Impact of team voice on employee voice behavior: role of felt obligation for constructive change and supervisor expectations for voice

IF 1.6 Q2 Business, Management and Accounting Evidence-based HRM-A Global Forum for Empirical Scholarship Pub Date : 2022-10-11 DOI:10.1108/ebhrm-10-2021-0225
Um-e-Rubbab, Muhammad Irshad, S. M. M. R. Naqvi
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引用次数: 4

Abstract

PurposePromotive and prohibitive voice behavior is essential for effective team performance and organizational sustainability. However, the existing literature is limited on the role of team voice in predicting employee voice behavior. The authors proposed that team members' voices serve as a cue for engagement in felt obligation for constructive change, which sets the path for employees' engagement in promotive and prohibitive voice behavior. This study further proposed that supervisor expectation for voice may alter the relationship between team voice and felt obligation for constructive change of employees. The authors' proposed model is based on social information processing theory.Design/methodology/approachThe data were collected from 313 telecommunication sector employees and the companies supervisors through a multi-source time-lagged design. Linear regression analysis and the Preacher and Hayes Process for mediation and moderation were used to test the proposed hypothesis.FindingsThe results support the direct effect of team voice on promotive and prohibitive voice behavior, and the indirect effect of team voice on promotive voice behavior through the mediation of felt obligation for constructive change was also supported. However, mediation of felt obligation for constructive change between team voice and prohibitive voice behavior was not supported. The results also support the moderation of supervisor expectation for voice between team voice and felt obligation for constructive change.Originality/valueFindings of the study may help organizational practitioners and managers about the value of promotive and prohibitive voice behavior for better team functioning through team voice. The study also highlights the importance of supervisor expectations for voice to strengthen the association between team voice and felt obligation for constructive change among employees. Both dimensions of voice behavior, i.e. promotive and prohibitive voice, are crucial for improved organizational functioning and preventing the organization from harm and loss. Organizations should create environments high on voice behavior to remain competitive and meet the challenges of dynamic business environments.
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团队建言对员工建言行为的影响:建设性变革义务感与主管建言期望的作用
目的促进性和禁止性建言对于有效的团队绩效和组织的可持续性至关重要。然而,现有文献对团队建言在预测员工建言行为中的作用的研究有限。作者提出,团队成员的声音可以作为参与建设性变革的感觉义务的线索,这为员工参与促进和禁止建言设定了道路。本研究进一步提出,主管对建言的期望可能会改变团队建言与员工建设性变革义务感之间的关系。作者提出的模型基于社会信息加工理论。设计/方法/方法通过多源滞后设计,从313名电信行业员工和公司主管中收集数据。采用线性回归分析和传道者和海耶斯过程的中介和调节来检验提出的假设。研究结果支持了团队建言对促进性建言和禁止性建言的直接影响,并支持了团队建言通过建设性变革义务感的中介作用对促进性建言的间接影响。然而,团队建言与禁止性建言之间不存在建设性改变义务感的中介作用。研究结果也支持管理者对团队意见的期望在团队意见和建设性变革的感觉义务之间的调节。原创性/价值本研究的发现可以帮助组织实践者和管理者了解促进性和禁止性建言对通过团队建言改善团队功能的价值。该研究还强调了主管对声音的期望对于加强团队声音与员工对建设性变革的义务之间的联系的重要性。建言的两个维度,即促进性建言和禁止性建言,对于改善组织功能和防止组织受到伤害和损失至关重要。组织应该创造高度重视建言的环境,以保持竞争力,并应对动态商业环境的挑战。
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来源期刊
CiteScore
2.70
自引率
6.20%
发文量
39
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