Employee Voice Behavior Research Articles

Examining the relationship of paternalistic leadership, extent of centralisation and employee's voice behaviour

Examining the relationship of paternalistic leadership, extent of centralisation and employee's voice behaviour

Encouraging employee voice behaviour through organisational support and felt obligation for constructive change

Encouraging employee voice behaviour through organisational support and felt obligation for constructive change

THE IMPACT OF SUPPORTIVE LEADERSHIP AND PERCEIVED SUPERVISOR VOICE BEHAVIOR ON EMPLOYEE VOICE BEHAVIOR

The purpose of this research is to analyze the impact of supportive leadership and supervisor voice behavior on employee voice behavior in the ceramic industry in Pakistan. The study also aims to investigate the role of trust in the supervisor as a mediator between the independent and dependent variables. The data was collected through a survey questionnaire from 180 employees working in ceramic companies in Karachi, Pakistan. The statistical analysis was conducted using SPSS and PLS-SEM to test the hypotheses. The findings of the study indicate that both supportive leadership and supervisor voice behavior have a positive effect on employee voice behavior. This implies that when employees perceive their supervisors to be supportive and they provide opportunities for employee participation and involvement, they are more likely to voice their opinions and ideas freely. Additionally, supportive leadership has a direct and positive impact on employee voice behavior. This implies that when employees receive supportive leadership, they are more likely to voice their opinions and ideas. The study also found that trust in supervision mediates the relationship between supervisor voice behavior, supportive leadership, and employee voice behavior. This suggests that when employees trust their supervisors, they are more likely to perceive their supervisors as providing a supportive leadership style and engaging in voice behavior, which ultimately leads to increased employee voice behavior. The research provides valuable insights for managers and supervisors in the ceramic industry of Pakistan. It highlights the importance of supportive leadership and supervisor voice behavior in promoting employee voice behavior. Managers and supervisors can use this information to create a positive work environment that encourages employee participation and involvement. They can also work towards building trust with their employees to increase their perceptions of supportive leadership and supervisor voice behavior.

The effect of transformational leadership on voice behavior in the hospitality industry

The COVID-19 pandemic had an impact on all service industries, specifically hospitality, which has become increasingly competitive. Therefore, innovation and service improvement are needed to provide the best service for consumers by determining the voice behavior of their employees. This study examines the effect of transformational leadership on employee voice behavior, specifically frontline at hotels in Central Java. The mediating variables consisting of work and engagement were used to clarify the mechanism related to the effect of transformational leadership on voice behavior. The sampling technique used in this research is purposive sampling, namely by using the criteria of frontline employees who have worked for at least 1 year. Data were collected from 216 frontline employers at hotels and analyzed using the SEM PLS. The result showed that transformational leadership and work engagement can indirectly promote employee voice behavior. Furthermore, the meaning of work can promote voice behavior with a longer mechanism through work engagement.

Climate and Felt Obligation as Antecedents of Employee Voice Behaviour

Climate and Felt Obligation as Antecedents of Employee Voice Behaviour

High-performance work system and transformational leadership for employee constructive voice: unique and relative importance in a high-power distance context

Constructive employee voice is important but challenging to promote in high power distance contexts. The unique and relative importance of HRM systems and leadership in promoting it is more generally little understood. This study investigates the unique and relative importance of a high-performance work system (HPWS) and transformational leadership (TL) for constructive employee voice behavior, as well as how individual-level power distance orientation (PDO) moderates those relationships. The analyses are based on a sample of 403 subordinates of middle managers in 232 domestic Russian organizations. The results show that both TL and HPWS relate positively to employee voice, but most importantly that HPWS is more strongly so related, that it significantly substitutes the relationship between TL and voice, and that the relationship between HPWS and voice is further strengthened by employee PDO. We also conducted post-hoc qualitative interviews with 25 employees in domestic Russian organizations to triangulate our quantitative results. The study contributes to research on employee voice, in particular to research on the relative importance of its antecedents, and to the emerging body of research that simultaneously considers HRM and leadership.

Analysing the effect of AMO framework on the employee's voice behaviour

PurposeThe paper is built upon the conceptual framework of ability, motivation and opportunity (AMO) to identify the effect of the high performance work system (HPWS) on the voice behaviour of the organisation.Design/methodology/approachThe human resource department of the steel plants was approached to facilitate the data collection. A standardised questionnaire was used to collect responses from 169 full-time employees working at different levels and departments in the steel plant in India. Partial least squares structural equation modeling (PLS-SEM) was used to validate and examine the model identifying the relationship of AMO enhancing practices with the voice behaviour in the organisation.FindingsAMO was found to affect voice behaviour in the organisation. The positive and significant effect of ability enhancement practices was examined on the acquiescent voice and the opportunity enhancing practices on the acquiescent and defensive voice in the organisation.Practical implicationsEven though the organisation has tried to improve the employee's ability through proper training and development efforts, the organisation still fails to develop confidence in the employee for giving the suggestion or opinions without hesitation. The research papers try to provide valuable suggestions to the human resource management (HRM) and other managers for improving the voice behaviour of the employees based on the current study that identifies the effect of AMO practices on the voice behaviour of the employees.Originality/valueFactors affecting voice behaviour are not yet extensively studied in the Indian context. The researcher examined the effect of HPWS, considering the AMO framework on the organisation's acquiescent voice, defensive voice, and prosocial voice behaviour.

Impact of team voice on employee voice behavior: role of felt obligation for constructive change and supervisor expectations for voice

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.

Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture.

PurposeIn the current competitive environment of increased uncertainty and instability, it is of significance to promote employee voice behavior. To discuss the issue of how to promote employee voice behavior both effectively and reasonably, this study focuses on ambidextrous leadership, which consists of two seemingly opposite yet potentially complementary behaviors—transformational and transactional leadership—and investigates its influence mechanism on employees’ voice behavior, using work motivation as a mediator and ambidextrous culture as a moderator.MethodsEnterprise employees and their direct supervisors from 78 work teams in China were surveyed, and 387 sets of paired data were analyzed using data analysis software, such as HLM, SPSS, and AMOS.ResultsThe results reveal that ambidextrous leadership can significantly positively predict employee voice behavior. Employee work motivation plays a partial mediating role in the positive correlation between ambidextrous leadership and voice behavior. Additionally, organizational ambidextrous culture positively moderates the correlation between ambidextrous leadership and the work motivation of employees. The greater the ambidextrous culture of teams is, the stronger the positive correlation between ambidextrous leadership and the work motivation of employees.ConclusionLeadership plays an important role in promoting employee voice behavior. Therefore, understanding how ambidextrous leadership style can effectively promote voice behavior is important for companies to utilize the power of their employees to respond quickly to change and drive innovative transformation. This study contributes to existing research by revealing how ambidextrous leadership impact employee voice behavior through work motivation, which provides new evidence for the emerging ambidextrous leadership theory and helps to understand the relationship between employee work motivation and voice behavior more comprehensively; it also identifies organizational ambidextrous culture as organizational context factor which moderate the effect of ambidextrous leadership on work motivation.

Authentic leadership and employee voice behavior: the effect of Chinese employees' Zhongyong thinking

PurposeEmployee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how authentic leadership may increase psychological safety perceived by employees, consequently encouraging employees to actively share their ideas. In addition, the authors explore the unique concept of Zhongyong thinking, a way of thinking that is common in cultures rooted in Confucianism. The authors analyze how Zhongyong thinking may affect the relationship between psychological safety and employee voice behavior.Design/methodology/approachFor the empirical analysis of authentic leadership and employee voice behavior in the Chinese context, the authors distributed surveys to employees working in various different industries in various provinces in China. The authors distributed 250 surveys in total and 213 surveys were used for analyses.FindingsThe authors' empirical analyzes illustrate that authentic leadership increases employee voice behavior, partially mediated by psychological safety. The authors also analyzed how psychological safety's effect on employee voice behavior could be moderated by Zhongyong thinking. The results demonstrate that the effect of psychological safety on voice behavior is weaker when employees are capable of exercising Zhongyong thinking.Originality/valueZhongyong thinking is still a relatively new concept that has not been studied thoroughly, and to the authors' knowledge, Zhongyong thinking has never been studied as a moderator in the relationship between psychological safety and employee voice behavior.

The Effects of Job Insecurity on Employee Voice Behavior

In this study, we examined the curvilinear relationship between employees insecurity and voice behavior. Meanwhile, we investigated the meditated influence of organization-based self-esteem and felt obligation for constructive change. Results totally supported this framework. Specifically, they include: (1) quantitative job insecurity was associated with promotive voice and prohibitive voice in the inverted U-shaped relationship; (2) qualitative job insecurity was negatively correlated with promotive voice and prohibitive voice; (3) the organization-based self-esteem and the felt obligation for constructive change played a mediated role in the relation of job insecurity and employee voice behavior. Implication and limitations, as well as future directions were discussed by the end.

The Effects of Job Insecurity on Employee Voice Behavior

In this study, we examined the curvilinear relationship between employees insecurity and voice behavior. Meanwhile, we investigated the meditated influence of organization-based self-esteem and felt obligation for constructive change. Results totally supported this framework. Specifically, they include: (1) quantitative job insecurity was associated with promotive voice and prohibitive voice in the inverted U-shaped relationship; (2) qualitative job insecurity was negatively correlated with promotive voice and prohibitive voice; (3) the organization-based self-esteem and the felt obligation for constructive change played a mediated role in the relation of job insecurity and employee voice behavior. Implication and limitations, as well as future directions were discussed by the end.

Development and validation of employee safety voice scale in the Chinese organizational context

AbstractSafety voice helps organizations to identify safety issues timely and is critical to the long-term growth of the organization. Safety voice has become a hot research topic in organizational safety, and different scales have been developed. However, the unique cultural context in China has led to the need to redevelop safety voice measurement tools. In this paper, we developed an initial scale of safety voice for employees in Chinese organizational contexts fusing in-depth interviews and mature scales. The initial scale based on two samples (n1 = 205,n2 = 420) was revised and validated using item analysis, exploratory factor analysis, confirmatory factor analysis, and reliability analysis to finalize the final scale. We finally found that the safety voice scale in Chinese organizational contexts contains two dimensions: promotive safety voice and prohibitive safety voice. The scale developed in this paper is a reliable tool to measure safety voice behavior of Chinese employees.

Speak Up! Factors Contributing towards Employee Voice Behaviour

Speak Up! Factors Contributing towards Employee Voice Behaviour

The Effect of Psychological Bonds toward One’s Workgroup and Organization on Innovative Behavior:

Using the concept of affective commitment and two types of group cohesion, i.e., social cohesion and task cohesion, this research attempts to study the impact of psychological bonds toward one’s workgroup and organization on innovative behavior through voice behavior. The study also considered promotive and prohibitive voice behavior together in the model to determine their relative impact on innovative behavior. Thus, using the structural equation modeling, the effects of three antecedents-affective commitment, social cohesion, and task cohesion-on innovative behavior through both promotive and prohibitive voice were examined in an integrated model. A total of 350 online survey responses from Chinese employees were used for analyses. First, only affective commitment and social cohesion positively affected innovative behavior through employee voice behavior; task cohesion did not have significant effects on either voice or innovative behavior. Second, both promotive voice and prohibitive voice were found to have a positive effect on innovative behavior. However, the indirect effect of voice behavior on innovative behavior was significant only for promotive voice but not for prohibitive voice. Implications were discussed.

Islamic work ethics, komitmen afektif, dan perilaku suara karyawan: Sebuah studi pendahuluan

This study attempts to uncover the influence of Islamic work ethic (IWE) on employee voice, which has never been explored before. The model was developed by placing IWE as an antecedent of voice behavior, and affective commitment was tested as a mediator. Data were collected using a purposive sample of 100 respondents, and PLS-SEM analyzed the data. The analysis results show that IWE positively and significantly impacts affective commitment and employee voice behavior. Affective commitment is positively related to voice behavior and may mediate the relationship between IWE and voice behavior. The results of this study are preliminary, so further research is needed to retest the resulting model.

The multilevel influence of supervisor helping behavior on employee voice behavior: A moderated mediation model.

Based on conservation of resource theory, this study adopts an experience sampling method to build a cross-hierarchical mode to investigate the internal mechanism between supervisor helping behavior and employee voice behavior. The empirical results from 76 employees’ dynamic data show that the supervisor helping behavior has no significant direct effect on the employee voice behavior; thriving at work plays a mediating role between supervisor helping behavior and employee voice behavior. Psychological availability, as a moderator, not only positively moderates the effect of supervisor helping behavior on thriving at work but also positively moderates the mediation of thriving at work on the relationship between supervisor helping behavior and employee voice behavior. From the dynamic perspective, this study adds to the literature on supervisor helping behavior and employee voice behavior, and it has practical implications on managerial decision-making.

Participative leadership and its impact on employee innovative behavior through employee voice in tourism SMEs: The moderating role of job autonomy

This paper investigates how participative leadership and employee voice behavior stimulate innovative behavior, through the moderating role of job autonomy within the SMEs context. Responses from 547 frontline employees at Egyptian travel agents were collected. Using variance-based structural equation modeling (VB-SEM), the results revealed that participative leadership significantly influenced both employees’ voice behavior and their innovative behavior. The findings also indicated that employee voice behavior has an intervening role between participative leadership and workers’ innovative behavior in travel agents. In addition, participative leadership has higher effects on both employee voice behavior and employee innovative behavior with high levels of job autonomy. Finally, employee voice behavior exercises a stronger effect on the innovation of travel agents’ employees with greater levels of job autonomy. Besides theoretical contributions, managerial implications for tourism SMEs managers and practitioners, limitations, and further research directions were all presented.

Can Organizational Support Pull the Voice of Front-line Employees? A Moderated Mediation Model

Although predecessors have recognized the important role of perceived organizational support (POS) in front-line employee initiative behavior, it is not clear whether and how POS affects employee voice behavior. To address this problem, this study developed and validated a moderated mediation model to explore the positive impact of POS on employee voice behavior through employee engagement (job engagement and organizational engagement) and the moderating role of supervisor’s organization embodiment in this process. The data analysis of 353 Chinese front-line service staff shows that POS is positively related to employee voice behavior through employee engagement. In addition, supervisor’s organization embodiment (SOE) strengthens both the direct effect of employee engagement on employee voice behavior and the indirect effect of POS on employee voice behavior through employee engagement. Our research findings not only further develop the previous research viewpoints on POS and employee active voice behavior, but also provide a potential management approach to promote employee voice behavior.

Impact of Collective Affect on Employee Voice at Onset of Crisis: A Social Identity Perspective

Employee voice behaviors—the discretionary provision of ideas and suggestions to improve organizational processes—have significant benefits to organizations, particularly in times of crisis. Yet, we know less about how external crises affect employees’ voice behaviors within organizations. In this research, we examine the effect of crisis onset on employee voice behaviors and investigate how and when employees will engage in this important type of behavior during crisis. Integrating insights from social identity theory and research on crises and threat rigidity, we examine how collective positive affect during crisis and perceived opportunity for organizations from the crisis jointly influence employees’ perceptions of self-worth and their voice behaviors during crisis. We test our hypotheses using a seven-wave longitudinal study spanning before and after the onset of the COVID-19 pandemic on 548 working professionals across a wide range of organizations in the UK, and using piecewise latent growth curve modelling. Our findings enable a better understanding of temporal dynamics of voice in organizations, situates employee voice within the broader socio-emotional organizational context during a crisis, and extends social identity theory through the consideration of emotional (in addition to cognitive) cues as guides to employees’ proactive behavior.