Employee Voice Behavior Research Articles

The role leaders' perception to employee voice behavior motives: An attribution theory-based review

The role leaders' perception to employee voice behavior motives: An attribution theory-based review

The voice link: A cross-level model of how ethical leadership and LLX affect task performance

This study empirically examined the propositions that ethical leadership may affect individuals’ task performance through enhancing employee voice behavior. Our theoretical model was tested using d...

The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination

The study of ethical leadership has emerged as an important topic in relation to understanding the effects of leadership within organizations. We propose that the voice behavior of employees serves as a mechanism reflecting how ethical leadership affects individual creativity. We develop a moderated-mediation model of the psychological processes linking perceptions of ethical leadership and creativity. We further argue that these relationships are moderated by a climate for innovation. Using three-phase multilevel data from multiple sources, we collected data from 291 employees and 58 workgroups from R&D institutions in Taiwan. The HLM results suggest that (1) there is a positive relationship between employee perceptions of ethical leadership and employees' voice behavior, (2) voice behavior is positively related to individual creativity, and (3) the indirect effect of ethical leadership on individual creativity (via voice behavior) is stronger when the employee works in a more innovative climate. The theoretical and practical implications of these findings are also discussed.

The effects of personal characteristics on employee voice behaviors

The purpose of this study was to examine the validity of four different types of voice behavior developed by Maynes and Podsakoff(2013). In addition, relation of personal characteristics to four different types of voice behavior and moderating effects of organization trust on relationship between personal characteristics and voice behavior were examined. Data were obtained from 309 employees in various organizations in Korea. Results showed that proactive personality was positively influences constructive voice and negatively influences destructive voice. Also psychological collectivism was positively influences supportive voice, and trait cynicism was positively influences defensive voice and destructive voice. The results of hierarchial regression analyses showed that organization trust moderated the relationship between psychological collectivism and supportive voice, defensive voice. Finally, the implications and limitations of this study and the directions for future research were discussed.

Antecedents of project managers' voice behavior: The moderating effect of organization-based self-esteem and affective organizational commitment

Theory and research stress that employee voice behavior (VB; discretionary communication of ideas, suggestions, or concerns with the intent to improve organizational functioning) positively influences decision making, improvement, and innovation. However, the VB construct has rarely been studied in the specific context of project management. Using a sample of 618 project managers and 154 project portfolio coordinators nested in 154 firms, the main purpose of this study was to analyze a moderated model, in which specific contextual factors interact with individual-level variables to predict project managers' VB. Consistent with our hypotheses derived from self-consistency theory, moderated hierarchical regression analysis revealed that idea encouragement, career perspectives, qualification opportunities, and peer collaboration related more positively to VB for project managers with a high level of organization-based self-esteem. For project managers high in affective organizational commitment, we found stronger positive relationships of peer collaboration and idea encouragement with project managers' VB.

The Effects of Personal Characteristics on Employee Voice Behaviors: The Moderating Effects of Organizational trust

본 연구의 목적은 최근에 타당화된 발언행동의 4가지 유형이 국내에서도 구분이 되는지 밝히고자 하며, 발언행동의 선행변인으로 주로 연구된 성격 5요인 모형이 아닌 주도적 성격, 심리적 집합주의 및 냉소적 성격과 같은 개인특성이 발언행동에 미치는 영향을 검증하는 것이다. 또한 개인특성과 발언행동의 관계에서 조직신뢰가 조절효과를 갖는지 검증하는 것이다. 본 연구를 위해 국내의 기업에 종사하는 직장인 350명을 대상으로 설문조사를 실시하였다. 그 중 불성실한 응답자와 조건에 맞지 않는 응답자를 제외하고 309명의 데이터를 사용하여 분석하였다. 개인특성과 발언행동 유형 간의 관계를 분석한 결과, 주도적 성격은 건설적 발언행동에는 정적인 영향을 미쳤으며, 파괴적 발언행동에는 부적인 영향을 미쳤다. 또한 심리적 집합주의는 지지적 발언행동에 정적인 영향을 미쳤고, 냉소적 성격은 방어적 발언행동과 파괴적 발언행동에 정적인 영향을 미쳤다. 조절효과검증을 위하여 위계적 회귀분석을 실시한 결과, 조직신뢰는 심리적 집합주의와 지지적 발언행동, 그리고 방어적 발언행동 간의 관계를 조절하는 것으로 나타났다. 마지막으로 연구결과를 토대로 본 연구의 학문적 의의와 실무적 의의, 그리고 제한점과 미래연구를 위한 제언을 제시하였다.

The Relationship Between Political Skill And Employee Voice Behavior From An Impression Management Perspective

<p>This research focused on the self-serving motivation of voice behavior from an impression management perspective, different from the previous studies on the altruistic motivation. The purpose of this study was to construct a multilevel theoretical model that proposed how political skill operates to exercise effects on employee voice behavior in the context of organizational politics climate from an impression management perspective. We hypothesized the positive relationship between political skill and employee voice behavior, and the mediating role of impression-management motives, and then examined the cross-level effects of organizational politics climate on the individual-level employee voice phenomenon. An evaluation of research limitations, suggestions for future research, contributions to the literature and practical implications were discussed finally.</p>

How to Enhance Employee Voice Behavior Based on Game Theory

With the need of enterprise competition and development, the importance of the employee voice behavior is becoming increasingly apparent. Therefore, people pay more and more attention to employee voice behavior in the field of organization behavior. From the perspective of game theory, this paper has established a static game of complete information and analyzed the strategy selection between enterprise and the employee. Meanwhile, we take appropriate measures in order to achieve win-win development of enterprises and employees.

Employee voice behaviour in organisations: evidence from Pakistan

To remain competitive, organisations seek innovative ideas and solutions from employees. Since employees can give more practical views they often participate by sharing their ideas and by giving opinions termed as voice. The current study contributes to the literature by examining the effect of big five personality traits combined with the psychological antecedents on employees' voice behaviour in the Pakistani service sector context. Four independent variables, organisational-based self-esteem, felt obligation, job motivation and personality traits were proposed to have a positive relation with dependent variables, promotive and prohibitive voices in the presence of a moderator, psychological safety. Data was collected from 200 employees of the leading insurance sector organisation of Pakistan through a survey questionnaire. The results confirmed the hypotheses.

Why Do Neurotic Supervisors Discourage Employees' Voice Behavior? A Study of Mediating Mechanisms

In a rapidly changing competitive environment where uncertainties exist, managers need employees to actively voice constructive opinions. Previous studies have verified that the attitude and response supervisors demonstrate are critical to whether employees are willing to express opinions. Meanwhile, neurotic supervisors often cause employees to feel tense and nervous, thus decreasing employee input. Therefore, this study investigated the mediating mechanism by which perceived supervisor neuroticism influences employees' voice behavior. According to the affective event theory and a literature review, we hypothesized that perceived supervisor neuroticism influences employee voice behavior through the mediation of emotional exhaustion, identification with supervisors, and self- efficacy. In addition, an empirical research design involving questionnaire survey was adopted, and regression analyses and structural equation modeling (SEM) were employed as the statistical analysis. Data were collected from 209 va...

Leader Learning Orientation and Voice: The Role of Managerial Openness and Felt Obligation (WITHDRAWN)

We theorized and tested the process through which leader learning orientation influences employee voice behavior. Data were collected from 521 employees and 72 supervisors in a variety of companies located in Southeast China. Hierarchical linear modeling results showed that leader learning orientation was significantly related to employee voice behavior, and managerial openness mediated this relationship. Moreover, cross-level interaction result revealed that felt obligation for constructive changes moderated the relationship between managerial openness and employ voice behavior: this relationship was positive only among employees with high felt obligation. Implications for the theory and practice of leadership and voice behavior are then discussed.

"Examining Voice Outcomes: How Speaking Up Impacts the Voicer, Peers, and the Organization"

Over the past two decades, a significant amount of research has been devoted to employee voice behavior, which has been defined as the discretionary communication of ideas, suggestions, problems, or opinions with the intent of improving the situation. Although most voice research has focused on antecedents, scholars have recently begun to examine the outcomes of voice at both individual and organizational levels. However, given the nascent state of this literature, there are still a number of questions that need to be explored. Our symposium seeks to contribute to this discussion by addressing the following issues: (1) Does voice behavior impact organizational functioning and effectiveness? If so, what theoretical mechanisms connect voice to unit-level outcomes?; (2) Does voice impact the career progression of employees who speak up? If it does, is the effect the same for men and women?; and finally (3) Does the voice behavior of one person influence the propensity of others to speak-up? If so, what is th...

Traditional Chinese leadership and employee voice behavior: A cross-level examination

To enhance the understanding of leadership influences on employee voice behavior, this study focused on traditional Chinese leadership (i.e., authoritarian leadership). We proposed that supervisor authoritarian leadership negatively affects employee voice behavior and manager authoritarian leadership has a cascading effect on such behavior through supervisor authoritarian leadership. Furthermore, these effects were either amplified or attenuated under different conditions (i.e., leader identification and power distance orientation). A cross-level investigation of voice behavior within 52 groups of employees from multiple Chinese companies in Beijing was conducted. The results showed that supervisor authoritarian leadership negatively affected employee voice behavior and mediated the negative relationship between manager authoritarian leadership and employee voice behavior. Leader identification moderated the indirect negative effect of manager authoritarian leadership on employee voice behavior via supervisor authoritarian leadership, while power distance orientation moderated the direct negative effect of supervisor authoritarian leadership on employee voice behavior.

Different identifications cause different types of voice: A role identity approach to the relations between organizational socialization and voice

Drawing on role identity theory, this study examines the mediating effects of identifications at two different levels, that is, organizational identification and job involvement (the extent of identification with job) on the relations between the level of organizational socialization and employee voice behavior. To better understand voice behavior, we propose that voice behavior is driven by role identity and categorize employee voice into self-job-concerned voice and self-job-unconcerned voice. A theoretical model is developed and empirically tested using a sample of 231 supervisor–subordinate dyads collected in China. Results show that the level of organizational socialization is positively related to self-job-concerned voice and self-job-unconcerned voice. Organizational identification mediates the relationship between organizational socialization and employee self-job-unconcerned voice. Job involvement mediates the relationship between organizational socialization and self-job-concerned voice. However, we find that the mediating effect of organizational identification between organizational socialization and self-job-concerned voice is not supported. Implication and contributions are discussed.

Managerial Responses to Voice: A Content and Process Model of Managerial Voice-Taking Theory

Organizations are relying more on employee proactive voice to initiate work innovation and change to create and sustain their competitiveness in todays business world. Scholars alike have paid increasing attention to examining how to solicit employee voice and what organizations would benefit from employee voice. However, a vital gap of managerial responses to voice remains between these two lenses of voice research. We develop a framework of managerial voice-taking theory to address this void. In the content model, we define voice-taking as a two-stage process including voice-endorsement and voice- implementation, and discuss four different forms of voice-taking based on managers unique sets of motivation and ability to take the voice. In the process model, we theorize a dual-path mechanism that explains how four categorical antecedents of voice-endorsement function via the managers expected utility toward the voice and the triggered emotional states. We also theorize managerial controllability as a core contingency affecting the likelihood of endorsed voice being implemented by managers, and expect managerial voice-taking behavior will induce more employee voice behaviors in the future. We finally explore implications of our framework for research and theory development.

Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors.

Scholarly interest in employee voice behavior has increased dramatically over the past 15 years. Although this research has produced valuable knowledge, it has focused almost exclusively on voice as a positively intended challenge to the status quo, even though some scholars have argued that it need not challenge the status quo or be well intentioned. Thus, in this paper, we create an expanded view of voice; one that extends beyond voice as a positively intended challenge to the status quo to include voice that supports how things are being done in organizations as well as voice that may not be well intentioned. We construct a framework based on this expanded view that identifies 4 different types of voice behavior (supportive, constructive, defensive, and destructive). We then develop and validate survey measures for each of these. Evidence from 5 studies across 4 samples provides strong support for our new measures in that (a) a 4-factor confirmatory factor analysis model fit the data significantly better than 1-, 2-, or 3-factor models; (b) the voice measures converged with and yet remained distinct from conceptually related comparison constructs; (c) personality predictors exhibited unique patterns of relationships with the different types of voice; (d) variations in actual voice behaviors had a direct causal impact on responses to the survey items; and (e) each type of voice significantly impacted important outcomes for voicing employees (e.g., likelihood of relying on a voicing employee's opinions and evaluations of a voicing employee's overall performance). Implications of our findings are discussed.

Antecedents and consequences of employee voice behaviour among front-line employees in Turkish hotels

This paper explores antecedents and consequences of employee voice behaviour among front-line employees working in the hospitality industry in Turkey. Data were collected from 594 front-line service employees working in 15 top-quality hotels using anonymously completed questionnaires, a 59% response rate. Respondents indicated a generally moderate level of voice behaviour. Personal demographic characteristics and work situation characteristics had few and inconsistent relationships with employee voice behaviour. Males and females were equally likely to engage in voice behaviours. Two aspects of workplace culture were associated with higher levels of employee voice behaviour. Employees engaging in more voice behaviour were also more job-satisfied, more work-engaged, and more likely to remain with their employer.

How Ethical Leadership Encourages Employee Voice Behavior in China: the Mediating Role of Organizational Harmony

This paper examines that ethical leadership encourages employees to engage in voice behavior via increasingorganizational harmony in China. Using quantitative methods, the results suggest that ethical leadership ispositively related to employee-perceived harmony and employee voice. Moreover, ethical leadership is proved tosignificantly enhance voice behavior through promoting organizational harmony in the Chinese workplace. Thisresearch therefore contributes to the leadership literature, seeing that it develops a context-specific frameworklinking the unique Chinese cultural idiosyncrasy “harmony” to the relationship between ethical leadership andemployee voice. In terms of practical implications, the findings enable foreign entrepreneurs to gain a betterunderstanding of the role and the conduct of ethical leadership in the Chinese context.

Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry

This study examines the link between ethical leadership and employee voice behaviour by focusing on the mediating role of organizational identification and the moderating role of organizational trust. The results of distinctive data from 293 supervisors–follower pairs in an insurance group from the People's Republic of China reveal that ethical leadership positively relates to employee voice behaviour, and that organization identification fully mediates the positive influence of ethical leadership on employee voice behaviour. We also found that organization trust moderates the relationship between the organization identification and employee voice. Furthermore, the mediating effect between ethical leadership and employee voice is moderated by organizational trust, that is to say moderated mediation. We discuss implications of these findings for research and practice.

The Emotion Mechanism of Employee Voice Behavior: A New Exploratory Perspective

The Emotion Mechanism of Employee Voice Behavior: A New Exploratory Perspective