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The purpose of this article is twofold. First, this article attempts to classify employee voice behavior using three distinct dimensions of voice message embedded in employee voice behavior: voice change beneficiary, voice change approach and voice change time orientation. Second, this article discusses the theoretical underpinning that can be used to best explain the antecedents of a certain form of employee voice behavior.

A theoretical analysis was performed.

This article proposes that employee voice behavior can be classified into self-centered vs other-centered, improvement-focused vs prevention-focused and present-oriented vs future-oriented. Moreover, this article discusses how social exchange, personality traits and cultural perspectives help explain the antecedents of each of these forms of employee voice behavior.

First, this article recommends that managers should evaluate employee voice behavior based upon contexts in which the behavior is exhibited. Second, this article recommends that managers not only need to establish an environment where employee voice behavior is strongly encouraged, but also pay attention to reducing psychological and physical symptoms caused by speaking up for others. Finally, this article provides further managerial implications by highlighting that high-quality social exchange relationships can not only trigger employees’ desire to voice for themselves, but also motivate employees to voice for others.

This article is one of the few studies that attempt to classify employee voice behavior.

The purpose of this study was to investigate the relationship between psychological capital, employee voice behavior and innovative work behavior. The employee voice behavior was studied as a mediator. The study also studied high-performance work system (HPWS) as a moderator between psychological capital and voice behavior.

The human resource department of organizations was approached for data collection facilitation. The sample consisted of full-time employees at the managerial and supervisory level of India's manufacturing and services organizations. 321 managers and 193 supervisors responded to the questionnaire. Standard questionnaires were used to collect data. Moderated mediation analysis was used to study the relationships among variables.

Findings indicated significant direct and indirect relationships. The presence of HPWS acted as a catalyst for relationship between psychological capital and employee voice behavior. The moderated mediation analysis findings showed the variation in outcome variable, innovative work behavior, when HPWS was low versus when HPWS was high.

Employee voice behavior has not yet been studied extensively in Indian context. Researcher examined the effect of employee voice behavior under high and low HPWS.

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.

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.

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.

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.

In a complex, ever-changing, and turbulent business world, encouraging employees to express their improvement-oriented novel ideas through voice behavior is crucial for organizations to survive and thrive. Understanding how to foster employee promotive voice at work is a significant issue for both researchers and managers. This study explores how to foster employee promotive voice through specific HRM practices and positive employee attitudes. It also examines the effect of employee promotive voice on perceived organizational performance.

This study employed a time-lagged multisource survey design. Data were collected from 215 executives, 790 supervisors, and 1,004 employees in 113 firms, and analyzed utilizing a multilevel moderated serial mediation model.

The findings of this study revealed that promotive voice was significantly related to perceived organizational performance. Innovation-enhancing HRM was positively associated with employee promotive voice. The HRM-voice relationship was partially mediated by employee job satisfaction. Power distance orientation was found to significantly moderate the relationship between innovation-enhancing HRM and employee job satisfaction at the firm level. Our findings showed that innovation-enhancing HRM policies may fail to foster promotive voice if they do not enhance employee job satisfaction.

This study challenges some taken-for-granted assumptions in the literature such as any high performance HRM bundles (e.g. HPWS) can foster employee promotive voice, and the effects of HRM are direct and even unconditional on organizational outcomes. It emphasizes the need to avoid potential unintended effects of HRM on employee voice and the importance of contextualizing voice research.

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.

The paper aims to focus on the activism of lesbian, gay, bisexual and transgendered (LGBT) people and their allies within work organisations. Specifically, it explores whether LGBT trade union groups and company employee network groups provide mechanisms for visibility, voice and activism for LGBT employees within UK organisations.

This paper is based on in‐depth interviews with 149 LGB employees within 14 UK case study organisations. These took place within four local authorities, three fire and emergency services, two national voluntary sector organisations and five private sector organisations between 2004‐2006. In addition, 55 in‐depth interviews with management, trade union and LGBT company employee network group representatives within the organisations plus analysis of company and trade union web sites and publications provided information on organisation policy and practice. Interviews were conducted using a semi‐structured interview schedule and the data collected were coded and analysed with the assistance of Nvivo software.

This paper outlines the history of LGBT trade union groups and company employee network groups within the UK. It found that both LGBT trade union groups and company employee network groups have provided important and at times complimentary mechanisms for visibility, community and voice for LGBT employees. However, the paper recognised that LGBT company network groups were relatively “new actors” within the case study organisations and suggests that some early gains may have been those which companies were willing to concede. It concludes that more research will be needed to see whether both LGBT trade union and company employee network groups can maintain their momentum during a time of economic recession as equality and diversity budgets are squeezed.

A decline in trade unions and increasing non‐unionisation despite labour movement revitalisation campaigns has meant that there is growing interest in whether employee network groups can provide meaningful avenues for “employee voice” in both unionised and non‐unionised workplaces. The paper addresses a gap in knowledge by focusing firstly on LGBT activism in the workplace and secondly on the rationale for and development of LGBT trade union and company employee network groups as mechanisms for “employee voice” for LGBT employees.

The equation of unified knowledge says that S = f (A,P) which means that the practical solution to a given problem is a function of the existing, empirical, actual realities and the future, potential, best possible conditions of general stable equilibrium which both pure and practical reason, exhaustive in the Kantian sense, show as being within the realm of potential realities beyond any doubt. The first classical revolution in economic thinking, included in factor “P” of the equation, conceived the economic and financial problems in terms of a model of ideal conditions of stable equilibrium but neglected the full consideration of the existing, actual conditions. That is the main reason why, in the end, it failed. The second modern revolution, included in factor “A” of the equation, conceived the economic and financial problems in terms of the existing, actual conditions, usually in disequilibrium or unstable equilibrium (in case of stagnation) and neglected the sense of right direction expressed in factor “P” or the realization of general, stable equilibrium. That is the main reason why the modern revolution failed in the past and is failing in front of our eyes in the present. The equation of unified knowledge, perceived as a sui generis synthesis between classical and modern thinking has been applied rigorously and systematically in writing the enclosed American‐British economic, monetary, financial and social stabilization plans. In the final analysis, a new economic philosophy, based on a synthesis between classical and modern thinking, called here the new economics of unified knowledge, is applied to solve the malaise of the twentieth century which resulted from a confusion between thinking in terms of stable equilibrium on the one hand and disequilibrium or unstable equilibrium on the other.