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Pozitif Ses Çıkarma Davranışının Öncülü Olarak İletişim Doyumu: Bir Kamu Hastanesi Örneği
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Güçlü örgüt kültürünün ve yüksek iletişim doyum düzeyinin örgütler üzerindeki olumlu etkileri çok sayıda ancak ayrı ayrı araştırmalarda ortaya konulmuştur. Ancak bu iki önemli unsurun bireysel
özelliklerle ve birbirleriyle olan ilişkisi konusunda bilgi sıkıntısı yaşanmaktadır. Eskişehir Orman Bölge Müdürlüğü yöneticilerinin ve personelinin katılımı ile yapılan bu çalışma bahsi geçen unsurlar arasındaki ilişkiyi ortaya koymayı amaçlamaktadır.
Although it is known that leaders can have a strong impact on whether employees voice work-related ideas or concerns, no research has investigated the impact of leader language on voice—particularly in professionally diverse contexts. Based on a social identity approach as well as on collectivistic leadership theories, we distinguish between implicit (i.e., First-Person Plural pronouns) and explicit (i.e., invitations and appreciations) inclusive leader language and test its effects on voice in multi-professional teams. We hypothesized that implicit inclusive leader language promotes voice especially among team members sharing the same professional group membership as the leader (in-group team members) while explicit inclusive leader language promotes voice especially among team members belonging to a different professional group (out- group team members). These hypotheses were tested in a field setting in which 126 health care professionals (i.e., nurses, resident and attending physicians), organized in 26 teams, managed medical emergencies. Behavioral coding and leader language analyses supported our hypotheses: Leaders' “WE”-references were more strongly related to residents' (in-group) and explicit invitations related more strongly to nurses' (out-group) voice behavior. We discuss how inclusive leader language promotes employee voice and explain why group membership functions as an important moderator in professionally diverse teams.
Öz: Araştırmada, örgütlerde çalışanların etkinlik ve verimliliğini arttıracak düşünce ve tekliflerini sunması olarak tanımlanan işgören sesliliğinin takım işbirliğine olan etkisinde organizasyonlarda kişilerarası psikolojik risk algısı şeklinde ifade edilen psikolojik rahatlığın aracı değişken rolünün ortaya konulması amaçlanmıştır. Sinop’ta bulunan yerel bir işletmenin çalışanları (n=240) araştırmanın örneklemini oluşturmaktadır. Araştırmada verilerin analizinde SPSS 21 Paketi ve Hayes (2013)’in SPSS uygulamasında aracı değişkenli modellerin ölçülmesi için geliştirmiş olduğu PROCESS 2.15 makrosu kullanılarak aracı değişkenin etkisi gözlenmiştir. Çıkan sonuçlara göre psikolojik rahatlık algısının işgören sesliliği ve takım işbirliği ilişkisinde kısmi aracılık etkisinin olduğu söylenebilir. İşgören sesliliğinin takım işbirliğine olan etkisi (β= ,28, p>.001) psikolojik rahatlık algısı ilişkiye dahil edildiğinde (β= ,25, p
Voice behavior is an increasing interest in recent years. Voice refers to speaking out with an intention to improve the organization rather than merely criticism. Organizational trust was defined as interpersonal risk-taking potential that shaped with relationships and depends on expectations. Psychological contract was studied since last years of 20th century. It refers to perceptions that employees and employers have on what responsibilities each parties have to fulfill. It, being psychological but not physical, becomes an addition to economical contract which includes compensation and working conditions. This study, primarily, examines the relationship between psychological contract violation, leader-member exchange, positive voice and organizational trust. The second objective is to validate the positive side of voice behavior scale of Maynes and Podsakoff (2014) with Turkish translations.
Özet
Çalışanlarda ses çıkartma davranışı gittikçe yaygınlaşan bir araştırma alanıdır. Ses çıkartma destekleyici davranış olarak, salt eleştirmekten ziyade kurumu geliştirmek niyetiyle yapıcı ifadelerde bulunmaktır. Örgütsel güven ilişkiler sonucu ortaya çıkan, beklentilere dayalı bir kavram ve kişilerin ilişkilerinde risk alabilme durumları olarak tanımlanmıştır. Psikolojik sözleşme, örgütsel davranış alanyazınına 20. Yüzyılın son yıllarında giren bir kavramdır. Çalışanların işverenlerine karşı ve işverenlerin çalışanlarına karşı yerine getirmek zorunda oldukları yükümlülüklere dair işgörenlerin sahip olduğu algılara işaret eden olarak tanımlanan psikolojik sözleşme ve somut olarak var olmayan anlaşma, ücretler ve çalışma koşullarına ilişkin ekonomik anlaşmaya ek olmaktadır. Çalışma öncelikle bahsi geçen psikolojik sözleşme ihlali, lider-üye etkileşimi, pozitif ses çıkartma davranışı ve örgütsel güven arasındaki ilişkiyi irdelemektedir. Çalışmanın bir diğer amacı da Maynes ve Podsakoff (2014) tarafından oluşturulan ses çıkartma davranışı ölçeğinin geçerlilik ve güvenilirlik analizi ile Türkçe pozitif ses çıkartma ölçeğinin oluşturulması ve Türkçe alanyazına kazandırılmasıdır.
The purpose of the study is to examine the relation between leader member exchange,
organizational identification and positive voice variables. Also, the study aims to find out the
mediatory role of distributional justice between leader member exchange and positive voice. A survey
was conducted from 238 employees to determine the relationship between the variables.
The scales used within the questionnaire are for leader member exchange (LMX) scale
developed by Liden and Maslyn (1998) which adapted to the Turkish by Gürboyoğlu (2009); distributional justice scale developed by Colquitt (2001) and adapted to turkish by Meydan (2010); positive voice scale developed by Maynes and Podsakoff (2014) and adapted to Turkish by Çankır (2016). The results of correlation analysis have shown that all the variables had a meaningful and positive relation with each other along with partial mediatory role of distributional justice between leader memeber exchange and positive voice variables.
Past research suggests that individuals oriented toward high-context communication are less likely than are others to voice (i.e., speak up) at work. In the current article, we rely on high-/low-context theory to explore potential boundary conditions of this relationship. We conducted 2 studies exploring the relationship between contextual communication orientation and 2 distinct types of voice (prohibitive and promotive). As hypothesized, both studies showed that the negative relationship between contextual communication orientation and voice was weaker for prohibitive (compared with promotive) voice. Results of Study 1 showed that, as hypothesized, leader-member exchange (LMX) moderated the relationship between contextual communication orientation and promotive voice, such that the relationship was negative when LMX was low but not significant when high. The interaction was not significant in predicting prohibitive voice in Study 1 or in predicting either voice type in Study 2. (PsycINFO Database Record
In many studies, it is set forth that the elements of job satisfaction and organizational communication, which have a significant place in the present modern understanding of management, are correlated with the attainment of work efficiency and the enhancement of performance, motivation, and the sense of belonging in organizations. Besides, the elements which form job satisfaction, the operation of organizational communication and the communication satisfaction of employees can also vary by sector and according to whether the employees are white- or blue-collar. This study was carried out by employing the survey technique to the 120 blue-collar employees of a textile firm operating in Istanbul so as to examine the possible relationship between organizational communication and job satisfaction
With the need of enterprise competition and development, the importance of the employee voice behavior is becoming increasingly apparent. Therefore, people pay more and more attention to employee voice behavior in the field of organization behavior. From the perspective of game theory, this paper has established a static game of complete information and analyzed the strategy selection between enterprise and the employee. Meanwhile, we take appropriate measures in order to achieve win-win development of enterprises and employees.
In contemporary organizations, competitive advantage can come from ideas employees communicate to supervisors for improving processes, products, and services. One approach to studying employee communications with supervisors is voice behavior. In this research, the authors consider leader— member exchange (LMX) and the individual cultural value orientation of power distance (PD) as predictors of voice. Two studies, conducted in different countries, demonstrate the unique and combined effects of these predictors. In Study 1, conducted in the United States, LMX was positively related to voice, PD was negatively related to voice, and PD made more of a difference in voice when LMX was high. In Study 2, conducted in Colombia, LMX and PD were both related to voice but did not interact. The authors discuss the implications for theory and practice.
Scholarly interest in employee voice behavior has increased dramatically over the past 15 years. Although this research has produced valuable knowledge, it has focused almost exclusively on voice as a positively intended challenge to the status quo, even though some scholars have argued that it need not challenge the status quo or be well intentioned. Thus, in this paper, we create an expanded view of voice; one that extends beyond voice as a positively intended challenge to the status quo to include voice that supports how things are being done in organizations as well as voice that may not be well intentioned. We construct a framework based on this expanded view that identifies 4 different types of voice behavior (supportive, constructive, defensive, and destructive). We then develop and validate survey measures for each of these. Evidence from 5 studies across 4 samples provides strong support for our new measures in that (a) a 4-factor confirmatory factor analysis model fit the data significantly better than 1-, 2-, or 3-factor models; (b) the voice measures converged with and yet remained distinct from conceptually related comparison constructs; (c) personality predictors exhibited unique patterns of relationships with the different types of voice; (d) variations in actual voice behaviors had a direct causal impact on responses to the survey items; and (e) each type of voice significantly impacted important outcomes for voicing employees (e.g., likelihood of relying on a voicing employee's opinions and evaluations of a voicing employee's overall performance). Implications of our findings are discussed. (PsycINFO Database Record (c) 2013 APA, all rights reserved).
This study takes as problematic the communicatively constructed nature of Leader‐Member Exchange (LMX) and gender. Actual, routine work conversations for six female leaders and their 16 male and female members were analyzed using a case comparison method. Constant comparison of conversations produced 12 discourse patterns that successfully discriminated between high, medium, and low LMX relationships. The analysis focuses upon the functioning of the patterns and the influence of gender in the construction of high, medium, and low LMXs.
Purpose
The purpose of this paper is to explore the relationship between the five‐factor model of personality (FFM) and employees' voice behavior in Greece.
Design/methodology/approach
Employees' personality characteristics were assessed along with their voice behavior towards their supervisor and the top management of their company. Data were collected from a cross‐sectional sample of 334 professionals.
Findings
The findings demonstrate the relationship between personality and voice behavior towards the immediate supervisor, but not towards the top management of the company, and show that conscientiousness and emotional stability are the strongest predictors of employees' voice behavior.
Research limitations/implications
The results of the study should be interpreted with caution, since they are based on self‐report measures. However, the findings suggest that two personality dimensions (emotional stability and conscientiousness) are significantly related with employees' voice behavior towards their supervisor.
Practical implications
The findings suggest important practical implications for HR practices, such as employee communication and personnel selection, since at least two personality dimensions are related with employees' voice behavior. The study also emphasizes the significance of first line supervisors' communication style in enhancing employees' voice behavior.
Originality/value
This is the first study exploring the relationship between the FFM and employees' voice behavior carried out in a EU‐country, such as Greece.
Despite a growing body of research on employee voice—defined as the discretionary communication of ideas, suggestions, or opinions intended to improve organizational or unit functioning—the effects of shared or collective-level cognitions have received scant attention. There has also been relatively little research on voice within work groups. Our goal in this study was to address these important gaps by focusing on the effects of group-level beliefs about voice (i.e., group voice climate) on individual voice behavior within work groups. We conducted a cross-level investigation of voice behavior within 42 groups of engineers from a large chemical company. Consistent with our hypotheses, group voice climate was highly predictive of voice and explained variance beyond the effects of individual-level identification and satisfaction, and procedural justice climate. Also consistent with predictions, the effect of identification on voice was stronger in groups with favorable voice climates. These findings provide evidence that voice is shaped not just by individual attitudes and perceptions of the work context, as past research has shown, but also by group-level beliefs. The results also highlight the importance of broadening our conceptual models of voice to include shared cognitions and of conducting additional cross-level research on voice.
This study broadens the application of the justice and OCB concepts beyond pay and job satisfaction to capture previously uninvestigated effects by examining the link between communication satisfaction (CS), perceived justice, and organizational citizenship behaviors (OCB) among Chinese employees. We predict perceived justice will mediate the relationship between CS and OCB. We also predict CS will mediate the relationship between perceived justice and OCB. Quantitative analyses were used to analyze the relationships. FsQCA was used as an additional technique to test the mediating effect. Results show that OCB were influenced by CS and perceived justice. CS is a mediator between perceived justice and OCB. Perceived justice is not a mediator between CS and OCB. The finding points to the need for enhancing communication practices and creating a fair working environment in order to encourage discretionary behaviors. Theoretical and practical implications are discussed along with the limitations.
In contrast to the predominant business and organizational communication research on supervisor influence, this article examined communication competence, communication satisfaction, and job satisfaction differences within and between groups in the supervisor-subordinate relationship. The study also examined the relationship among the three communication and satisfaction phenomena. Two survey questionnaires were completed by 152 subordinates and 20 supervisors/managers at a public utility in the first phase. A third survey questionnaire was completed by 32 supervisors/managers in the second phase. The results indicated no support for hypothesized differences in ratings of communication competence, and job and communication satisfaction within and between subordinate and supervisor groups, but positive and significant relationships among the variables. The significance of the results is discussed in terms of the implications for the dyadic and interactive nature of supervisor-subordinate communication and directions for future research in this field.
The present study demonstrates how three psychological antecedents (psychological safety, felt obligation for constructive change, and organization-based self-esteem) uniquely, differentially, and interactively predict supervisory reports of promotive and prohibitive "voice" behavior. Using a two-wave panel design, we collected data from a sample of 239 employees to examine the hypothesized relationships. Our results showed that felt obligation was most strongly related to subsequent promotive voice; psychological safety was most strongly related to subsequent prohibitive voice; and organization-based self-esteem was reciprocally related to promotive voice. Further, although felt obligation strengthened the positive effect of psychological safety on both forms of voice, organization-based self-esteem weakened this effect for promotive voice. Theoretical and practical implications are discussed.
Understanding employee voice behavior is a crucial aspect of organizing for high performance. In this paper, we extend previous studies and examine the consequences of voice behavior and boundary conditions of supervisor-attributed motives. Data for the sample was collected from 206 supervisor–subordinate pairs from a variety of companies in Taiwan. Hierarchal regression analysis was performed to test our model. The results show that voice behavior was positively related to leader–member exchange (LMX), and LMX was positively associated with work engagement. Supervisor-attributed motives moderate the relationship between voice behavior and LMX. Specifically, voice behavior may more strongly influence LMX when supervisors label voice behavior as being more prosocial and less motivated by impression management.
This paper explored how employees' trust in their leader interacted with empowering leader behaviors in promoting employee voice. Using data collected from 314 employees in the telecommunication industry in China, we found that the relationship between leader trust and employee voice became more positive when empowering leadership was higher rather than lower. We found this moderating effect of empowering leadership in the relationship between leader trust and employee voice for three different types of empowering leader behaviors, namely, participative decision making, informing, and coaching.
The multidimensionality of communication satisfaction was explored in three stages. An original questionnaire was administered and factor- analyzed. On this basis, a new questionnaire was refined and administered to four different organizations in order to compare the factor structures derived from each. Finally, each of the stability factors were correlated with a global measure of job satisfaction.
Despite the number of publications about auditing organizational communication, scholars have paid little attention to the reliability and validity of individual audit techniques. This study examines the merits and restrictions of the Communication Satisfaction Questionnaire (CSQ) by comparing CSQ results with results gathered with the critical incident technique. The authors used both instruments to assess the quality of internal communication within three organizations. They found that the two techniques converge and that the CSQ appears to have criterion-related validity. However, the CSQ fails to explicitly address issues of decision making, top-down and bottom-up communication, responsibilities, and the extent to which organizations keep rules and agreements. The authors conclude that the CSQ is an appropriate instrument for gaining overall insights into the way employees evaluate aspects of organizational communication but that the method is less suitable for diagnosing specific communication problems and formulating recommendations.
This study investigates the psychological process of how authentic leadership affects employee voice behaviors. The theoretical model of this study proposes that employee positive mood and leader–member exchange (LMX) quality mediate the relationship between authentic leadership and voice behavior, while the procedural justice climate moderates the mediation effects of positive mood and LMX quality. Multi-level data from 70 workgroups of a real estate agent company in Taiwan support all hypotheses. This study reveals the cross-level effects of authentic leadership, and provides practical suggestions to help employees express their opinions in organizations.
Computer-produced typeface. Thesis (M.A.)--Washington State University, 1998. Includes bibliographical references (leaves 26-31).
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