مقاله انگلیسی رایگان در مورد اعتماد کارکنان به ناظرشان – الزویر 2024

Abstract

The focus of this research is to investigate the factors that influence employee voice behaviour by examining the integration of high-performance work systems, stewardship climate, and trust in supervisor. Drawing on social exchange theory and leader-member exchange, this study investigates the positive relationship between trust in supervisor, high-performance work systems, stewardship climate and employee voice. Data were collected in three stages from 376 Nigerian telecommunications customer-contact employees. Partial Least Squares–Structural Equation Modelling was used to test the dataset. The findings indicate that high-performance work systems have a favourable association with employee voice, while stewardship climate has an adverse correlation with employee voice. Moreover, trust in supervisor is found to mediate and enhance the favourable relationship between high-performance work systems, stewardship climate, and employee voice. The relevance of this study to service industries, management research, and its practical implications is discussed.

Introduction

In the current business landscape, employee voice (EV) is widely regarded as a crucial factor for improving organisational competitiveness and efficacy [1–7]. EV refers to the voluntary and self-initiated actions of employees who express their thoughts and opinions regarding work-related matters through verbal communication, intending to improve workplace conditions and learn from mistakes and weaknesses [8,9]. This behaviour seeks to challenge the established norms and drive positive change [10]. Despite the benefits of EV behaviour (EVB), it is often viewed as risky. For instance, employees may be hesitant to speak up in the workplace out of fear of damaging social relationships or being perceived negatively by others [7,11]. This is especially true when it comes to addressing employers-supervisors’ issues, as they have significant influence over resources and career opportunities [12]. The significance of EV is paramount, given its ability to provide employees with a platform to communicate their ideas and concerns. Through EV, individuals can proactively engage with their workplace and participate in shaping their work environment. Without this outlet, employees may resort to negative actions such as quitting their job, remaining silent about workplace issues, or openly expressing discontent with management decisions and work processes [13,14]. Hence, it is imperative to acknowledge and prioritise the role of EV in promoting a positive and productive workplace culture. The foremost concern of ‘How can organisations influence employees’ voice?’ is a vital question for academics and practitioners, particularly when they have potentially relevant information [15]. The empirical evidence discussed above supports the notion that high-performance work systems (HPWS) [16], organisational climate through stewardship [17], and trust in supervisors (TIS) [18] are crucial factors that contribute to enhancing EVB. These preconditions are crucial in creating a productive and supportive work environment. By prioritising these factors, organisations can create an atmosphere where EV is not only encouraged but also valued and integrated into decision-making processes.

HPWS is a set of HR practices, which can improve employees’ capability, willingness, and opportunity to participate, while also enhancing an organisation’s sustainability and competitive advantage [19,20]. When implemented appropriately, HPWS can increase employee knowledge, skills, and abilities, leading to improved EV [21]. For instance, HPWS is essential for EV because it may act as a link to build an all-encompassing research model that incorporates the two concepts and highlights their linkages within a unified framework [22,23]. The strategic characteristic of HPWS can influence employees’ perception of EVB and provides the appropriate motivation and opportunity to influence their voice behaviour [23]. Therefore, the establishment of a synergistic HR system, known as ‘best practice’, is necessary in stimulating EVB through HPWS.

Results

In the first step, items with low standardised loading were removed for the CFA, consistent with previous studies [135,136]. Forty-nine out of fifty items (loadings) were above 0.70, as shown in Table 2. All composite reliability scores were larger than 0.60 for each of the latent constructs (HPWS 0.894, STC 0.889, TIS 0.938, and EV 0.861), indicating that all measures were reliable [130,137]. All Cronbach’s alpha (HPWS 0.818, STC 0.811, TIS 0.920, EV 0.804) were above 0.70 indicating the findings are reliable. It also showed that the average variance extracted (AVE) for each latent variable was above the threshold (0.50); that is, the indicators’ principal components were extracted.