The Role of Psychological Capital on Employee Voice: Conservation Resources Framework

Abstract

The current study aims to explain how psychological capital influences employee voice in the Indonesian context. The conservation resources framework can provide an explanation of how personal resources, namely psychological capital (psycap) have an impact on work behavior (employee voice). This study involved 182 participants from various companies. Questionnaires were circulated via an instant messaging application, several social media platforms, and paper-based. Based on a simple regression analysis, it is proven that psychological capital is significantly related to employee voice. Employees can choose to speak up when they are motivated by a pro-social motive that brings to constructive changes to themselves and the organizations. Psycap interacting simultaneously produces different manifestations, which can make individuals obtain new resources. By acquiring these additional resources, individuals are ready to meet the demands of work and achieve their work goals, by providing a voice.

The relationships between nurses’ positive psychological capital, and their employee voice and organizational silence behaviors

“…Employees with high PsyCap levels are more likely to share their ideas and opinions about their workplaces because they have higher EVs. Although no studies on this topic have been conducted with nurses, this result is consistent with those of studies conducted with workers in other sectors (Prihatsanti et al, 2020; Turgut & Agun, 2016), which have reported that positive psychological conditions encourage a positive voice climate, creating mechanisms that contribute to positive organizational outcomes (Turgut & Agun, 2016).…”

Humorous leadership, upward voice and resistance to change in the hotel context: from affective events theory perspective

“…Furthermore, Prihatsanti et al (2020) state that different employee psychological capital has an impact on employee attitudes (committed, satisfied and intention to turnover), employee attitudes (attendance and citizenship behaviors) and performance levels (innovative behaviors and performance). Saruhan (2013) argued that psychological capital EBR 35,5 resources directly contribute to increased organizational trust and resistance to change.…”

Mapping Emotional Intelligence and Psychological Capital Research: A Bibliometric Analysis and Future Research Agenda

“…Co-citation patterns unveiled thematic clusters representing emerging trends and research priorities within the field, including the exploration of positive organizational psychology [3,95], cross-cultural studies [76,89], and the role of PsyCap [96] in shaping employee attitudes and behaviors. Collaboration patterns among researchers highlighted the importance of international partnerships in advancing research productivity and knowledge dissemination [30,69].…”