Employee Voice Behavior Research Articles

High-performance work systems and employee voice behavior: a sequential mediation analysis

PurposeBased on ability-motivation-opportunity, social exchange, and job demands-resources theories, this research aims to investigate how high-performance work systems (HPWS) are linked to voice behavior through sequential mediating effects of psychological meaningfulness and work engagement in a Middle Eastern context.Design/methodology/approachStructural equation modeling was employed to analyze data obtained from a sample of 538 nurses working in various hospitals located in Palestine.FindingsThe findings show a positive association between HPWS and voice behavior. In addition, the study findings support the sequential mediation of psychological meaningfulness and work engagement on the association between HPWS and voice behavior.Originality/valueThis study is one of the few examining the effect of HPWS on individual-level outcomes in the context of the Middle East. More specifically, our study is the first to test the association between HPWS and voice behavior, especially in this under-researched context. It is also the first to explore the influence of HPWS on voice behavior through sequential mediating pathways of psychological meaningfulness and work engagement.

The Impact of Transformational Leadership on Employee Voice Behavior: The Interaction Effect of Transformational Leadership and Psychological Empowerment

The Impact of Transformational Leadership on Employee Voice Behavior: The Interaction Effect of Transformational Leadership and Psychological Empowerment

Seen but not heard: the voice of women at work and the mediating role of culture

While there is now an extensive body of literature on employee voice behaviour in the global North, research evidence from the global South is limited. This has constrained our understanding of the barriers that female workers face in expressing their views and concerns in developing countries such as Nigeria. This article examines the cultural factors that shape female employee voice behaviour in Nigerian workplaces. Using a meta-synthesis of 52 semi-structured interviews and approximately 200 h of non-participant observation, we identify a high-power distance orientation and patriarchal norms as two cultural factors that contribute to gender imbalance in the workplace, making it difficult for female employees to express their opinions, suggestions, ideas, or complaints about important workplace issues. Our findings highlight a system of patriarchal hegemony and gender inequality that makes voice behaviour difficult for female workers. The findings also show that contextualised religious norms and teachings encourage silence among female employees. We provide valuable insights into the cultural norms that inhibit female employee voice behaviour in the Global South context.

Value and appraisal: human resource management practices and voice behaviors

PurposeEmployee voice is considered an important driver of organizational success. Management practices in the form of high-performance work practices (HPWPs) are expected to influence promotive and prohibitive voices. In addition, employee appraisal of HPWPs as a challenge or hindrance stressor is supposed to mediate the relationships. Finally, the self-direction value moderates the indirect effects of HPWPs on voice behaviors through employee appraisal.Design/methodology/approachA quantitative research approach was adopted with data collected from 315 subordinate supervisor dyads from 12 business organizations in Vietnam. This research uses partial least square structural equation modeling (PLS-SEM) to test the hypotheses.FindingsResults indicate that HPWPs are significantly associated with both types of employee voice behaviors. Challenge appraisal partially mediates the impact of HPWPs on promotive voice, while hindrance appraisal acts as a partial mediation in the HPWPs-prohibitive voice linkage. Self-direction value moderates the link between HPWPs and prohibitive voice.Research limitations/implicationsResults show that HPWPs may have both productive and harmful effects on employees. Depending on how the employees appraise HPWPs, they develop different coping strategies by raising their voices. HPWP-implementing organizations should pay attention to the employees’ values in this process.Originality/valueThis study investigates the relationship between HPWPs and employee voice based on the transactional theory of stress and coping. The mediating role of employee appraisal represents a new contribution. Finally, the role of self-direction value in the voice literature has not been widely evaluated in previous research.

Exploring the influence of spiritual leadership, leader - member exchange, and traditionality orientation on employee voice behavior.

This research builds on the idea that the exchange of resources between leaders and followers can influence the behavior of employees. Specifically, the study investigates how leaders can develop strong leader-member exchange (LMX) with their followers, and how this exchange can lead to increased employee voice behavior. The study analyzed data collected from 365 individual employees working in Chinese organization. The findings indicate that LMX acts as a mediator between spiritual leadership and employee voice behavior. The strength of this mediation, however, depends on the followers' level of traditionality orientation. Notably, the findings indicate that the effect is significant only among individuals who exhibit low traditionality. Theoretical contributions and implications for practice are discussed in later sections.

From inclusion to expression: Harnessing employee voice through inclusive leadership

Purpose This study aims to examine the impact of inclusive leadership on employee voice behavior. We also examine the mediating role of perceived inclusion in this research. Design/methodology/approach Data were collected from 403 employees working in Information Technology (IT) companies located in the Delhi-National Capital Region (NCR), one of the major hubs of IT companies in India. Structural Equation Modeling was conducted to test the study’s hypotheses. Findings Study results showed that inclusive leadership positively affects employee voice behavior. Further, we found that perceived inclusion mediates the relationship between inclusive leadership and employee voice behavior. Originality/value Invoking Brewer’s Optimal Distinctiveness Theory, this study is the first study to examine the role of perceived inclusion as a key mediator in the relationship between inclusive leadership and employee voice behavior. The study not only contributes theoretically to extant literature but also practically by providing insights in a three-fold manner i.e., implications for leaders, managers, and employees. Practical implications highlight the critical role of perceived inclusion in translating the impact of inclusive leadership effectively on employee voice behaviors.

Can employees’ trust their supervisor? The role of high-performance work systems and stewardship climate on employee voice

The focus of this research is to investigate the factors that influence employee voice behaviour by examining the integration of high-performance work systems, stewardship climate, and trust in supervisor. Drawing on social exchange theory and leader-member exchange, this study investigates the positive relationship between trust in supervisor, high-performance work systems, stewardship climate and employee voice. Data were collected in three stages from 376 Nigerian telecommunications customer-contact employees. Partial Least Squares–Structural Equation Modelling was used to test the dataset. The findings indicate that high-performance work systems have a favourable association with employee voice, while stewardship climate has an adverse correlation with employee voice. Moreover, trust in supervisor is found to mediate and enhance the favourable relationship between high-performance work systems, stewardship climate, and employee voice. The relevance of this study to service industries, management research, and its practical implications is discussed.

Inclusive Leadership and Employee Voice Behaviour: Serial Mediating Effects of Psychological Safety and Affective Commitment

Inclusive Leadership and Employee Voice Behaviour: Serial Mediating Effects of Psychological Safety and Affective Commitment

The impact of diversity communication on employee organizational identification and employee voice behaviors: A moderated mediation model

The current study examines how communicated commitment to diversity relates to employee voice behaviors through the mediating role of perceived organizational authenticity and organizational identification. Through a quantitative survey with 657 employees who work for a variety of organizations in the United States, the study’s results indicated that communicated commitment to diversity plays a critical role in fostering perceived organizational authenticity, which in turn encourages organizational identification and employee voice behaviors. The study also found that diversity management moderated the relationship between communicated commitment to diversity and perceived organizational authenticity.

Employee-Supervisor Proactive Personality Incongruence and Employee Voice Behavior

Employee-Supervisor Proactive Personality Incongruence and Employee Voice Behavior

The Upward Influence of Voice: How and When Employee Voice Behavior Impacts Leader Empowerment

The Upward Influence of Voice: How and When Employee Voice Behavior Impacts Leader Empowerment

How does the supervisor–subordinate relational schema shape employee voice behaviour in China?

Previous research has shown that the relationship between a supervisor and a subordinate is crucial in shaping employee voice behaviour. However, where these relationships originate needs to be clarified. Studies on relational schemas suggest that the quality of these relationships depends on the relational schemas held by both leaders and subordinates. Unfortunately, these two research areas have developed independently and have yet to intersect, which limits our understanding of how social interactions between leaders and subordinates impact employee voice behaviour. Based on research from both domains, the current study examines how the supervisor–subordinate relational schema affects employees' voice behaviour. Our proposal, grounded in complexity theory, suggests that the expectations of both leaders and subordinates about their relationship model determine whether employees choose to voice their opinions to their leaders. Analyses of data from a survey of 416 matched pairs of leaders and subordinates in China conducted using fsQCA and LPA largely support our view. The results indicate that the configuration of the supervisor–subordinate relational schema among leaders and subordinates can predict the level of employee voice behaviour. Additionally, this configuration is a natural subset of the population. These findings have important implications for improving employee voice behaviour in organizations.

Unraveling the Dynamics of Employee Engagement: A Study of Employees’ Information-Sharing Networks and Voice Behavior within Organizations

ABSTRACT This study explores employee engagement by examining the complex relationship between information-sharing networks, employee voice behavior, and employee engagement. By focusing on the often-neglected dynamics of coworker relationships, this study draws on a social capital perspective and uses egocentric network analysis to examine how various attributes of employees’ information sharing networks – namely network size, strength, diversity, and ratio of friends – affect employee outcomes. Through an online egocentric survey of 400 full-time employees, the findings revealed that employees with larger, more diverse networks, and frequent interactions with coworkers are more likely to engage in voice behavior. The results also underscored the importance of friendship ties among coworkers, highlighting that employees who perceive more of their coworkers as friends within these networks are more likely to engage in voice behavior. This voice behavior, in turn, promotes employee engagement. The findings establish the significance of employees’ information-sharing networks with coworkers to leaders and communication professionals in nurturing a culture of engagement.

Unleashing innovation through employee voice behavior in the hotel industry: the impact of ambidextrous leadership on innovative work behavior

PurposeIn today's dynamic and competitive business environment, organizations strive to foster innovation as a key driver of success. To achieve this, leaders play a critical role in promoting innovative work behavior among employees. This study is based on finding the effect of ambidextrous leadership on innovative work behavior with employee voice behavior as a mediator and employee moral identity as a moderator.Design/methodology/approachThis study is conducted on Pakistan's hotel and restaurant industry. Drawing upon a sample of 410 valid responses from employees from various hotels, data is collected using self-report questionnaires.FindingsThe study revealed that ambidextrous leadership is positively related to innovative work behavior, and employee voice behavior mediated their relationship very well. However, ambidextrous leadership generates more positive and creative outcomes for the organization if it accompanies employee voice. Moreover, employees with a stronger moral identity are more likely to engage in voice behavior when they perceive ambidextrous leadership practices.Practical implicationsIn Pakistan's hotel industry, developing leadership programs that focus on ambidextrous leadership, encouraging employee voice, and aligning with employees' moral values are key to fostering innovation. Organizations should cultivate a culture of openness, trust, and recognition, alongside implementing systems that reward innovative contributions. It's crucial to provide opportunities for skill development, decision-making participation, and a sense of ownership among employees. Moreover, providing necessary resources and supporting a culture that embraces experimentation and learning from failures are fundamental for sustained innovation.Originality/valueBy adopting ambidextrous leadership practices, leaders can stimulate employee voice behavior, which, in turn, contributes to the development of innovative work behavior. Furthermore, understanding the importance of employee moral identity can help leaders tailor their leadership approaches to create an ethical work environment that promotes employee engagement and innovation.

It's More About ‘We’ Than ‘I’: Employee-Supervisor Fit in Achievement Striving, Organizational Identification, and Employee Voice

AbstractBy integrating the theory of purposeful work behavior with the person-environment (P-E) fit literature, we employ a bilateral approach to examine how employee-supervisor congruence in purposeful work striving (i.e., achievement striving) influences employee voice behavior via an internal motivation mechanism (i.e., organizational identification). Using polynomial regressions with response surface modeling, we analyze data from 827 employees and their 197 supervisors in two studies. The results show that achievement-driven employees are more likely to speak up when employee-supervisor achievement striving is congruent, regardless of whether it is high or low. Furthermore, employee-supervisor congruence in achievement striving enhances employees’ felt oneness with the organization and organizational identification, which in turn fuels their voice behavior. We conclude with theoretical and practical implications.

The relationship between ethical leadership style and employees’ voice behavior (The mediating role of employees’ psychological empowerment)

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)

The investigation of employee voice behavior – from the perspective of social media use in China

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.

Examining the impact of Islamic work ethics on employee voice behavior: mediating effect of felt obligation for constructive change and moderating role of sanctification of work

Examining the impact of Islamic work ethics on employee voice behavior: mediating effect of felt obligation for constructive change and moderating role of sanctification of work

How does social media use affect employee voice behaviour?

Social media has become an increasingly important tool for employees to communicate and share their opinions. Yet, there are still some gaps in the social media use research. We investigated leader–member exchange and voice efficacy mediation of social media use on employee voice behaviours. The study sample comprised 359 Chinese environmental protection employees and their 79 leaders. PROCESS model regression results showed that social media use had a significant positive influence on leader–member exchange, employee voice efficacy, and on voice behaviour. Both leader–member exchange and employee voice efficacy partly mediated the influence of social media use on employee voice behaviour. Leader–member exchange mediated the relationship between social media use and employee’s voice behaviours were greater than that of employee voice efficacy. Findings align with social exchange theory and social cognitive theory in that leader–member exchange and voice efficacy played important roles in the relationship between social media use and employee voice behaviour. From these findings, we suggest that organisations should provide timely services and support (social media tools), set exemplary leadership in social media usage, and foster open communication to improve employee voice.

How perceived socially responsible HRM and job insecurity influence employee voice behavior: does psychological availability matter?

PurposeThis study aims to examine the multifaceted connection between perceived socially responsible human resource management (PSR-HRM), job insecurity (JI), psychological availability (PA) and employee voice behavior (VB). Furthermore, it delves into the mediating roles of PA, and JI in the linkage between PSR-HRM and VB and the moderating role of PA in the connection between JI and VB.Design/methodology/approachThe empirical data for this study were collected from a sample of 385 full-time employees in Vietnam. To analyze the data and explore the relationships among the constructs, partial least squares structural equation modeling (PLS-SEM) was used.FindingsThe study reveals positive relationships between PSR-HRM, PA and VB. Furthermore, it demonstrates that PA serves as a partial mediator in the nexus between PSR-HRM and VB, while JI similarly partially mediates this association. In addition, the research identifies a positive moderating effect of PA on the linkage between JI and VB.Originality/valueGrounded in social exchange theory and social cognitive theory, this study uncovers significant relationships, providing nuanced insights into the intricate interplay among PSR-HRM, JI, PA and VB. It represents one of the initial investigations into the moderating influence of PA on the connection between JI and VB.