Roles of gender and basic need satisfaction in decent work perception and voice behavior

Abstract

PurposeHow to foster voice behavior has always been a hot topic in organizational research; however, the mechanism through which performing decent work affects employee voice behavior remains to be fully understood. To address this deficiency, the current study investigates how basic need satisfaction may relate to perceived decent work and voice behavior and the moderating role of gender. Our research draws upon self-determination theory and social information processing theory.Design/methodology/approachThe theoretical model was tested using two-wave investigation data collected from a sample of 349 employees and 85 supervisors in Southwest China.FindingsDecent work perception was positively related to voice behavior, and this relationship was partially mediated by basic need satisfaction. In addition, the relationship between decent work perception and basic need satisfaction as well as the indirect effect of decent work perception on voice behavior via basic need satisfaction was stronger for men than for women.Originality/valueThis study highlights the pivotal roles of basic need satisfaction and gender in the consequences of decent work perception in the workplace. The authors provide new insights into the relationship between decent work perception and voice behavior and inspire scholars to elucidate other explanatory mechanisms in this link.

The Relationship between Inclusion Climate and Voice Behaviors beyond Social Exchange Obligation: The Role of Psychological Needs Satisfaction

“…Despite the above limitations, the present study makes some important theoretical and practical contributions. Firstly, it laid on self-determination theory [39] to test a model of prosociality as fueled by the satisfaction of core psychological needs [150,151]; this process is based on intrinsic rather than extrinsic motivation, and it is consistent with the intrinsic motivational nature of psychological empowerment in that empowered employees feel more able to affect change at work [152]. Therefore, those results differ from and extend previous studies using the predictions of social exchange theory [22].…”

Let's work together, especially in the pandemic: finding ways to encourage problem-focused voice behavior among passionate employees

“…= upper management). 1 Prior research suggests that female employees are less likely than their male counterparts to express concerns about work issues, because traditional gender roles encourage women to comply with the status quo instead of challenging it (Eagly & Karau, 2002;Huang et al, 2020;LePine & Van Dyne, 1998). Moreover, female employees tend to put more emphasis on social relationship building and the maintenance of group harmony, features that might be compromised by dedicated efforts to point out problem areas (Ng & Feldman, 2015).…”

“…The statistical models accounted for the effects of three variables: gender (1 5 female), education (1 5 secondary, 2 5 post-secondary, non-university, 3 5 bachelor, 4 5 master, 5 5 doctorate), and job level (1 5 line worker, 2 5 lower management [some supervisory responsibilities], 3 5 middle management [significant supervisory responsibilities], 4 5 upper management) [1]. Prior research suggests that female JOEPP 9,2 employees are less likely than their male counterparts to express concerns about work issues, because traditional gender roles encourage women to comply with the status quo instead of challenging it (Eagly and Karau, 2002;Huang et al, 2020;LePine and Van Dyne, 1998). Moreover, female employees tend to put more emphasis on social relationship building and the maintenance of group harmony, features that might be compromised by dedicated efforts to point out problem areas (Ng and Feldman, 2015).…”

Family, Work, Collegial, and Emotional Influences on Problem-Focused Voice Behaviors

“…The empirical analyses accounted for the effects of two demographic characteristics: gender (0 = male; 1 = female) and organizational experience (in years). Men tend to be more forthcoming in expressing their opinions about possibly controversial work issues (Huang et al, 2021), and employees with longer organizational track records likely have more confidence that they will be successful in their voice efforts (Tangirala & Ramanujam, 2008).…”