High-commitment work systems and employee voice

2019 ◽  
Vol 41 (4) ◽  
pp. 811-827 ◽  
Author(s):  
Junwei Zhang ◽  
Muhammad Naseer Akhtar ◽  
Yajun Zhang ◽  
Yasin Rofcanin
Keyword(s):  
Organizational Support ◽  
Design Methodology ◽  
Social Contexts ◽  
Employee Voice ◽  
Voice Behavior ◽  
Line Managers ◽  
Work Systems ◽  
Content Type ◽  
The Relationship ◽  
Integrate Research

Purpose Although scholars have suggested that employees often carefully consider social contexts before enacting voice, few studies have explored whether firms foster employee voice behavior by adopting a set of systematic HR practices, namely, high-commitment work systems (HCWS). By integrating the literature on HCWS and voice, the purpose of this paper is to explore the mechanisms of how HCWS utilization influences employee voice. Design/methodology/approach The authors adopted multilevel analyses with HLM software to examine the research hypotheses. The authors collected data from a sample of 290 employees and 58 line managers from 11 software design and development firms in China. Findings HCWS utilization positively affected employee-experienced HCWS which enhanced psychological safety and perceived organizational support, and in turn employee voice behavior. In addition, HCWS utilization positively influenced employee-experienced HCWS, and subsequently increased voice efficacy. However, contrary to the expectations, voice efficacy was not related to employee voice. Originality/value The study is the first to integrate research on HCWS and voice. By building on the theory of planned behavior, the authors provide new insights into the relationship between HCWS utilization and employee voice and inspire researchers to elucidate other explanatory mechanisms in this link.

The role of supervisors on employees’ voice behavior

2019 ◽  
Vol 40 (1) ◽  
pp. 85-96 ◽  
Author(s):  
SuJin Son
Keyword(s):  
Social Information Processing ◽  
Employee Voice ◽  
Hierarchical Regression ◽  
Voice Behavior ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Moderating Factors ◽  
The Relationship

PurposeDrawing on social learning theory and social information processing theory, the purpose of this study is to examine how perceived supervisor’s voice behavior relates to employees’ own voice behavior both directly and indirectly through trust in supervisor. In particular, this study also investigates the moderating role of gender in the relationship between trust in supervisor and employee voice behavior. Further, this study proposes that gender moderates the indirect effect of perceived supervisor’s voice behavior on employee voice behavior via trust in supervisor.Design/methodology/approachThe proposed hypothesis was tested by using hierarchical regression analyses and Hayes’ PROCESS macro.FindingsThe results show that perceived supervisor’s voice behavior is positively related to an employee’s own voice behavior and trust in supervisors. In particular, trust in supervisors mediates the relationship between perceived supervisor’s voice behavior and employee’s own voice behavior. Additionally, the relationship between trust in supervisor and employees’ voice behavior was stronger for female employees.Originality/valueThe current study investigates employees’ perception of immediate supervisor’s voice behavior that encourages employees to speak up, thereby providing a more nuanced understanding of the factors that facilitate employee voice behavior. In particular, this study advances the understanding of how and why employees’ perception of supervisors’ voice behavior relates to employees’ voice behavior by examining the mediating and moderating factors.

Supportive leadership, proactive personality and employee voice behavior

2019 ◽  
Vol 34 (1) ◽  
pp. 2-18 ◽  
Author(s):  
Mervat Mohamed Elsaied
Keyword(s):  
Design Methodology ◽  
Psychological Safety ◽  
Proactive Personality ◽  
Employee Voice ◽  
Voice Behavior ◽  
Supportive Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Immediate Supervisor

Purpose The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee voice behavior. Design/methodology/approach The data were collected from 268 employees, and 56 were their immediate supervisors, in three Egyptian companies belonging to footwear and headgear sector. Employees and their immediate supervisors provided data on separate questionnaires and different occasions; an identification number was used to match each employee’s questionnaire with the response of his/her immediate supervisor. Findings The results indicated that both supportive leadership and proactive personality had a positive and significant effect on voice behavior. In addition, the results showed that psychological safety fully mediated the relationships among supportive leadership, proactive personality and employee voice behavior. Originality/value This study contributes to the literature by linking supportive leadership, proactive personality and employee voice behavior. It clarifies how and why supportive leadership and proactive personality can stimulate voice behavior.

scholarly journals Unravelling the foci of employee commitment

2017 ◽  
Vol 4 (1) ◽  
pp. 2-17 ◽  
Author(s):  
Kenneth Cafferkey ◽  
Brian Harney ◽  
Tony Dundon ◽  
Fiona Edgar
Keyword(s):  
Psychological Contract ◽  
Design Methodology ◽  
Employee Commitment ◽  
Line Managers ◽  
Content Type ◽  
Impact Performance ◽  
Critical Scrutiny ◽  
The Republic ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to extend understanding regarding the basis and foci of employee commitment. It does so by exploring the direction towards employee centric rather than an assumed organisation basis of commitment. Design/methodology/approach Survey data of over 300 employees from a variety of organisations in the Republic of Ireland were collected. Data focussed on worker orientations and their foci of commitment. Findings The findings confirm a more pluralistic and mixed basis to the antecedents of worker commitment, as opposed to an assumed human resource management unitarist ideology often promoted by organisational managers. At the level of individual workers, a dominant focus for commitment relates to career development and the milieu of an immediate workgroup. Practical implications There are three implications. First, mutual gains possibilities are not straightforward and there are practical pitfalls that employee interests may get squeezed should managerial and customer interests take precedence. Second, there remain competing elements between job security, flexibility and autonomy which can impact performance. Finally, line managers are key conduits shaping commitment and especially psychological contract outcomes. Originality/value This paper unpacks the relationship between ideological orientation and an individual’s foci of commitment. The research found that traditional orientations and foci of commitment are deficient and that simplified individualistic interpretations of the employment relationship are complex and require more critical scrutiny.

Roles of gender and basic need satisfaction in decent work perception and voice behavior

2020 ◽  
Vol 43 (1) ◽  
pp. 263-278
Author(s):  
Wenyuan Huang ◽  
Jie Shen ◽  
Chuqin Yuan ◽  
Min Li
Keyword(s):  
Social Information Processing ◽  
Need Satisfaction ◽  
Employee Voice ◽  
Voice Behavior ◽  
Decent Work ◽  
Content Type ◽  
Basic Need Satisfaction ◽  
Processing Theory ◽  
Basic Need ◽  
The Relationship

PurposeHow to foster voice behavior has always been a hot topic in organizational research; however, the mechanism through which performing decent work affects employee voice behavior remains to be fully understood. To address this deficiency, the current study investigates how basic need satisfaction may relate to perceived decent work and voice behavior and the moderating role of gender. Our research draws upon self-determination theory and social information processing theory.Design/methodology/approachThe theoretical model was tested using two-wave investigation data collected from a sample of 349 employees and 85 supervisors in Southwest China.FindingsDecent work perception was positively related to voice behavior, and this relationship was partially mediated by basic need satisfaction. In addition, the relationship between decent work perception and basic need satisfaction as well as the indirect effect of decent work perception on voice behavior via basic need satisfaction was stronger for men than for women.Originality/valueThis study highlights the pivotal roles of basic need satisfaction and gender in the consequences of decent work perception in the workplace. The authors provide new insights into the relationship between decent work perception and voice behavior and inspire scholars to elucidate other explanatory mechanisms in this link.

scholarly journals Unpacking the relationship between high-performance work systems and innovation performance in SMEs

2019 ◽  
Vol 48 (4) ◽  
pp. 977-1000 ◽  
Author(s):  
Khuram Shahzad ◽  
Pia Arenius ◽  
Alan Muller ◽  
Muhammad Athar Rasheed ◽  
Sami Ullah Bajwa
Keyword(s):  
Research Design ◽  
High Performance ◽  
Longitudinal Research ◽  
Innovation Performance ◽  
Employee Voice ◽  
Future Research ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

Purpose The purpose of this paper is to explore the black box between high-performance work systems (HPWS) and innovation performance in small- and medium-sized enterprises (SMEs). Through application of the ability, motivation and opportunity (AMO) framework, the study examines the mediating roles of innovation-specific ability, motivation and voice behaviors between HPWS and SMEs’ innovation performance. Design/methodology/approach The hypotheses are tested on data collected through a self-administered questionnaire from 237 SMEs in Pakistan. Findings Findings indicate that human capital, motivation and employee voice fully mediate the relationship between HPWS and innovation performance in SMEs. Research limitations/implications The cross-sectional research design and self-reported measures warrant caution for the interpretation of findings. Future research may consider a longitudinal research design and objective measures. Practical implications SMEs need to invest in the adoption and implementation of HPWS that will develop innovation-specific abilities, motivation and voice behaviors simultaneously among employees that will lead to higher innovation performance. Originality/value This is the first study of its kind utilizing an AMO framework to investigate the underlying mechanism through which HPWS affect innovation performance in SMEs.

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jola-Ade Ashiru ◽  
Galip Erzat Erdil ◽  
Dokun Oluwajana
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Service Organization ◽  
Employee Voice ◽  
Organization Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

Supportive leadership and EVB

2019 ◽  
Vol 38 (3) ◽  
pp. 225-237 ◽  
Author(s):  
Mervat Elsaied
Keyword(s):  
Positive Relationship ◽  
Preliminary Evidence ◽  
Proactive Personality ◽  
Mediating Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Supportive Leadership ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between supportive leadership and employee voice behavior by examining the mediating role of employee advocacy, and the moderating role of proactive personality.Design/methodology/approachThe model was tested by using data that were collected from 402 supervisors, and 87 subordinates who were working in 6 firms belonging to the stone and Glass sector, in the Tenth Ramadan city, Egypt. The employees and their immediate supervisors provided data on separated questionnaires, and different occasions. Then, an identification number was used by the author to match each employee questionnaire with the response of his/ her immediate supervisor.FindingsThe results revealed that employee advocacy fully mediated the positive relationship between supportive leadership and employee voice behavior. Also, it also found that proactive personality moderated the relationship between supportive leadership and employee voice behavior, such that the relationship was stronger for people lower rather than higher in proactive personality.Originality/valueThis empirical paper provides preliminary evidence of the mediating effect of employee advocacy in the positive relationship between supportive leadership and employee voice behavior. The model extends the existing results by adding substantive moderate proactive personality to explain how the effect of supportive leadership on employee voice behavior.

Transformational leadership and voice behaviors

2018 ◽  
Vol 47 (3) ◽  
pp. 694-708 ◽  
Author(s):  
Shyh-Jer Chen ◽  
Miao-Ju Wang ◽  
Shih-Han Lee
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Meaningful Work ◽  
Vital Role ◽  
Voice Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Questionnaire Method ◽  
The Relationship ◽  
Prohibitive Voice

Purpose The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior. Design/methodology/approach In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies. Findings The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations. Originality/value This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.

Can coaching leadership encourage subordinates to speak up? Dual perspective of cognition-affection

2019 ◽  
Vol 40 (4) ◽  
pp. 485-498 ◽  
Author(s):  
Chuqin Yuan ◽  
Yanfei Wang ◽  
Wenyuan Huang ◽  
Yu Zhu
Keyword(s):  
Affective Commitment ◽  
Southern China ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Individual Level ◽  
Research Findings ◽  
Dual Perspective ◽  
Coaching Leadership ◽  
The Relationship

PurposeThe purpose of this paper is to explore the influencing mechanism of coaching leadership (CL) on employee voice behavior (VB) based on cognitive-affective system theory of personality (CAPS). Specifically, the study intends to build a model of psychological security (PS) and openness to change (OC) that mediate the relationship between CL and employee VB at an individual-level and group-level from cognitive-affective dual perspective.Design/methodology/approachCL, employee VB, PS and OC were assessed in an empirical study based on a supervisor–subordinate dyads sample of 287 employees and 72 team leaders from enterprises in Southern China.FindingsFrom CAPS theory perspective, the authors found that CL promotes employee VB and that PS and OC mediate the relationship between CL and VB.Practical implicationsResults underscore the importance of encouraging managers to engage in CL behaviors, which are conductive to enhancing employee PS and OC thereby improving employee VB. These results also highlight the significance of managerial attention to a secure voice atmosphere and the improvement of employees’ affective commitment to organizational change.Originality/valueThe research findings provide a significant contribution to the literature in that it shows PS and OC as crucial dual mediating mechanism through which CL influences VB. Moreover, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.

Job embeddedness and employee enactment of innovation-related work behaviours

2018 ◽  
Vol 39 (2) ◽  
pp. 222-239 ◽  
Author(s):  
Alan Coetzer ◽  
Chutarat Inma ◽  
Paul Poisat ◽  
Janice Redmond ◽  
Craig Standing
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
Design Methodology ◽  
Positive Relationship ◽  
Job Embeddedness ◽  
Economic Viability ◽  
Line Managers ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose In a highly competitive globalised environment, the innovation behaviour of employees plays a key role in the economic viability and competitive advantage of organisations. In this context, developing the understanding of innovation work behaviour is important for the field of individual innovation and this is the focus of the study. The paper aims to discuss this issue. Design/methodology/approach Data were collected using a survey from 549 employees in organisations operating in four major business centres in South Africa. Findings On-the-job embeddedness was positively and significantly related to innovation behaviours by employees in organisations operating in diverse industries. Consistent with the view that small organisations have a “behavioural” innovation advantage over larger organisations, the size of the organisation moderated the positive relationship between on-the-job embeddedness and innovation behaviours. On-the-job embeddedness was more positively related to innovation behaviours in small organisations than in larger organisations. Practical implications Employees who are highly embedded in their jobs (but not necessarily their communities) are more likely to enact innovation behaviours than employees who are not similarly embedded. Human resource management professionals and line managers can potentially foster employee innovation behaviours through adopting strategies aimed at positively influencing the fit, links and sacrifice dimensions of on-the-job embeddedness. Originality/value The study contributes to theoretical and empirical expansion of job embeddedness (JE) by examining: how work and non-work forces that attach employees to their organisations influence their propensity to enact innovation behaviours; and how organisation size moderates the relationship between JE and innovation behaviours. The results will help managers who wish to foster innovation.

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