Why Won’t People Speak Up? Unpacking Silence at Work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Angela Workman-Stark
Keyword(s):  
Academic Research ◽  
Working Environment ◽  
Employee Voice ◽  
Workplace Diversity ◽  
Organizational Leaders ◽  
Content Type ◽  
Team Members ◽  
Working Environments ◽  
Employee Silence ◽  
Speak Up

Purpose This paper examines employee silence, namely, the causes of silence and how it might be overcome. Design/methodology/approach Drawing from academic research and work with organizations, the author explains that workplace diversity is insufficient to guarantee the contributions of diverse voices. The author then provides an overview of why individuals choose to remain silent and explores aspects of organizational culture and climate that contribute to silencing behaviors. Finally, the author offers suggestions on how organizational leaders can overcome silence. Findings The findings suggest that employee voice can be activated through a psychologically safe working environment in which leaders adopt a learning mindset, practice humility, create opportunities for all team members to contribute, treat people with fairness and respect, and hold others accountable to do the same. The findings also indicate that leaders can support safe and inclusive working environments by challenging basic assumptions and accepting vulnerability. Originality/value This paper makes an important contribution to the field of organization development and change by providing suggestions for how organizations can address workplace concerns and enhance performance by removing the inhibitors of “employee voice”.

How preferences for types of appreciation differ across employee age groups

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul White ◽  
Gene George
Keyword(s):  
Design Methodology ◽  
Positive Impact ◽  
Age Groups ◽  
Organizational Leaders ◽  
Human Resource Professionals ◽  
Content Type ◽  
Team Members ◽  
Older Employees ◽  
Post Hoc ◽  
Employee Age

Purpose Organizational leaders and human resource professionals affirm that to have (and keep) an effective workforce, understanding one’s employees is critical. Thus, understanding the differences between employees of different age groups is important. Simultaneously, studies have demonstrated the significant positive impact appreciation has on the functioning of organizations. When team members feel truly valued, numerous positive benefits result, including lower staff turnover, less absenteeism, higher customer ratings and greater profitability. Design/methodology/approach Because individuals prefer to be shown appreciation in different ways and prior research has shown some age differences, this study examined how appreciation preferences differ across seven employee age groups. Over 190,000 individuals completed an online assessment based on the five languages of appreciation, which identifies employees’ preferred ways of receiving appreciation. The respondents were separated into seven age groups, from 19 years old and younger to 70 years old and above. Findings The results of an analysis of variance found that there were significant differences across groups. Although the patterns of preferences were largely the same across many groups, post hoc analyses found both the youngest and oldest age groups differed from employees in their 30s with regards to their desire for quality time. Additionally, older employees were extremely low in their desire for tangible gifts. Originality/value As the proportion of employees shifts from older to younger groups of employees, these results raise important implications for organizations’ approaches regarding how appreciation and other motivators should be adjusted for different groups of employees.

Top management commitment and lean team members’ prosocial voice behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang
Keyword(s):  
Large Scale ◽  
Employee Voice ◽  
Value Stream Mapping ◽  
Top Management ◽  
Content Type ◽  
Team Members ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Six Dimensions ◽  
Prosocial Voice

Purpose Top management commitment (TMC) and prosocial voice behaviour in Lean teams are vital for the successful Lean implementation. This study aims to investigate how TMC influences Lean team members’ prosocial voice behaviour and how such changed voice behaviour affects the outcome of Lean implementations. Design/methodology/approach The authors have used a qualitative research methodology to examine six dimensions of TMC (communication, involvement, support, empowerment, encouragement and monitoring) in two ready-made garment (RMG) factories in Bangladesh. Operational performance was measured by efficiency, quality, value stream mapping, single-minute exchange dies and 5S scores. Occupational Health and Safety (OHS) was assessed by acceptable head and back positions, machine safety, use of masks and housekeeping. Findings The findings reveal that TMC influences Lean team members' voice behaviour positively and, thereby, company's performance. Six dimensions of TMC are all critical for mobilizing prosocial voice, which then improves productivity, OHS and enhancing employee capacity and job satisfaction. Research limitations/implications This research involved two sewing lines in two RMG factories in Bangladesh. Cross-sector and large-scale international quantitative research is also needed. Practical implications This research shows how TMC and Lean problem-solving teams can mobilize employee voice. Originality/value Employee voice is a central issue in the implementation of Lean. To the best of the author’s knowledge, for the first time, the authors show how the six dimensions of TMC influence Lean team members’ voice behaviour in the workplace and thereby how prosocial voice affects team performance.

Individuals' psychosocial voice barriers in lean problem-solving teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang ◽  
Rebeca Sultana
Keyword(s):  
Problem Solving ◽  
Team Performance ◽  
Mixed Method ◽  
Employee Voice ◽  
Role Perception ◽  
Voice Behavior ◽  
Content Type ◽  
Team Members ◽  
Problem Solving Teams ◽  
Prosocial Voice

PurposeVoice role identification and the psychosocial voice barriers represented by implicit voice theories (IVTs) affect lean team members' prosocial voice behavior and thereby lean team performance. This paper investigates how role definition and IVTs influence individual lean team-members' prosocial voice behavior during lean implementation.Design/methodology/approachThis research was conducted in four case readymade garment (RMG) factories in Bangladesh following a mixed-method research approach dominated by a qualitative research methodology. Under the mixed-method design, this research followed multiple research strategies, including intervention-based action research and case studies.FindingsThe findings suggest that voice role perception affects the voice behavior of the individual lean team members. The findings also demonstrate that voice role definition significantly influences individually held implicit voice beliefs in lean teams.Research limitations/implicationsThis research was conducted in four sewing lines in four RMG factories in Bangladesh. There is a need for a cross-sector and cross-country large-scale study that follows the quantitative research methods in different contexts.Practical implicationsThis research contributes to the operations management literature, especially in lean manufacturing, by presenting the difficulties of mobilizing employee voice in lean problem-solving teams. This work provides new knowledge to managers to address challenges and opportunities to ensure decent work and to improve productivity.Originality/valueThis research raises a key issue of employee voice and its influence on lean performance which addresses two critical areas of employee voice behavior in lean teams: team-members' voice role perception and implicit voice beliefs that influence their voice behavior in the workplace, thereby influencing team performance.

Greek hospital environments

2019 ◽  
Vol 32 (3) ◽  
pp. 645-652
Author(s):  
Kalliopi Brofidi ◽  
Konstantinos Vlasiadis ◽  
Anastas Philalithis
Keyword(s):  
Care Quality ◽  
Public Hospitals ◽  
Working Environment ◽  
Nurse Satisfaction ◽  
Content Type ◽  
Work Settings ◽  
Working Environments ◽  
Hospital Environments ◽  
Greek Hospital ◽  
Medical Wards

Purpose The purpose of this paper is three-fold: first, to assess nurse satisfaction levels with working environment (known as favourability) in five Greek public hospitals using the practice environment scale (PES); second, to compare perceptions among nurses employed in surgical and medical departments; and third, to examine relationships between perceptions and nurse educational level and experience. Design/methodology/approach In total, 532 nurses from five major public hospitals in Greece completed the PES. Descriptive statistics, t-tests and Spearman correlations were employed to analyse the data. Findings Nurses perceived their work settings as unfavourable in all five hospitals, with collegial nurse–physician relations emerging as the only positive factor. Compared to medical wards, surgical departments emerged as slightly more positive working environments. Work department notwithstanding, in some cases, education and experience levels affected their perceptions on management, poor care quality, limited nurse involvement in hospital affairs and nursing shortage. Practical implications Hospital managers do not provide sufficient support for Greek nurses in their working environments. Originality/value The authors attempted to evaluate nursing practice environments in Greek hospitals, viewed from nurse perspectives. The authors identified insufficient support for nurses’ working in these hospitals.

scholarly journals Employee voice and silence in auditing firms

2016 ◽  
Vol 38 (4) ◽  
pp. 563-577 ◽  
Author(s):  
Sean Donovan ◽  
Michelle O'Sullivan ◽  
Elaine Doyle ◽  
John Garvey
Keyword(s):  
Small Businesses ◽  
Employee Performance ◽  
Knowledge Exchange ◽  
Employee Voice ◽  
Structured Interviews ◽  
Speaking Up ◽  
Content Type ◽  
Professional Employees ◽  
Employee Silence ◽  
Voice And Silence

Purpose – The purpose of this paper is to present an exploratory study of employee voice and silence in international auditing firms. The authors examine two key questions: what is the propensity of employees in training to speak up on workplace problems and how would management react to employees in training speaking up on workplace problems? Design/methodology/approach – The authors compare and contrast the views of employees on training contracts with management including partners. Semi-structured interviews were carried out with eight managers/partners and 20 employees working in six large auditing firms in Ireland. Findings – The authors find that employees on training contracts have a high propensity to remain silent on workplace problems. Quiescent and acquiescent forms of silence were evident. Management expressed willingness to act on employee voice on workplace problems concerning business improvements and employee performance but were very resistant to voice in regard to a change in working conditions or a managers’ performance. Employees and management couched employee voice in terms of technical knowledge exchange rather than being associated with employee dissatisfaction or having a say in decision making. Originality/value – The authors highlight how new professional employees are socialised into understanding that employee voice is not a democratic right and the paper provides insight on the important role of partners as owner/managers in perpetuating employee silence. Previous research on owner/managers has tended to focus on small businesses while the auditing firms in this study have large numbers of employees.

Examining team performance: the role of psychological contracts and engagement among co-workers

2020 ◽  
Vol 8 (3) ◽  
pp. 327-343
Author(s):  
Frits Schreuder ◽  
René Schalk ◽  
Sasa Batistič
Keyword(s):  
Team Performance ◽  
Psychological Contract ◽  
Work Teams ◽  
Psychological Contracts ◽  
Working Environment ◽  
Work Team ◽  
Role Performance ◽  
Content Type ◽  
Team Members

PurposeThe aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.Design/methodology/approachEmployees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.FindingsThe results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.Practical implicationsEmployees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.Originality/valueLaulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.

Individual and managerial predictors of the different forms of employee voice

2019 ◽  
Vol 38 (7) ◽  
pp. 582-603 ◽  
Author(s):  
Ela Unler ◽  
Sibel Caliskan
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Speak Up ◽  
Management Attitude

Purpose Analysis of employee voice has focused on the reasons and managerial issues regarding the available environment to speak up. The purpose of this paper is to understand the effect of management attitude on employee voice with the mediating effect of individual’s perceived psychological safety (PPS). Besides, the role of job satisfaction (JS) and being individualist/collectivist as moderators over the effect of psychological safety on employee voice are analyzed. Design/methodology/approach The authors constructed a framework based on Maynes and Podsakoff’s (2014) view that identifies four different types of voice behavior (supportive, constructive, defensive and destructive). In total, 286 questionnaires were collected from employees working in telecommunication industry. Findings Based on analysis, positive management attitude facilitates supportive and constructive voice (CV) and reduces destructive voice (DESV). PPS mediates the relationship with management attitude and DESV. JS level facilitates supportive CV and reduces DESV. Collectivism level of employees moderates PPS and DESV. Path analysis results showed a similar model for mediation effect of safety, and showed a better model fit and explanation for trust mediation between LMX and supportive, constructive and DESV. Supported assumptions would be discussed-based social exchange theory and signaling theory. Research limitations/implications The sample is relatively small which limits the external validity of the findings. Practical implications Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust. Originality/value This study is one of the first that integrates not only constructive but also DESV into the model.

Exploring remote and onsite employees’ preferred appreciation languages prior to COVID-19 and during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul White
Keyword(s):  
Employee Engagement ◽  
Age Groups ◽  
Work Setting ◽  
Organizational Leaders ◽  
Content Type ◽  
Team Members ◽  
Remote Employees ◽  
Internal Characteristic ◽  
Age Range ◽  
The Impact

Purpose Communicating appreciation to employees has been shown to be an important factor in contributing to employee engagement and making workplaces more effective. Research has shown that employees differ in how they desire to be shown appreciation. The purpose of this paper is to examine how working remotely (vs onsite), the experience of the COVID-19 pandemic and employees’ age group impacted the ways employees want to be shown appreciation at work. Design/methodology/approach Using the five Languages of Appreciation as a framework (Chapman and White, 2019), over 200,000 individuals’ results from the Motivating By Appreciation Inventory were compared across various groups. The dependent variable: (Primary Language of Appreciation) was examined in light of three independent variables: work setting (onsite vs remote), timeframe (pre-COVID-19 vs during COVID-19) and age range of the employee. Findings Preferences for how to be shown appreciation were quite stable across work setting, timeframe and age range, suggesting that one’s preferred ways of being shown appreciation is largely an internal characteristic that is only mildly influenced by external factors. Minor trends were found when comparing various age groups and remote vs onsite employees. Originality/value Understanding the impact of the COVID-19 pandemic on employees’ desires for appreciation is critical for organizational leaders. With vast numbers of new remote employees in the workforce, understanding how they are similar to and vary from onsite employees is paramount for addressing the needs of all team members. This study provides valuable information on both topics, as well as differences across age groups.

Employee silence and burnout in India: the mediating role of emotional intelligence

2019 ◽  
Vol 48 (4) ◽  
pp. 1045-1060 ◽  
Author(s):  
Shalini Srivastava ◽  
Ajay K. Jain ◽  
Sherry Sullivan
Keyword(s):  
Emotional Intelligence ◽  
Western Country ◽  
Job Burnout ◽  
Work Outcomes ◽  
Employee Voice ◽  
Content Type ◽  
Mediating Role ◽  
Employee Silence ◽  
The Relationship

Purpose Although considerable research has been completed on employee voice, relatively few studies have investigated employee silence. The purpose of this paper is to examine the relationship between employee silence and job burnout as well as the possible mediating role of emotional intelligence (EI) on the silence-burnout relationship. Design/methodology/approach This paper reports the findings of an empirical study based upon the survey of 286 managers working in four different states in India. Correlational and mediated regression analyses were performed to test four hypotheses. Findings Contrary to findings from studies conducted in Western countries in which employee silence was positively related to undesirable work outcomes, in this study, employee silence was negatively related to job burnout. Additionally, results indicated that the relationship between employee silence and job burnout was mediated by EI. These findings suggest the importance of considering country context and potential mediating variables when investigating employee silence. Practical implications This study demonstrates how Indian employees may strategically choose employee silence in order to enhance job outcomes. Originality/value This study is one of the few efforts to investigate employee silence in a non-western country. This is first study that has examined the role of EI as a mediating variable of the relationship between employee silence and job burnout in India.

scholarly journals Voice and silence as immediate consequences of job insecurity

2020 ◽  
Vol 25 (2) ◽  
pp. 204-220 ◽  
Author(s):  
Kimberley Breevaart ◽  
Sergio Lopez Bohle ◽  
Jan Luca Pletzer ◽  
Felipe Muñoz Medina
Keyword(s):  
Job Insecurity ◽  
Underlying Mechanism ◽  
Employee Voice ◽  
Negative Effects ◽  
Short Term ◽  
Content Type ◽  
Employee Silence ◽  
And Control ◽  
Voice And Silence ◽  
Practical Implications

Purpose The purpose of this paper is to examine the weekly effects of job insecurity on employee voice and silence. Specifically, the authors argue that because employment fulfils important needs, employees’ needs are less fulfilled when they feel that their job is at risk (i.e. high job insecurity). Consequently, the authors argue that employees engage in less voice and more silence because when employees’ needs are not fulfilled, they are less committed to the organization and/or protect their personal resources. Design/methodology/approach The authors tested their hypotheses in a five-week long diary study among 97 employees. Findings The authors found that employees reported lower need fulfilment in those weeks and the week after job insecurity was higher, which, in turn, decreased employee voice and increased employee silence in those weeks and the week after. Research limitations/implications The study shows that feelings about one’s job insecurity fluctuate from week to week and that the weekly negative effects associated with increased job insecurity can be explained from a needs fulfilment perspective. The study also highlights the importance of studying voice and silence simultaneously. Practical implications Managers could indirectly increase employees’ voice and decrease employees’ silence by reducing feelings of job insecurity to increase employees’ feelings of predictability of and control over their future. Originality/value The authors studied short-term effects of job insecurity on both employee voice and silence, and examined need fulfilment as an underlying mechanism to explain the effects of job insecurity.

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