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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.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.

Workplace voice is well-established and encompasses behaviors such as prosocial voice, informal complaints, grievance filing, and whistleblowing, and it focuses on interactions between the employee and supervisor or the employee and the organizational collective. In contrast, our chapter focuses on employee prosocial advocacy voice (PAV), which the authors define as prosocial voice behaviors aimed at preventing harm or promoting constructive changes by advocating on behalf of others. In the context of a healthcare organization, low quality and unsafe patient care are salient and objectionable states in which voice can motivate actions on behalf of the patient to improve information exchanges, governance, and outreach activities for safer outcomes. The authors draw from the theory and research on responsibility to intersect with theories on information processing, accountability, and stakeholders that operate through voice between the employee-patient, employee-coworker, and employee-profession, respectively, to propose a model of PAV in patient-centered healthcare. The authors complete the model by suggesting intervening influences and barriers to PAV that may affect patient-centered outcomes.

This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior.

The data were collected from follower manager dyads in two waves of data collection initiated after the completion of the preceding wave. The final sample size obtained was 312.

The study found servant leadership to be related to innovative work behavior and facets of voice behavior. The study also found promotive voice behavior and preventive voice behavior to be related to the innovative work behavior of employees. The study found promotive voice behavior and prohibitive voice behavior work as parallel mediators linking servant leadership to the innovative work behavior of employees.

To the best of the authors’ knowledge, this study is the first to unearth mediation linking servant leadership to innovative work behavior through both facets of voice behavior.

This study aims to analyze the connection between servant leadership and the promotive and prohibitive voice behavior of employees. In addition, this study explained how servant leadership affects promotive and prohibitive voice behavior through meaning.

For this study, data were collected from employee–manager dyads employed in the service sector. Each of the waves was initiated two months after the first wave. Finally, 286 useful responses were obtained. The collected data was analyzed through covariance-based structural equation modeling.

Servant leadership is related with meaning, promotive voice behavior and prohibitive voice behavior. Meaning is found to mediate the relationship between servant leadership and the two facets of voice behavior.

To the best of the authors’ knowledge, this study is the first to explore the mediating role of meaning relating servant leadership to promotive and prohibitive voice behavior.

This study investigates how the spiritual leadership style of a manager affects employees' intention to stay with the organization, taking into account the post-pandemic workplace and the expected economic downturn. Furthermore, this study aims to assess how employee voice behavior mediates the linkages between the spiritual leadership style and intention to stay and how this mediation is influenced by perceived interpersonal justice. Grounded on the self-determination theory of intrinsic motivation and social-exchange theory, this study seeks to advance the theoretical understanding of spiritual leadership and its associated outcomes.

The descriptive study included 379 frontline employees in India's tourism and hospitality sector. Responses were collected from selected employees using the snowball sampling method and met strict inclusion criteria. Self-reporting questionnaires were used to collect data from the participants. Confirmatory factor analysis was conducted using IBM AMOS 21.0, and hypothesis testing and drawing inferences were carried out using path analytic procedures with PROCESS Macro 3.0.

Consistent with the hypotheses presented in this paper, this study demonstrated a statistically significant indirect impact of spiritual leadership on employees' intention to stay with the organization, through indirect effects of employee voice behavior. Additionally, the conditional indirect effects of spiritual leadership on employees' intention to stay, mediated by voice behavior, were contingent upon the level of interpersonal justice as a moderator. Specifically, these effects were significant when the levels of interpersonal justice were low but not when they were high.

This study makes significant strides in developing and testing a pioneering model that examines the association between spiritual leadership and employees’ intention to stay with the organization. This research explores explicitly how this relationship is influenced by perceived interpersonal justice and employee voice behavior. The results of this study emphasize the criticality of cultivating a culture that inspires constructive criticism and elucidates its potential advantages, effectively bridging a gap in the existing scholarly literature.

Employee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how authentic leadership may increase psychological safety perceived by employees, consequently encouraging employees to actively share their ideas. In addition, the authors explore the unique concept of Zhongyong thinking, a way of thinking that is common in cultures rooted in Confucianism. The authors analyze how Zhongyong thinking may affect the relationship between psychological safety and employee voice behavior.

For the empirical analysis of authentic leadership and employee voice behavior in the Chinese context, the authors distributed surveys to employees working in various different industries in various provinces in China. The authors distributed 250 surveys in total and 213 surveys were used for analyses.

The authors' empirical analyzes illustrate that authentic leadership increases employee voice behavior, partially mediated by psychological safety. The authors also analyzed how psychological safety's effect on employee voice behavior could be moderated by Zhongyong thinking. The results demonstrate that the effect of psychological safety on voice behavior is weaker when employees are capable of exercising Zhongyong thinking.

Zhongyong thinking is still a relatively new concept that has not been studied thoroughly, and to the authors' knowledge, Zhongyong thinking has never been studied as a moderator in the relationship between psychological safety and employee voice behavior.

The purpose of this study is to test the interrelationships of green human resource management (GHRM), job embeddedness (JEM), green promotive voice behavior and green prohibitive voice behavior. It assesses JEM as a mediator of the link between GHRM and the aforesaid green voice behavioral consequences.

Data obtained from the employees of 11 restaurants in Northern Cyprus were used to gauge the said relationships via the partial least squares structural equation modeling.

GHRM boosts employees’ JEM. Employees high on JEM exhibit green promotive and prohibitive behaviors at elevated levels. JEM is the psychological mechanism relating GHRM to green work outcomes.

Restaurateurs should create an environment that enables employees to speak up and share their opinions on the problems and challenges concerning the environmental sustainability and green initiatives of the restaurant. In addition, they should develop and maintain good relations with employees via GHRM practices. These are important implications that would promote eco-friendly behaviors among employees.

This paper focuses on JEM, green promotive voice behavior and green prohibitive voice behavior as the neglected outcomes of GHRM. That is, there is no empirical evidence reporting that GHRM fosters employees’ JEM. This is also true for JEM as a mediator linking GHRM to the aforementioned dimensions of green voice behavior. With this stated in mind, this study fills in these gaps.

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.

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.

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.

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.

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.