Individual disposition and manager behaviour on employee upward voice

Subhakaran, Sriji Edakkat; Dyaram, Lata

doi:10.1108/ijoa-12-2017-1315

Cited by 10 publications

(9 citation statements)

References 54 publications

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“…The role of voice efficacy in promoting employee voice behavior has been confirmed in existing literature [51,53]. According to the analysis above, customer voice is essentially the derivation of employee voice behavior in marketing situations.…”

Section: Voice Efficacymentioning

confidence: 71%

How Does Customer–Company Identification Enhance Customer Voice Behavior? A Moderated Mediation Model

Ran

Zhou

2019

Sustainability

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For sustainable development, enterprises need to establish a good relationship with customers. Existing studies have pointed out that customer voice behavior is beneficial to maintaining and developing customer–firm relationships. Based on social identity theory, social exchange theory and self-efficacy theory, we propose a moderated mediation model to analyze the impact of customer–company identification on customer voice behavior, which includes complaints and suggestions for service improvement. Data were collected from 487 consumers in the online takeaway industry. The results show that customer–company identification has a positive impact on both complaints and service improvement suggestions, and customer commitment plays a mediating role in these relationships. Customer voice efficacy not only strengthens the positive effect of customer commitment on complaints and service improvement suggestions, but also strengthens the indirect effect of customer–company identification on two forms of customer voice behavior. Finally, theoretical contributions, managerial contributions and future directions are discussed.

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Section: Voice Efficacymentioning

confidence: 71%

How Does Customer–Company Identification Enhance Customer Voice Behavior? A Moderated Mediation Model

Ran

Zhou

2019

Sustainability

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“…Relentless efforts to mobilize support for new and potentially controversial ideas can be perceived as intrusive or intimidating, so the targets of these efforts might react negatively, such as by critiquing the innovative ideas or questioning the credibility of the champions (De Clercq et al, 2011;Hon et al, 2014). According to extant research, employees who can draw from their own proactive personality deal better with adverse work conditions (Kisamore, Liguori, Muldoon, & Jawahar, 2014;Parker & Sprigg, 1999), which might include resistance from coworkers, so they should continue to be able to work to convince others of the value of innovative ideas (Chen et al, 2013;Subhakaran & Dyaram, 2018). Employees with an existing disposition toward action should be more confident that any resource gains achieved from their promotion efforts, such as enhanced career success (Seibert et al, 2001), are within their reach.…”

Section: Proactive Personality and Championing Behaviormentioning

confidence: 99%

Proactive champions: how personal and organizational resources enable proactive personalities to become idea champions

Clercq

Pereira

2021

The Journal of Social Psychology

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In investigating the relationship between employees' proactive personality and idea championing, this study addresses how this relationship might be augmented when employees can draw from pertinent personal resources (persuasion self-efficacy and job enthusiasm) and organizational resources (social interaction and organizational support for change). Two-wave survey data, collected among employees in a banking organization, show that employees' proactive personalities increase the likelihood that they mobilize support for innovative ideas, especially if they (1) feel confident that they can defend these ideas successfully, (2) experience their jobs as sources of personal fulfillment, (3) maintain informal relationships with peers, and (4) believe their organizations embrace change. For managers, these findings indicate that employees will leverage their positive energy, derived from their desire for initiative taking, into enhanced change-oriented championing activities if they also can draw from pertinent resources that enhance their ability or motivation to engage in those leveraging efforts.

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“…Voice is now commonly viewed as an improvement-oriented response to workplace issues or concerns at a job, departmental or organizational level rather than a complaint-driven response to personal dissatisfactions (LePine and Van Dyne, 2001; Maynes and Podsakoff, 2014). Indeed, much of the recent research on employee voice supports an association between employee voice behavior and proactive personality (Elsaied, 2019; Subhakaran and Dyaram, 2018; Wijaya, 2019), as those who are more proactive tend to take initiative and foster necessary change (Bateman and Crant, 1993). Given this shift in view of employee voice and the importance of this behavior to organizational growth and development, research has focused on exploring the impact of positive attitudes on employee voice behavior.…”

Section: Job Satisfaction and Employee Voice Behaviormentioning

confidence: 99%

Speaking up at work: personality’s influence on employee voice behavior

Tedone

Bruk‐Lee

2021

IJOA

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Purpose To boost efficiency and productivity, organizations are increasingly depending upon employees to speak up about workplace concerns and disagreements. This change-oriented bottom-up communication, termed employee voice behavior, brings attention to workplace issues that could otherwise go undetected by management. This study examined the relationships between personality characteristics, job attitudes, and employee voice behavior, and investigated the moderating role of extraversion on the relationships between job attitudes (i.e., job satisfaction and turnover intentions) and voice. Design/methodology/approach A cross-sectional study design was used, with data collected through an online survey from a sample of 284 individuals working in the US. Hypotheses were tested using correlation, regression and moderation analyzes. Findings Job satisfaction and turnover intentions were found to be positively and negatively-related, respectively, to employee voice behavior. Extraversion was found to be predictive of employee voice behavior and moderate the relationships between job attitudes and voice behavior. Interestingly, results suggest that the job attitudes of individuals high in extraversion do not influence their likelihood of speaking up. Rather, voice behaviors of only those with low or moderate levels of extraversion are impacted by their job attitudes. Originality/value This study builds upon prior research identifying the importance of extraversion in predicting voice behavior by testing its incremental validity and relative weight, compared to the other Big Five personality characteristics. Furthermore, this research contributes to the theoretical understanding of instances in which employee voice behavior occurs by examining the moderating effect of extraversion on the relationship between job attitudes and employee voice behavior.

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Individual disposition and manager behaviour on employee upward voice

Cited by 10 publications

References 54 publications

How Does Customer–Company Identification Enhance Customer Voice Behavior? A Moderated Mediation Model

How Does Customer–Company Identification Enhance Customer Voice Behavior? A Moderated Mediation Model

Proactive champions: how personal and organizational resources enable proactive personalities to become idea champions

Speaking up at work: personality’s influence on employee voice behavior

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