Abstract
This study assesses the effects of employee voice, perceived leadership integrity, and work-related curiosity on counterproductive meeting behaviors within Nigeria’s work organizations. The study’s sample was taken from nine work organizations in Lagos and Oyo States of Nigeria. The nine work organizations were selected from Nigeria’s financial, manufacturing, and service industries. These work organizations are Guarantee Trust Bank Plc, First City Monument Bank Plc, Full Range Microfinance Bank Limited, Seven-up Bottling Company Plc, Isoglass Industries Nigeria Limited, Atlantic Textile Company, Pixels Digital Services Limited, Pacesetters transport Services Limited, and IBFC Alliance Limited. Nevertheless, this paper has applied a cross-sectional survey approach, of which the present researcher randomly disseminated the survey forms (questionnaires). However, out of 450 questionnaires, 432 were fit for research and analyzed with statistical packages for social sciences (SPSS vs. 27). The current results established significant joint and independent negative effects of employee voice, perceived leadership integrity, and work-related curiosity on counterproductive meeting behaviors within Nigeria’s work organizations. The management of work organizations ensures adequate and consistent encouragement of employee voice by allowing employee expressions, suggestions, making the employee feel important, and rendering listening ears. They should also train and inspire leaders who stimulate and exemplify leadership integrity. Furthermore, the management of work organizations should inspire employee curiosity as it relates to their work.
Highlights
The ability to research and deliberate solutions to problems, come up with fresh ideas, encourage employee participation, and improve organizational efficiency puts meetings in a vital spot
This paper aims to increase the literature by examining the effects of employee voice, perceived leadership integrity, and work-related curiosity on counterproductive meeting behaviors; and to suggest an applied model to significantly dissuade and decrease counterproductive meeting behaviors within Nigeria’s work organizations
These findings indicated that employee voice, perceived leadership integrity, and work-related curiosity significantly, jointly, and negatively influenced a 98.2 % variance in counterproductive meeting behavior within Nigeria’s work organization
Summary
The ability to research and deliberate solutions to problems, come up with fresh ideas, encourage employee participation, and improve organizational efficiency puts meetings in a vital spot. [2, 3] suggested that as many as half of numerous meetings, held in work organizations, are noted poor quality. Adversely influencing meeting outcomes, scholars have initiated a look into the influence of counterproductive meeting behaviors (CMBs) on work organizations. They have found such detrimental to the progress of work organizations [5, 6]. Research has noted some forms of counterproductive meeting behaviors. They are persistent lateness, disrespectful during meetings (for example, having side chats or conversing with irrelevant topics), concealing vital information and suggestions, and blaming other attendees [5]
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