Article

Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination

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Abstract

The present study demonstrates how three psychological antecedents (psychological safety, felt obligation for constructive change, and organization-based self-esteem) uniquely, differentially, and interactively predict supervisory reports of promotive and prohibitive "voice" behavior. Using a two-wave panel design, we collected data from a sample of 239 employees to examine the hypothesized relationships. Our results showed that felt obligation was most strongly related to subsequent promotive voice; psychological safety was most strongly related to subsequent prohibitive voice; and organization-based self-esteem was reciprocally related to promotive voice. Further, although felt obligation strengthened the positive effect of psychological safety on both forms of voice, organization-based self-esteem weakened this effect for promotive voice. Theoretical and practical implications are discussed.

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... Besides, employers prefer the opinions of workers who have a supportive voice rather than those who have a destructive voice (Burris, 2012). Employers' tendency to rely on the promotive behavior of workers to enrich the function of organizations (Chamberlin, Newton, & Lepine, 2017;Liang, Farh, & Farh, 2012;Van Dyne, Cummings, & Parks, 1995) is proof of employers' preference for workers' supportive voice. Because, supportive voice involves workers offering constructive feedback, suggestions, or concerns aimed at improving organizational functioning (Maynes & Podsakoff, 2014). ...
... Many scholars investigated that workers' voice is a significant way to ensure their requirements, wellbeing, and decent work at workplace (Claro et al., 2022;Babalola et al., 2022;Wilkinson, Barry, & Morrison, 2020;Lin et al., 2020;Bowles et al., 2019;Horecký, 2018;Alfayad & Arif, 2017;Oka, 2016;Klaas & Ward, 2015;Harley, 2014;Klaas et al., 2012;Pedersini, 2010;Webb & Webb, 1897;Gorden, 1988). Especially employers are more favorable toward workers who have supportive voices as they consider those workers as loyal and intend to listen to them more (Chamberlin et al., 2017;Liang et al., 2012;Burris, 2012;Van Dyne et al., 1995). According to the social exchange theory (Blau, 1964), workers' supportive voice encourages employers to provide decent work. ...
... Existing literature found evidence that workers' promotive behavior, that is, workers' supportive voice, is http://ibr.ccsenet.org International Business Research Vol. 18, No. 2;2025 preferable to employers, makes them listen more, and boosts workers' task performance (Burris, 2012;Chamberlin et al., 2017;Murali et al., 2017;Alrawabdeh, 2014;Liang et al., 2012;Van Dyne et al., 1995). Nevertheless, the RMG workers in Bangladesh have destructive voice behavior, which causes their poor performance, order shortage, and company shutdown. ...
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Prior scholarly works suggest that workers' promotive behavior and positive perception of decent work enhance performance, and employers prefer and are fair to workers with supportive voice behavior. Nonetheless, Bangladeshi workers tend to display destructive voice behavior, leaving the possibility of exploring the influence of their supportive voice. This study examined the influence of workers' supportive voice on their task performance through the mediation of their perception of decent work and the moderation of distributive justice climate. Data had been collected from 396 working adults in the RMG industry in Bangladesh and analyzed using multilevel path analysis. Based on the social exchange theory, the equity theory, and psychology of working theory, the findings showed a positive relationship between workers' supportive voice and task performance with positive mediation of workers' perception of decent work. Distributive justice climate positively moderates the relationship between workers' supportive voice and workers’ perception of decent work but does not significantly moderate the relationship between workers’ perception of decent work and workers’ task performance. The findings suggest that employers should confirm a fair and just workplace to amplify workers’ supportive behavior, decent work perception, and performance.
... Voice behavior can be classified as promotive or prohibitive. Promotive voice behavior refers to employees' proactive communication of ideas, suggestions, and/or concerns aimed at improving organizational practices or addressing issues within the workplace (Liang et al., 2012), whereas prohibitive voice behavior involves employees raising doubts, objections, or warnings about potential issues or unethical practices within an organization, along with suggesting relevant solutions (Liang et al., 2012). Unlike promotive voice behavior, which focuses on proposing developments or innovations, prohibitive voice behavior is mainly concerned with preventing negative outcomes, such as noting risks, ethical violations, or practices that could harm the organization or its members. ...
... Voice behavior can be classified as promotive or prohibitive. Promotive voice behavior refers to employees' proactive communication of ideas, suggestions, and/or concerns aimed at improving organizational practices or addressing issues within the workplace (Liang et al., 2012), whereas prohibitive voice behavior involves employees raising doubts, objections, or warnings about potential issues or unethical practices within an organization, along with suggesting relevant solutions (Liang et al., 2012). Unlike promotive voice behavior, which focuses on proposing developments or innovations, prohibitive voice behavior is mainly concerned with preventing negative outcomes, such as noting risks, ethical violations, or practices that could harm the organization or its members. ...
... An example item is "When people feel uncertain about organizational change, they trust that this leader will help them work through the difficulties." Promotive voice behavior (supervisor rated) was measured with the 5-item scale developed by Liang et al. (2012). An example item is: "This employee proactively develops and makes suggestions for issues that may influence the unit." ...
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Based on social exchange theory and the norm of reciprocity, the current study proposes a mediation model to assess the role of employee voice behavior (promotive and prohibitive) on the relationship between leadership (i.e., transformational, inclusive, and adaptive) and Gen Z employees’ adaptive performance (AP). Research data were obtained from 195 Gen Z employees and their supervisors from a group of luxury hotels located in Greece that had experienced a major cultural shift. The research model was examined using the structural equation modeling technique (SEM) with maximum likelihood estimation using the analysis of moment structures program (AMOS version 24). The research findings indicate that (a) all three leadership approaches positively influence Gen Z employees’ AP, (b) promotive voice behavior mediates the relationship between all leadership approaches and Gen Z employees’ AP, and (c) prohibitive voice behavior mediates the relationship between inclusive leadership and Gen Z employees’ AP. The results suggest that by implementing human-centered practices and procedures to positively influence Gen Z employees’ voice behavior, tourism leaders/managers can increase their AP.
... Employee voice behavior refers to a spontaneous behavior in which employees put forward constructive opinions for the purpose of improving performance or solving problems (Liang et al., 2012). It is usually manifested in providing ideas for improvement in the decisionmaking, process, system or other optimizations, either within or outside the scope of their duties. ...
... This significantly helps employees gain more knowledge and insight, enhancing their self-efficacy to express their opinions. As for new generation employees, they are more likely to perceive a high level of control over the voice risk and motivated to perform it (Liang et al., 2012). Second, digital leaders are open to employees' suggestions and promote a digitally-enabled voice climate where employees freely express their opinions. ...
... The measurement of employee voice behavior is based on the scale developed by Liang et al. (2012) which contains ten items. Combined with affective events theory and characteristics of new generation employees, we have revised some items. ...
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How do leaders’ responses to the digital era affect new generation employees’ affective commitment? As digital leaders have led to new ways of distributing digital resources and building virtual relationships, employees are facing a shift in the way of interaction, which influences their affective response to organizations. This study aims to understand how digital leaders interact with new generation employees to influence changes in employees’ affective commitment to organizations. We have developed a chain mediating model and tested it on data collected from 408 new generation employees working in China. Ultimately, we found that digital leadership is associated with more positive changes in new generation employees’ affective commitment. Furthermore, both employee empowerment and employee voice behavior mediate the relationship between digital leadership and affective commitment, forming a chain mediation mechanism in this relationship. We conclude with a discussion of theoretical implications and practical applications.
... If voice supressed, it increases the negative effect of psychosocial factors on employee outcome and increase the chances of error in healthcare practices. Prohibitive voice describes "employees 'expressions of concern about work practices, incidents, or employee behavior that are harmful to their organization" [2]. Prohibitive voice plays an important role for organizational health, mainly since such frightening communications place beforehand unobserved glitches on the shared agenda to be determined or avoid tricky initiatives. ...
... Withholding prohibitive voice behaviour for worker was measured with five items, on 5-point Likert scale adapted from the study Liang, et al. [2] ranging from "1" strongly disagree to "5" strongly agree. Whereas withholding voice behaviour related to patient safety was adapted from the study of Schwappach and Richard [35] and measured with four items, on 5-point Likert scale ranging from "1" rarely to "5" very often. ...
... Table 3 Fig. 2 Distinguished voice barriers to patient and worker safety presents the results of correlation analysis, which shows that none of the independent variables is highly correlated (Correlation coefficient > 0.50) [54], hence, the problem of multicollinearity not detected. Second, normality of the data was ensured through skewness (within ± 1) and kurtosis (within ± 3) values [55,56]. ...
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Background Voice barriers among frontline healthcare workers hinder safety related to work and patients. Understanding these barriers and practices is crucial to improve voice behavior in healthcare settings. Therefore, this study aims to identify the voice barriers and practices among healthcare workers in Pakistan. Research method The study has adopted a mixed-method research design. Data was collected from 15 frontline healthcare workers through semi-structured interviews to achieve study objectives. Descriptives and content analysis were conducted to explore voice barriers and alternative practices to solve their concerns. After that, a quantitative study was conducted to determine the statistical significance of the identified voice barriers and the magnitude of their effect. For this purpose, data was collected from 480 frontline healthcare workers in the primary, secondary, and territory healthcare units. A questionnaire survey was used for data collection. Then, multistage hierarchical regression analysis was employed for data analysis. Results Study findings highlight the determinants of two key factors: withholding patient safety concerns and withholding worker safety concerns. First, the study identifies several factors that increase the likelihood of healthcare workers withholding concerns about patient safety. These factors include professional designation, work experience, blackmailing, overconfidence, longer work tenure, feelings of insult, early career stage, fear of patient reactions, bad past experiences, job insecurity, and uncooperative management. Fear of increased workload also plays a significant role. Second, when it comes to work-related safety concerns, factors such as gender, shyness, lack of confidence, fear of duty changes, management issues, interpersonal conflicts, and resource shortages contribute to the withholding of concerns. To navigate these challenges, healthcare workers often resort to strategies such as seeking political connections, personal settlements, transfers, union protests, quitting, using social media, engaging in private practice, or referring patients to other hospitals. Conclusion Findings demonstrates that healthcare workers in Pakistan often withhold safety concerns due to hierarchical pressures, personal insecurities, and fear of repercussions. Their reliance on external mechanisms, such as political influence or social media, underscores the need for significant reforms to improve safety culture and management support. Addressing these issues is crucial for ensuring both patient and worker safety.
... Voice is defined as 'promotive behavior that emphasizes expression of constructive challenge intended to improve rather than merely criticize' (Van Dyne & LePine, 1998, p. 109). Voice involves employee providing suggestions about initiatives and actions to improve organizational functioning (Liang et al., 2012). Providing suggestions and constructive ideas to improve the workplace is perceived as an exemplary behavior for employees to engage in (Chamberlin et al., 2017;Lin & Johnson, 2015) because it conveys ideal end-states in the organization (e.g. ...
... Second, voice includes providing ways to do things better and expressing the possibilities of having a better future (Liang et al., 2012). According to Thrash and Elliot (2004, p. 958), 'inspiration implies an awakening or accommodation to something new, better, or more important', and people are likely to become inspired by events which show new or better possibilities. ...
... Second, when coworkers provide suggestions to improve the workplace, they may change the current work processes, practices, or activities that third-party observers are used to (Liang et al., 2012). Such changes may bring inconveniences to the third-party observers and even interrupt third-party observers' established goals and routines. ...
Article
The majority of research on voice has focused on how employee voice influences voicers and targets of voice (e.g. supervisors and organizations). We advance theory on voice by examining how third‐party observers react to expressions of voice behavior by coworkers. Drawing from affective events theory (AET), we examine the potential benefits and detriments of coworker voice behaviours. Results from an experience sampling study and an experiment revealed that coworker voice was associated with an increase in third‐party observers' inspiration, prompting third‐party observers to engage in their own voice behaviours. Although coworker voice did not have a significant main effect on third‐party observers' distress, this relation was moderated by third‐party observers' zero‐sum beliefs. Specifically, daily coworker voice behaviour was more positively related to third‐party observers' distress when third‐party observers' zero‐sum beliefs were higher (vs. lower). Third‐party observers' distress, in turn, was associated with an increase in interpersonal deviance behaviours. Overall, our theorizing and model answer why, when and for whom the bright versus dark side of coworker voice is likely to occur for third‐party observers.
... Previous research has established a positive relationship between openness and subordinates' voice behaviors [4]. Additionally, perceived safety has been shown to be positively related to subordinates' voice behavior [5]. From a leadership perspective, young leaders are often seen as innovative and open to new ideas [6]. ...
... Their findings emphasize that leaders who cultivate psychological safety create an environment where employees feel more comfortable voicing their opinions and recommendations, highlighting the critical role of leadership in shaping organizational communication climates. Additionally, Liang et al. [5] demonstrate that psychological safety not only encourages voice behavior but also plays a pivotal role in mitigating employee silence. Their study reveals that employees who feel psychologically safe are more likely to engage in promotive voice behaviors, such as offering constructive ideas and suggestions for improvement, and are less likely to withhold concerns or criticisms. ...
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In recent years, employee voice behavior has emerged as a prominent topic within the domain of organizational behavior research. There has been a substantial increase in empirical studies examining its antecedents, outcomes, and moderators across various levels of analysis. Nevertheless, the mechanisms through which young leaders facilitate employee voice behavior remain inadequately understood. To address this research gap, the present study explores the role of young leaders in enhancing employee voice behavior through the mediating factors of perceived psychological safety and openness, grounded in established theoretical frameworks. A survey-based questionnaire was administered to a sample of over 160 employees to empirically test the proposed hypotheses. The findings indicate a negative correlation between leader age and both perceived safety and openness, while these mediating factors are positively correlated with employee voice behavior. This study makes two significant contributions to the literature on voice behavior. Firstly, it empirically and theoretically establishes leader age as a critical antecedent influencing subordinates' voice behavior. Secondly, it offers practical insights for the management and enhancement of employee voice behavior.
... Huang et al. BMC Nursing (2025) 24:150 Variables In this study, we utilized the LIANG et al. (2012) scale to measure voice behavior [9]. The scale comprises two dimensions: promoting voice behavior (5 items) and inhibiting voice behavior (6 items), totaling 11 items. ...
... The total score of the scale is the sum of the scores from both dimensions, ranging from 5 to 55 points. This scale has been validated in relevant domestic and international studies, demonstrating good reliability and validity with a Cronbach's α coefficient of 0.930 [9]. ...
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Background The nursing profession plays a vital role in the provision of healthcare services. The sustainable and high-quality development of nursing work is inseparable from the nurses' proactive voice behavior. However, in China, comprehensive nationwide survey data on nurse voice behavior remains limited. The present study utilized latent profile analysis to examine the potential profiles, current status, and determinants of nurses' voice behavior on a national scale, with the aim of formulating targeted intervention strategies to enhance nurses' capacity for constructive feedback. Methods This study employed a cross-sectional survey design and recruited nurses from medical institutions in China as research participants between November 2023 and January 2024. The survey encompassed three dimensions: individual, environment, and behavior. General demographic questionnaires and voice behavior questionnaires were administered via the questionnaire star platform to collect data for statistical analysis. Results A total of 3528 questionnaires from 552 s-class and three-class hospitals hospitals located in 22 provinces, 4 municipalities, 3 autonomous prefectures and 2 special administrative regions throughout China were collected in this study. By analyzing the potential profile of nurses' voice behavior, three potential categories were formed: low voice behavior group(C1, 21.1% of the total population), medium voice behavior group(C2, 60.9% of the total population), and high voice behavior group(C3, 18.0% of the total population). Factors including night shift work, workload intensity, monthly income, years of nursing experience, professional title, position, health status, personality traits, organizational justice perception, and self-efficacy were found to significantly influence nurses' expression of their opinions. Conclusion The voice behavior of nurses in China exhibits a moderate level. Heterogeneity was observed in the voice behavior of nurses, suggesting variations among individuals. The focus of nurse managers should be on nurses belonging to the C1 and C2 group, enabling them to implement early targeted prevention and care based on the distinctive characteristics and influencing factors associated with each latent profile.
... When facing an existing failure or unsatisfactory situation in the work process, there are three major strategies with which an organization's members can respond: voice, exit, and/or remain silent (Mesmer-Magnus and Viswesvaran 2005). Voice helps organizations improve their performance because it actively seeks to correct perceived dysfunctional mechanisms or to stop undesirable policies, compared to exit and silence which exhibit inactive responses (Liang, Farh, and Farh 2012). Voice behavior can be represented through whistleblowing, wrongdoing reports, or constructive suggestions (Morrison and Milliken 2000). ...
... Employee voice could be seen by supervisors as a psychological challenge to their perceived status in the hierarchy (Williams and Yecalo-Tecle 2020). Even in the situation where employees attempt to improve the organization by pointing out the organization's imperfections and challenging the status quo, they often suffer from being misunderstood and other undesirable social consequences (Liang, Farh, and Farh 2012;Morrison and Milliken 2000). ...
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Stewardship, serving the long-term collective interest over self-interests, is an important component of public employee behavior. However, the various definitions and inconsistent applications of stewardship in the public management knowledge base indicate that its conceptual boundaries remain unclear. In this article, we aim to establish a new concept of “public organizational stewardship (POS)” by synthesizing key characteristics of stewardship. POS is conceptualized as the willingness to prioritize the interests of the public organization over self-interests, demonstrating a long-term perspective driven by a sense of psychological ownership of the organization. We argue POS stands as a pivotal concept for public management research. It provides new insights into public organization performance and individuals’ pro-organizational behaviors, ethical and unethical conduct, voice behaviors, and counterproductive actions—areas where well-established concepts such as public service motivation and organizational citizenship behavior may fall short. We conclude by proposing a research roadmap to guide future studies.
... Di samping itu, voice behavior menjadi perilaku yang berpotensi terhadap resiko akibat adanya tantangan dalam hubungan interpersonal dengan orang lain karena dapat melampaui status quo walau memiliki tujuan yang konstruktif (Weiss & Zacher, 2022). Liang et al., (2012) mengemukakan bahwa terdapat dua dimensi dari voice behavior antara lain Prohibitive Voice dan Promotive Voice. Promotive voice diartikan sebagai saran atau gagasan karyawan mengenai pekerjaan yang bertujuan untuk meningkatkan fungsi organisasinya secara keseluruhan dan berorientasi pada masa depan. ...
... Pengembangan dan penggabungan dual dimensi prohibitive dan promotive dari penelitian Liang et al. (2012) dan Maynes & Podsakoff (2014b) dengan dimensi preservation yang mempertahankan status quo (yaitu, menegaskan kembali, menjaga segala sesuatunya tetap sama) dan challenge yang menentang (yaitu, mengoreksi, mempertanyakan, menghadapi). Mereka menyusun empat dimensi voice behavior yang tersusun seperti (a) preservation/promotion kuadran yakni supportive voice, (b) kuadran challenge/promotion yakni constructive voice, (c) kuadran preservation/prohibitive yakni defensive voice dan (d) challenge/prohibitive kuadran yakni destructive voice. ...
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Situasi yang dibutuhkan organisasi adalah keadaan dimana karyawan dalam memberikan pendapat dan ide yang mendukung kemajuan organisasi yang biasa disebut sebagai voice behavior employee. Tujuan penelitian ini untuk mengetahui 1) tren penelitian voice behavior employee, 2) memetakan studi-studi yang berkaitan dengan voice behavior employee, 3) memetakan negara mana yang sering melakukan penelitian tentang voice behavior employee, dan 4) menjelaskan kajian mengenai voice behavior employee. Penelitian ini menggunakan analisis bibliometrik dan narrative reviews. Hasilnya dalam lima tahun terakhir total ada 413 yang terdiri atas artikel buku, review, book chapter, dan conference paper pada studi naratif voice behavior employee yang membahas tentang hubungan voice behavior employee dengan motivasi karyawan, moralitas gaya kepemimpinan, kinerja karyawan, gaya kepemimpinan paternalistis dan hubungan leader-member exchange. Keterbatasan penelitian ini menggunakan data SCOPUS lima tahun terakhir, namun tahun 2024 baru memasuki tahun kedua, sehingga publikasi masih terbatas. Peneliti menyarankan penelitian selanjutnya untuk menggunakan beragam database agar lebih komprehensif.
... Faculty's voice behavior was assessed using a 10-item scale developed by Liang et al. (2012) [74], with a sample item being "Proactively develop and make suggestions for issues that may influence the unit". ...
... Faculty's voice behavior was assessed using a 10-item scale developed by Liang et al. (2012) [74], with a sample item being "Proactively develop and make suggestions for issues that may influence the unit". ...
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Faculty’s voice behavior is crucial in promoting institutional reform and sustainable development in higher education institutions. However, there is still significant room for exploration regarding how to effectively stimulate such behavior among faculty. This study, based on data collected from 630 Chinese university faculty, investigates the conditions under which mission valence can promote voice behavior in higher education settings. The study involved constructing a moderated mediation model, with thriving at work as the mediator and servant leadership as the moderator, to explore the relationship between mission valence and faculty’s voice behavior. The results reveal that mission valence has a significant positive impact on faculty’s voice behavior in higher education and indirectly promotes such behavior through the mediating role of thriving at work. Furthermore, it was found that servant leadership plays a significant moderating role in the relationship between thriving at work and faculty’s voice behavior, enhancing the overall mediation mechanism. This study extends our understanding of the relationship between mission valence and faculty’s voice behavior in the context of Chinese higher education and provides practical insights into strategies for promoting faculty’s voice behavior.
... After completing the short workplace scenarios, participants filled in a short version of the Voice scale by Liang et al. (2012; Cronbach's α = 0.91). Following the procedure of Sherf and colleagues (2021) we used three promotive and three prohibitive items from the original scale. ...
... For exploratory purposes, we included another well-established scale to measure voice (Liang et al., 2012). Indeed, participants who read an ambivalent personality description of the leader indicated higher voice than participants who read a non-ambivalent leader personality description (M = 5.40, SD = 0.92 vs. M = 4.72, SD = 1.15), t(264.51) ...
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Leaders often find themselves in complex situations in which they must navigate competing and contradictory demands. Consequently, leaders often experience ambivalence. While followers pay close attention to leaders and use their leaders’ behaviors and emotions as cues for modeling their own behavior, there is little empirical work exploring how followers perceive leader ambivalence and how these perceptions affect followers. Therefore, in three studies (total N = 879), we examined whether perceiving leader ambivalence could facilitate followers’ willingness to speak up. We also investigated the underlying mechanism of this effect, testing whether perceptions of leader ambivalence led to inferences of both higher leader cognitive flexibility and responsiveness, which then would increase the likelihood that followers speak up. In line with our hypotheses, followers showed a greater willingness to speak up when perceiving an ambivalent leader than a non-ambivalent leader. This effect was serially mediated by perceptions of both increased leader cognitive flexibility and responsiveness. Study 3 also showed that when followers perceived an ambivalent leader, they expected fewer negative consequences when speaking up about a variety of issues (e.g., response to dissatisfaction). We discuss the implications of our findings for future research on ambivalence in leadership and organizational contexts.
... Hence, the following prediction was specified: (Morrison, 2023). On this basis, we introduce the notion of relationship-directed voice behaviors and, aligning with established voice literature (Liang et al., 2012), categorize it into two distinct types: Relationship-directed promotive voice refers to employees' upward communication of suggestions and ideas for how to improve the relationship with the leader. Relationship-directed prohibitive voice describes the degree to which followers communicate concern about negative aspects and problems that may impede the relationship with the leader. ...
... To assess followers' relationship-directed voice behaviors, we adapted the 10-item measure of promotive and prohibitive voice by Liang et al. (2012). Instead of directing followers to the degree to which they voice suggestions and concerns regarding the procedures and performance in their work unit, the modified items assessed the extent to which followers communicate upward with suggestions (e.g., "I raise suggestions to improve how we work together") and concerns (e.g., "I dare to point out problems when they appear in our relationship") for relationship improvement with their leader. ...
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Extensive research has demonstrated the positive effects of mindfulness on individual well-being and performance within organizational settings. Yet, its impact on interpersonal dynamics, particularly between leaders and followers, has not been thoroughly explored. Drawing upon research in mindfulness and person-supervisor (P-S) fit, this study examines the congruence effect of leader and follower dispositional mindfulness on their relationship quality, conceptualized here as leader-member exchange (LMX) quality. Moreover, we explore the question of which pro-relationship behavior on part of the follower carries the proposed mindfulness congruence effect. Using cross-level polynomial regressions across 189 leader-follower dyads, our findings corroborate a theoretical framework that associates the congruence of leader-follower mindfulness with enhanced relationship quality. This relationship is mediated by followers’ engagement in relationship-directed voice behavior—a form of upward influence behavior specifically investigated for its role in this context and validated across three further samples (N = 434). By examining both the joint effects of leader and follower mindfulness and the behavioral mechanisms underlying these effects, our research contributes to a more comprehensive understanding of mindfulness’s role in shaping leadership dynamics and improving leader-follower relationships.
... the study of employee voice behaviour has examined different factors that come before it, such as psychological safety, types of leadership, and organisational fairness. For example, studies have found that employees are more likely to engage in voice when they have a greater sense of psychological safety and remain silent when they perceive voice as unsafe (Detert & treviño, 2010;liang et al., 2012). similarly, various studies have found a positive effect of leadership styles and human resource practices on employee voice (ajmal et al., 2024;Detert & Burris, 2007;Doshi & nigam, 2023). ...
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This study examines the impact of servant leadership and career development policy on employee voice behaviour at State Polytechnics in East Java, Indonesia, using the Stimulus-Organism-Response (SOR) theory framework. Employing a structured survey, responses were gathered from 182 non-teaching staff across seven polytechnics and analysed using partial least squares- structural equation modelling (PLS-SEM). The results reveal that both servant leadership and career development policy significantly enhance employee engagement and organisational commitment, which, in turn, positively influence employee voice behaviour. Employee engagement and organisational commitment mediate the effects of leadership and career development on employee voice behaviour, underscoring their importance as pathways in fostering proactive employee contributions. These findings suggest that public sector educational institutions should prioritise servant leadership practices and robust career development initiatives to enhance engagement, commitment, and voice behaviour. By validating the applicability of the SOR model in a non-Western, hierarchical context, this study highlights the universal mechanisms by which leadership and development policies drive employee behaviour while also emphasising the need for culturally sensitive adaptations in public sector settings.
... The measure includes items such as: "I am satisfied with my work responsibilities" and "In general, I feel fairly satisfied with my present job". Five items (α = 0.72) for measuring PS were borrowed from Liang et al. [60]. Sample items include the following: "In my work unit, I can express my true feelings regarding my job", and "In my work unit, I can freely express my thoughts". ...
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Objectives: The tourism and hospitality industry, well-known as a people-oriented industry, is not immune to the adverse outcomes of workplace bullying. This paper explores the darker side of the tourism and hospitality sector by investigating workplace bullying and its potential impact on shaping employee well-being. Specifically, the study explores how feedback avoidance can mediate the relationship between information flow and employee well-being and how psychological safety can moderate the relationship between information flow and employee well-being in bullying contexts. Methods: Using a quantitative-methods approach, the paper analyzed survey data from 341 employees at five-star hotels in Sharm El-Sheikh, Egypt, with structural equation modelling (PLS-SEM program). Results: The findings indicated that the spread of information about workplace bullying promotes the feelings of stress among employees which negatively affects their wellbeing in the workplace. Additionally, feedback avoidance as a mediator was found to foster the harmful impacts of bullying. Conversely, psychological safety as a moderator functioned as a protective element, mitigating the negative influence of workplace bullying on employees’ well-being. Conclusions: This paper enhanced our understanding of the dark side of the hospitality industry, specifically workplace bullying, by highlighting the key role of information dynamics about bullying in the workplace and the role of psychological safety in shaping overall employee well-being.
... The drawback of applying the normative conflict model to voice is that the model rather narrowly focuses on the expression of nonconforming minority opinions. It appears as if the research literature implicitly frames voice in this way, although there has been growing attention to distinctions among different types of voice (Burris, 2012;Liang et al., 2012;Maynes & Podsakoff, 2014). This stream of research has yet to address the degree to which voice is conformist or reflective of a minority view, but it seems likely that these factors would be influential. ...
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Based on Hirschman’s theory of loyalty and Packer’s normative conflict model, the present study examined the roles of organizational identification in the voice emergence and reaction processes, wherein individuals provide voice and receive evaluations for their voice behavior, respectively. Using a survey method, data were collected from 455 cadets and their supervisors at a military educational institute in South Korea, who live and work together under an honor-based organizational system that encourages voice behavior through formal and informal channels. Structural equation modeling (SEM) was used for hypothesis testing. Our findings from multi-source data demonstrated that, when controlling for two social exchange variables (i.e., leader–member exchange and perceived organizational support), organizational identification not only increases voice behavior but also strengthens the positive relationship between voice behavior and supervisor performance evaluations. Specifically, voice behavior has a positive relationship with performance appraisal only when organizational identification is high. Theoretical and practical implications of the findings and directions for future research are discussed.
... Voice behavior is defined in literature as, "An intentional speaking up behavior by the employees to express constructive ideas and opinions at workplace in order to achieve better effective results in organizations" (Liang et al., 2012;Venkataramani & Tangirala, 2010). United States Department of Labor defines the employee voice as, "Worker's ability to access the information of their rights, understanding of those rights, and their ability to exercise those rights without discrimination and retaliation." ...
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This study aims to examine the link between ethical leadership and four types of voice behaviors specifically focusing the mediating roles of two forms of trust, namely cognitive trust and affective trust. The concept of leadership has been explored from several perspectives but from ethical perspective it has been least investigated. Data was collected from 320 supervisors-follower dyads across different universities belonging to education sector. The results reveal that ethical leadership is positively related with constructive and supportive voice while negatively related with defensive and destructive voice. The study also found that affective and cognitive trust fully mediate the relationship between ethical leadership and employee voice behaviors. The research added ample contribution to current leadership practices and implications for future research directions.
... A sample item is "My personal values match my supervisor's values and ideals" (α = 0.85). Psychological safety was measured using a 5-item scale developed by Liang et al. (2012). A sample item is "In my work unit, I can freely express my thoughts" (α = 0.81). ...
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Drawing on the group engagement model, we propose that the relationship between perceived supervisor ethical conviction and employees’ ethical voice is serially mediated by self-perceived status and moral ownership, as moderated by perceived supervisor moral hypocrisy. Using time-lagged data collected from 281 employees of 56 teams in China, our results show that self-perceived status and moral ownership serially mediate the negative relationship between perceived supervisor ethical conviction and ethical voice. Furthermore, when employees perceive their supervisors to be morally hypocritical, they react more negatively to their supervisors’ ethical convictions and are more likely to withhold their ethical voice. Implications of these findings for theory and practice are also discussed.
... Conviene subrayar que algunos estudios empíricos se han realizado con base en escalas desarrolladas previamente que buscan medir este constructo; es así que se encuentran la Escala Ambiente de Seguridad Psicológica en el Equipo (Kahn,1990;Zeb et al., 2020); Escala de Seguridad Psicológica desarrollada por Li y Yan (2009); Escala de Cinco Ítems desarrollada por (Liang et al., 2012;Potipiroon & Ford, 2021); y Escala de Seguridad Psicológica, modificada a partir de la Escala de Edmondson (1999) con énfasis en el componente individual (Carmeli et al., 2010;Geng et al., 2022;Iqbal et al., 2022;Khan et al., 2020). Así mismo, otros estudios han utilizado como instrumento de medición herramientas cualitativas como entrevistas semi-estructuradas o conductas de observación (Demirkesen et al., 2021;Mukerjee & Metiu, 2022;O'Donovan et al., 2021;Smeets et al., 2021). ...
... Developed by Liang et al. (30) within the context of Chinese enterprises, this scale is widely used among nurses and public sector employees in China. It is currently the most frequently used and localized research tool in the field of organizational behavior studies, with a Cronbach's α coefficient ranging from 0.84 to 0.90. ...
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Background Neonatal intensive care unit (NICU) nurses face immense pressure, yet research on their voice behavior and the motivational mechanisms behind it is limited. Specifically, the impact of organizational trust and career resilience on this behavior has not been thoroughly explored. Aim This study aims to examine the relationship between organizational trust and voice behavior in NICU nurses, with career resilience acting as a mediating factor, providing empirical evidence for nursing management. Methods A multicenter cross-sectional survey was conducted from January to June 2023, involving 422 neonatal nurses from tertiary hospitals in Sichuan Province, China. Data were collected using a self-designed questionnaire, a voice behavior scale, an organizational trust scale, and a career resilience scale. Hierarchical regression and structural equation modeling (SEM) were employed to analyze the relationships among the variables. Results Hierarchical regression analysis revealed that organizational trust (β = 0.28, p < 0.001) and career resilience (β = 0.45, p < 0.001) significantly predicted voice behavior. Mediation analysis using structural equation modeling confirmed that career resilience mediated the relationship between organizational trust and voice behavior, with a mediation effect of 0.340, accounting for 44.8% of the total effect. The structural model demonstrated good fit indices (CFI = 0.962, RMSEA = 0.045), indicating the robustness of the proposed model. Conclusion Organizational trust significantly influences NICU nurses’ voice behavior, with career resilience playing a critical mediating role. Enhancing organizational trust and fostering career resilience among NICU nurses can improve their willingness to engage in voice behavior, ultimately leading to better healthcare outcomes. Implications for nursing management Nursing managers should foster a trusting and supportive work environment to improve nurses’ job satisfaction and organizational commitment. This can be achieved by enhancing psychological empowerment and promoting positive interactions between nurses, the organization, and leadership. Such an environment helps reduce burnout and strengthens career resilience. Increased resilience enables nurses to better manage clinical pressures and challenges, elevating their career expectations and enhancing their willingness to engage in work. This, in turn, promotes innovation, active participation, and improved voice behavior, ultimately contributing to organizational success.
... Consequently, fear is another commonly felt emotional response triggered by negative workplace events (Oh & Farh, 2017) which may provoke individuals to quit or escape from source (Peng et al., 2018). However, this may prompt voice behaviors, where individuals may be inclined towards suggesting innovative solutions for current problems hindering their performance (Liang et al., 2012). Action tendency in this case is to "flight" as they may try to control future situations to avoid future recurrence of such negative triggers (Peltokorpi, 2018). ...
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Háttér és célkitűzések: Az utóbbi években élénk vita folyik arról, hogy a szervezeti véleménynyilvánítás, illetve a hallgatás egymás ellentétei, vagy különálló konstruktumok-e. Több érv szól az utóbbi nézet mellett, például a köztük lévő kismértékű korreláció vagy az, hogy a különböző tényezők gyakran nem ellentétes hatást gyakorolnak a véleménynyilvánításra és a hallgatásra. Korábbi kutatásunkban mi is azt tapasztaltuk, hogy a véleménynyilvánítás motivációs bázisának ismeretéből nem következtethetünk a hallgatás motivációira. Ezért egy véleménynyilvánítást és hallgatást is integráló közös modellel további érveket kerestünk a fenti álláspont mellett. Módszer: Keresztmetszeti kutatást végeztünk kérdőíves módszerrel. Az 577 kitöltő (358 nő, 218 férfi) válaszait látens változó modellezéssel vizsgáltuk. Modellünk fő változói a fejlesztő és figyelmeztető véleménynyilvánítás, illetve a defenzív és normatív hallgatás. Megvizsgáltuk a pszichológiai biztonság, a változási készenlét és a karrierrel való elégedettség prediktív hatását a véleménynyilvánításra és a hallgatásra. Eredmények: A pszichológiai biztonságnak aszimmetrikus prediktív hatása van. A hallgatási faktorokat erősen és negatívan jósolja be, míg a véleménynyilvánítási faktorok esetében pozitív, de kisebb mértékű a hatása. A változási készenlét viszont fontosabb szerepet játszik a véleménynyilvánítás megjelenésében, mint a hallgatáséban. A karrierrel való elégedettség gyenge prediktor, amely a fejlesztő véleménynyilvánításra pozitívan, míg a normatív hallgatásra negatívan hat. Következtetések: Összetett képet kaptunk a véleménynyilvánítás és a hallgatás viszonyáról. A pszichológiai biztonság és a változási készenlét aszimmetrikus hatása azt az érvelést erősítik, miszerint a véleménynyilvánítás és a hallgatás eltérő konstruktumok. Ennek fontos gyakorlati következménye is van, hiszen az egyoldalúan a véleménynyilvánításra serkentő szervezeti intézkedések nem feltétlenül ösztönzik a dolgozókat a hallgatás feladására is.
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Citation: Mahabeer, M. and Pelser T. 2024. The nexus between Level 5 leadership, employee innovation and employee voice. Proceedings of the 17th International Business Conference, Stellenbosch, South Africa, 22 – 25 September 2024. Employee innovation plays a vital role in enhancing the competitiveness of manufacturing organisations in South Africa, within the challenges of a turbulent global business landscape. It is essential to identify the factors influencing employee innovation. This study, guided by social exchange theory, examines two perspectives. Firstly, it seeks to analyse the direct relationship between level 5 leadership and employee innovation. Secondly, it aims to investigate whether employee voice acts as a mediating path through which level 5 leadership influences employee innovation. Survey data based on an online questionnaire was collected from 177 employees in the South African manufacturing industry. The proposed hypotheses were assessed by applying partial least squares structural equation modelling. The findings verify that level 5 leadership positively influences employee innovation. Furthermore, the authors argue that employee voice mediates this relationship. The relationship between level 5 leadership and employee innovation and the position of employee voice in mediating this link has not been studied until now. By adopting leadership behaviour based on personal humility and professional will and facilitating an environment that promotes employee voice, management and human resource practitioners can enhance employee innovation and, in turn, organisational innovation and success in the South African manufacturing industry.
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Purpose This study aims to explore the role of socially responsible human resource management (SRHRM) as a key driver of employee voice behaviour. The hypotheses included that these human resources management (HRM) practices strengthen employees’ motivation to voice their opinions by increasing their work engagement (WE), thereby encouraging them to share their ideas and concerns about their organization more actively. The hypotheses also proposed that this effect is especially pronounced when employees experience a heightened sense of psychological safety. Design/methodology/approach A survey-based correlational study was conducted with a sample of 289 participants to analyse the proposed relationships between the selected variables. Findings The results indicate that SRHRM and WE are significantly associated with both promotive and prohibitive voice behaviour among employees. In addition, the moderated mediation model revealed that employees who perceive their organization as adopting SRHRM practices display higher levels of WE, which in turn increases these individuals’ likelihood of engaging in both types of voice behaviour. This relationship is particularly strong for promotive voice when employees experience high levels of organizational psychological safety. Research limitations/implications The findings are limited by the cross-sectional research design, which restricts causal inference. Practical implications By adopting people-centred HRM practices, organizations can foster psychologically safe environments that enhance employees’ willingness to engage in behaviour beneficial to their organization, such as WE and voice behaviours. Originality/value The results highlight the critical role of SRHRM and offer evidence-based insights into how interventions can foster positive employee behaviours and attitudes, including WE and voice behaviour.
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This article investigates worker voice as a dimension of job quality and examines its link with job‐related outcomes. We refine and test a multi‐measure concept of the ‘voice gap’ to capture how much influence workers expect to have compared to what they actually have on a set of work‐related issues. Analysing a survey of 1307 American workers, we find that workers distinguish between a voice gap on issues related to their own interests (‘worker‐issues voice gap’) and those related to their employing organization's interests (‘organizational‐strategy voice gap’). Even after controlling for other dimensions of job quality, a larger voice gap is statistically associated with lower job satisfaction and well‐being, as well as higher levels of burnout and turnover intention. Additionally, we find that worker‐issues voice gap has a stronger and more significant effect than an organizational‐strategy voice gap. Based on these results, we recommend incorporating the voice gap measure in future worker voice research and as a practical tool for evaluating voice as a dimension of job quality.
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Despite the burgeoning literature on leadership and employees' feedback‐seeking behaviors, research linking contemporary leadership styles and feedback seeking is still limited. Our study examines the role of humble leadership on employees' feedback‐seeking behaviors. Based on data from 172 leader‐follower dyadic pairs, our results show that humble leadership has a positive effect on feedback‐seeking behaviors via employees' affective trust in the leader when the mediating effects of psychological safety and cognitive trust were controlled. Furthermore, the overall mediation effect of affective trust is strengthened by higher levels of employees' perceived human resource management strength. Theoretical and practical implications are discussed.
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Organizational performance might indirectly be impacted by the variable of purpose-driven organization (PDO). Mourkogiannis (2014) defines organisational purposes as a set of values and beliefs that defines the organisation, the purpose inspires and motivates the organisation's employees, too. This purpose also becomes a reason for doing or creating things. Muhammadiyah hospitals have determined their purpose as inclusive health services and it is strongly reflected in the message of Muhammadiyah founding father, KH Ahmad Dahlan. When inaugurating the PKO Muhammadiyah Clinic in Yogyakarta in 1923, he said that: "the purpose of PKO is to help everyone in sorrows by using the principles of Islam, not by dividing the nation and religion" (Thohari, 2021). Purpose-orientation means having purposes or concrete objectives for the benefit of all communities by providing wider services, which is beyond its financial performances (Henderson, 2019). This study has the objectives to confirm a few previous study results on Organizational Performance (OP) and the organisation's change capability (OCC) as the mediating variable. This study employs quantitative data analysis using Structural Equation Model (SEM). This study addresses three hypotheses. Hypothesis 1 of the study is proved that improving PDO will lead to an improvement in OCC by 0.945. Hypothesis 2 of the study has confirmed that improvement in OCC improves OP by 0.795. Hypothesis 2 of the study proves that OCC has a positive impact on OP. Meanwhile, hypothesis 3 is proved that there is a structural relationship between PDO and OP in a form of indirect impact to OCC as mediating variable. This study differs from previous studies as the study: 1) determines the objects are Muhammadiyah Hospitals which applies the social entrepreneurship organisation (SEO) ownership model and OCC; 2) the study period is set during the COVID-19 pandemic which significantly impacts the healthcare industry.
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Purpose Based on the Sociometer Theory, this study aims to develop a comprehensive framework explaining how and when negative workplace gossip triggers distinct responses, including employee silence and compulsory citizenship behavior (CCB). Design/methodology/approach Two scenario-based experiments and a field survey were conducted to examine hypotheses. Study 1 ( N = 149) manipulated workplace negative gossip and assessed the mediating effects of state self-esteem. Study 2 ( N = 217) manipulated workplace negative gossip and consideration of future consequences (CFC) to verify the stability of the mediating mechanism and test the moderating effect of CFC. Study 3 ( N = 321) tested the whole research model. Findings The findings indicate that negative workplace gossip decreases state self-esteem, resulting in silence among employees with low levels of CFC, while inducing CCB through state self-esteem among employees with high levels of CFC. Originality/value This study not only extends the research of negative workplace gossip by exploring its multifaceted impact on employee responses but also highlights the role of personality traits in shaping individuals’ response strategies.
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Purpose The study aims to understand the impact of psychological safety on employee creativity leading to innovative behaviour in a hybrid workforce. It further examines the drivers of psychological safety: inclusive leadership and affective climate as well as the interaction of employee creativity and proactive personality on innovative behaviour at remote work. Design/methodology/approach Using multi-source survey-based data, the study has been conducted in two phases for independent variables (IV) and dependent variables (DV). The first phase has gathered data for IVs from 515 team members and DVs from 105 teams’ leaders from various software development teams in the information technology and information technology enabled services sectors. The study has used component-based partial least square structural equation modelling to test various arguments developed in the paper. Findings The results of the study confirm the positive association of affective climate and inclusive leadership to psychological safety, which facilitates employee creativity leading to innovative behaviour. However, the results show there is no interaction of a proactive personality with employee creativity on innovative behaviour. Also, the results have supported the social network theory, which says that the strong ties among employees promote innovative behaviour. Practical implications According to the study, psychological safety might help strengthen and increase the social ties that bridge structural holes and improve collaboration across business units. This may encourage employee creativity, especially in remote work. Further, it highlights how employee creativity and proactive personality are important independent factors that facilitate innovative behaviour. Originality/value The study is a unique attempt to explore the role of psychological safety in enhancing creativity and innovative behaviour in hybrid mode of work setting.
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Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.
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People approach pleasure and avoid pain. To discover the true nature of approach–avoidance motivation, psychologists need to move beyond this hedonic principle to the principles that underlie the different ways that it operates. One such principle is regulatory focus, which distinguishes self-regulation with a promotion focus (accomplishments and aspirations) from self-regulation with a prevention focus (safety and responsibilities). This principle is used to reconsider the fundamental nature of approach–avoidance, expectancy–value relations, and emotional and evaluative sensitivities. Both types of regulatory focus are applied to phenonomena that have been treated in terms of either promotion (e.g., well-being) or prevention (e.g., cognitive dissonance). Then, regulatory focus is distinguished from regulatory anticipation and regulatory reference, 2 other principles underlying the different ways that people approach pleasure and avoid pain.
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The article introduces the construct "organization-based self-esteem" and its measurement. We developed a partial nomological network resulting in a set of hypotheses that guided efforts lo validate the construct and its measurement. Homogeneity of scale items, test-retest and internal consistency reliability, and convergent, discriminant, incremental, concurrent, and predictive validity estimates were all in­ inspected through conducting field studies and a laboratory experiment. We present results from a validation effort involving seven studies that draw on data from over 2,000 individuals, representing diverse organizations and occupations. Results support the construct validity of the measurement and most of the hypotheses. The organization-based self-esteem scale has been used in 100s of published studies since its validation, and a well-developed organization-based self-esteem theory now exists.
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In this study, we investigated a neglected form of extrarole behavior called taking charge and sought to understand factors that motivate employees to engage in this activity. Taking charge is discretionary behavior intended to effect organizationally functional change. We obtained both self-report and coworker data for 275 white-collar employees from different organizations. Taking charge, as reported by coworkers, related to felt responsibility, self-efficacy, and perceptions of top management openness. These results expand current understanding of extrarole behavior and suggest ways in which organizations can motivate employees to go beyond the boundaries of their jobs to bring about positive change.
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In this study a confirmatory methodology was implemented to analyze a model that uses the J. R. Rizzo et al (see record 1971-01407-001) scales of role conflict (RC) and role ambiguity (RA; i.e., the A. G. Bedeian and A. A. Armenakis [see PA, Vol 66:4547] model). The validity of the RC and RA scales were examined through structural equations analysis, and a nested models approach was used to compare the Bedeian and Armenakis model with a model suggesting a more parsimonious representation of the data. Furthermore, path estimates from models incorporating random measurement error were compared with estimates from a model not incorporating the effects of random measurement error. Results indicate that the RC and RA measures meet some established thresholds of convergent and discriminant validity. However, the causal results suggest a more parsimonious representation of the effects of RC and RA than that posited by Bedeian and Armenakis. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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In this research we tested the relative importance of subjective appraisals of the job versus mood state in accounting for organizational citizenship behavior (OCB). A total of 369 individuals from two hospitals provided data concerning their typical mood state at work and appraisals of their jobs and their pay, and supervisors provided ratings of employee OCB. Subjects' evaluations of the job, notably with respect to pay, accounted for more unique variance in OCB than did the mood measures. The results suggest that OCB has a deliberate, controlled character and does not represent expressive behavior owing to emotional states. We offer a fairness interpretation of OCB, drawing from Blau's (1964) social exchange framework. Conclusions are tentative and qualified in view of the limitations of the data. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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I n recent years, Western scholars have increasingly emphasized the importance of organizational citizenship behavior (OCB)—employees' behavior and actions that are not specifically designated in their formal job duties. Almost the entire body of empirical research on OCB is based on studies conducted in the United States, using U.S. employee populations as samples. Taking an inductive approach, we examined forms of OCB in the People's Republic of China (China). From a diverse sample of 158 employees and managers in 72 state-owned, collective, town and village, foreign-invested, and private enterprises in China, we collected 726 OCB incidents or items that were commonly observed in the workplace. We then subjected these to a content analysis to identify major forms of OCB. Results of our analysis revealed 10 dimensions of OCB, with at least one dimension not evident at all in the Western literature, and four that do not figure importantly in established OCB measures. The type of organizations influenced the reporting of several forms of OCB. Results suggested that Chinese formulation of OCB differs from that in the West, and is embedded in its unique social and cultural context. We discuss these results in terms of their implications for future research in OCB.
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The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
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Using an inductive approach, we examined the construct domain of organizational citizenship behavior (OCB) in the People’s Republic of China (PRC). From a diverse sample of 99 employees and managers in 40 state-owned, collective, joint venture, and private enterprises in the PRC, we collected 480 OCB incidents. Results of content analysis of these incidents revealed 11 dimensions of OCB, six of which are not evident in the Western literature. The type of organization influenced the forms of OCB reported. Results suggested that the Chinese formulation of OCB differs from its Western counterparts and is embedded in the PRC’s unique social and cultural context.
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This paper describes and reviews the theory of planned behavior (TPB). The focus is on evidence supporting the further extension of the TPB in various ways. Empirical and theoretical evidence to support the addition of 6 variables to the TPB is reviewed: belief salience measures, past behaviodhabit, perceived behavioral control (PBC) vs. self-efficacy, moral norms, self-identity, and affective beliefs. In each case there appears to be growing empirical evidence to support their addition to the TPB and some understanding of the processes by which they may be related to other TPB variables, intentions , and behavior. Two avenues for expansion of the TPB are presented. First, the possibility of incorporating the TPB into a dual-process model of attitude-behavior relationships is reviewed. Second, the expansion of the TPB to include consideration of the volitional processes determining how goal intentions may lead to goal achievement is discussed. The theory of planned behavior (TPB) is a widely applied expectancy-value model of attitude-behavior relationships which has met with some degree of success in predicting a variety of behaviors present paper examines avenues for development of this theory as a way of furthering our understanding of the relationship between attitudes and behavior. This is achieved in two ways: a review of the evidence supporting the addition of six different variables to the TPB, and a review of two avenues for expanding this theory. Six additional variables are reviewed: belief salience, past behaviodhabit, perceived behavioral control versus self-efficacy, moral norms, self-identity, and affective beliefs. Two avenues for model expansion are considered: multiple processes by which attitudes influence 'Correspondence concerning this article should be addressed to Mark Conner, School of Psychology , University of Leeds, Leeds LS2 9JT. United Kingdom.
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We develop a framework of individual error reporting that draws from research on human error, learning, discretionary behaviors, and high-reliability organizations. The framework describes three phases that underlie error reporting: error detection, situation assessment, and choice of behavioral response. We discuss theoretical implications of the framework and directions for future research.
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This study began with the premise that people can use varying degrees of their selves. physically. cognitively. and emotionally. in work role performances. which has implications for both their work and experi­ ences. Two qualitative. theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage. or express and employ their personal selves. and disengage. or withdraw and defend their personal selves. This article describes and illustrates three psychological conditions-meaningfulness. safety. and availabil­ ity-and their individual and contextual sources. These psychological conditions are linked to existing theoretical concepts. and directions for future research are described. People occupy roles at work; they are the occupants of the houses that roles provide. These events are relatively well understood; researchers have focused on "role sending" and "receiving" (Katz & Kahn. 1978). role sets (Merton. 1957). role taking and socialization (Van Maanen. 1976), and on how people and their roles shape each other (Graen. 1976). Researchers have given less attention to how people occupy roles to varying degrees-to how fully they are psychologically present during particular moments of role performances. People can use varying degrees of their selves. physically, cognitively, and emotionally. in the roles they perform. even as they main­ tain the integrity of the boundaries between who they are and the roles they occupy. Presumably, the more people draw on their selves to perform their roles within those boundaries. the more stirring are their performances and the more content they are with the fit of the costumes they don. The research reported here was designed to generate a theoretical frame­ work within which to understand these "self-in-role" processes and to sug­ gest directions for future research. My specific concern was the moments in which people bring themselves into or remove themselves from particular task behaviors, My guiding assumption was that people are constantly bring­ ing in and leaving out various depths of their selves during the course of The guidance and support of David Berg, Richard Hackman, and Seymour Sarason in the research described here are gratefully acknowledged. I also greatly appreciated the personal engagements of this journal's two anonymous reviewers in their roles, as well as the comments on an earlier draft of Tim Hall, Kathy Kram, and Vicky Parker.
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We investigated the relationship between personal control - employees' perceptions of autonomy and impact at work - and voice - employees' expression of challenging but constructive work-related opinions, concerns, or ideas. Specifically, we developed and tested an explanation that integrates two conceptual perspectives (i.e., dissatisfaction-based versus expectancy-based) on the effects of personal control. Using data from 586 nurses, we found that the relationship between personal control and voice was U-shaped. Further, organizational identification acted as a moderator: When personal control was low, voice was lower for employees with stronger identification. When personal control was high, voice was higher for employees with stronger identification.
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The time and attention of top management in an organization are critical, but limited, resources. This article develops insights on issue selling as a process that is central to explaining how and where top management allocates its time and attention. We see issue selling as a critical activity in the early stages of organizational decision-making processes. We first clarify the value of understanding issue selling at the individual and organizational levels and from both symbolic and instrumental perspectives. We then develop a framework for describing and studying issue selling in organizations that draws on three different theoretical perspectives: issue selling as upward influence, issue selling as claiming behaviors, and issue selling as impression management. We use the different perspectives to develop a set of testable research propositions. The article concludes with a discussion of practical and theoretical implications of the issue-selling framework.
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We argue that attitudes and subjective norms are not sufficient determinants of intentions and that intentions are not a sufficient impetus for action, as maintained by leading theories of attitude. To deepen attitude theory, we address the role of cognitive and emotional self-regulatory mechanisms. The attitude-intention link is hypothesized to depend on conative processes and on certain coping responses directed at the emotional significance of evaluative appraisals. The subjective norm-intention relationship is hypothesized to be governed by certain cognitive activities inherent in perspective taking and by positive and negative emotional reactions associated with appraisals of the deviation and conformance of both the self and others to expectations concerning the shared social meaning of a focal act. Finally, the intention-behavior relationship, particularly for goal-directed behaviors, is posited to be conditioned on decision making with respect to the means needed to achieve a goal; with respect to implementation processes related to planning, monitoring, and guidance and control of instrumental acts; and with respect to motivational processs associated with commitment, effort, and affect toward the means.
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The manner in which the concept of reciprocity is implicated in functional theory is explored, enabling a reanalysis of the concepts of "survival" and "exploitation." The need to distinguish between the concepts of complementarity and reciprocity is stressed. Distinctions are also drawn between (1) reciprocity as a pattern of mutually contingent exchange of gratifications, (2) the existential or folk belief in reciprocity, and (3) the generalized moral norm of reciprocity. Reciprocity as a moral norm is analyzed; it is hypothesized that it is one of the universal "principal components" of moral codes. As Westermarck states, "To requite a benefit, or to be grateful to him who bestows it, is probably everywhere, at least under certain circumstances, regarded as a duty. This is a subject which in the present connection calls for special consideration." Ways in which the norm of reciprocity is implicated in the maintenance of stable social systems are examined.
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This paper reports the results of two longitudinal studies we conducted to find out when dissatisfied employees will respond to their dissatisfaction with exit, voice, loyalty, or neglect. We found consistent evidence that exiters were affected by the costs and the efficacy of their responses as well as the attractiveness of their employing organization. Loyalists were primarily affected by the efficacy of their responses, although, unexpectedly, loyalty resembled entrapment in the organization more than it did supportive allegiance to the organization. Neglecters were primarily affected by the costs and the efficacy of their responses, and voicers were very difficult to predict. We conclude by arguing that we need a much better understanding of voice and loyalty in order to predict better how employees will respond to dissatisfaction.
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Summary Predictors of submitting suggestions and their quality were studied in a Dutch company with a well-developed suggestion system (nà 207 blue collar workers). A model with person variables (initiative at work, higher order need strength, control aspirations, and interest in work innovation), work characteristics (control and complexity), motives (better work, reward), self-eÅcacy, and system factors (system inhibitors, system respon- siveness, and supervisor support) was developed and tested. They are related to the three process variables, deemed to be important in making a suggestion: having ideas, sub- mitting suggestions and quality of the suggestions. A path analysis revealed that the most important factors related to these process variables were initiative at work, higher order need strength, self-eÅcacy, expected improvements in work and suggestion inhibitors (negatively). Copyright #1999 John Wiley & Sons, Ltd.
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The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
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Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support-work outcomes relationships. Implications for management theory and practice are discussed.
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Develops a model of principled organizational dissent after a review of literature in the social sciences, humanities, law and journalism. Propositions are derived from the model toward a program of research to estimate the magnitude of principled organizational dissent as a form of individual behavior in the workplace; identify and analyze factors affecting the causes and consequences of principled dissent; and suggest how principled dissent could be more effective as a stimulus for constructive organizational change. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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approaches to instrumentation guidelines useful both for writing new items and modifying existing items translation: a recommended procedure suggestions will be given concerning the administration of research instruments to actual respondents (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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The abstract for this document is available on CSA Illumina.To view the Abstract, click the Abstract button above the document title.
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Results of this field study of 597 employees demonstrate the importance of extra-role behavior in explaining employee performance over a six-month period. Supervisors, peers, and employees differentiated in-role from extra-role behavior. They also differentiated two related forms of promotive extra-role behavior: helping and voice. We cross-validate our results and conclude by discussing future research implications.