Individual and managerial predictors of the different forms of employee voice

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dc.authoridCaliskan, Sibel/0000-0001-6029-6833|unler, ela/0000-0002-5944-1463
dc.authorwosidCaliskan, Sibel/HLG-9934-2023
dc.authorwosidünler, ela/X-9029-2019
dc.contributor.authorUnler, Ela
dc.contributor.authorCaliskan, Sibel
dc.date.accessioned2024-07-18T20:47:16Z
dc.date.available2024-07-18T20:47:16Z
dc.date.issued2019
dc.departmentİstanbul Bilgi Üniversitesien_US
dc.description.abstractPurpose Analysis of employee voice has focused on the reasons and managerial issues regarding the available environment to speak up. The purpose of this paper is to understand the effect of management attitude on employee voice with the mediating effect of individual's perceived psychological safety (PPS). Besides, the role of job satisfaction (JS) and being individualist/collectivist as moderators over the effect of psychological safety on employee voice are analyzed. Design/methodology/approach The authors constructed a framework based on Maynes and Podsakoff's (2014) view that identifies four different types of voice behavior (supportive, constructive, defensive and destructive). In total, 286 questionnaires were collected from employees working in telecommunication industry. Findings Based on analysis, positive management attitude facilitates supportive and constructive voice (CV) and reduces destructive voice (DESV). PPS mediates the relationship with management attitude and DESV. JS level facilitates supportive CV and reduces DESV. Collectivism level of employees moderates PPS and DESV. Path analysis results showed a similar model for mediation effect of safety, and showed a better model fit and explanation for trust mediation between LMX and supportive, constructive and DESV. Supported assumptions would be discussed-based social exchange theory and signaling theory. Research limitations/implications - The sample is relatively small which limits the external validity of the findings. Practical implications - Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust. Originality/value This study is one of the first that integrates not only constructive but also DESV into the model.en_US
dc.identifier.doi10.1108/JMD-02-2019-0049
dc.identifier.endpage603en_US
dc.identifier.issn0262-1711
dc.identifier.issn1758-7492
dc.identifier.issue7en_US
dc.identifier.scopus2-s2.0-85070362320en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage582en_US
dc.identifier.urihttps://doi.org/10.1108/JMD-02-2019-0049
dc.identifier.urihttps://hdl.handle.net/11411/7749
dc.identifier.volume38en_US
dc.identifier.wosWOS:000481530000004en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofJournal of Management Developmenten_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectEmployee Voiceen_US
dc.subjectTrusten_US
dc.subjectJob Satisfactionen_US
dc.subjectPsychological Safetyen_US
dc.subjectManagement Attitudeen_US
dc.subjectPsychological Safetyen_US
dc.subjectIntegrative Modelen_US
dc.subjectModerating Roleen_US
dc.subjectBehavioren_US
dc.subjectWorken_US
dc.subjectSpeakingen_US
dc.subjectExchangeen_US
dc.subjectDeterminantsen_US
dc.subjectResponsesen_US
dc.subjectSilenceen_US
dc.titleIndividual and managerial predictors of the different forms of employee voice
dc.typeArticle

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