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Article
Publication date: 11 October 2019

Swati Singh and Sita Vanka

The purpose of this paper is to highlight the importance of the employee voice in the present era. This paper discusses the drawbacks of not attending to employee voice

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Abstract

Purpose

The purpose of this paper is to highlight the importance of the employee voice in the present era. This paper discusses the drawbacks of not attending to employee voice, benefits of listening to it and strategies, as well as the methods of capturing the voice of employees.

Design/methodology/approach

The paper uses illustration to explain how Cisco used employee voice to revamp its HR.

Findings

The research on this area indicates that although listening to employee voice is beneficial, most organizations ignore it. The findings suggest that the voice of employee cannot be ignored in the technology-led era, as employees have many platforms to raise their concerns. Additionally, ignoring their voice can be perilous. Attending to employee voice brings many advantages, and thus it should be prioritized, promoted and practiced. The paper carries implications for HR managers, business leaders and researchers in this field.

Originality/value

This paper uniquely discusses the significance of employee voice in the present era. It also presents the strategies and methods to capture employee voice. Furthermore, it demonstrates the benefits of attending to employee voice with the help of an illustration.

Details

Strategic HR Review, vol. 18 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 17 November 2022

Parinda Doshi and Priti Nigam

The 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

Abstract

Purpose

The 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/approach

The 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.

Findings

AMO 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 implications

Even 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/value

Factors 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.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Book part
Publication date: 16 July 2018

Shane Connelly and Brett S. Torrence

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span…

Abstract

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

Keywords

Book part
Publication date: 2 December 2016

Gilton Klerck

The paper explores the historical evolution of employee voice in Namibia from an employment relations (ER) perspective and in the context of institutional factors such as…

Abstract

The paper explores the historical evolution of employee voice in Namibia from an employment relations (ER) perspective and in the context of institutional factors such as labour legislation, trade union strategies, company policies and governmental regulations. The first part of the paper provides a brief outline of ER conceptions of voice that are manifest in the recent resurgence of interest in the topic. The next part traces the historical evolution of labour regulation and employee voice in Namibia. It is shown that, in the absence of collective voice and statutory protections, informal voice and occupational solidarity were the primary means of defence available to black workers against oppressive conditions. In the final part, an outline of some key features of employee voice in contemporary Namibia is provided. The analysis shows that systems of employee voice are fundamentally a manifestation of the balance of powers at a particular time and place. It is therefore crucial to link voice preferences and behaviours in the workplace to specific preconditions and to highlight the limiting factors that serve to constrain choice.

Details

Employee Voice in Emerging Economies
Type: Book
ISBN: 978-1-78635-240-8

Keywords

Book part
Publication date: 2 December 2016

Johann Maree

This paper examines the exercise of Black employee voice in South Africa over the past 53 years. Black workers constitute almost 4 out of every 5 workers in the country…

Abstract

This paper examines the exercise of Black employee voice in South Africa over the past 53 years. Black workers constitute almost 4 out of every 5 workers in the country and experienced racial oppression from the time of colonisation up to the end of apartheid in 1994. They are still congregated around the lower skilled occupations with low incomes and high unemployment levels.

The paper draws on the theory of voice, exit and loyalty of Albert Hirschman, but extends voice to include sabotage as this encapsulates the nature of employee voice from about 2007 onwards. It reflects a culture of insurgence that entered employment relations from about that time onwards, but was lurking below the surface well before then.

The exercise of employee voice has gone through five phases from 1963 to mid-2016 starting with a silent phase for the first ten years when it was hardly heard at all. However, as a Black trade union movement emerged after extensive strikes in Durban in 1973, employee voice grew stronger and stronger until it reached an insurgent phase.

The phases employee voice went through were heavily influenced by the socio-political situation in the country. The reason for the emergence of an insurgent phase was due to the failure of the ruling African National Congress government to deliver services and to alleviate the plight of the poor in South Africa, most of whom are Black. The failure was due to neo-patrimonialism and corruption practised by the ruling elite and politically connected. Protests by local communities escalated and became increasingly violent. This spilled over into the workplace. As a result many strikes turned violent and destructive, demonstrating voice exercised as sabotage and reflecting a culture of insurgence.

Details

Employee Voice in Emerging Economies
Type: Book
ISBN: 978-1-78635-240-8

Keywords

Book part
Publication date: 28 March 2022

Rathinasamy Prince, Nitin Simha Vihari and M. Kameshwar Rao

Aim: This study aims to understand the effect of sustainable human resource management (SUHRM) practices on employee work wellbeing (WWB). By drawing on the

Abstract

Aim: This study aims to understand the effect of sustainable human resource management (SUHRM) practices on employee work wellbeing (WWB). By drawing on the self-determination theory and social identity theory, this study explores the sequential mediation effect of voice behaviour and trust in management in the association between SUHRM and employee WWB.

Method: The study, which is conducted in the context of the Indian information technology (IT) industry, is quantitative in nature and employs a descriptive research design. The data for the study are collected using a cross-sectional survey conducted among the managerial workforce of the top 10 IT companies in India. The study employs IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the mediation effects.

Findings: The core findings support the theoretical claims that SUHRM positively influences employee WWB. The study also reveals that trust in management and voice behaviour acts as sequential mediators in the relationship between SUHRM and employee WWB.

Originality: This is one of the first studies to validate the individual consequences of SUHRM empirically. Besides, studying the effect of SUHRM on employees’ WWB contributes to the literature on wellbeing.

Implications: By explaining the relationship between SUHRM, trust in management, voice behaviour, and workplace wellbeing, the current study contributes to the literature on HRM, organisational behaviour, and environmental management. SUHRM can improve the employee workplace wellbeing, which might mitigate the turnover rate, a major problem daunting the IT industries. Thus, the study emphasises the importance of SUHRM in affecting employee behaviours and has important implications for HR practitioners and scholars.

Details

Managing Risk and Decision Making in Times of Economic Distress, Part B
Type: Book
ISBN: 978-1-80262-971-2

Keywords

Article
Publication date: 9 May 2022

Manting Deng

Organizations have widely adopted enterprise social media (ESM) to realize workplace communication visibility linked to employee knowledge management and in-role job…

Abstract

Purpose

Organizations have widely adopted enterprise social media (ESM) to realize workplace communication visibility linked to employee knowledge management and in-role job performance. Managers still face challenges in understanding whether communication visibility in the workplace stimulates employee extra-role voice behavior. In this study, self-regulation theory is applied to explore the mediating role of feedback-seeking on the association between communication visibility and employee voice.

Design/methodology/approach

A questionnaire survey was carried out on 219 working professionals in China who use ESM in their respective organizations.

Findings

Results show that employee feedback inquiry considerably mediates the relationship between communication visibility and voice. However, employee feedback monitoring shows no mediating role.

Research limitations/implications

Practitioners and managers must pay greater attention to the effects of communication visibility on employee extra-role voice behavior. In addition, when adopting ESM, employee self-regulation strategies can be implemented to gain the value of communication visibility.

Originality/value

This study presents the relationships among communication visibility, feedback-seeking and employee voice. Knowledge of communication visibility is extended by exploring its effects on employee voice. The current study also reveals the mediating mechanism underlying the associations between communication visibility and employee voice based on self-regulation theory.

Details

Internet Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1066-2243

Keywords

Article
Publication date: 8 June 2022

Pan Liu

This study aims to reveal the positive side of poor voice quality. Grounding on sociometer theory, this study proposes a model to explore how poor voice quality affects…

Abstract

Purpose

This study aims to reveal the positive side of poor voice quality. Grounding on sociometer theory, this study proposes a model to explore how poor voice quality affects employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.

Design/methodology/approach

The sample consisted of 247 employees and immediate supervisors of employees in China. To minimize potential common method biases and reduce participants' fatigue, a three-wave method for the data collection with each wave separated by one month was executed. Path analysis and bootstrapping approach were adopted to verify the hypotheses.

Findings

The results illustrated that employee's poor voice quality was able to promote employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.

Originality/value

First, this study extends our knowledge of the consequences of employee voice. Second, this study further contributes to the literature on voice quality by emphasizing the positive effects of poor voice quality. Third, this study enriches the sociometer theory by the explication of chain mediation as a key mechanism through which poor voice quality affects employee's motivation to make high-quality voice.

Details

Baltic Journal of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 26 April 2022

Ashok Kumar Dua, Ayesha Farooq and Sumita Rai

The purpose of this paper is to examine the nature of relationship between ethical leadership and employee voice behavior. Study of employee voice behavior is important…

Abstract

Purpose

The purpose of this paper is to examine the nature of relationship between ethical leadership and employee voice behavior. Study of employee voice behavior is important, because leaders in organizations make numerous decisions based on employees’ work-related inputs which do influence the decision quality and team performance.

Design/methodology/approach

Survey data were collected through structured questionnaire from Indian organizations. Data were analysed through statistical techniques such as confirmatory factor analysis and structural equation modeling.

Findings

The findings showed that ethical leadership did impact the employee voice in a positive and significant but moderate manner. The study also found no significant differences in ethical leadership and voice behavior across demographic variables such as gender, age, educational qualification and job level in the Indian context.

Research limitations/implications

The study is conducted using single cross-sectional research design, and for better causal inferences of the relationship between various variables, future research studies may be conducted with longitudinal research design, multiple data sources and variety of industries with large sample size.

Practical implications

With erosion of ethical values and corporate scandals, managers need to develop and display ethical leadership as employees emulate their leaders’ ethical behavior because ethical leadership, or its perception, relates positively and significantly to employee voice behavior.

Originality/value

There is less study to understand ethical leadership and its influence on voice behavior in developing countries, especially in India. Ethical leadership behavior encourages employees to voice their work-related constructive opinions and concerns for improved decision-making and reduced unethical practices. Also, there is scarcity of research that explores the impact of demographic variables and this study is an effort to understand this gap.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 31 May 2022

Lorenzo Bizzi and Brent Evans

This paper aims to build a new bridge between the literature in organizational behavior and the micro-foundations of strategy. The authors elaborate the concept of…

Abstract

Purpose

This paper aims to build a new bridge between the literature in organizational behavior and the micro-foundations of strategy. The authors elaborate the concept of strategic voice, studying the extent to which employees express their strategic recommendations.

Design/methodology/approach

The authors gathered data from employees and supervisors of three distinct organizations, measuring determinants and outcomes of strategic voice, as compared to promotive voice.

Findings

Strategic voice is empirically distinct from promotive voice and predicted by opportunity/threat recognition, perceived organizational support and strategic voice opportunity. It has, surprisingly, either positive or negative effects on performance, through the mediation of supervisors' perceptions of strategic voice and the moderation of employee satisfaction with pay and career.

Research limitations/implications

Unlike traditionally assumed by strategy research, employees at any level engage in strategic voice with considerable frequency. Yet, paradoxically, under certain conditions, strategic voice could harm individual performance, although potentially benefiting organizations. Managers could either value employees' strategic voice or perceive it negatively, raising the salience to fully comprehend this behavior.

Practical implications

Organizations should embrace practices that encourage employees to express their strategic opinions, give them access to resources to properly form their strategic opinions and ensure management considers employees' recommendations.

Originality/value

While scholars in the micro-foundations of strategy have theorized that strategy can emerge from the contribution of individuals, there has been no evidence, to date, on how each employee can contribute to strategy formulation. This paper is original as it fills this gap.

Details

Management Decision, vol. 60 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

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