Organisational voice and employee-focused voice: Two distinct voice forms and their effects on burnout and innovative behaviour

Abstract

Scholars and practitioners have long emphasised the importance of employees speaking up about workplace issues. Yet, voice research remains divided on fundamental questions such as underlying purpose. Drawing on the Job Demands-Resources Model, this study offers an integrative perspective, building on the idea that the interests of employees and managers are distinct concerning the purpose of voice. This article draws on responses from a cross-sectional national online survey distributed by YouGov, with a survey design that ensured that only those employed within an organisational setting with a reporting structure would be included in the data. The sample size used for the analysis (N = 1858) was representative of the UK workforce regarding gender, full- or part-time work status, organisation size and industry. The exploratory and confirmatory factor analysis provides empirical evidence of two alternative and distinct voice forms: organisational and employee-focused. Results show that while organisational voice is associated with significantly higher innovative behaviour and higher levels of burnout, employee-focused voice is significantly and negatively associated with employee burnout. Lastly, our analysis reveals that while the total effect of organisational voice on burnout is positive, employee-focused voice, partially mediating the organisational voice-burnout relationship, exerts a countervailing effect, lowering burnout. Accordingly, organisations are advised to promote both voice forms, given their unique, positive effects, first on the employee (ameliorating burnout) and second on strategically important outcomes (innovative behaviours). Implications for theory and practice are discussed.

Publication DOI: https://doi.org/10.1111/1748-8583.12518
Divisions: College of Business and Social Sciences > Aston Business School > Work & Organisational Psychology
Additional Information: Copyright © 2023, The Authors. Human Resource Management Journal published by John Wiley & Sons Ltd.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License (https://creativecommons.org/licenses/by-nc-nd/4.0/), which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
Uncontrolled Keywords: innovative behaviours,employee voice,job demands‐resources model,burnout
Publication ISSN: 1748-8583
Last Modified: 20 Jun 2024 07:26
Date Deposited: 09 Jun 2023 17:00
Full Text Link:
Related URLs: https://onlinel ... 1748-8583.12518 (Publisher URL)
http://www.scop ... tnerID=8YFLogxK (Scopus URL)
PURE Output Type: Article
Published Date: 2023-05-19
Published Online Date: 2023-05-19
Accepted Date: 2023-05-08
Submitted Date: 2022-09-09
Authors: Shipton, Helen
Kougiannou, Nadia
Do, Hoa (ORCID Profile 0000-0001-5442-507X)
Minbashian, Amirali
Pautz, Nik
King, Daniel

Export / Share Citation


Statistics

Additional statistics for this record