“Organisational Behaviour CIA- I Project”

Topic- Job Satisfaction

Part- I

S.n Full APA Citation Article Title Journal Findings

o reference Name
1. (C.A, 2010) Journal of Aim: - The purpose of the present study
Wong, C. A., Authentic leadership Nursing was to test a theoretical model linking
SPENCE Managem authentic leadership with staff nurses’
LASCHINGER, H. and nurses' voice ent trust in their manager, work engagement,
K., & Cummings,
G. G. (2010). behaviour and voice behaviour and perceived unit care
Authentic quality.
leadership and perceptions of care Methods: -A non‐experimental,
nurses' voice predictive survey design was used to test
behaviour and quality the hypothesized model in a random
perceptions of care
quality. Journal of
sample of 280 (48% response rate)
nursing registered nurses working in acute care
management, 18(8) hospitals in Ontario.
, 889-900. Conclusions: - These findings suggest
that authentic leadership and trust in the
manager play a role in fostering trust,
work engagement, voice behaviour and
perceived quality of care.
2. Ng, T. W., & (W.H, Journal of Aim: - This study takes a conservation
Feldman, D. C. 2011) organisatio of resources perspective to examine the
Employee voice
(2012). Employee nal
voice behaviour: A
relationships among workplace stress,
behaviour: A meta‐ behaviour voice behaviour, and job performance.
meta‐analytic test
of the conservation analytic test of the Methods: - A detailed survey was taken
of resources out with a sample of 250 with response
framework. Journal conservation of rate of 60%.
of Organizational
Behaviour, 33(2),
Results: - The meta‐analytic findings
resources framework presented here provide support for a
216-234.
negative relationship between workplace
stress and voice and a positive
relationship between voice behaviour
and performance outcomes.
3. Ng, T. W., (Feldman Psychological - European Aim: -relationship between
Feldman, D. C., & D. C., contract breaches journal of
Butts, M. M.
psychological contract breach and
2012) and employee voice work and
(2014). aggressive voice behaviour.
behaviour: The psychologi
Psychological
cal
Methods: - Systematic survey were
contract breaches moderating effects taken following some personal
and employee behaviour
of changes in social interview.
voice behaviour: relationships
The moderating
Results: - The article concludes with a
effects of changes discussion of the importance of
 in social improving the quality of relationships
relationships. Euro with superiors and colleagues as a means
pean journal of
work and
of mitigating breaches of psychological
organizational contracts with the organization as a
psychology, 23(4), whole.
537-553.
4. Dundon, T., & (Dundon, Re-conceptualizing Internation Aim: - Present a conceptual analysis of
Gollan, P. J. 2007) voice in the non- al Journal the literature and research surrounding
(2007). Re-
conceptualizing
union workplace of voice in the non-union workplace.
voice in the non- Human Re Method: - methods like online forms
union source were mailed to the employees of the
workplace. The manageme company.
International nt Results: - From the analysis it is
Journal of Human
Resource concluded that more individualized and
Management, 18(7) company-specific forms of employee
, 1182-1198. voice are likely to increase.
5. Rees, C., Alfes, K., (Rees, Employee voice Internation Aim: - This paper considers the
& Gatenby, M. al Journal relationship between employee voice
(2013). Employee
2013) and engagement
voice and
of and employee engagement.
engagement: Human Re Results: - Employee perceptions of
connections and source voice behaviour aimed at improving the
consequences. The manageme functioning of the work group are found
International nt
Journal of Human
to have both a direct impact and an
Resource indirect impact on levels of employee
Management, 24(1 engagement.
4), 2780-2798.
6. Ruck, K., Welch, (Ruck, Employee voice: An Elsevier Aim: - The paper considers potential
M., & Menara, B. antecedent to
(2017). Employee 2017) contributions of internal communication
voice: an
organisational to employee engagement.
antecedent to engagement? Method: - A questionnaire was used to
organisational gather data from 2066 participants in
engagement? Publi five UK-based organisations.
c Relations
Review, 43(5), 904-
Results: - A significant and positive
914. relationship was found between upward
employee voice and emotional
organisational engagement; and between
senior manager receptiveness and
emotional organisational engagement.
7. Wilkinson, A., & (Wilkins New times for Wiley Aim: - The growing interest in
Fay, C. (2011).
New times for on, employee voice online employee voice and how and why
employee 2011) Library interest in this topic has emerged over
voice?. Human the last few years.
Resource Methods: - A survey method was
Management, 50(1)
, 65-74.
chosen along with online
questionnaires.
Results: - “Employee voice” has been
supressed by HR professionals and
other subordinates. But different
approaches have been discussed here.
8. Holland, P., Cooper, (Cooper, Employee Voice, Wiley Aim: - We examined the role of
B., & Sheehan, C. Supervisor Support,
(2017). Employee 2016) online supervisor support and direct voice on
and Engagement: engagement experienced by nurses and
voice, supervisor library
support, and The Mediating Role the mediating role trust plays in those
engagement: The of Trust relationships.
mediating role of
trust. Human
Method: - Data were collected
Resource though an online survey of 1,039
Management, 56(6), Australian nurses and analysed using
915-929. structural equation modelling.
Results: - The research showed that
both supervisor support and direct voice
are positively associated with employee
engagement, and these relationships are
mediated by supervisory and senior
management trust, respectively.

Part- 2
Introduction
Voice behaviour refers to the behaviour that proactively challenges the status quo and makes
constructive changes. In this era of increasing competition and growth not everyone gets an
equal chance. This study was performed to gather information regarding the relation of
employee and their managers based on various aspects such as workplace environment, trust,
workplace stress, job performance and some others. (Liu, 2010)Companies have created
many significant knowledge bodies that revolves around job satisfaction and workplace
environment but there is still a gap of knowledge of how leadership makes a difference and
also the mechanism behind influencing most effective and sustainable outcome. (Cummings,
2010)
Within organizations, employees continually confront situations that put them face to face
with the decision of whether to speak up or remain silent when they have potentially useful
information or ideas. In recent years, there has been a rapidly growing body of conceptual
and empirical research focused on better understanding the motives underlying voice,
individual, and situational factors that increase employee voice behavior, and the implications
of voice and silence for employees, work groups, and organizations. (Morrison, 2017). The
extent to which the employees communicate with upper level management could have a
tremendous implication on company’s performance and even on its survival. A proper and
timely communication with the lower level employees can help the management to respond
to dynamic business environment, solve problems before they escalate and make the
necessary decisions. (Dundon, 2007)
There are several factors that are responsible for manipulating an employee’s voice behavior
that may result in a positive or a negative relation with their employer like s, organisational-
based self-esteem, felt obligation, job motivation and personality traits. These factors
promoted in the correct way may lead to development of both the company and its
employees. (Batool, 2015)
Theoretical Context
In this section, various theories and case studies are mentioned from the research papers that
we studied as the growing need for balancing employees voice behavior has surpassed other
aspects like workplace stress, job performance etc. Employee voice plays a crucial role
towards growing future of the company if it is supported at the right time with right amount.
This research also discusses the reasons that lead to bad employee’s voice behavior and the
solutions that the company can take up in order to remove those communication barriers and
promote organizational growth. (Batool, 2015)

Employee Voice Behavior

E.V.B is an aspect that needs increasing amount of attention in the growing dynamic
industrial environment. G.G Cummings states that though several bodies have been created
by the company to improve workplace stress and job environment, but the employees fail to
understand the duties of the top management.
For some people, providing their ideas and thoughts through the means of ‘voice’ proved to
be a weaker way of participating than others as it does not denote influence and is considered
maybe no more than spitting in the wind. (Fay, 2011)According to a study in Britain(2005), it
was noted that large section of the workforce were made of “never-peoples”: it made up of
that labors and employees that have never or are unlikely to ever be part of unionization in
their entire working lives. (Paul, 2007)
In order to blow off some steam on this scholar have focused on “positive voice,” that is,
expressing change‐oriented ideas, opinions, and suggestions intended to improve the situation
at work. This research has found that exercising voice in workplace is related to positive
attitudes towards job and organizations. (W.H, 2011).
Equally, Bryson, Charlwood, and Forth (2006) concluded that managerial responsiveness to
the process of participation is as important for superior labor productivity as the existence of
a formal voice regime. Just as HRM may need bundling to produce a payoff, so voice may
need to be bundled and then embedded and once implemented voice can shrivel. (Fay, 2011)

Effect Voice on the organisation

Forms of employee voice through participation can differ in the scope of decisions, the
amount of influence workers can exercise over management, and the organizational level at
which the decisions are made. A bad voice from the employees will lead to those decision
making that would hamper the growth of the company in the coming future. It will lead to
discrepancies between different level of management in the organization. (Wilkinson, 2011)
With more support from the superiors of the company, developing a means to share ones
thought could also help in development of personal growth of the employees which in turn
will motivate them to work harder for the company.
It has also been concluded that increasing bad voice comes at the expense of the bond
between the employee and the organization. While improving employees’ relationships with
supervisors and co-workers may reduce the negative effects of introverts on employees, it is
also possible that improving the voice too much may simultaneously weaken the intended
(positive) bond with the organization itself. (W.H, 2011)

Bibliography
Batool, F. (2015). Employee voice behaviour in organisations: evidence. Asian
Journal Management Science and Applications.
C.A, W. (2010). Authentic leadership and nurses' voice behaviour and
perceptions of care quality. Wiley Online Library, 880-900.
Cooper, B. (2016). Employee voice, supervisor support, and engagement: The
mediating role of trust. Wiley online library, 915-929.
Cummings, G. G. (2010). Authentic leadership and nurses' voice behaviour and
perceptions. journal of nursing Management, 889-900.
Dundon, T. (2007). Re-conceptualizing voice in the non-union workplace.
International journal of Human resiurce management, 1182-1198.
Fay, C. (2011). New times for employees voice. Wiley online library, 65-74.
Feldman, D. (2012). Psychological contract breaches and employee voice
behaviour: The moderating effects of changes in social relationships. European
journal of work and organisational psychology, 537-553.
Liu, W. (2010). I warn you because I like you: Voice behavior, employee
identifications, and transformational leadership. Elsevier, 189-202.
Morrison, E. W. (2017). Employee Voice Behavior: Integration and Directions
for Future Research. Academy of management , 373-412.
Paul. (2007). Re-conceptualising voice in the non-union workplace.
International Journal of Human Resource Management, 1182-1198.
Rees, C. (2013). Employee voice and engagement. International journal of
human resource management, 2780-2798.
Ruck, K. (2017). Employee voice: An antecedent to organisational engagement?
Science Direct, 904-914.
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W.H, T. (2011). Employee voice behavior: A meta‐analytic test of the
conservation of resources framework. Wiley online library, 216-234.
Wilkinson. (2011). New times for employee voice? Wiley online library, 65-74.