this study aims to investigate the different paths of abusive supervision on the two types of voice behavior. Drawing on the conservation of resources theory and social exchange theory, we identified an expanded array of mediators, including work engagement and negative reciprocity, which link abusive supervision to promotive voice behavior and prohibitive voice behavior separately. Data were collected through two-wave questionnaire surveys of 334 employees of 14 enterprises in China. The results show that (a) abusive supervision is negatively correlated with employees’ promotive and prohibitive voice behaviors; (b) work engagement mediates the negative relationship between abusive supervision and promotive voice; and negative reciprocity mediates the negative relationship between abusive supervision and prohibitive voice. These findings clearly reveal the influencing mechanisms of abusive supervision on both promotive and prohibitive voice behavior, which not only enriches relevant theoretical research but also provides feasible insights into how to reduce abusive supervision to motivate voice behavior in management practice.

Aims: Voice behavior refers to nurses' proactive actions in offering constructive suggestions, providing feedback, or raising concerns in the workplace, which are crucial for enhancing care quality and improving the work environment. This study aims to investigate the current status and influencing factors of voice behavior among nurses in neonatal intensive care units (NICUs) in tertiary hospitals in Sichuan Province, providing empirical evidence for improved nursing management and hospital administration. Design: A multicenter, crosssectional survey. Methods: From January to June 2023, 422 neonatal nurses from tertiary hospitals in Sichuan Province were selected through stratified random sampling. Data were collected through self-reported questionnaires, including a general information questionnaire and a voice behavior scale. The voice behavior scale consists of 10 items, divided into promotive and prohibitive behavior dimensions, using a five-point Likert scale (1 = "never" and 5 = "always"). The scale has been widely used among Chinese nurses and demonstrates good internal consistency (Cronbach's α = 0.951). Data analysis was conducted using SPSS Version 26.0. Structural validity was assessed through exploratory factor analysis (KMO > 0.8, Bartlett's test p < 0.05), followed by confirmatory factor analysis using AMOS. For group comparisons, independent t-tests and analysis of variance (ANOVA) were used, with Welch's test for unequal variances. Post hoc multiple comparisons were performed using Tamhane's T2 for unequal variances and LSD for equal variances. A p-value < 0.05 was considered statistically significant. Results: Age, marital status, and number of children significantly influenced voice behavior. Voice behavior increased with age up to 50 years, unmarried individuals exhibited less voice behavior than married or divorced ones, and more children correlated with more voice behavior. Job title, position, and years of experience in the neonatal department also significantly impacted voice behavior. Higher positions and more than 15 years of experience were associated with increased voice behavior. Senior titles correlated with higher prohibitive voice behavior. Conclusion: The voice behavior of NICU nurses is influenced by various factors, including age, marital status, number of children, job title, position, and years of experience in the neonatal department. As age increases, the number of children grows, work experience accumulates, and nurses' voice behavior tends to intensify. In particular, for senior nurses, managers should pay attention to their prohibitive voice behavior and encourage their active involvement in decision-making processes to enhance the quality of care. Nursing managers should tailor management strategies based on these individual characteristics, providing customized support for nurses at different experience levels. At the same time, emphasis should be placed on creating a psychologically safe work environment to stimulate nurses' initiative and creativity, thereby improving team communication and collaboration. This approach will contribute to ensure the quality of care and patient safety in NICUs. Implications for the Profession: Understanding the factors influencing voice behavior helps nursing managers to enhance nurse participation and care quality. Nursing managers can implement the following strategies: (1) create a psychologically safe environment: encourage open communication by ensuring nurses feel their opinions are valued, with clear channels for feedback and action, (2) address senior nurses' prohibitive voice behavior: provide leadership training to senior nurses to transform negative feedback into constructive suggestions, promoting collaboration and work improvement, (3) tailor strategies based on experience: offer support and mentorship to new nurses, while encouraging experienced nurses to take leadership roles and contribute to decision-making, (4) incentivize contributions: develop reward systems to recognize nurses' involvement in improving patient care, such as acknowledging innovative ideas and active participation.

PurposePromotive and prohibitive voice behavior is essential for effective team performance and organizational sustainability. However, the existing literature is limited on the role of team voice in predicting employee voice behavior. The authors proposed that team members' voices serve as a cue for engagement in felt obligation for constructive change, which sets the path for employees' engagement in promotive and prohibitive voice behavior. This study further proposed that supervisor expectation for voice may alter the relationship between team voice and felt obligation for constructive change of employees. The authors' proposed model is based on social information processing theory.Design/methodology/approachThe data were collected from 313 telecommunication sector employees and the companies supervisors through a multi-source time-lagged design. Linear regression analysis and the Preacher and Hayes Process for mediation and moderation were used to test the proposed hypothesis.FindingsThe results support the direct effect of team voice on promotive and prohibitive voice behavior, and the indirect effect of team voice on promotive voice behavior through the mediation of felt obligation for constructive change was also supported. However, mediation of felt obligation for constructive change between team voice and prohibitive voice behavior was not supported. The results also support the moderation of supervisor expectation for voice between team voice and felt obligation for constructive change.Originality/valueFindings of the study may help organizational practitioners and managers about the value of promotive and prohibitive voice behavior for better team functioning through team voice. The study also highlights the importance of supervisor expectations for voice to strengthen the association between team voice and felt obligation for constructive change among employees. Both dimensions of voice behavior, i.e. promotive and prohibitive voice, are crucial for improved organizational functioning and preventing the organization from harm and loss. Organizations should create environments high on voice behavior to remain competitive and meet the challenges of dynamic business environments.

Humble leadership is a new researching direction in the field of leadership, the effectiveness of humble leadership behavior has been proved, but how it influences employees’ concrete behavior still needs to be further discussed. This study explored the influence mechanism of humble leadership behavior on employees’ voice behavior on a matched sample of 213 employees. In particular, the article tested the mediating role of organizational psychological ownership (OPO) and the moderating effect of Zhongyong thinking. The results of analyses show that: humble leadership has a significant positive effect on employees voice behavior; OPO partially mediates the relationship between humble leadership and employees’ prohibitive voice behavior and promotive voice behavior; Zhongyong thinking negatively moderated the positive effect of humble leadership on employees’ prohibitive voice behavior and promotive voice behavior.

Purpose This study explores how shared leadership (SL) facilitates employees’ promotive and prohibitive voice. Specifically, this study aims to find the relationship between SL and work unit identification (WUI) and professional identification (PI), as well as the relationship between WUI and PI and promotive and prohibitive voice. Design/methodology/approach This study conducted a multi-level survey research and collected data from 2,264 full-time employees from 283 teams. The data were analyzed using hierarchical linear modeling software. Findings The results revealed that SL is positively related to employees’ promotive and prohibitive voice behavior. WUI and PI mediate these relationships such that SL is positively related to WUI and PI, which are positively related to promotive and prohibitive voice behavior. Originality/value This paper contributes to leadership, organizational identification and voice behavior literature by highlighting how SL affects promotive and prohibitive voice behavior via the mediating effect of WUI and PI. It also offers managerial insights to practitioners in mainland China and Asia at large on how to enhance employees’ voice behavior and make use of employees’ collective wisdom.

This paper presents the findings of a study which examined the relationship between ethical leadership, organizational harmony, and two dimensions of employee voice behavior including employee promotive voice behavior and employee prohibitive voice behavior in the Vietnamese workplace. Further, the study determined the influence of ethical leadership, and organizational harmony on two dimensions of employee voice behavior. This articles also test the mediating role of organizational harmony in the relationship between ethical leadership and employee voice behavior. Although these interrelations are very important for enhancing employee voice behavior, few empirical studies analyze these relationship together. Besides, few empirical studies analyze these relationship in the Vietnamese context. Finally, the study examined the most important factor that influences employee voice behavior. This article explores those relationships using SEM with data from 687 employees in Vietnamese companies. The findings indicated that ethical leaders can foster organizational harmony that promotes employee promotive and prohibitive voice behavior. The analytical results also shown that organizational harmony plays a mediating role in the relationship between ethical leadership and employee promotive and prohibitive voice behavior. On the other hand, there is a positive association exists between organizational harmony and employee promotive and prohibitive voice behavior. Implications for future research, theory, and practice were discussed.

This study focuses on the effect of perceived organizational support on the prohibitive voice of knowledgeable talents and on the factors influencing that voice during the COVID-19 pandemic in China. Grounding our research in social exchange theory and the Chinese sociocultural background, we collected data from 714 questionnaires from universities in Zhejiang Province and analysize by linear regression and found, first, that perceived organizational support significantly increased the prohibitive voice of knowledgeable talents and, second, that in the relationship between perceived organizational support and the prohibitive voice of those talents, the level of digitalization level of an organization has a positive the effect of perceived organizational support on prohibitive voice behavior. This study enriches the theory of voice behavior, helps universities understand the behavioral patterns of knowledgeable talents and guides the cultivation of an atmosphere with prohibitive voice behavior.

In today's dynamic and hypercompetitive business environment,employees' opinions and suggestions intended to improve organizational functioning and well-being are critical to the survival and development of an organization. Yet,many individuals are not willing to provide thoughts and ideas without inhibition in organizational context. Accumulating evidence suggests that leadership plays a significant role in employees' voice behavior. However,past studies in this domain have primarily focused on the positive aspects of leaders' characteristics and behaviors. Also the mechanisms and processes by which leader-related factors exert their impact have not been adequately explored in the existing literature. In the present study,we tried to examine the influence of abusive supervision on the voice behavior dimensions of promotive voice and prohibitive voice,and investigate the mediating role of perceived organizational support and psychological safety as well as the moderating role of perceived supervisory status playing in the linkages between abusive supervision and voice behavior in the context of Chinese organizations. A structured questionnaire was employed as the research instrument for this study. It consisted of five scales designed to measure the variables of interest,namely abusive supervision,voice behavior,perceived organizational support,psychological safety,and perceived supervisory status. To avoid the Chinese people's tendency of choosing the mid-point of the scale regardless of their true feelings or attitudes,all of the items on the survey were responded to on 6-point Likert scales which did not include a mid-point. Data were collected from 504 full-time employees who came from enterprises and institutions located in Guangzhou,Shenzhen,Changsha and Qingdao. Cronbach's alpha coefficients for the above measures were from 0.84 to 0.93,showing good measurement reliabilities. Results of confirmatory factor analysis indicated the discriminant validity of the measurement was also satisfactory. Structural equation modeling (SEM) and total effect moderation model were utilized to analyze the data for testing the hypotheses proposed. In line with predictions,results of SEM analysis revealed that abusive supervision had a significant negative influence on both promotive and prohibitive voice behavior. However,the effects of abusive supervision on the two kinds of voice behavior were transmitted through different mechanisms. Specifically,abusive supervision's negative effect on promotive voice was fully mediated by perceived organizational support,while its negative effect on prohibitive voice was fully mediated by perceived organizational support and psychological safety. In addition,results of total effect moderation model analysis suggested subordinates' perception of supervisory status in organizations significantly moderated the relationship between abusive supervision and perceived organizational support. Abusive supervision was more strongly associated with perceived organizational support when subordinates perceived higher supervisory status. Meanwhile,the indirect effects of abusive supervision on promotive and prohibitive voice mediated by perceived organizational support or psychological safety were also stronger when perceived supervisory status was higher. Finally,the theoretical and managerial implications of the findings,limitations,and future research directions were discussed.

PurposeEnterprises use social media for their daily work. The use of social media in the workplace is crucial for social connections, the growth and evolution of the enterprise, and it opens up new avenues for voice behavior. Employee voice involves the expression of ideas or opinions towards enterprise and is beneficial for employee work and enterprise development. Extant studies of voice behavior usually focus on the leadership and employee factors. However, the internal mechanism of voice behavior, especially the interrelationship between different kinds of social media use and voice behavior has not been well investigated. To fill that research gap, this study analyzes the internal mechanism of voice behavior, taking the effects of social media use and social capital into consideration.Design/methodology/approachUsing structural equation model, this study collected data from employees using social media and analyzed the data using the software of Smartpls 3.0, SPSS and AMOS, in order to analyze the internal mechanism of voice behavior among employees.FindingsBased on social capital theory, this study investigates the relationship between social media use, social capital and voice behavior, and provides some insights into the mechanism of voice behavior. The social media use, social capital and voice behavior are divided into several kinds in order to clarify the internal mechanism of voice behavior more comprehensively. The empirical results show that: (1) Social media use for both work and social-related purposes could positively affect employees’ promotive and prohibitive voice behaviors. (2) Social capital mediates the relationship between social media use and voice behavior. (3) In the process of social media use influencing employees’ voice behavior, employees of different genders and ages show significant differences in social capital and voice behavior.Originality/valueThis study explored the internal mechanism of voice behavior, which could help to elicit the relationship between social media use and voice behavior. By integrating the roles of social capital, individual differences, this study could uncover the deep internal mechanism of employee voice behavior more comprehensively, broadening social capital theory and enriching the researches of voice behavior among employees.

Objective To explore the influence of voice behavior of nurses on nursing practice environment so as to provide a reference for clinical nursing managers to improve nursing practice environment. Methods From January to May 2017, we selected 300 nurses from three ClassⅢ Grade B hospitals in Ningbo City as subjects by convenience sampling. The questionnaire survey was carried out with the Voice Behavior Scale (VBS) and the Practice Environment Scale of the Nursing Work Index (PES-NWI) to understand the status of nurses' voice behavior and nursing practice environment and to explore the correlation between them. A total of 300 questionnaires were sent out and 292 valid questionnaires were collected with 97.3% for the recovery rate. Results Among 292 nurses, the total score of PES-NWI was (76.67±13.34) . Nurses' voice behavior had a positive correlation with the nursing practice environment (r=0.328, P<0.01) . Hierarchical regression analysis showed the main influencing factors of nursing practice environment of nursing included promotive voice behavior and prohibitive voice behavior after controlling demographic variables. Conclusions The voice behavior of nurses remains to be improved and has preferences. Clinical managers should formulate targeted intervention according to the deficiencies of nurses' voice behavior to improve nursing practice environment. Key words: Nurses; Voice behavior; Nursing practice environment

We theorized and tested a leader-member perspective beyond the existing studies in paradoxical leadership and employee voice behavior. We proposed that paradoxical leadership influences employees’ voice behavior through psychological safety and self-efficacy. We also theorized that team size influences an extent to which the subordinates internalize their self-efficacy and psychological safety to exhibit proactive behavior. In a longitudinal study conducted on 155 subordinates and 96 supervisors in China, we found that when leaders adopt paradoxical behavior, employees are more likely to engage into promotive voice behavior; however, employees’ prohibitive voice behavior is reduced when their leaders adopt paradoxes in leadership behavior. Additionally, psychological safety mediates the relationship between paradoxical leadership and promotive voice behavior. Further, team size has significant interaction effects with psychological safety on promotive voice behavior.

This study aimed to examine the relationship between the ethical leadership style and the employees’s Voice behavior through the mediating role of psychological empowerment by applying to public sector banks in Greater Cairo (National Bank of Egypt, Banque Misr, Banque du Caire). To achieve the objectives of the study, it was relied on taking a non probability sample to reach the target sample - and more specifically - the Snowball Sampling method, which had a size of 306 individuals with a response rate (80%). Research and test hypotheses through structural equation modeling (SEM) analysis, depending on the program (Smart PLS v.3). The Experimental results of the research resulted in a direct positive impact of ethical leadership on both the psychological empowerment of employee (as a mediator variable), and the employee's Voice behavior (as a dependent variable) in its two dimensions, the promotive voice behavior, and the prohibitive voice behavior. The results also showed the direct positive effect of psychological empowerment on the promotive voice behavior, while there was no effect of psychological empowerment on the prohibitive voice behavior. The research presented several recommendations that emphasize the importance of taking into account the selection of individuals with ethical potential, in addition to creating an ethical work culture that motivates subordinates (as future leaders) to follow ethical behaviors and limit unethical behaviors, as well as the need to emphasize On what is called “Voice Safety” and “Voice Effectiveness,” which means that individuals feel safe (lack of fears resulting from anticipating negative outcomes related to individuals’ display of vocal behaviors)

Organizational effectiveness is contingent upon employees’ contributions; however, the role of employee voice behavior as a critical component of employees’ contribution to the organization has not been sufficiently acknowledged. Based on proactive behavior theory, we present a model to investigate employee voice behavior as an underlying mechanism in the relationship between supervisor delegation and perceived workplace inclusion. Using the SEM (structural equation modeling) method, we test our model’s hypotheses with data from 271 employee-supervisor questionnaires administered in state-owned enterprises in the telecommunications industry. The results show that supervisor delegation is positively related to employees’ promotive and prohibitive voice behavior. Promotive voice significantly influences perceived workplace inclusion, but prohibitive voice behavior was not found to have any impact on perceived workplace inclusion. Moreover, both dimensions of voice behavior, i.e., promotive and prohibitive voice behavior, significantly mediate the relationship between supervisor delegation and perceived workplace inclusion.

One way that employees contribute to organizational effectiveness is by expressing voice. They may offer suggestions for how to improve the organization (promotive voice behavior), or express concerns to prevent harmful events from occurring (prohibitive voice behavior). Although promotive and prohibitive voices are thought to be distinct types of behavior, very little is known about their unique antecedents and consequences. In this study we draw on regulatory focus and ego depletion theories to derive a theoretical model that outlines a dynamic process of the antecedents and consequences of voice behavior. Results from 2 multiwave field studies revealed that promotion and prevention foci have unique ties to promotive and prohibitive voice, respectively. Promotive and prohibitive voice, in turn, were associated with decreases and increases, respectively, in depletion. Consistent with the dynamic nature of self-control, depletion was associated with reductions in employees' subsequent voice behavior, regardless of the type of voice (promotive or prohibitive). Results were consistent across 2 studies and remained even after controlling for other established antecedents of voice and alternative mediating mechanisms beside depletion.

PurposeThe purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior.Design/methodology/approachIn this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies.FindingsThe results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations.Originality/valueThis study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.