“Called” To Speak Out: Employee Career Calling and Voice Behavior

2022 ◽  
pp. 089484532110649
Author(s):  
Jiatian (JT) Chen ◽  
Douglas R. May ◽  
Catherine E. Schwoerer ◽  
Matt Deeg
Keyword(s):  
Structural Equation ◽  
Behavioral Measure ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Law Enforcement Agency ◽  
Felt Responsibility ◽  
Organizational Tenure ◽  
Career Calling ◽  
Promotive Voice

This study is the first one to explore the relation between career calling and employee voice and two potential mediators of this relationship, felt responsibility for constructive change and employee optimism about the future. Surveys from 406 employees of a law enforcement agency in the Midwest U.S. were analyzed using logistic regression and bootstrapping method with Structural Equation Modeling (SEM) to examine support for the hypotheses’ main and mediating effects. A behavioral measure was used to capture employees’ promotive voice behavior. Results indicated that individuals with stronger career calling were more likely to engage in promotive voice, after controlling for personality, perceptions toward work, and organizational tenure. In addition, career calling was positively associated with both felt responsibility and employee optimism. Finally, felt responsibility for constructive change fully mediated the relationship between career calling and promotive voice. The implications of these findings for researchers and practitioners are discussed.

Efficacy beliefs and employee voice: the role of perceived influence and manager openness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
R. Prince ◽  
M.K. Rao
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Cognitive Theory ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Content Type ◽  
Influence At Work ◽  
Managerial Openness ◽  
Prohibitive Voice

PurposeThe 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/approachThis 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.FindingsThe 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/valueThis 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.

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.

Psychological safety, employee voice, and work engagement

2020 ◽  
Vol 48 (3) ◽  
pp. 1-7
Author(s):  
Yuanqin Ge
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Psychological Safety ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Mediating Role ◽  
Safety Work ◽  
Shed Light

I examined the relationships among psychological safety, employee voice, and work engagement. Based on a literature review, I hypothesized that psychological safety would directly affect employees' engagement at work, and indirectly affect work engagement via employee voice. A validated survey was used to collect data from 153 employees of a large manufacturing company in China. The results of structural equation modeling offered support for the full mediating role of employee voice in the psychological safety–work engagement relationship. Employees who perceived psychological safety were more likely to exhibit voice behavior; employee voice, in turn, promoted work engagement. These findings extend prior research and shed light on how employees' psychological safety affects their work engagement. Discussion and implications of the results are presented.

scholarly journals Leadership and Team Values Shape Employee Engagement: Test of a Multilevel Moderated Mediation Model

2018 ◽  
Vol 13 (4) ◽  
pp. 23
Author(s):  
Masaki Matsunaga
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Power Distance ◽  
Value Orientations ◽  
Multilevel Structural Equation Modeling ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Moderated Mediation Model ◽  
The Impact

The current research scrutinized how a leader’s communication and team value orientations interactively relate to employee engagement. The proposed model hypothesized that the impact of leadership on engagement would be mediated by followers’ trust toward a leader and this leadership-trust-engagement linkage would be moderated by team power distance and collectivism; in addition, employee voice behavior was examined as a behavioral manifestation of engagement. The results of multilevel structural equation modeling analyses with the data collected at a large electronics company in Japan (n = 638 members and 68 team leaders) revealed that transformational leadership was positively associated with employee trust and engagement when team power distance and collectivism were high, but not when those team values were low. Transactional leadership had negative effects on trust and engagement, regardless of team values. Finally, engagement was strongly positively associated with employee voice behavior. Theoretical and practical implications of these findings are discussed.

Supervisor‐Subordinate Guanxi and Employee Voice Behavior: Trust in Supervisor as a Mediator

2018 ◽  
Vol 46 (7) ◽  
pp. 1169-1178 ◽  
Author(s):  
Peilin Yan
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Mediating Effect ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Private Companies ◽  
Work Related ◽  
Wide Range ◽  
The Relationship

Previous researchers have shown that supervisor‐subordinate guanxi (s‐s guanxi) is related to a wide range of subordinates’ work-related outcomes, such as voice behavior; however, few have examined the correlation between s‐s guanxi and employee voice behavior. With a sample of 221 employees and their supervisors from 3 private companies in China, I examined the mediating effect of trust in supervisor on the relationship between s‐s guanxi and employee voice behavior by using structural equation modeling and bootstrapping analysis. Results showed that s‐s guanxi was positively related to employees’ promotive and prohibitive voice, and that trust in supervisor partly mediated these correlations. My findings extend extant research on the effects of s‐s guanxi on employee voice behavior and can be used as a guide by companies adopting diverse measures to achieve good s‐s behavior and, in turn, inspire employees’ voice behavior.

Workplace fun and voice behavior: The mediating role of psychological safety

2020 ◽  
Vol 48 (11) ◽  
pp. 1-8
Author(s):  
Guodong Yang ◽  
Liyin Wang
Keyword(s):  
Structural Equation ◽  
Psychological Safety ◽  
Employee Voice ◽  
Equation Modeling ◽  
Future Research ◽  
Proactive Behavior ◽  
Voice Behavior ◽  
Mediating Role ◽  
Workplace Fun

We proposed a theoretical model explaining why workplace fun might enhance the proactive behavior of employee voice, and explored the mediating role of psychological safety in this relationship. Data were collected from a sample of 223 part-time students at three universities located in China, who were taking a Master of Business Administration course. The results of structural equation modeling show that workplace fun had a direct, significantly positive relationship with employee voice behavior, and that there was also an indirect effect through the mediator of psychological safety. These findings shed light on the ways in which workplace fun helps to increase employee voice behavior. Managers of organizations should consider ways to create a work environment that is fun to promote employees' psychological safety and voice behavior. Limitations and directions for future research are discussed.

scholarly journals Toxic leadership and collective organizational engagement: Does employee voice mediate the effect?

2021 ◽  
Vol 17 (1) ◽  
Author(s):  
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Service Sector ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Toxic Leadership ◽  
Negative Effects ◽  
Organizational Engagement ◽  
The Impact

Drawing upon the theory of planned behavior, this study aims to observe the role of employee voice in abating the impact of toxic leadership on collective organizational engagement. The performance of the firm is highly dependent on employee engagement and leadership plays a vital role in engaging employees towards collective goals. This study used the snowball sampling technique to collect data from the Pakistan service sector. A self-reported questionnaire was used to collect data from the said sector, the sample size was 223 employees working in telecommunication, banks, and insurance companies. Thus, literature proposes that the phenomenon of toxic leadership exists at every workplace and has negative effects on the organization. Previously toxic leadership has been studied only as a predictor of negative outcomes only. Therefore current study argues that even though toxic leadership decreases the collective organizational engagement, however, this relationship can be transformed via employee proactive voice behavior. Results obtained through Structural Equation Modeling (SEM) show that although leaders’ toxicity disengages employees at the workplace they look engaged. Structural relation of toxic leadership with employee voice has proved significant which indicates that employee raises voice against the leader’s bad behavior; it keeps them engaged as they perceive organization cares their voice. Thus, this study recommends that employee voice behavior should be promoted at the organization to neutralize the toxic leadership effect on collective organizational engagement. Present study where advances the literature on toxic leadership has practical implications for the managers as well. As toxic leadership overshadows the effects of positive leadership thus to avoid the negative effects of toxic leadership; top management should promote collective engagement through employee voice behavior to accomplish firm performance. Presently this study attempts to enrich the literature by empirically testing the proposed relationship and also provided future insights on toxic leadership to the researchers.

Transformational leadership and employee voices in the hospitality industry

2017 ◽  
Vol 29 (1) ◽  
pp. 374-392 ◽  
Author(s):  
Tsang-Lang Liang ◽  
Hsueh-Feng Chang ◽  
Ming-Hsiang Ko ◽  
Chih-Wei Lin
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Content Type ◽  
Significant Relationships ◽  
Relational Identification

Purpose This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as mediators in the same. Design/methodology/approach This study uses structural equation modeling to analyze the data from a questionnaire survey of 251 Taiwanese hospitality industry employees. Findings The findings demonstrate that transformational leadership has significant relationships with relational identification, work engagement and employee voice behavior and that relational identification and work engagement sequentially mediate between transformational leadership and employee voice behavior. Practical implications The results of this study provide insights into the intervening mechanisms linking leaders’ behavior with employees’ voices, while also highlighting the potential importance of relational identification in organizations, especially concerning the enhancement of employees’ work engagement and voice. Originality/value The findings reveal the mechanisms by which supervisors’ transformational leadership encourages employees to voice their suggestions, providing empirical evidence of the sequential mediation of relational identification and work engagement. The results help clarify the psychological process by which leaders influence their followers.

Linking leader–member exchange to employee voice behavior: The mediating role of self-efficacy

2021 ◽  
Vol 49 (12) ◽  
pp. 1-8
Author(s):  
Jie Liu ◽  
Jia Wang ◽  
Zhibiao Geng ◽  
Yifu Wang
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Employee Voice ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
Member Exchange

Previous studies have found a positive relationship between leader–member exchange (LMX) and employee voice behavior. However, little is known about the psychological mechanisms underlying this association. We examined self-efficacy as a mediator of the linkage between LMX and employee voice behavior by conducting a cross-sectional survey with a sample of 295 leader–follower dyads from a Chinese company. We performed structural equation modeling to analyze the data. Results show that LMX was positively related to employee voice behavior, and self-efficacy partially mediated the link between LMX and employee voice behavior. This research offers insight into the mechanistic processes through which LMX affects employee voice behavior, and indicates that organizations should pay attention to establishing high-quality LMX relationships to facilitate employee selfefficacy as well as voice behavior.

Neuroimaging of Individual Differences: A Latent Variable Modeling Perspective

2018 ◽  
Author(s):  
Shelly Renee Cooper ◽  
Joshua James Jackson ◽  
Deanna Barch ◽  
Todd Samuel Braver
Keyword(s):  
Individual Differences ◽  
Individual Difference ◽  
Latent Variable ◽  
Structural Equation ◽  
Behavioral Measure ◽  
Equation Modeling ◽  
Latent Variable Modeling ◽  
Psychometric Theory ◽  
Human Connectome Project ◽  
Neuroimaging Data

Neuroimaging data is being increasingly utilized to address questions of individual difference. When examined with task-related fMRI (t-fMRI), individual differences are typically investigated via correlations between the BOLD activation signal at every voxel and a particular behavioral measure. This can be problematic because: 1) correlational designs require evaluation of t-fMRI psychometric properties, yet these are not well understood; and 2) bivariate correlations are severely limited in modeling the complexities of brain-behavior relationships. Analytic tools from psychometric theory such as latent variable modeling (e.g., structural equation modeling) can help simultaneously address both concerns. This review explores the advantages gained from integrating psychometric theory and methods with cognitive neuroscience for the assessment and interpretation of individual differences. The first section provides background on classic and modern psychometric theories and analytics. The second section details current approaches to t-fMRI individual difference analyses and their psychometric limitations. The last section uses data from the Human Connectome Project to provide illustrative examples of how t-fMRI individual differences research can benefit by utilizing latent variable models.

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