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Article
Publication date: 28 May 2021

Shuwei Hao, Ping Han and Chaojing Wu

The purpose of this paper is to investigate the motivational mechanisms of felt obligation and intrinsic motivation by which felt trust affects promotive voice behaviour

Abstract

Purpose

The purpose of this paper is to investigate the motivational mechanisms of felt obligation and intrinsic motivation by which felt trust affects promotive voice behaviour and to differentiate the role of two dimensions of felt trust (i.e. felt reliance and felt disclosure).

Design/methodology/approach

Self-report data were collected from 269 employees using a two-wave online survey with one-month intervals. A cross-lagged panel model and structural equation modeling were used to test the hypotheses.

Findings

Felt reliance has a positive and significant effect on voice behaviour whereas felt disclosure does not. The relationship between felt reliance and voice behaviour is mediated by felt obligation and intrinsic motivation. Moreover, felt disclosure can indirectly affect voice behaviour through intrinsic motivation.

Practical implications

Leaders could make employees feel trusted to promote voice behaviour by allowing latitude and providing information at work. Exhibiting reliance through empowerment and delegation is superior to disclosing personal information.

Originality/value

This paper contributes to the felt trust literature by investigating whether and how felt trust affects voice behaviour and by differentiating two dimensions of felt trust.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 3 May 2021

Wenqian Wan and Huaibin Li

The active voice behavior of customers is crucial to the development of enterprises, but few studies have examined how to promote customer voice behavior. Does a sense of…

Abstract

Purpose

The active voice behavior of customers is crucial to the development of enterprises, but few studies have examined how to promote customer voice behavior. Does a sense of power drive consumers to provide advice to the companies involved? This paper aims to address the issue.

Design/methodology/approach

By conducting three experiments, the authors proved the effect of the sense of power on customer voice behavior. In Study 1, the authors manipulated subjects' sense of power levels (high vs low) through an episodic recall task. Tangible goods were used as experimental material. The authors verified that power had a positive impact on customer voice behavior. In Study 2, the authors changed the experimental materials to intangible service products and used role-playing tasks to manipulate the subjects' sense of power. Study 2 validated the mediating role played by self-confidence in the main effect. In Study 3, the authors validated the moderating role of self-doubt for the power effect.

Findings

Based on the approach-inhibition theory of power and the situated focus theory of power, the current research finds that there is a positive effect of consumer's sense of power on their voice behavior. It also further analyzes the mediating role of self-confidence, the mechanism by which power affects customer voice behavior. However, this positive effect does not always occur. Self-doubt plays a moderating role in this relationship. If the individual's self-doubt level is high, the positive effect of power on the individual's self-confidence cannot be observed, which means that self-doubt is a boundary condition for the positive effect of power on individuals' self-confidence.

Research limitations/implications

The authors discuss the influence of sense of power on customer voice behavior and test the mediating role of self-confidence and its boundary conditions. The results show that consumers are more confident in themselves when they feel a sense of power and are more likely to proactively make suggestions to the company. However, the overall effect is not obvious when consumers have a high level of self-doubt. As a psychological state of consumers that firms can easily manipulate, the effects of power on consumer behavior remain to be explored by the authors.

Practical implications

The findings of current research suggest that empowering consumers who are less self-doubting can increase their self-confidence, which, in turn, can lead to more active expression and feedback on issues that need improvement in their experience. Thus, companies can enhance consumers' sense of power through some ways, such as using environmental elements to stimulate consumers' sense of power.

Originality/value

There are few studies on how the sense of power affects consumers' voice behavior. Prior work on voice behavior has focused on the perspective of customers' perception of the social exchange relationship between themselves and enterprises. The research explores the strategies suitable for enterprises to promote customer voice behavior from the perspective of the sense of power, and the findings contribute to the research on the sense of power and consumer voice behavior.

Details

Journal of Contemporary Marketing Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-7480

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Article
Publication date: 30 April 2021

R. Prince and M.K. Rao

The purpose of this study is to explore how and when an employee's belief in their voice self-efficacy leads to promotive and prohibitive voice behavior. By banking on…

Abstract

Purpose

The purpose of this study is to explore how and when an employee's belief in their voice self-efficacy leads to promotive and prohibitive voice behavior. By banking on social cognitive theory, this study examines perceived influence at work as a mediator and managerial openness as a moderator in the link between voice self-efficacy and the two forms of voice.

Design/methodology/approach

This study's data come from 285 Indian information technology (IT) employees by adopting a cross-sectional survey design. The effect of moderator and mediator is examined by employing structural equation modeling in AMOS 22.

Findings

The results reveal that perceived influence at work partially mediates the positive link between voice self-efficacy and the two forms of voice behaviors. The test of moderation also exposes that prohibitive voice is more contingent on managerial openness as compared to promotive voice.

Originality/value

This is one of the initial studies to explore perceived influence at work as a mediator in the association between voice self-efficacy and employee voice behavior. The treatment of voice as a bidimensional construct in this study discloses the difference between the two forms, contributing to the voice literature and inviting further research.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

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Article
Publication date: 8 February 2021

Archana Manapragada Tedone and Valentina Bruk-Lee

To boost efficiency and productivity, organizations are increasingly depending upon employees to speak up about workplace concerns and disagreements. This change-oriented…

Abstract

Purpose

To boost efficiency and productivity, organizations are increasingly depending upon employees to speak up about workplace concerns and disagreements. This change-oriented bottom-up communication, termed employee voice behavior, brings attention to workplace issues that could otherwise go undetected by management. This study examined the relationships between personality characteristics, job attitudes, and employee voice behavior, and investigated the moderating role of extraversion on the relationships between job attitudes (i.e., job satisfaction and turnover intentions) and voice.

Design/methodology/approach

A cross-sectional study design was used, with data collected through an online survey from a sample of 284 individuals working in the US. Hypotheses were tested using correlation, regression and moderation analyzes.

Findings

Job satisfaction and turnover intentions were found to be positively and negatively-related, respectively, to employee voice behavior. Extraversion was found to be predictive of employee voice behavior and moderate the relationships between job attitudes and voice behavior. Interestingly, results suggest that the job attitudes of individuals high in extraversion do not influence their likelihood of speaking up. Rather, voice behaviors of only those with low or moderate levels of extraversion are impacted by their job attitudes.

Originality/value

This study builds upon prior research identifying the importance of extraversion in predicting voice behavior by testing its incremental validity and relative weight, compared to the other Big Five personality characteristics. Furthermore, this research contributes to the theoretical understanding of instances in which employee voice behavior occurs by examining the moderating effect of extraversion on the relationship between job attitudes and employee voice behavior.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 28 November 2020

You-De Dai, Wen-Long Zhuang, Po-Kai Yang, Yi-Jun Wang and Tzung-Cheng Huan

Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice

Abstract

Purpose

Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange.

Design/methodology/approach

The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses.

Findings

The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior.

Originality/value

This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 1
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 25 August 2020

Liangyong Chen, Modan Li, Yenchun Jim Wu and Chusheng Chen

The purpose of this paper was to explore the voicer's own psychological or behavioral reactions to voice. A framework was proposed to predict how and when employee voice

Abstract

Purpose

The purpose of this paper was to explore the voicer's own psychological or behavioral reactions to voice. A framework was proposed to predict how and when employee voice is related to innovative behavior in the workplace based on conservation of resources theory.

Design/methodology/approach

Data was collected from a three-wave survey including 232 employees and their supervisors. Hierarchical multiple regression and PROCESS, a SPSS macro, were used to test the hypotheses.

Findings

Employee voice was positively associated with innovative behavior. Perceived organizational status mediated the link between voice and innovative behavior. Meanwhile, performance-goal orientation strengthened the positive voice–perceived organizational status and voice–innovative behavior associations.

Originality/value

This paper extended the authors’ understanding of the outcomes of voice by elucidating that voice could motivate the psychological or behavioral reactions of not only team members but also the voicer himself/herself. In addition, it highlighted the value of performance-goal orientation in strengthening the potentially positive relationship between voice and perceived organizational status. In doing so, the authors identified the unexplored individual-level psychological and behavioral reactions of the voicer himself/herself after speaking up. The present study also provided practical implications by shedding light on measures to promote innovative behavior in the workplace.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 8 January 2020

Jianfeng Jia, Shunyi Zhou, Long Zhang and Xiaoxiao Jiang

Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship…

Abstract

Purpose

Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior.

Design/methodology/approach

Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model.

Findings

The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant.

Practical implications

Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated.

Originality/value

The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.

Details

Employee Relations: The International Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 15 April 2020

Zakkariya KA and Nimitha Aboobaker

Spiritual leadership focuses on intrinsically motivating the workforce though shared values, attitudes and behaviours and is about achieving organizational excellence…

Abstract

Purpose

Spiritual leadership focuses on intrinsically motivating the workforce though shared values, attitudes and behaviours and is about achieving organizational excellence through shared aspirations. In the context of tough competition among organizations and relentless disruptions of existing business processes, leaders look forward to devise strategies that will help keep their employees stay alongside, offering constructive criticisms as well. This study aims to examine the influence of spiritual leadership style on employees' intention to stay with the organization, mediated through their voice behaviour.

Design/methodology/approach

This cross-sectional study followed a descriptive research design, and data were collected from 357 employees working in the information technology sector in India. Validated instruments in the existing literature were used among the sample respondents, and structural equation modelling was done to test the proposed hypotheses.

Findings

The findings of the study suggest that employees' experience of dimensions of spiritual leadership style had varying influences on their voice behaviour and intention to stay with the organization. Also, employee voice behaviour mediated the relationships between two dimensions of spiritual leadership (hope and altruistic love) and intention to stay, but not the relationship between vision and intention to stay.

Originality/value

This study is pioneering in conceptualizing and testing a theoretical model linking spiritual leadership style, employee voice behaviour and their intention to stay with the organization. The results of the study emphasis the need for cultivating a leadership style of shared vision, value congruence and facilitating standards of excellence grounded on values of integrity, humility, compassion and perseverance. Implications for management development on how to promote employee voice behaviour are also discussed.

Details

Journal of Management Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 25 February 2020

R. Prince and M. Kameshwar Rao

The purpose of this study is to explore how promotive and prohibitive voice behaviors of Indian information technology (IT) employees vary in their relationship with other…

Abstract

Purpose

The purpose of this study is to explore how promotive and prohibitive voice behaviors of Indian information technology (IT) employees vary in their relationship with other factors. This study investigates a moderated mediation model involving different factors like managerial openness, voice self-efficacy, turnover intentions and promotive and prohibitive voice behaviors.

Design/methodology/approach

This study uses a cross-sectional design to collect data from 254 executives working in the IT companies located in India. This study uses IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the moderation and mediation effects.

Findings

The results reveal that both promotive and prohibitive voice behaviors fully mediate the negative relationship between managerial openness and employee turnover intentions. The results also support that voice self-efficacy strengthens the relationship between managerial openness and promotive voice behavior but not prohibitive voice behavior.

Originality/value

This is one of the very few studies to explore voice behavior from the Indian context and thus heeds to the call made by researchers to explore voice in a non-Western context. The treatment of voice as a combination of promotive and prohibitive voice rather than as a unitary concept enhances the voice literature and invites further research.

Details

International Journal of Organizational Analysis, vol. 28 no. 6
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 5 June 2017

Hsi-An Shih and Nikodemus Hans Setiadi Wijaya

The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement.

Abstract

Purpose

The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement.

Design/methodology/approach

A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement.

Findings

Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement.

Practical implications

The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees.

Originality/value

This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

Details

International Journal of Manpower, vol. 38 no. 3
Type: Research Article
ISSN: 0143-7720

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