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Article
Publication date: 28 June 2022

Shuwei Hao and Ping Han

The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice

Abstract

Purpose

The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour.

Design/methodology/approach

Self-report data were collected from 242 employees in China using an online survey.

Findings

Trust strengthens, whereas felt trust weakens the relationship between proactive personality and voice behaviour. Proactive personality is related to voice behaviour more positively when trust in leaders is high or when felt trust by leaders is low.

Practical implications

Trust in leaders and felt trust by leaders provide different motivational cues for employee proactivity. It would be wise for leaders to develop different trusting relationships with employees who have different levels of proactive personality. If leaders expect to promote voice behaviour in the workplace, they should gain trust from proactive employees by demonstrating their own trustworthiness while signalling or granting trust to less proactive employees by engaging in trusting behaviours.

Originality/value

The present research extends the boundary conditions of the effectiveness of proactive personality by demonstrating that proactive employees' motivation to speak up can be enhanced or substituted by relational variables. The authors thus underscore the importance of the personality × relations perspective when examining employee proactivity. In addition, the authors contribute to the trust literature by advancing the understanding of different roles of trust and felt trust in influencing proactive motivation in social interactions.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 22 June 2022

Um-e Rubbab, Sayyed Muhammad Mehdi Raza Naqvi, Muhammad Irshad and Ramsha Zakariya

The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of…

Abstract

Purpose

The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research by proposing felt obligation for constructive change, an underlying mechanism through which supervisory delegation enhances teachers’ voice behavior.

Design/methodology/approach

This study tested the interactive effect of felt obligation for constructive change and voice climate on teachers’ voice behavior. The proposed model is supported by proactive motivation theory which states that environmental factors lead to motivational states which further result in employee proactive behaviors. In this study, 415 teachers with their 74 supervisors (head of departments) from educational institutes completed the surveys. Structural equation modeling was used to find the results.

Findings

The results supported the mediation and moderation hypotheses, which proved that felt obligation for constructive change mediates the relationship between supervisory delegation and teachers’ voice behavior, and voice climate moderates the relationship between felt obligation for constructive change and teacher voice behavior.

Practical implications

This paper will provide an insight to the practitioners about the role of supervisory delegation for engagement in employee voice. This paper will also help managers understand that the workplace effectiveness can be enhanced by creating opportunities for employees to voice their concern.

Originality/value

This study recommends that head of departments at the workplace should cultivate an environment that is conducive for their faculty for engaging in voice behavior for improved functioning of educational institutes. Findings provide an insightful approach on organizational strategies in the form of supervisory delegation to trigger voice behavior among employees to meet the uncertainty of the ever-changing business environment.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 2 June 2022

Jui-Chen Peng and S.W. Chen

Drawing upon social-exchange, social-cognitive and leadership theory, this study explores whether and how a cross-level mechanism connects team-level traditional Chinese…

Abstract

Purpose

Drawing upon social-exchange, social-cognitive and leadership theory, this study explores whether and how a cross-level mechanism connects team-level traditional Chinese leadership (i.e. paternalistic leadership) to individual-level voice behavior.

Design/methodology/approach

Survey data were collected from 421 employees of 108 branches of four service-industry chains in Taiwan. Multilevel path models and hypotheses were tested using Mplus structural equation modeling software.

Findings

One subtype of team-level paternalistic leadership, benevolent leadership, was positively related to voice behavior, whereas another – authoritative leadership – had a negative relationship to it. Additionally, employees' voice self-efficacy and felt accountability each played a cross-level mediating role between team-level paternalistic leadership and voice behavior.

Practical implications

It is recommended that team leaders behave benevolently, and avoid excessive authoritativeness at work, as this will tend to encourage their employees to voice opinions. Organizations, meanwhile, are advised to introduce training and development sessions aimed at improving both felt accountability and voice self-efficacy among their employees, so that such voice behavior can be stimulated and strengthened.

Originality/value

This study provides a useful social-cognitive analysis of the mechanism underlying paternalistic leadership and employee voice behavior, and specifically, reveals that employees' felt accountability and voice self-efficacy play a mediating role in that relationship. This extends understanding of the leadership–voice relationship and adds value to traditional Chinese leadership literature.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

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

Keywords

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. 4 no. 1
Type: Research Article
ISSN: 2516-7480

Keywords

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. 36 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

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

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. 30 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

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.

1770

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

Keywords

Article
Publication date: 5 November 2018

Sriji Edakkat Subhakaran and Lata Dyaram

This paper aims to model how an employee’s proactive personality and manager’s pro-voice behaviour help to predict employee upward voice. Employee perceived voice efficacy…

Abstract

Purpose

This paper aims to model how an employee’s proactive personality and manager’s pro-voice behaviour help to predict employee upward voice. Employee perceived voice efficacy is expected to mediate these links.

Design/methodology/approach

To analyse the data, a confirmatory factor analysis and structural equation modelling procedure using AMOS 22 were used. The mediating role of voice efficacy was tested with bootstrapping method. Data included 625 employees representing various technology firms in India.

Findings

The results showed a significant positive impact of employee proactive personality and manager pro-voice behaviour on employee upward voice. Further, findings suggest significant mediation of employee voice efficacy beliefs in these links.

Originality/value

The study extends employee voice literature from an Indian context, where confronting those in authority is culturally discouraged. Contributing to the scant work on voice self-efficacy, its role as a key mechanism impacting employee upward voice is examined.

Details

International Journal of Organizational Analysis, vol. 26 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

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