Managerial openness and employee voice: a moderated mediation model

Purpose Drawing on a costs-benefit analysis perspective, the purpose of this paper is to investigate the relationship between managerial openness and employee voice and its boundary conditions. Design/methodology/approach This study collected three waves of data by surveying 326 pairs of employees and their supervisors. The hypotheses were tested by using Hayes’s (2018) SPSS macro application with a bootstrap approach to obtain confidence intervals. Findings Managerial openness facilitates employee voice by decreasing perceived voice costs. Felt obligation positively moderates the direct as well as the indirect relationship between perceived voice costs and employee voice. Originality/value This study uncovers the alternative mechanism underlying the relationship between managerial openness and employee voice as well as the boundary condition of this relationship.

Efficacy beliefs and employee voice: the role of perceived influence and manager openness

PurposeThe purpose of this study is to explore how and when an employee's belief in their voice self-efficacy leads to promotive and prohibitive voice behavior. By banking on social cognitive theory, this study examines perceived influence at work as a mediator and managerial openness as a moderator in the link between voice self-efficacy and the two forms of voice.Design/methodology/approachThis study's data come from 285 Indian information technology (IT) employees by adopting a cross-sectional survey design. The effect of moderator and mediator is examined by employing structural equation modeling in AMOS 22.FindingsThe results reveal that perceived influence at work partially mediates the positive link between voice self-efficacy and the two forms of voice behaviors. The test of moderation also exposes that prohibitive voice is more contingent on managerial openness as compared to promotive voice.Originality/valueThis is one of the initial studies to explore perceived influence at work as a mediator in the association between voice self-efficacy and employee voice behavior. The treatment of voice as a bidimensional construct in this study discloses the difference between the two forms, contributing to the voice literature and inviting further research.

How Managerial Openness to Voice Shapes Internal Attraction: Evidence from UNITED STATES School Systems

In this study, the authors explore a heretofore unappreciated benefit of managerial openness to employee voice: internal attraction. Previous work has shown that managers who are more open to listening to employees receive valuable information and their units have higher relative retention levels. The authors explain and empirically demonstrate that managers who are more open to employee voice also more effectively attract workers from other units in their organizations. They describe how and why managerial openness to voice likely shapes the information that employees in a focal organizational unit (“employee insiders”) share with employees in other units (“employee outsiders”). They find that units with managers who are perceived as more open to voice are viewed as more attractive places to work. Conducting two field studies in separate US school districts, the authors find that managerial openness to voice positively predicts a work unit’s attractiveness among employees who work in other areas of the organization. They discuss the implications of their findings for organizations in general and school districts specifically.

Merangkul karyawan berorientasi power distance tinggi untuk menampilkan voice behavior: Peranan managerial openness

This study aims to investigate the moderating role of managerial openness in the relationbetween power distance orientation and voice behavior. We have successfully collected the datathrough online survey with a total of 102 employees in the Organization XYZ Jakarta. Ouranalysis revealed that power distance orientation is negatively related to voice behavior.However, managerial openness weakened the negative relation between power distanceorientation and voice behavior. Thus, managerial openness was a significant moderator of therelationship between power distance orientation and voice behavior. This result supports thesocial exchange theory which assumed that a person’s relationship with other people isdeveloped and evaluated based on the consequences of their behaviors and the efforts exertedin maintaining the relationships. This study contributes to the understanding of the relationshipbetween power distance orientation and managerial openness in constructing voice behavior.

Hubungan antara Ethical Organizational Culture dengan Burnout: Peran Mediasi Managerial openness

Penelitian ini bertujuan untuk menganalisa peran managerial openness sebagai mediator pada hubungan antara ethical organizational culture dan burnout pada karyawan di Organisasi XYZ sebagai salah satu institusi pemerintah Indonesia yang bergerak di bidang keuangan. Penelitian dilakukan pada 113 karyawan di Organisasi XYZ dengan menggunakan metode self-report survey. Penelitian dilakukan dengan melakukan proses adaptasi kepada 3 instrumen yang digunakan, yaitu: ethical organizational culture diukur dengan mengadaptasi skala CEVMS – Short Form (CEVMS-SF) milik DeBode dkk (2013), dengan jumlah 32 item dan memiliki nilai reliabilitas 0,89; burnout diukur dengan mengadaptasi 9 item Bergen inventory (BBI-9) dari Feldt dkk (2014), dengan nilai reliabilitas 0,91; dan managerial openness diukur dengan mengadaptasi skala dari Ashford dkk (1998), dengan jumlah 6 item dan reliabilitas 0,75. Pada penelitian ini didapatkan bahwa managerial openness berhasil memediasi secara parsial hubungan antara ethical organizational culture dengan burnout dengan nilai BootLLCI= 0,02 dan BootULCI= 0,12. Artinya, ethical organizational culture melalui managerial openness memiliki peran yang besar dalam menghambat pembentukan burnout pada karyawan di organisasi.

Voice behavior of Indian IT employees: a moderated mediation model

Purpose The purpose of this study is to explore how promotive and prohibitive voice behaviors of Indian information technology (IT) employees vary in their relationship with other factors. This study investigates a moderated mediation model involving different factors like managerial openness, voice self-efficacy, turnover intentions and promotive and prohibitive voice behaviors. Design/methodology/approach This study uses a cross-sectional design to collect data from 254 executives working in the IT companies located in India. This study uses IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the moderation and mediation effects. Findings The results reveal that both promotive and prohibitive voice behaviors fully mediate the negative relationship between managerial openness and employee turnover intentions. The results also support that voice self-efficacy strengthens the relationship between managerial openness and promotive voice behavior but not prohibitive voice behavior. Originality/value This is one of the very few studies to explore voice behavior from the Indian context and thus heeds to the call made by researchers to explore voice in a non-Western context. The treatment of voice as a combination of promotive and prohibitive voice rather than as a unitary concept enhances the voice literature and invites further research.

Customer power and frontline employee voice behavior

Purpose This paper aims to develop a research model that proposes a relationship among customer power, psychological empowerment and voice behavior of frontline employees (FLEs). The model also suggests that managerial openness, as a result of the manager–employee interface, contributes by mediating the effect of customer power on psychological empowerment. As a result of the job characteristic–employee interface, task interdependence is suggested as a moderator in the relationship between psychological empowerment and voice behavior. Design/methodology/approach To analyze the data, a confirmatory factor analysis and structural equation modeling procedure using LISREL 8.5 were used. Next, the conditional process modeling was fitted to test the moderated mediation hypotheses. In this stage, the mediating role of psychological empowerment and the moderating effect of task interdependence voice behavior were tested with bootstrapping methods. Findings The results showed a significant relationship between customer power and FLEs’ voice behavior, establishing psychological empowerment as an intervening mechanism. Thus, customer power can be a signal of appreciation for passive and job uncontrollability to service employees. The findings also suggested the mediating role of managerial openness, which delivered a negative effect of customer power on the FLEs’ psychological empowerment. Task interdependence enhanced the link between psychological empowerment and voice behavior. Research limitations/implications The specific service sector chosen for this study was retail banks. Furthermore, the study was undertaken among the FLEs of banks in South Korea. Having FLEs self-report on managerial openness raises a general concern that those employees with little experience may not have fully understood whether a manager’s current behaviors are open-minded and empowering. Lastly, the perceptions of customer power, psychological empowerment, managerial openness, task interdependence and voice behavior that all came from FLEs naturally raises concerns about the influence of method bias in these results. Practical implications The significant negative and indirect relationship observed between the perception of customer power and employees’ voice through managerial openness and employees’ psychological empowerment suggested that the double deviation effect of customer power on employees’ psychological empowerment through the interface between customer and employee (customer power) and manager and employee (managerial openness). This study provides insight into the management of service customer–employee and manager–employee interactions to encourage employee psychological empowerment. Originality/value The main emphasis of the model is on the so-called voice behaviors that FLEs exhibit as an overall consequence of various service employee interfaces. The management of FLEs has been extensively discussed in the services marketing literature. However, few research studies have attempted to link and combine the effect of various interfaces to which employees are exposed on employees’ voice behavior. In this study, three interfaces that the FLEs are always exposed to were examined simultaneously: that of the employee and the customer (perceived customer power), the interface of the employee and the manager (managerial openness) and that of the employee and his or her job characteristic (task interdependence).

The Impact Of Change-Oriented Leadership On Voice Behavior And Intent To Quit With Employee Personality As Moderator And Perceived Issue Threat As Mediator

Change-oriented leadership is a specific leadership style in encouraging employee voice behaviors. In present day, voice is regarded as an essential tool in improving the performance of any organization. Employee voice acts as a driving factor in influencing organizational change and suggesting innovative ideas. Employee personality moderates the relationship between change-oriented leadership and perceived issue threat. When employees feel they will not be treated unjustly and are free to express their ideas, they are more likely to voice their opinions without hindrance. Moreover, by anticipating positive responses from the manager, employees are more likely to have trust in management to appreciate their input; hence managerial openness is a positive indicator of voice behaviors and intent to quit. This study has four propositions. The first states that transformational leadership has a positive impact on voice behaviors and intent to quit. Secondly, managerial openness has a positive impact on voice behaviors and intent to quit. Thirdly, employee personality moderates this relationship while lastly; perceived issue threat mediates this relationship. The study concludes in the acceptance of these propositions. Researchers should explore the diversity factors associated with change-oriented leadership and voice behaviors.