scholarly journals 'Speaking up, being heard: an exploratory study on how emergent voice behavior of auxiliary nurses is received and responded to by colleagues and supervisors'

2019 ◽  
Vol 19 (4) ◽  
pp. 286
Author(s):  
Karin Kee ◽  
Marieke Van Wieringen ◽  
Bianca Beersma
Keyword(s):  
Exploratory Study ◽  
Voice Behavior ◽  
Speaking Up ◽  
Auxiliary Nurses

scholarly journals Wolsink et al., Dual Cognitive Pathways to Voice Quality

2018 ◽  
Author(s):  
Inge Wolsink ◽  
Deanne Den Hartog ◽  
Frank Belschak ◽  
Ilja Gabriel Sligte
Keyword(s):  
Working Memory Capacity ◽  
Voice Quality ◽  
Memory Capacity ◽  
Quality Information ◽  
Voice Behavior ◽  
Speaking Up ◽  
Cognitive Elaboration ◽  
High Voice ◽  
High Quality Information ◽  
Organization Quality

We investigate the involvement of Working Memory Capacity (WMC, the cognitive resource necessary for controlled elaborate thinking) in voice behavior (speaking up with suggestions, problems, and opinions to change the organization). While scholars assume voice requires elaborate thinking, some empirical evidence suggests voice might be more automatic. To explain this discrepancy, we distinguish between voice quantity (frequency of voice) and voice quality (novelty and value of voiced information) and propose that WMC is important for voice quality, but not voice quantity. Furthermore, we propose that people who voice often need less WMC to reach high voice quality than people who voice rarely. To test our ideas, we conducted three studies: a between-participant lab-study, a within-participant experiment, and a multi-source field-study. These studies confirmed that voice quantity is unrelated to WMC. Voice quality is positively related to WMC, but only for those who rarely voice. This indicates that the decision to voice (quantity) might be more automatic and intuitive than often assumed, whereas its value to the organization (quality), relies more on the degree of cognitive elaboration of the voicer. It also suggests that frequent and infrequent voicers use distinct cognitive pathways to voice high quality information: frequent voicers improvise, while infrequent voicers elaborate.

scholarly journals Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior

2019 ◽  
Vol 34 (8) ◽  
pp. 560-572
Author(s):  
Jinyun Duan ◽  
Émilie Lapointe ◽  
Yue Xu ◽  
Sarah Brooks
Keyword(s):  
Social Information Processing ◽  
Perceived Risk ◽  
Voice Behavior ◽  
Speaking Up ◽  
High Quality ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Member Exchange ◽  
Speak Up

Purpose The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship. Design/methodology/approach The authors relied on a sample of 265 employee-supervisor dyads collected from Chinese organizations to test the study hypotheses. Findings Results indicated that perceived risk of voicing significantly mediated the positive LMX–voice behavior relationship. In addition, perceived leader power strengthened the effect of LMX on voice behavior via perceived risk of voicing. The relationship of LMX to perceived risk of voicing was more negative, and the indirect effect of LMX on voice behavior was more positive when employees perceived that leader power was high. Practical implications Organizations seeking to promote voice behaviors should support leaders to develop high-quality relationships with employees. Organizations should also ensure that leaders are sufficiently empowered to fulfill their roles, and ensure that employees are aware of their leaders’ influence. Originality/value Findings suggest that, in the context of high quality leader–member relationships, employees’ perceptions of their leaders’ power may help to overcome barriers associated with speaking up. Thus, this study helps explain the conditions that encourage employees to voice.

Leader humility and constructive voice behavior in China: a dual process model

2018 ◽  
Vol 39 (6) ◽  
pp. 840-854 ◽  
Author(s):  
Jie Li ◽  
Qiaozhuan Liang ◽  
Zhenzhen Zhang ◽  
Xiao Wang
Keyword(s):  
Process Model ◽  
Empirical Studies ◽  
Dual Process ◽  
Second Phase ◽  
Voice Behavior ◽  
Speaking Up ◽  
Content Type ◽  
Speaking Out ◽  
Depth Analysis ◽  
Leader Humility

PurposeThe purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.Design/methodology/approachData were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.FindingsThe results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.Practical implicationsManagers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.Originality/valueAlthough leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.

Employee voice behavior revisited: its forms and antecedents

2016 ◽  
Vol 39 (12) ◽  
pp. 1720-1737 ◽  
Author(s):  
Shih Yung Chou ◽  
Katelin Barron
Keyword(s):  
Social Exchange ◽  
Physical Symptoms ◽  
Employee Voice ◽  
Voice Behavior ◽  
Speaking Up ◽  
Exchange Relationships ◽  
Voice Change ◽  
Content Type ◽  
Managerial Implications ◽  
Voice Message

Purpose The purpose of this article is twofold. First, this article attempts to classify employee voice behavior using three distinct dimensions of voice message embedded in employee voice behavior: voice change beneficiary, voice change approach and voice change time orientation. Second, this article discusses the theoretical underpinning that can be used to best explain the antecedents of a certain form of employee voice behavior. Design/methodology/approach A theoretical analysis was performed. Findings This article proposes that employee voice behavior can be classified into self-centered vs other-centered, improvement-focused vs prevention-focused and present-oriented vs future-oriented. Moreover, this article discusses how social exchange, personality traits and cultural perspectives help explain the antecedents of each of these forms of employee voice behavior. Practical implications First, this article recommends that managers should evaluate employee voice behavior based upon contexts in which the behavior is exhibited. Second, this article recommends that managers not only need to establish an environment where employee voice behavior is strongly encouraged, but also pay attention to reducing psychological and physical symptoms caused by speaking up for others. Finally, this article provides further managerial implications by highlighting that high-quality social exchange relationships can not only trigger employees’ desire to voice for themselves, but also motivate employees to voice for others. Originality/value This article is one of the few studies that attempt to classify employee voice behavior.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Archana Manapragada Tedone ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Turnover Intentions ◽  
Job Attitudes ◽  
Personality Characteristics ◽  
Employee Voice ◽  
Voice Behavior ◽  
Speaking Up ◽  
Theoretical Understanding ◽  
Workplace Issues ◽  
Content Type

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.

Classifying Disfluencies in Preschool- and School-Age Spanish–English Bilinguals Who Do Not Stutter: An Exploratory Study

2020 ◽  
Vol 5 (1) ◽  
pp. 119-130
Author(s):  
Raúl Rojas ◽  
Farzan Irani
Keyword(s):  
Exploratory Study ◽  
Evidence Base ◽  
Medium Effect ◽  
Bilingual Children ◽  
Linear Regression Models ◽  
Cross Sectional ◽  
Total Percentage ◽  
Narrative Production ◽  
Language Measures ◽  
Mean Length Of Utterance

Purpose This exploratory study examined the language skills and the type and frequency of disfluencies in the spoken narrative production of Spanish–English bilingual children who do not stutter. Method A cross-sectional sample of 29 bilingual students (16 boys and 13 girls) enrolled in grades prekindergarten through Grade 4 produced a total of 58 narrative retell language samples in English and Spanish. Key outcome measures in each language included the percentage of normal (%ND) and stuttering-like (%SLD) disfluencies, percentage of words in mazes (%MzWds), number of total words, number of different words, and mean length of utterance in words. Results Cross-linguistic, pairwise comparisons revealed significant differences with medium effect sizes for %ND and %MzWds (both lower for English) as well as for number of different words (lower for Spanish). On average, the total percentage of mazed words was higher than 10% in both languages, a pattern driven primarily by %ND; %SLDs were below 1% in both languages. Multiple linear regression models for %ND and %SLD in each language indicated that %MzWds was the primary predictor across languages beyond other language measures and demographic variables. Conclusions The findings extend the evidence base with regard to the frequency and type of disfluencies that can be expected in bilingual children who do not stutter in grades prekindergarten to Grade 4. The data indicate that %MzWds and %ND can similarly index the normal disfluencies of bilingual children during narrative production. The potential clinical implications of the findings from this study are discussed.

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