Predicting Voice Behavior: Effects of Commitment and Personality

摘要: 以373对上级-下属配对数据为样本, 分析了上级的变革型领导对下属进谏行为的影响以及组织心理所有权的中介效应和传统性的调节效应。结果发现:变革型领导对下属进谏上司和进谏同事均有积极影响; 变革型领导通过组织心理所有权的中介效应影响下属进谏上司、进谏同事; 传统性对组织心理所有权与进谏上司、进谏同事之间的关系具有调节效应, 员工的传统性越高, 组织心理所有权对进谏上司、进谏同事的影响越小。

PurposeEnterprises use social media for their daily work. The use of social media in the workplace is crucial for social connections, the growth and evolution of the enterprise, and it opens up new avenues for voice behavior. Employee voice involves the expression of ideas or opinions towards enterprise and is beneficial for employee work and enterprise development. Extant studies of voice behavior usually focus on the leadership and employee factors. However, the internal mechanism of voice behavior, especially the interrelationship between different kinds of social media use and voice behavior has not been well investigated. To fill that research gap, this study analyzes the internal mechanism of voice behavior, taking the effects of social media use and social capital into consideration.Design/methodology/approachUsing structural equation model, this study collected data from employees using social media and analyzed the data using the software of Smartpls 3.0, SPSS and AMOS, in order to analyze the internal mechanism of voice behavior among employees.FindingsBased on social capital theory, this study investigates the relationship between social media use, social capital and voice behavior, and provides some insights into the mechanism of voice behavior. The social media use, social capital and voice behavior are divided into several kinds in order to clarify the internal mechanism of voice behavior more comprehensively. The empirical results show that: (1) Social media use for both work and social-related purposes could positively affect employees’ promotive and prohibitive voice behaviors. (2) Social capital mediates the relationship between social media use and voice behavior. (3) In the process of social media use influencing employees’ voice behavior, employees of different genders and ages show significant differences in social capital and voice behavior.Originality/valueThis study explored the internal mechanism of voice behavior, which could help to elicit the relationship between social media use and voice behavior. By integrating the roles of social capital, individual differences, this study could uncover the deep internal mechanism of employee voice behavior more comprehensively, broadening social capital theory and enriching the researches of voice behavior among employees.

PurposeEffective voice behavior in healthcare workers is critical for patient safety, quality improvement and workforce well-being. A review of the literature on voice behavior in healthcare highlights that little is known about the voice behaviors of new graduates in allied health and that current theory, from medical and nursing research, does not adequately apply to this sector. New knowledge about voice behavior for this sector of the workforce will support education and healthcare institutions in building and sustaining a healthy voice behavior culture.Design/methodology/approachThis paper reports on phase two of a two-phase study looking at the voice behavior experiences of new allied health graduates over one year. Using a realist perspective and narrative analysis, we uncover and illustrate what works, with whom and under what conditions.FindingsFour synthesized narratives outline the contexts and mechanisms that result in different voice behavior outcomes – speaking up effectively, speaking up with unmet expectations, not speaking up and a reduction in speaking up over time. Experiences of positive interprofessional collaboration and reflective supervision supported effective voice behavior.Research limitations/implicationsThis study used a case study approach, focusing on healthcare providers within a large New Zealand city and a cohort of 10 participants. Some researchers argue that small numbers limit the generalization of findings to different populations. Realists argue that, given the way in which knowledge is developed using realist methodologies, the resultant theory is portable. Interviews were conducted online during the COVID-19 pandemic. This may have impacted the connection between the interviewer and interviewee, causing the interviewees to not express their true thoughts. However, the interviewer did take time to connect with the interviewees and build trust over the three interviews over one year. Participants did not capture the diversity in the allied health workforce – most identified as female and none identified as Māori/Indigenous. And finally, participants could inhibit or exaggerate information due to the influence of social desirability. This does not appear to be a significant limitation in this study, given the many examples shared by the participants highlighted their challenges.Practical implicationsThis study provides an in-depth exploration of how new graduates in allied health experience speaking up. Our findings enrich the knowledge of speaking up by using synthesized narratives to provide insights into what factors can enable a healthy speaking up culture within the new graduate allied health workforce. This is new knowledge that will be of interest at the individual, team and organizational levels of healthcare. The findings will support curriculum design and new graduate support frameworks for the education and health sectors. Highlighted in this study are the importance of the following factors in supporting speaking up for allied health new graduates: the employment of reflective supervision, purposeful facilitation of team belonging and interprofessional collaboration and tailored speaking up training for allied health new graduates and leaders in healthcare.Originality/valueBy taking a realist perspective and using narrative analysis, we gain an understanding of the voice behavior experiences of new graduates in allied health and the contextual factors and mechanisms that activate effective voice behavior in sub-acute and rehabilitation settings. These findings differ from nursing and medicine and highlight the benefits of reflective supervision and interprofessional collaborative practice.

Recently, inclusive leadership is considered as a major leadership concept positively affecting a subordinate’s psychological safety and voice behavior. In this vein, it is suggested that further research on the effect of inclusive leadership is needed to be performed across various industries. In addition, it is pointed that more studies are needed to investigate the contingency factors or boundary conditions to explain relative effects of psychological safety. Based on the social information processing theory, this study examined the influence of inclusive leadership on subordinates’ voice behavior through psychological safety in a bank industry. This study also examined the moderating effects of subordinate’s learning goal orientation and power distance orientation on the relationship between psychological safety and voice behavior. Five hypotheses were developed based on literature review and data were collected using off-line questionnaires from employees working for a large-size bank in Korea. A total of 730 questionnaires were used for the analyses to test hypotheses. The results supported all of five hypotheses developed in this study. First, the result shows that there is a significant and positive relationship between inclusive leadership and a subordinate’s voice behavior. Second, inclusive leadership significantly and positively relates to a subordinate’s psychological safety. Third, a subordinate’s psychological safety partially mediates the relationship between inclusive leadership and voice behavior. Forth, a subordinate’s learning goal orientation positively moderates the relationship between psychological safety and voice behavior. Finally, a subordinate’s power distance orientation negatively moderates the relationship between psychological safety and voice behavior. This study shows the importance of inclusive leadership of bank branch manager and its relationships with a subordinate’s psychological safety and voice behavior, and the boundary conditions explaining the relative effect of psychological safety on voice behavior. Further theoretical and practical implications are discussed and the directions for future research are proposed.

Based on the social identity theory, the relationship and influencing mechanism between high-performance human resource practices (HPHRPs) and employees’ voice behavior were explored by constructing a moderated mediation model, and the relationship between the field of human resources and the field of organizational behavior was also established. Through 1,178 paired samples of supervisor-employee survey and multilevel linear model analysis technology, it was found that (1) HPHRPs had a positive impact on employees’ voice behavior; (2) perceived insider status played a mediating role between HPHRPs and voice behavior; (3) voice efficacy played a moderating role between perceived insider status and voice behavior; and (4) voice efficacy played a mediating role in the relationship between “HPHRPs-perceived insider status-voice behavior.”

Clinical nurses, being integral members of the medical system and actively engaged with patients and their families, possess significant influence in addressing various work-related issues and contribute significantly to the advancement of clinical services and the overall stability of hospitals within the nursing team. Consequently, it is imperative to prioritize the consideration of nurses' recommendations in order to identify the factors that can effectively enhance their enthusiasm in vocalizing their concerns. Data in this cross-sectional descriptive study were collected from March 2021 to August 2021 by the online survey method. A total of 679 Chinese nurses were surveyed with a Chinese Big Five Personality Inventory Brief Scale, an Authentic Leadership Scale, and a Voice Behaviour Scale. Because the data were normally distributed in our study, Pearson's correlation coefficient (r) was used to conduct the correlation analysis of the study variables. The structural equation model was used to examine the mediating role of conscientiousness. The results showed that the influencing factors of nurses' voice behavior were education background, employment mode, nursing seniority, and monthly income (p < 0.05). In addition, authentic leadership, conscientiousness, and voice behaviour were significantly positively correlated (the correlation coefficients are 0.632 and 0.630, respectively, p < 0.05). Conscientiousness plays a partial mediating role in authentic leadership. Authentic leadership was the key to improving the voice behaviour of nurses; as a mediating mechanism, conscientiousness further explained how authentic leadership promoted the voice behaviour of nurses. The effects of authentic leadership, conscientiousness, and voice behaviour could be used to guide the management of clinical nurses. In particular, the authentic leadership style perceived by nurses and the conscientiousness of nurses would contribute to the generation of voice behaviour.

PurposeThe purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement.Design/methodology/approachA total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement.FindingsResults from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement.Practical implicationsThe findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees.Originality/valueThis paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively related to employees’ trust in leaders and, in turn, reduces employees’ voice behavior. Moreover, leader reward power negatively moderates the influence of LMX differentiation on employees’ trust in leaders such that the relationship is stronger when leader reward power is low but not significant when leader reward power is high. Leader coercive power positively moderates the relationship such that it is stronger when leader coercive power is high but not significant when leader coercive power is low. Furthermore, these two types of power moderate the indirect relationship between LMX differentiation and employees’ voice via their trust in leaders. This study is the first to unpack the mechanism that links LMX differentiation and voice behavior and the conditions under which LMX differentiation can exert influence. This study delineates a resource-based process with conservation of resources theory through which employees appraise the social stressor (LMX differentiation), perceive the value of future resource investment (trust), strategically respond to resource signals (leader power), and finally make resource investment decisions (voice behavior).

The purpose of this research is to analyze the impact of supportive leadership and supervisor voice behavior on employee voice behavior in the ceramic industry in Pakistan. The study also aims to investigate the role of trust in the supervisor as a mediator between the independent and dependent variables. The data was collected through a survey questionnaire from 180 employees working in ceramic companies in Karachi, Pakistan. The statistical analysis was conducted using SPSS and PLS-SEM to test the hypotheses. The findings of the study indicate that both supportive leadership and supervisor voice behavior have a positive effect on employee voice behavior. This implies that when employees perceive their supervisors to be supportive, and they provide opportunities for employee participation and involvement, they are more likely to voice their opinions and ideas freely. Additionally, supportive leadership has a direct and positive impact on employee voice behavior. This implies that when employees receive supportive leadership, they are more likely to voice their opinions and ideas. The study also found that trust in supervision mediates the relationship between supervisor voice behavior, supportive leadership, and employee voice behavior. This suggests that when employees trust their supervisors, they are more likely to perceive their supervisors as providing a supportive leadership style and engaging in voice behavior, which ultimately leads to increased employee voice behavior. The research provides valuable insights for managers and supervisors in Pakistan's ceramic industry. It highlights the importance of supportive leadership and supervisor voice behavior in promoting employee voice behavior. Managers and supervisors can use this information to create a positive work environment that encourages employee participation and involvement. They can also work towards building trust with their employees to increase their perceptions of supportive leadership and supervisor voice behavior.

This research enhances our current understanding of the effects of workplace spirituality on voice behaviors of male and female employees i) by examining the multiple underlying mechanisms of psychological safety and psychological empowerment and ii) by comparing the diverse use of these mechanisms across gender. Particularly, we posit that the strength of the two mechanisms varies across male and female in such a way that the impact of spirituality on females’ voice behavior primarily flow via psychological safety and for male employees, this effect mainly flows via psychological empowerment. The analysis of our theoretical model relies on two independent studies. Study-1 (n=331 employees) tested our model in the manufacturing sector whereas study-2 (n=255 employees) replicated the results in the service (banking) sector. The aggregate results obtained from both studies by using structural equation modeling in MPlus revealed (with some variations) that spirituality, directly and indirectly, influences the voice behaviors of both male and female employees. However, the direct effect of spirituality on female voice behavior was stronger than the male employees. Moreover, the specific indirect effects obtained from moderated mediation analysis in Mplus demonstrate that the indirect effect of spirituality on female voice behavior mainly flows via psychological safety whereas on male voice behavior via psychological empowerment. The results are discussed in terms of their implication for theory and practice.

The study focuses on the impact of perceived servant leadership on teachers’ voice behavior in Chinese universities and the mediating role of knowledge sharing and psychological empowerment. Grounded in the Social Exchange Theory, the current study utilized the Perceived Servant Leadership Scale, Knowledge Sharing Behavior Scale, Psychological Empowerment Scale, and Voice Behavior Scale. A questionnaire survey was conducted through convenience sampling in which 547 valid questionnaires were collected. Results indicate that perceived servant leadership, knowledge sharing, and psychological empowerment have significant positive effects on voice behavior. In addition, knowledge sharing and psychological empowerment mediate the relationship between perceived servant leadership and voice behavior.

BackgroundFacing the shortage of nurses and the surge in demand for nursing services, factors affecting the stability of the nursing workforce require urgent attention. Thriving at work, a positive psychological state, can improve the quality of nursing services and promote the development of the nursing workforce. Therefore, this study aims to determine the impact of psychological empowerment on nurses’ thriving at work and confirm the mediating role of voice behavior.MethodsThis cross-sectional study recruited 590 clinical nurses from 11 hospitals in Guangdong Province, China. Data were collected using a demographic questionnaire, the Psychological Empowerment Scale, the Voice Behavior Scale, and the Thriving at Work Scale. Descriptive statistics, Pearson’s correlation, and mediation analysis via SPSS 26.0 with Hayes’ PROCESS Macro (Model 4) were employed for data analysis.ResultsThe clinical nurses’ scores for psychological empowerment were 43.56 ± 7.21, for voice behavior were 34.45 ± 7.37, and for thriving at work were 35.75 ± 6.81. Pearson’s correlation analysis revealed significant positive relationships: psychological empowerment was strongly correlated with voice behavior (r = 0.693, p < 0.01), with thriving at work (r = 0.735, p < 0.01), and voice behavior was also positively correlated with thriving at work (r = 0.666, p < 0.01). Furthermore, voice behavior was confirmed to mediate the relationship between psychological empowerment and thriving at work, with a significant mediating effect of 0.197 that accounted for 28.35% of the total effect.ConclusionsThis study confirms the validity of the “Resources → Individual Agentic Work Behaviors → Thriving at Work” pathway in the social embeddedness model of thriving at work in nursing. It shows that voice behaviors partially mediate the relationship between psychological empowerment and thriving at work. This finding provides a basis for nurse managers to develop intervention strategies that enhance nurses’ positive work experiences and improve the quality of medical services.Clinical trial numberNot applicable.

Understanding employee voice behavior is a crucial aspect of organizing for high performance. In this paper, we extend previous studies and examine the consequences of voice behavior and boundary conditions of supervisor‐attributed motives. Data for the sample was collected from 206 supervisor–subordinate pairs from a variety of companies in Taiwan. Hierarchal regression analysis was performed to test our model. The results show that voice behavior was positively related to leader–member exchange (LMX), and LMX was positively associated with work engagement. Supervisor‐attributed motives moderate the relationship between voice behavior and LMX. Specifically, voice behavior may more strongly influence LMX when supervisors label voice behavior as being more prosocial and less motivated by impression management.

The purpose of this study is to explore how five specific sub-items of employees’ perception of decent work affect their voice behaviors, particularly prohibitive voice behaviors. This research aims to delve deeper into this niche area and investigate the boundary conditions of this relationship from the perspective of CEOs. 203,197 valid employee reviews were gathered from Glassdoor using text mining and sentiment analysis techniques. To test the hypotheses, negative binomial regression analysis was employed on the results. The results reveal that the perception of decent work positively and significantly affects both employee voice behaviors and their prohibitive voice behaviors. Additionally, CEO approval significantly moderates the relationship between the perception of decent work and voice behaviors. Interestingly, CEO approval reinforces the effect of decent work on employee voice behaviors. However, the moderating effect of CEO approval on prohibitive voice behaviors is somewhat reversed. This study has used the application of text mining techniques within the context of employees’ decent work perception, delving into the nuanced relationship between decent work and voice behaviors. This approach has expanded the research landscape within this specialized field.

Purpose - This study aims to investigate the role of Generation Z employees' voice behavior in improving organizational effectiveness through the mediating mechanisms of organizational innovation and organizational culture. Given the dominance of Gen Z in today's workforce, it is important to understand how their vocal and proactive nature affects organizational strategic achievement. Design/methodology/approach - This research uses a quantitative approach with SEM-PLS method. This study was conducted on 206 respondents, generation Z employees in Yogyakarta, Indonesia. Selected using purposive sampling, data were collected through a questionnaire and analyzed using Structural Equation Modeling Partial Least Squares (SEM-PLS). Findings - The results of this study confirmed the conceptualized model and revealed that voice behavior affects organizational innovation (OI) and organizational culture (OC). OI and OC were found to be fully mediating the effect of voice behavior on organizational effectiveness. Research limitation/implication - This study is limited in geography and are limited sample size. Future research can expand the scope of the area so that the results can be more generalized. This study is also limited in the type of approach; so, future research can use a qualitative/mix method approach for more explorative findings. Practical implication – Companies can develop strategies to optimize employee voice behavior, so that it can provide positive benefits for the company and increasing its competitives. Originality/value - This study is the first to conceptualize the relationship between voice behavior, organizational innovation, organizational culture, and organizational effectiveness in Indonesia.