How and when group cohesion influences employee voice

2020 ◽  
Vol 35 (3) ◽  
pp. 142-154
Author(s):  
Fang Kong ◽  
Peng Liu ◽  
Jie Weng
Keyword(s):  
Psychological Safety ◽  
Group Cohesion ◽  
Situational Factors ◽  
Mediating Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Path Analyses ◽  
Cross Sectional Design

PurposeThis study examines how and when group cohesion influences employee voice.Design/methodology/approachThe sample comprises 215 employees from 41 workgroups in China. Multilevel path analyses were used to test the hypotheses.FindingsThe results show that group cohesion is positively related to employee voice. Group psychological safety mediates the positive relationship between group cohesion and employee voice. Further, high cohesion strength enhances the association of group cohesion with employee voice as well as the mediating effect of group cohesion on voice behavior through group psychological safety.Research limitations/implicationsThis study employs a cross-sectional design and does not establish causal relationships among the variables examined. This study offers research implications because it adds to our knowledge on the situational antecedents of voice behavior.Practical implicationsThe findings suggest that group cohesion plays an important role in influencing employee voice. To encourage employees to speak up, managers should pay attention to group cohesion in terms of both cohesion level and strength.Originality/valueThis study is the first to examine the mechanism and condition of the effect of group cohesion on employee voice, thus extending knowledge on the situational factors influencing voice behavior.

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 the impact of abusive supervision on employee' voice behavior in Chinese construction industry: a moderated mediation analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naseer Abbas Khan ◽  
Ali Nawaz Khan
Keyword(s):  
Construction Industry ◽  
Work Engagement ◽  
Self Efficacy ◽  
Abusive Supervision ◽  
Mediating Effect ◽  
Psychological Climate ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
The Impact

PurposeThe purpose of this study is to explore the impact of abusive supervision on employees' voice in China's construction industry. Moreover, the authors explore the mediating role of ethics-related self-efficacy and work engagement and the moderating influence of psychological climate in explaining the association between abusive supervision and employee voice behavior.Design/methodology/approachThis study used data in pairs collected from 402 supervisors and employees of construction companies in Anhui, China. In this study, the authors used the time-lag approach to collect data in three-time waves from different respondents. A structural equation modeling (SEM) approach was applied to test the hypothesized model.FindingsThe results of this study indicate that there is a significant association between abusive supervision and employee voice. Moreover, the results indicated that work engagement mediated the association between abusive supervision and employees' voice. In contrast, self-efficacy did not mediate the link between abusive supervision and employee voice. Furthermore, results also show that the contingent effect of psychological climate significantly influences the mediating effect of work engagement.Originality/valueThis study also has implications for the construction industry, allowing managers to create a favorable working atmosphere in which employees can reinforce their voices at work.

Interpersonal antecedents to employee upward voice: mediating role of psychological safety

2018 ◽  
Vol 67 (9) ◽  
pp. 1510-1525 ◽  
Author(s):  
Sriji Edakkat Subhakaran ◽  
Lata Dyaram
Keyword(s):  
Structural Equation ◽  
Psychological Safety ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Manager Behavior ◽  
The Impact

Purpose Despite the increasing prominence of employee voice in organizational innovation and productivity, employees continue to struggle to influence matters that affect them at work. The purpose of this paper is to model work group context and manager behavior as the predictors of employee upward voice. Further, a mediating role of employee psychological safety is examined in this link. Design/methodology/approach With data from 575 employees representing various technology firms in India, the authors test the hypothesized relationships using covariance-based structural equation modeling. Findings Results indicate coworkers upward voice and manager pro-voice behavior to significantly impact employee upward voice with a mediating impact of psychological safety. This implies that perceived psychological safety plays a significant role in explaining the impact, coworkers and manager behavior would have on regulating employee upward voice. Originality/value This study contributes to the employee voice literature from an Indian context, where upward communication is culturally discouraged.

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.

Building organizational innovation through HRM, employee voice and engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marcia Carvalho de Azevedo ◽  
Francine Schlosser ◽  
Deborah McPhee
Keyword(s):  
Lived Experience ◽  
Employee Engagement ◽  
Organizational Innovation ◽  
Employee Voice ◽  
Voice Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Daily Work ◽  
Established Firms

PurposeTo investigate how HRM in an established organization can support employee voice and engage employees to be innovative in their everyday lived experience.Design/methodology/approachThe research is based on a case study of an innovation event in an organization, where 27 employees were interviewed about the emotional, cognitive and behavioral aspects of their engagement in innovation.FindingsFindings highlight the importance of continuing HRM's involvement during an entire event process to connect innovation events with everyday work. HRM has a central role in initiatives that intend to support voice and stimulate the engagement of diverse employees in innovation in established firms.Research limitations/implicationsThis was a qualitative and cross-sectional case study of one organization and one event offered two years in a row.Practical implicationsIn order to promote innovation, HR and senior management should foster an environment that motivates employees and promotes voice behavior (Morrison, 2014). HRM can create multiple methods of engagement, acknowledging the diversity of the workforce profile and its specific needs. HRM has an important role within an innovation strategy; as it can, together with other areas, create, develop and maintain actions that support and recognize innovative ideas and encourage employees to become actively engaged with the inclusion of innovation in their daily work life. Specifically, innovation exercises are an activity with much potential to foster voice and promote engagement towards innovation.Originality/valueWe develop a model proposing relationships between HRM, employee voice, employee engagement, cross-department collaboration and innovation. The study also considers the engagement of a diverse group of employees in an established company context.

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.

How and when abusive supervision influences knowledge hiding behavior: evidence from India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Upasna A. Agarwal ◽  
James Avey ◽  
Keke Wu
Keyword(s):  
Psychological Safety ◽  
Abusive Supervision ◽  
Self Esteem ◽  
Full Time ◽  
Cross Sectional ◽  
Content Type ◽  
Time Lagged ◽  
Cross Sectional Design ◽  
Knowledge Hiding ◽  
The Impact

Purpose This study aims to investigate the differential roles of self-esteem and co-rumination in the mediated relationship between abusive supervision and knowledge hiding via psychological safety. Design/methodology/approach The study used a three-wave time-lagged design and data were collected from 388 full-time employees in India. Findings The results show that psychological safety mediated the impact abusive supervision had on knowledge hiding. Further, this impact was weakened by higher self-esteem as employees with higher self-esteem were less affected by the impact of abusive supervision on psychological safety and knowledge hiding; but this impact was amplified by more co-rumination as employees who co-ruminated more were also more affected by abusive supervision in psychological safety and knowledge hiding. Research limitations/implications A cross-sectional design and the use of self-reported questionnaires are a few limitations of this study. Originality/value This study took a purposeful deviation from the traditional path of organizational justice to the study of abusive supervision and psychological safety and endeavored an alternate route, one of resource conservation. Further, employees have diverse reasons that heighten or dampen their inclination to hide knowledge from others in the workplace. The study examines co-rumination and self-esteem as possible boundary conditions.

Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Junaid Aftab ◽  
Huma Sarwar ◽  
Anam Amin ◽  
Alina Kiran
Keyword(s):  
Job Performance ◽  
Ethical Leadership ◽  
Decisive Role ◽  
Simple Random Sampling ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Primary Data ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design

Purpose Leadership has a decisive role in the success of all types of businesses and firms, including small- and medium-sized enterprises (SMEs), and the ethical behavior of leaders is a key component which brings a sense of respect, fulfillment, trustworthiness and acceptance among the employees, which later become visible in their job performance (JP). This study aims to check the immediate effect of ethical leadership (EL) on employee’s JP (EJP) and also explore the indirect mediating effect of corporate social responsibility (CSR) on this EL and EJP nexus. Design/methodology/approach Primary data was obtained from the employees of manufacturing SMEs of Northern Italy using a cross-sectional design from the end of 2019 to the start of 2020. This paper circulated 450 self-administered questionnaires using simple random sampling, and 202 (44.88%) valid questionnaires were returned. The PROCESS macro was performed using statistical package for social sciences to ensure whether or not EL affects EJP and is there any mediation effect of CSR present in this nexus. Findings The results indicate that EL has a strong positive connection with EJP and CSR. Interestingly, CSR positively influences EJP. Furthermore, the results also report the strong mediating effect of CSR in the nexus of EL and EJP. Originality/value This scholarly work seeks to contribute not only to the literature of EL and EJP but also enriches the understanding of this EL-EJP association by highlighting the indirect effect of mediating variable CSR in the SME sector.

Transformational leadership and change related voice behavior

2016 ◽  
Vol 37 (3) ◽  
pp. 357-368 ◽  
Author(s):  
Mari Svendsen ◽  
Thomas S. Joensson
Keyword(s):  
Transformational Leadership ◽  
Affective Commitment ◽  
Planning Process ◽  
Voice Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Perceived Change ◽  
Cross Sectional Design ◽  
The Relationship

Purpose – The purpose of this paper is to explore the relationship between transformational leadership and voice during the change-planning process. The authors propose a moderated mediation model to investigate the relationship between voice, other change-related variables, and the boundary conditions of transformational leadership. Design/methodology/approach – The authors collected survey data from 124 employees and their leaders in a medical technology company in Norway. The organization was planning a major restructuring of its working procedures. The authors analyzed the data using PROCESS and a fixed effect approach. Findings – The results suggest that transformational leadership has no effect on change-related voice (CRV) by itself. However, there is an indirect effect through affective commitment to change. This effect is conditional on the employees’ level of perceived change impact. Research limitations/implications – The paper is limited by the cross-sectional design of the study. Other potential limitations are discussed. Originality/value – The paper is the first to explore the relationship between transformational leadership and CRV, and is thus interesting for practitioners who wish to increase the level of CRV from their employees. Furthermore, researchers interested in organizational change and proactivity constructs such as voice will also find the paper valuable.

Effects of supportive work environment on employee retention

2017 ◽  
Vol 25 (4) ◽  
pp. 703-722 ◽  
Author(s):  
Subhash C. Kundu ◽  
Kusum Lata
Keyword(s):  
Work Environment ◽  
Employee Retention ◽  
Mediating Effect ◽  
Primary Data ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Engagement ◽  
Cross Sectional Design ◽  
Indian Setting ◽  
The Relationship

Purpose The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and employee retention. Design/methodology/approach Primary data of 211 respondents from 67 organizations were analysed. Confirmatory factor analysis was used to assess the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis. Findings The findings suggest that SWE plays a crucial role in predicting employee retention. Organizational engagement partially mediates the relationship between SWE and employee retention. Research limitations/implications The data were limited to the Indian setting and of cross-sectional design only; so, it may not be generalized across the world. Further, the sample size is also comparatively smaller but the results are not affected adversely. Originality/value The role of SWE along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyse the mediating effect of organizational engagement in the relationship between SWE and employee retention.

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