A meta‐analysis of empowerment and voice as transmitters of high‐performance managerial practices to job performance

Abstract

SummaryEmpowerment offers the predominant explanation for why employee perceptions of high‐performance managerial practices are positively associated with employee job performance. Drawing on social cognitive theory, we propose that high‐performance managerial practices also influence performance because these practices encourage employees to engage in voice. Additionally, we suggest that empowerment and voice together provide a more complete explanation for why high‐performance managerial practices and job performance are linked. In essence, we argue that empowerment transmits the effects of high‐performance managerial practices to job performance because it engenders voice. Using meta‐analysis of primary research consisting of 151 independent samples involving 53,200 employees, we find that not only do empowerment and voice independently transmit the effects of high‐performance managerial practices to job performance, but they sequentially mediate this relationship as well. Further, we distinguish among skill‐enhancing, motivation‐enhancing, and opportunity‐enhancing high‐performance managerial practices to identify when empowerment and voice are more or less effective in explaining associations with job performance. Although empowerment and voice transmit effects of all 3 types of high‐performance managerial practices to employee performance, these mechanisms appear to provide the best explanation for the effects of opportunity‐enhancing practices, and the primary reason why is because employees respond to opportunity‐enhancing practices with voice.

Empowering Leadership and Organizational Citizenship Behavior: The Mediating Roles of Psychological Empowerment and Emotional Intelligence in Medical Service Industry

“…According to Erdogan, Ozyilmaz, Bauer and Emre (2018), working in an empowered condition has a positive impact on employees, which have increased feelings of self-confidence and job satisfaction, higher motivation, and low physical/mental fatigue. Working situations in structural empowerment will be more likely to have management practices which can increase employee's feelings about trust in the organization and job satisfaction (Chamberlin, Newton and LePine, 2018).…”

Impact of Development Perspective of HRM and Lesson Learned System of Knowledge Management on Project Success Through Project Management Competency Retention

“…Whereas, most of the studies have mentioned that providing career opportunity help with the organization to retain their employees and it has a significant positive impact on the retention of the employees (El-Sabaa, 2001). When an organization promotes its internal employees by their performance, then it enhances its own performance and retention rate as well (Chamberlin, Newton, & LePine, 2018).…”

“…Most of the studies have mentioned that providing career opportunity help the organization to retain its employees and it has a significant positive impact on the retention of the employees. When an organization promotes their internal employees by their performance, then this thing enhances the performance of the employees and employees remain with the organization, and numerous studies have supported that promoting employees by performance has a negative relationship with turnover (Chamberlin et al, 2018). When an organization provides career opportunity to its employees, then it would indirectly put a negative impact on their intention to leave the organization (Allen & Bryant, 2010).…”

O Self que (não) fala: um modelo baseado em identidades sobre voz e silêncio de empregados

“…For this reason, a significant portion of both the Organizational Behavior (OB) and Industrial Relations (IR) literature on employee voice and silence has adopted an instrumental/calculative approach for understanding this phenomenon (e.g., DETERT and BURRIS, 2007;DETERT and TREVIÑO, 2010;LEPINE and VAN DYNE, 2001;MORRISON, 2011) because expression is a two-edged sword. On one side, employees may have an interest in improving organizational, group and individual gains through participation and engagement (CHAMBERLIN, NEWTON and LEPINE, 2018;MORRISON, 2011), while on the other side, people may question whether additional effort and action will be rewarded and will evaluate the risks of dissatisfying other individuals' or groups' interests and expectations through the expression of their ideas (BURRIS, DETERT and CHIABURU, 2008). Therefore, it is reasonable that the decision of speaking up at work is often portrayed as a risk-return calculative and instrumental decision.…”