Untitled

Kahnweiler, William M.; Thompson, Margaret A.

doi:10.1023/a:1022976132361

Cited by 23 publications

(9 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, based on the mediating effect of organizational identification, leaders must also pay attention to the following to effectively increase members’ voice behaviors. First, to reduce members’ defensive perceptions of participative leadership, adequate participative leadership characteristics should be demonstrated according to the specific preferences and desire to participate of individual members (Kahnweiler & Thompson, 2000; Lam et al, 2015). Second, leaders should objectively analyze relevant information before making decisions to enhance members’ trust, identification, and respect and to communicate criteria for acting, thus ensuring the transparency of suggestions (Walumbwa & Schaubroeck, 2009).…”

Section: Discussionmentioning

confidence: 99%

The Influence of Participative Leadership on the Voice Behavior of Public Servants

Miao

Zhang

2023

Public Personnel Management

View full text Add to dashboard Cite

Determining how to stimulate public employees’ voice behaviors has become a critical issue in both theory and practice. This article draws on the theories of participative management, leadership, role theory, and social identity theory and proposes a moderated mediation model to explore the mechanism by which participative leadership shapes public employees’ voice behaviors. To test this study’s hypotheses, we conduct a three-wave investigation of 739 public tax agency employees in the Yangtze River Delta area of China. The results show that participative leadership significantly predicts employees’ voice behaviors by enhancing their organizational identification. Furthermore, power distance moderates the relationship between participative leadership and organizational identification. These findings advance our understanding of how to motivate employees’ voice behaviors from the perspective of participative leadership in public organizations.

show abstract

Section: Discussionmentioning

confidence: 99%

The Influence of Participative Leadership on the Voice Behavior of Public Servants

Miao

Zhang

2023

Public Personnel Management

View full text Add to dashboard Cite

show abstract

“…The Cronbach alpha value was 0.88. Lastly, PDM was measured by using the items adapted from the scale developed by Kahnweiler and Thompson (2000), with six items (e.g. “The suggestions provided by me are given serious thought”).…”

Section: Methodsmentioning

confidence: 99%

Examining high-performance work practices in academia: role of administrative workload and support staff

Aparna¹,

Sahney

2023

IJPPM

View full text Add to dashboard Cite

PurposeThe study aims to explore the effectiveness of performance-oriented practices like high-performance work practices (HPWPs) in higher education (HE), given its explicit focus on performance these days.Design/methodology/approachThe study uses hierarchical linear modeling using statistical package for social sciences (SPSS 22.0) to test the hypotheses. An intertwined framework of the ability–motivation–opportunity (AMO) model and the job demand-resources (JD-R) model was proposed. The study considered strategic hiring, recognition and participatory decision-making as ability, motivation and opportunity-enhancing practices respectively. Further, the study addressed the impact of institutional level moderators, like administrative workload (AWL) and support staff (SS).FindingsThe findings based on the responses of 385 faculties and 443 students from 36 Indian institutes, indicated that HPWPs enhanced the education performance (EP) of HE institutes. Further, results revealed that both AWL and SS had differential effects on the relationship between HPWPs and EP. Contrary to authors’ expectations, SS showed a negative effect of the relationship between HPWPs and EP.Research limitations/implicationsThe increased AWL was debilitating the beneficial effects HPWPs. The negative interaction effect of SS sheds light on the hidden issues surrounding SS in HE institutes. Based on findings, the study offered important theoretical and practical implications.Originality/valueTo the best of authors’ knowledge, the impact of innovative human resource (HR) practices in academia remains relatively under-researched, and the current study is an attempt to fill this void.

show abstract

“…Participation in decision-making may also lead to improved labour-management relations, higher-quality decisions, stronger employee loyalty to organisations, and increased productivity (Kearney, 2003). Nonetheless, higher levels of employee engagement in decision making are associated with reduced employee turnover, better levels of organisational loyalty, and greater staff productivity rates (Cotton et al, 1988;Kahnweiler and Thompson, 2000;Kearney, 2003). Employee morale is boosted when they are recognised for their contributions to decision-making, which also implied that they are competent, intelligent, and valued collaborators.…”

Section: Employee Participationmentioning

confidence: 99%

The influence of employee participation, rewards and recognition, job security, and performance feedback on employee engagement

Quay¹,

Yusof

2022

IPBSS

View full text Add to dashboard Cite

The fundamental goal of this research was to develop a model of employee engagement from the perspective of private sector employees in Melaka, Malaysia, which can be added to the body of knowledge. It was carried out to determine the relationships between employee participation, job security, performance feedback, as well as rewards and recognition on employee engagement. This study found that all tested variables are positively related to employee engagement. Based on the findings, it is recommended that the private sector should prioritise efforts that enhance employee participation, provide robust career package and constant feedback. Employees’ contributions also need to be adequately recognised at all levels to ensure organisations are able to enhance its performance.

show abstract

Untitled

Cited by 23 publications

References 49 publications

The Influence of Participative Leadership on the Voice Behavior of Public Servants

The Influence of Participative Leadership on the Voice Behavior of Public Servants

Examining high-performance work practices in academia: role of administrative workload and support staff

The influence of employee participation, rewards and recognition, job security, and performance feedback on employee engagement

Contact Info

Product

Resources

About