Impact of grit on voice behavior: mediating role of organizational commitment

Asma Nisar,Tahira Hassan Butt,Tehmina Fiaz Qazi,Saira Farooqi,Ghulam Abid

doi:10.1186/s43093-020-00028-7

Abstract

Employee voice is the voluntary, non-formal and upward communication of ideas, concerns or solutions to work associated problems by an employee. Drawing on conservation of resources theory, our study investigated the direct impact of two antecedents of behavioral outcomes (i.e., grit and organizational commitment) on voice behavior. Moreover, study also examined the mediating influence of organizational commitment in the relationship between grit and voice behavior. Data were collected in two waves time over a 2-month time period from public sector employees and their immediate supervisors. PROCESS macro by Hayes was used on actual sample of 300 employees and 19 supervisors from different job functions. All the direct as well as indirect hypothesized relationships are empirically supported. The results of the study add to the improved understanding of one of the most evolving construct, namely, voice behavior. Theoretical and practical implications alongside recommendations have also been given for future empirical research on voice behavior.

Highlights

The concept of employee voice comes from Scholar [1] view that if employees come across dissatisfying work circumstances, they get inclined toward exiting the workplace or staying and voicing their concerns
Researchers [2] explained voice behavior as a way leading toward organizational citizenship behavior which encompasses ‘‘constructive, change-leading communication planned for the betterment of the situation.’’ Employee voice behaviors come under the broader genre that classifies responses to job dissatisfaction and is an amalgamation of two dimensions: constructiveness and activeness
Consistent with the given hypothesized relationships, correlations indicated that grit is significant as well as positively related to voice behavior (r = 0.21, p < 0.01), which is in accordance with our H1

Summary

Introduction

The concept of employee voice comes from Scholar [1] view that if employees come across dissatisfying work circumstances, they get inclined toward exiting the workplace or staying and voicing their concerns. Voice behavior characterizes the positive and energetic response to dissatisfaction [3] This kind of voice behavior in return leads to increased levels of employee dedication [1], employee retention [4] and joint learning [5, 6]. Employees can give their contribution toward the effectiveness of the organization by adopting voice. Since there are different advantageous outcomes of voice raising, scholars are paying tremendous attention toward encouraging voice behavior at workplaces [22, 23]

Methods

Results

Discussion

Conclusion