Why employees speak up: unveiling motives for constructive voice

Abstract

Purpose

The study empirically explores employees' motives for engaging in constructive voice behaviors.

Design/methodology/approach

The authors utilized qualitative research methods. The data were collected through individual semi-structured interviews with 26 workers in the renewable energy industry in Kenya. The data were analyzed using a phronetic iterative approach (Tracy, 2020).

Findings

The data revealed various motives that may drive constructive voice including, personal (e.g. material rewards and emotional gratification), relational (e.g. advocating for others and diluting opposition) and organizational motives (e.g. ensuring organizational survival and bolstering innovation). Additionally, the authors illustrated how these motives may evolve and/or jointly drive constructive voice.

Originality/value

Although voice scholars are beginning to recognize the existence of other motives besides prosocial, the knowledge of such motives has remained theoretical. This is one of the first studies to empirically examine motives for constructive voice. By unveiling the motives, the findings demonstrate different pathways through which a voice opportunity transforms into a constructive voice behavior.

Citation

Kiura, M. and Leach, R.B. (2024), "Why employees speak up: unveiling motives for constructive voice", Journal of Communication Management, Vol. 28 No. 4, pp. 573-587. https://doi.org/10.1108/JCOM-11-2023-0124