Voice Behavior Research Articles

Constructive and Destructive Voice Behaviors in Cooperatives: The Role of Intrinsic and Extrinsic Motivational Drives

This study aims to understand how job satisfaction relates to constructive and destructive voice in cooperatives by developing an integrated theoretical model that combines Social Exchange Theory (SET) and Motivational Synergy Theory (MST). We investigate the underlying motivational explanation by adopting a follower-centric perspective and focusing on intrinsic and extrinsic factors related to leadership styles and performance-based rewards. The empirical mediation analyses of 300 workers of Italian cooperatives show specific associations of job satisfaction with constructive and destructive voice via transformational and transactional leadership and performance-based rewards. Unlike most existing literature, this study considers employee voice as an extra-role behavior that can be positive (constructive) or negative (destructive) for the organization. Moreover, it brings new theoretical perspectives to the voice debate by combining SET and MST, thus developing fertile grounds for further studies. Finally, it extends existing knowledge about employee voice to the under-investigated but highly relevant context of cooperatives.

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.

The Mediating Role of Customer Commitment in the Relationship Between Customer-Company Fit and Customer Voice: An Empirical Study on Restaurant Customers

Objective: This study discusses value congruence (person-organization fit) and voice behaviors, which are frequently discussed in the field of organizational behavior, in the context of marketing. The study aims to examine the effect of customer-company fit (CC fit) on customer voice behavior as well as the role that customer commitment plays in this effect. Design/methodology: Research data was obtained from 390 restaurant customers in a province in Turkey through the convenience sampling method using the survey technique. The SmartPLS program (PLS-SEM) was used to conduct the analyses. The research model was analysed using partial least squares path analysis (PLS-SEM) and bootstrapping (5,000 bootstrap samples). Findings: The findings indicate that CC fit directly affects both customer commitment and customer voice behavior. Furthermore, the findings revealed that customer commitment plays a mediating role CC fit’s effect on customer voice behavior. Theoretical and Practical implications: The present study is the first in the literature to discuss the various relationships between these variables (CC fit, customer commitment and customer voice) together. Another distinctive feature of the study is that the sample consists of restaurant customers. The high-contact nature of restaurant service makes service failures inevitable. For this reason, it is much more important to reveal customer voice behaviors in restaurant services than in other sectors. In this respect, the results of the study may provide guiding information to the sector.

Feeling like owners: the impact of high-performance work practices and psychological ownership on employee outcomes in employee-owned companies

ABSTRACT A central finding of scholarship on employee ownership (EO) is that EO has the strongest impacts on employee outcomes when implemented with other management practices that are typically associated with high-performance work systems (HPWS). However, our explanations for why these complementary practices matter remain underdeveloped. In this paper, we examine whether the extent to which employees feel like owners, using the construct of psychological ownership (PO), mediates the impact of three HPWS practices on four employee outcomes in a dataset of 881 employees in nine companies with employee stock ownership plans (ESOPs) in the United States. Our findings support our core argument that these practices make it more likely that employees will feel like owners, which in turn leads to positive impacts on employee outcomes. More specifically, we find that the extent to which employees perceive that they have influence, are engaged as owners through information sharing and business literacy training, and receive high quality communications about EO are positively associated with PO, and that PO is positively associated with organizational commitment, turnover intention, voice behavior, and helping behavior. We discuss the theoretical, management, and policy implications of our analysis and findings.

Work autonomy and exit-voice choice: the role of skill utilization, learning from colleagues and future time orientation

PurposeUnderpinned by the exit-voice and work design models, this study investigates how work autonomy reduces employee turnover intentions and promotes voice behavior via the mediator of skill utilization and how this mediation process is moderated by social (learning from colleagues) and personality (future time orientation) characteristics.Design/methodology/approachThe hypothesized moderated mediation model was tested using regression analysis based on two-wave survey data of 350 Chinese employees.FindingsThe relationships between work autonomy on the one hand and voice behavior and turnover intentions on the other were mediated by skill utilization. Furthermore, such mediated relationships were intensified by collegial learning and future time orientation.Practical implicationsAdopting empowering HR practices (e.g. autonomous work teams and job rotation) that give employees job control and learning opportunities is important to encourage employee voice and reduce turnover.Originality/valueThe paper identifies collegial learning and future time orientation as boundary conditions that regulate the effects of work autonomy. This reconciles the contradictory findings in prior research testing the relationship between autonomy and exit-voice decisions.

Predicting teacher voice behaviour: The influence of distributed leadership, psychological empowerment and power distance orientation in Kuwait

Teacher voice behaviour is a significant instrument for developing positive change, better decision-making and raised school efficacy at an educational institution, with a principal's leadership facilitating this mechanism. The purpose of this study is to investigate how and under what conditions a school principal's implementation of distributed leadership affects teacher voice behaviour within their school. Data from 1024 teachers across 36 public schools in Kuwait was examined using regression analysis and bootstrapping methods. This research examined a moderated mediation model of distributed leadership effects upon teacher voice behaviour, with teacher psychological empowerment included as the mediator and power distance orientation as the moderator. Results revealed a partial mediation model and found that distributed leadership had significant direct and indirect effects upon teacher voice behaviour. Power distance orientation negatively moderated the relationship between psychological empowerment and teacher voice behaviour. This study contributes to existing distributed leadership literature by identifying psychological empowerment as an additional mediator, and power distance orientation as a boundary condition, in the relationship between distributed leadership and teacher voice behaviour. This study's findings could provide the conceptual basis for interventions designed to promote teacher voice behavior.

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.

Leader prohibitive voice behavior and its effects on followers through leader identification and political skill

Prohibitive voice behavior plays a crucial role in organizational effectiveness by signaling previously undetected issues. However, individuals paradoxically perceive this behavior as difficult due to its emphasis on identifying harmful factors, which may lead to misinterpretation and other undesirable social consequences. Based on social learning theory, this study aims to identify how the leader’s prohibitive voice behavior affects the follower’s prohibitive voice behavior. We employed a quantitative research design, collecting and analyzing questionnaires from 317 leader-follower dyads in 59 Chinese companies. To test our hypotheses, we used mediation and moderation analyses, hierarchical regression analysis, and the PROCESS macro. The results partially supported the research hypothesis, indicating that leader prohibitive voice behavior positively influenced follower prohibitive voice behavior. Additionally, leader identification mediated this relationship, whereas follower political skill moderated the mediated relationship. Notably, the mediation’s direction contradicted our hypothesis; the mediated effect through leader identification was pronounced when follower political skill was at lower levels. This study proposes that the leader’s role as a role model is crucial in motivating followers’ prohibitive voice behavior. It highlights the significance of considering followers’ political skills when they emulate their leader’s behavior. From both theoretical and practical perspectives, we discussed these findings and highlighted their implications for organizational behavior and leadership development.

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

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.

Every voice has its bright and dark sides: Understanding observers' reactions to coworkers' voice behaviours

Every voice has its bright and dark sides: Understanding observers' reactions to coworkers' voice behaviours

SELF-EFFICACY TO VOICE BEHAVIOR: THE ROLE OF CULTURAL INTELLIGENCE AND ORGANIZATIONAL CULTURE

The primary objective of this study is to examine the correlation between self-efficacy and voice behavior among student organization members. This investigation holds significant implications for comprehending the intricacies of student organizations within the context of Sanata Dharma University. The present study utilized a sample size of 250 to gather data, and data analysis was conducted with the Partial Least Squares (PLS) Structural Equation Modeling (SEM) technique utilizing the Smart PLS 3 software. The findings of the study indicate that self-efficacy exerted a favorable and statistically significant direct impact on voice behavior. In addition, it is noteworthy to mention another key conclusion, which suggests that cultural intelligence and cultural organization serve as crucial and constructive mediators in the association between self-efficacy and voice behavior. This study offers a comprehensive analysis of the interplay of self-efficacy, cultural intelligence, and cultural organization in influencing the voice behavior of members within student groups. By examining these elements, this research contributes to a more profound comprehension of the underlying dynamics that define these organizations

A regulatory focus theory perspective on the dynamics between action and power.

Building on the strong consensus that the experience of power motivates individuals to take action, prior research postulates a positively reinforcing cycle wherein taking action leads to power, which in turn leads to subsequent actions. Applying regulatory focus theory, we differentiate between promotion-oriented and prevention-oriented actions to develop a within-person theory of when and why promotion-oriented and prevention-oriented actions should relate to power, and vice-versa. Across two studies, we find that when employees engaged in promotive voice behaviors, they were more likely to experience a sense of power; this effect was amplified for employees with trait promotion focus. When employees engaged in prohibitive voice behaviors, employees with trait prevention focus were less likely to experience a sense of power. The experience of power subsequently motivated employees to engage in promotive voice behaviors, but not prohibitive voice behaviors. By elucidating the differences between promotion and prevention pathways of action and power, our research challenges the notion that action and power positively reinforce each other. We discuss the theoretical and practical implications of our findings. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Psychological Stress Reduction and Their Impact on Workplace Productivity in Chinese Corporations

Objectives: The workplace is a complete living environment comprised of various supportive, constructive and nonsupportive, demotivating and negative components. In all these multi-dimensional working environments, the employees are the main components that endeavor everything. In such a deliberate matter, their well- being is highly crucial and any negative factor like stress, anxiety and burnout can deteriorate the workplace's effective working cycle. Methods: This study has examined the same narrated dilemma with the external supportive role of psychological in increasing the workplace productivity of the Chinese corporations. Results: The study adopted a quantitative strategy and used a purposive sampling technique under the nonprobability sampling to effectively assess the employees for data collection. The survey approach was utilized, and 312 responses were finalized as valid for data analysis. Conclusion: The structural equational modelling revealed significant influences of the job burnout and situational anxiety in decreasing the workplace productivity of the Chinese corporations and in this myriad, the constructive voice behavior is to some extent supportive for the employees' psychological components and the workplace productivity, however, the moderation of mindfulness hasn't provided no additional support to the constructive voice and productivity.

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

Effects of performance appraisal on employees’ extra-role behaviors and turnover intentions – A parallel mediation model

PurposeResearch on the underlying mechanisms that transfer the effects of performance appraisal (PA) on employees’ behaviors and intentions remains scarce. The social exchange view of performance appraisal can be a source of deeper understanding about these underlying mechanisms. This study aims to investigate how psychological empowerment (PE) and organizational commitment (OC) explain the link between performance appraisal and three important distal outcomes: voice behavior (VB), organizational citizenship behavior (OCB), and turnover intentions (TOI).Design/methodology/approachThe current study utilizes two wave – two source data from a sample of 250 employees and their supervisors from private organizations in Pakistan and tested the mediation model using SMART-PLS.FindingsResults demonstrated that organizational commitment mediated the effects of performance appraisal on VB, OCB, and TOI, whereas psychological empowerment mediated the effects of performance appraisal on VB and OCB. These results have significant implications for theory and practice.Originality/valueThis study adopts the social exchange perspective to examine the mediation mechanisms linking PA with the three distal outcomes: VB, OCB and TOI. The paper identifies two novel mediators of PA – outcome relationship, i.e., psychological empowerment and organizational commitment.

How does employee voice influence empowering leadership? The effects of voice tactics and gender

AbstractAlthough there is considerable evidence that empowering leadership is beneficial to individuals, teams, and organizations, a few studies have examined the antecedents of empowering leadership behaviour itself. To address this gap, this research examines the predictors of empowering leadership in terms of subordinate behaviours and traits. Based on signalling theory and role‐based followership theory, we predict that employee voice expressed in rational appeals is more likely to enhance managerial attributions of employee proactivity compared to emotional appeals, which leads to increased empowering leadership. Furthermore, we propose that this is especially true when the subordinate is female rather than male. To test these hypotheses, we conducted a scenario‐based experiment across two distinct cultural settings, Japan and the United Kingdom. The results from both countries support all hypotheses; our findings provide not only theoretical implications for research on empowering leadership, voice behaviour, and gender, but also several practical implications for subordinates and supervisors.

How time pressure affects promotive and prohibitive voice of emergency nurse: A cross-sectional study.

As a developing country, the number of emergency nurses in China is not growing nearly as rapidly as the number of patients, which puts a great deal of stress on emergency nurses' working hours and may thus impede care quality and patient safety. This study aims to investigate the relationship between time pressure and voice behavior and to explore whether temporal leadership acts as a moderator in the relationship between time pressure and voice behavior. Data were collected using scales that have been published in authoritative foreign journals and translated and validated by Chinese scholars. To examine the results more accurately, this paper used the partial least squares (PLS) approach to analyze the research model and verify the research hypothesis. The results of the path analysis and hypothesis testing showed that challenge time pressure and hindrance time pressure both positively and significantly influenced prohibitive voice and promotive voice, while the moderating effect of temporal leadership on the relationship between time pressure and voice behavior was not significant. Our study revealed that challenge time pressure positively influences emergency nurses' promotive voice and motivates them to provide their opinions in a reasonable way, while hindrance time pressure motivates emergency nurses' prohibitive voice, which is not conducive to the improvement of overall organizational functioning and may even damage otherwise good organizational relationships. Furthermore, the study found that the level of temporal leadership does not affect the strength of the relationship between time pressure and voice behavior.

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.