Should I voice to improve workplace practices?

IF 4.5 3区管理学 Q1 BUSINESS

Business Process Management Journal Pub Date : 2024-06-25 DOI:10.1108/bpmj-02-2024-0095

Hira Rani, Obed Rashdi Syed, Muslim Amin, Waheed Ali Umrani, Halimin Herjanto

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引用次数: 0

Abstract

Purpose

This study attempts to examine how employee orientations and paranoid arousal intersect and influence the voice behaviors of employees, as they significantly influence workplace practices.

Design/methodology/approach

Drawing on a multi-source and multi-time-based survey, the data were collected from 37 supervisors and 270 employees in 80 branches of 11 microfinance banks. SmartPLS-4.1 was used to test the measurement and structural model. A total of 307 questionnaires were used for the data analysis.

Findings

This research presents the contrasting results of employee orientations with voice behavior. Results support the direct relationship between paranoid arousal and promotive-prohibitive voice behaviors. However, no support was found for approach-avoidance orientation and promotive-prohibitive voice behaviors.

Practical implications

Employees' ability to voice-out in organizations depends on several motivational factors, consolidated into three areas – organizational culture, leadership, and individual traits. Organizations must implement a culture of transparency and open communication. Participative and inclusive leadership styles increase the quality of relationships with employees, stimulating a promotive voice. A support system for employees is needed to advance in their careers, increasing promotive behaviors.

Originality/value

The study adds value to the existing body of knowledge by studying approach-avoidance orientations and voice behaviors through the lens of paranoid arousal in the framework.

查看原文本刊更多论文

我是否应该为改进工作场所的做法而发声？

目的本研究试图探讨员工取向和偏执唤醒如何相互交织并影响员工的发声行为，因为它们会显著影响工作场所的做法。设计/方法/途径通过多来源、多时间的调查，收集了 11 家小额信贷银行 80 个分行的 37 名主管和 270 名员工的数据。使用 SmartPLS-4.1 检验测量和结构模型。数据分析共使用了 307 份问卷。研究结果本研究展示了员工取向与声音行为的对比结果。结果支持偏执性唤醒与促进-抑制性语音行为之间的直接关系。实践意义员工在组织中发出声音的能力取决于多个动机因素，归纳为三个方面--组织文化、领导力和个人特质。组织必须实施透明和开放的沟通文化。参与性和包容性的领导风格可以提高与员工关系的质量，激发员工的积极性。员工需要一个支持系统来促进其职业发展，从而增加促进性行为。原创性/价值这项研究通过偏执唤醒框架中的视角来研究接近-回避取向和发声行为，为现有知识体系增添了价值。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Business Process Management Journal Multiple-

CiteScore

8.60

自引率

9.80%

发文量

期刊介绍： Business processes are a fundamental building block of organizational success. Even though effectively managing business process is a key activity for business prosperity, there remain considerable gaps in understanding how to drive efficiency through a process approach. Building a clear and deep understanding of the range process, how they function, and how to manage them is the major challenge facing modern business. Business Process Management Journal (BPMJ) examines how a variety of business processes intrinsic to organizational efficiency and effectiveness are integrated and managed for competitive success. BPMJ builds a deep appreciation of how to manage business processes effectively by disseminating best practice. Coverage includes: BPM in eBusiness, eCommerce and eGovernment Web-based enterprise application integration eBPM, ERP, CRM, ASP & SCM Knowledge management and learning organization Methodologies, techniques and tools of business process modeling, analysis and design Techniques of moving from one-shot business process re-engineering to continuous improvement Best practices in BPM Performance management Tools and techniques of change management BPM case studies.