Organizational Voice Behaviour and its Investigation in Terms of Organizational Variables

Kök, Sabahat Bayrak; Sarıkaya, Mehtap; Çoban, Hatice

doi:10.19044/esj.2016.v12n35p16

Cited by 6 publications

(8 citation statements)

References 19 publications

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“…Therefore, the opportunity to know employees through their opinions can play a significant role in organisational performance, innovation, security, and operational development process (Coule, 2013). Besides, the information provided to decision-makers promptly enhances the quality and accuracy of decisions (Kok, Sarikaya, & Coban, 2016).…”

Section: Rege 292mentioning

confidence: 99%

The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

Hosseini

Ardekani

Sabokro

et al. 2022

REGE

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PurposeA review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.Design/methodology/approachThis study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.FindingsThe results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.Practical implicationsStrengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.Originality/valueCompanies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

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Section: Rege 292mentioning

confidence: 99%

The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

Hosseini

Ardekani

Sabokro

et al. 2022

REGE

View full text Add to dashboard Cite

show abstract

“…Interestingly, in their attempt to investigate what type of voice is significantly prevalent in organisations and whether voice behaviour differs in terms of demographical variables (gender, age, marital status, rank, education level, title and department), Kok et al (2016) found that there is no significant difference between voice and any of demographical attributes. They also came to the conclusion that acquiescent voice (meaning that employees generally conform to other's opinions because of disbelief that their opinions would make any difference) is prevalent in the organisations sampled.…”

Section: Measurement Of Voicementioning

confidence: 99%

Conceptualisation of Employee Voice: Definitions, Typologies and Measurement

Botha¹,

Steyn²

2020

IJHRS

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Background: Voice, as an important employee behaviour, channels ideas, concerns, and suggestions upward in the organisation and is often the only way for managers to become aware of issues and problems that, potentially, may be detrimental to the organisation’s performance. Aim: The aim of this article is to present a review on the conceptualisation of voice, with the focus on the different ways in which the concept is defined, categorised and measured. This is required as a comprehensive and contemporary operationalisation of voice and will ensure that future research is linked to the dominant body of knowledge. Setting: Literature presents employee voice behaviour in divergent ways, which applies to the definition, typologies and measurement of voice. This divergence poses a challenge for researchers and practitioners alike. Method: A comprehensive literature review was conducted to obtain a large spectrum of definitions, categorisations and assessments of voice. These were examined for breadth of adoption, consensus in terms of elements and, in the case of assessment, the acceptability of psychometric properties of measuring instruments. Results: After reviewing a substantial number of the articles published in peer-reviewed journals between the years 1970 and 2019, the three most popular definitions of voice are presented, the three most common conceptualisations on the forms/types of voice identified, and three most-used measuring scales with acceptable validity and reliability acknowledged. The definition, typologies, and measuring instrument proposed by Maynes and Podsakoff (2014) seems to be the standard in voice research. Their theorising on all three aspects is well accepted and forms the basis for many recent studies on voice. Conclusion: Building on previous research, and considering recent publications, the comprehensive conceptualisation of voice is best described by the seminal work of Maynes and Podsakoff (2014), which integrates the extant knowledge on the topic and how it is operationalised. Managerial implications: Researchers and practitioners are now aware of most adopted and authoritative conceptualisations of employee voice behaviour, which should provide them with greater confidence to engage in discussions on the topic as well as in facilitating research in the future.

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“…The early study of voice was introduced by Hirschman (1970) under "Exit, Voice and Loyalty" literature. The aforementioned researcher was the first who considered voice as a solution to dissatisfaction with job (Kok et al, 2016). For instance, employees that are loyal to the organisation will express the dissatisfaction towards it.…”

Section: Literature Review Engagement and Voicementioning

confidence: 99%

“…Defensive voice can be referred as an act of self-protection. However, there are also situations where the employees voice out opinion for the sake of the organisation instead of concerning to protect themselves (Kok et al, 2016). Based on the prior work done by Ellis (2009), which specifically focus on defensive voice, the literature introduced the types of defensive voice which are instrumental and expressive, the intensity of defensive voice which are high intensity and low intensity, the target of defensive voice which are peer and supervisor as the factors of communication appropriateness perceived and also non-verbal communication responses.…”

Section: Defensive Voicementioning

confidence: 99%

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Employee Engagement and Employee Voice

Latif¹,

Arif²

2018

IJARPED

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Employee engagement is a pivotal element that affects organizational effectiveness. There is no doubt among academicians and practitioners alike the importance of having employees who are willing to go beyond their job descriptions. However, not every organization is lucky enough to have the type of employees that are engaged, which lead to continuous discussions in trying to determine why some organization have it and some don't. The employees whose voice is listened and taken into action by the management would feel appreciated and valued to the extend their participation in the organizations, beyond their job descriptions. Hence, this study postulates that the possible effect of employee voice may have on employee engagement. This paper aim to contribute to this area of knowledge by expanding insight on employee engagement and employee voice as it will bring benefits to the organization as a whole.

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Organizational Voice Behaviour and its Investigation in Terms of Organizational Variables

Cited by 6 publications

References 19 publications

The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

Conceptualisation of Employee Voice: Definitions, Typologies and Measurement

Employee Engagement and Employee Voice

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