Silence is not Golden: Motivating Employee Voice through Inclusive Leadership

2020 ◽  
pp. 109634802096369
Author(s):  
Phillip M. Jolly ◽  
Lindsey Lee
Keyword(s):  
Basic Needs ◽  
Need Satisfaction ◽  
Employee Voice ◽  
Leader Behaviors ◽  
Voice Behavior ◽  
What Works ◽  
Direct Knowledge ◽  
Speak Up ◽  
Satisfaction Theory ◽  
Do So

Given the dynamic nature of the hospitality industry, firms must continuously improve to remain viable. Many innovations and improvements in service are driven by the experiences of employees on the front lines of service delivery, who have direct knowledge of what works and what does not in the day-to-day operation of a hospitality business. Unfortunately, research indicates that employees are not likely to speak up with opinions, ideas, and suggestions, behavior known as employee voice, unless they have some motivation to do so. Drawing on basic need satisfaction theory, we hypothesized and found that inclusive leader behaviors are associated with the satisfaction of followers’ basic needs for relatedness and competence. In turn, the satisfaction of these basic needs was associated with increases in employee self-reported voice behavior. Our findings provide important insights into the kinds of leader behaviors that may drive employee voice.

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.

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.

The effects of employee voice on workplace bullying and job satisfaction

2019 ◽  
Vol 58 (3) ◽  
pp. 569-582
Author(s):  
Huai-Liang Liang ◽  
Tsung-Kai Yeh
Keyword(s):  
Job Satisfaction ◽  
Workplace Bullying ◽  
Social Issues ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Significant Relationships ◽  
Member Exchange ◽  
The Status ◽  
Speak Up

Purpose Employee voice is seen as a double-edged behavior in organizations. This study considers individuals’ evaluations of various features of their work situations. In particular, leader–member exchange (LMX) mediates the influence of voice behavior on workplace bullying and employee job satisfaction. The purpose of this paper is to examine a model in which employee voice positively affects workplace bullying and job satisfaction through LMX. Design/methodology/approach A total of 447 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between employee voice and its outcomes, mediated by LMX relationship. Findings The results reveal significant relationships between voice behavior and workplace bullying and between employee voice and job satisfaction. Additionally, LMX is an important mechanism in the relationships between employee voice and workplace bullying and employee voice and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ job satisfaction and workplace bullying. Practical implications Employee voice refers to an employee providing challenging advice to contribute to the success of an organization. Voicing employees who speak up to change the status quo and challenge the current circumstances in an organization may become the target of bullying. Therefore, it is suggested that leaders should address the advice offered by employees and provide suitable support when employee voice benefits the company. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.

History and Transport Policy

Transfers ◽  
2014 ◽  
Vol 4 (1) ◽  
pp. 45-62 ◽  
Author(s):  
Ueli Haefeli ◽  
Fritz Kobi ◽  
Ulrich Seewer
Keyword(s):  
Knowledge Transfer ◽  
Transport Policy ◽  
Science And Policy ◽  
Direct Knowledge ◽  
Academic System ◽  
Decision Making Processes ◽  
Policy And Planning ◽  
Policy Solutions ◽  
Do So

Based on analysis of two case studies in the Canton of Bern, this article examines the question of knowledge transfer from history to transport policy and planning in the recent past in Switzerland. It shows that for several reasons, direct knowledge transfer did not occur. In particular, historians have seldom become actively involved in transport planning and policy discourses, probably partly because the academic system offers no incentive to do so. However, historical knowledge has certainly influenced decision-making processes indirectly, via personal reflection of the actors in the world of practice or through Switzerland's strongly developed modes of political participation. Because the potential for knowledge transfer to contribute to better policy solutions has not been fully utilized, we recommend strengthening the role of existing interfaces between science and policy.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

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.

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