Hostname: page-component-78c5997874-v9fdk Total loading time: 0 Render date: 2024-11-15T11:15:37.344Z Has data issue: false hasContentIssue false
  • English
  • Français

Voice Climate Perceptions: A Multidimensional Model as a Determinant of Affective Commitment, Work Engagement, Neglect and Exit

Published online by Cambridge University Press:  20 June 2014

Graeme J. Ditchburn  and
Kate Hames
Graeme J. Ditchburn*
Affiliation:
School of Psychology and Exercise Science, Murdoch University, Perth, Western Australia, Australia
Kate Hames
Affiliation:
School of Psychology and Exercise Science, Murdoch University, Perth, Western Australia, Australia
*
Address for correspondence: Dr Graeme J. Ditchburn, School of Psychology and Exercise Science, Murdoch University, 90 South Street, Murdoch WA 6150, Australia. Email: Graeme.Ditchburn@ murdoch.edu.au
Get access

Abstract

This study explored the multidimensionality of voice climate, extending the theoretical model to incorporate three components: encouragement, safety, and efficacy. The utility of this multidimensional conceptualisation as a determinant of affective organisational commitment, work engagement, neglect, and exit was then examined. Online questionnaires were completed by 119 employees from several organisations (Mage = 36, SD = 14). Factor analysis confirmed the multidimensional nature of voice climate and path analysis suggested that organisations may benefit by focusing on each of the voice climate dimensions. Voice encouragement was positively associated with work engagement and affective organisational commitment, while voice climate efficacy was positively related to work engagement. Future research should consider the specific antecedents of each component of voice climate as well as their differential impact on important organisational outcomes, while factoring in appropriate time lag effects.

Keywords

affective organisational commitmentefficacyempowermentencouragementexitneglectsafetyturnovervoice climatework engagement
Type
Articles
Information
The Australasian Journal of Organisational Psychology , Volume 7 , 2014 , e3
Copyright
Copyright © The Authors 2014 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Allen, M., & Tuselmann, H. (2009). All powerful voice? The need to include ‘exit’, ‘loyalty’ and ‘neglect’ in empirical studies too. Employee Relations, 31 (5), 538–552. doi:10.1108/01425450910979275Google Scholar
Allen, N.J., & Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18. doi:10.1111/j.2044-8325.1990.tb00506.xCrossRefGoogle Scholar
Andersson, L.M., & Bateman, T.S. (1997). Cynicism in the workplace: Some causes and effects. Journal of Organizational Behavior, 18 (5), 449–469.3.0.CO;2-O>CrossRefGoogle Scholar
Anshoo, K. (2011). Canadian nursing labour force: Examining the relationship between job dissatisfaction, nurse dissatisfaction and intent to quit (Doctoral dissertation, University of Toronto). ProQuest Dissertations and Theses. Retrieved from http://0search.proquest.com.prospero.murdoch.edu.au/docview/927747468Google Scholar
Aulakh, P.S., & Gencturk, E.F. (2000). International principal–agent relationships: Control, governance and performance. Industrial Marketing Management, 29 (6), 521–538.Google Scholar
Bentler, P.M., & Chou, C.P. (1987). Practical issues in structural modeling. Sociological Methods and Research, 16 (1), 78–117.Google Scholar
Bernardi, R.A. (1994). Validating research results when Cronbach's alpha is below .70: A methodological procedure. Educational and Psychological Measurement, 54 (3), 766–775. doi:10.1177/0013164494054003023Google Scholar
Brown, S.P., & Leigh, T.W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81 (4), 358–368.Google Scholar
Bryson, A., Charlwood, A., & Forth, J. (2006). Worker voice, managerial response and labour productivity: An empirical investigation. Industrial Relations Journal, 37 (5), 438–455. doi:10.1111/j.1468-2338.2006.00414.xGoogle Scholar
Costello, A.B., & Osborne, J.W. (2005). Best practices in exploratory factor analysis: Four recommendations for getting the most from your analysis. Practical Assessment Research & Evaluation, 10 (7). Retrieved July 3, 2008, from http://pareonline.net/pdf/v10n7a.pdfGoogle Scholar
Deniz, N., Noyan, A., & Ertosun, Ö.G. (2013). The relationship between employee silence and organizational commitment in a private healthcare company. Procedia — Social and Behavioral Sciences, 99, 691–700.Google Scholar
Farndale, E., Van Ruiten, J., Kelliher, C. & Hope-Hailey, V. (2011). The influence of perceived employee voice on organizational commitment: An exchange perspective. Human Resource Management, 50 (1), 113–129. doi:10.1002/hrm.20404Google Scholar
Farrell, D. (1983). Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A multidimensional scaling study. Academy of Management Journal, 26 (4), 596–607.CrossRefGoogle Scholar
Flanders, W.D., Lin, L., Pirkie, J.L., & Caudill, S.P. (1992). Assessing the direction of causality in cross-sectional studies. American Journal of Epidemiology, 135 (8), 926–935.CrossRefGoogle ScholarPubMed
Frazier, M.L. (2009). Voice climate in organizations: a group-level examination of antecedents and performance outcomes (Doctoral dissertation, Oklahoma State University). ProQuest Dissertations and Theses. Retrieved from http://search.proquest.com/docview/305084042?accountid=12629Google Scholar
Garson, G.D. (2012). Testing statistical assumptions. Retrieved May, 7, 2013 from http://www.statisticalassociates.com/assumptions.pdfGoogle Scholar
Gelfand, M.J., Fulmer, C.A., & Severance, L.E. (2011). The psychology of negotiation and mediation. In Zedeck, S. (Ed.), APA Handbook of Industrial and Organizational Psychology (vol. 3, pp. 495–554). Washington, DC: American Psychological Association.Google Scholar
Hagedoorn, M., Van Yperen, N.W., Van De Vliert, E., & Buunk, B.P. (1999). Employees’ reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction. Journal of Organizational Behavior, 20 (3), 309–321.Google Scholar
Hallberg, U.E., & Schaufeli, W.B. (2006). ‘Same same’ but different? Can work engagement be discriminated from job involvement and organisational commitment? European Psychologist, 11 (2), 119–127. doi:10.1027/1016-9040.11.2.119Google Scholar
Krishnan, R., Martin, X., & Noorderhaven, N.G. (2006). When does trust matter to alliance performance? Academy of Management Journal, 49 (5), 894–917.Google Scholar
Landau, J. (2009). When employee voice is met by deaf ears. Advanced Management Journal, 74 (1), 4–12.Google Scholar
Liden, R.C., Wayne, S.J., & Sparrowe, R.T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85, 407–416.Google Scholar
Marsh, H.W., & Hau, K.-T. (1999). Confirmatory factor analysis: Strategies for small sample sizes. In Hoyle, R.H. (Ed.), Statistical strategies for small sample research (pp. 251–306). Thousand Oaks, CA: Sage.Google Scholar
Marsh, H.W., Hau, K.-T., Balla, J.R., & Grayson, D. (1998). Is more ever too much? The number of indicators per factor in confirmatory factor analysis. Multivariate Behavioral Research, 33, 181–220.Google Scholar
Miles, D.E., Borman, W.E., Spector, P.E., & Fox, S. (2002). Building an integrative model of extra role work behaviors: A comparison of counterproductive work behavior with organizational citizenship behavior. International Journal of Selection and Assessment, 10 (1&2), 51–57. doi:10.1111/1468-2389.00193.Google Scholar
Morrison, E.W., Wheeler-Smith, S.L., & Kamdar, D. (2011). Speaking up in groups: A cross-level study of group voice climate and voice. Journal of Applied Psychology, 96 (1), 183–191. doi:10.1037/a0020744.Google Scholar
Mueller, R.O. (1996). Basic principles of structural equation modeling: An introduction to LISREL and EQS. New York: Springer.Google Scholar
Nunnally, J.C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.Google Scholar
O’Connell, M., & Kung, M. (2007). The cost of employee turnover. Industrial Management, 49 (1), 14–19.Google Scholar
O’Driscoll, M.P., Pierce, J.L., & Coghlan, A. (2006). The psychology of ownership: Work environment structure, organizational commitment, and citizenship behaviors. Group and Organization Management, 31, 388–416.CrossRefGoogle Scholar
Osborne, J., & Waters, E. (2002). Four assumptions of multiple regression that researchers should always test. Practical Assessment, Research & Evaluation, 8 (2), 1–9.Google Scholar
Park, S.M., & Rainey, H.G. (2007). Antecedents, mediators, and consequences of affective, normative, and continuance commitment: Empirical tests of commitment effects in federal agencies. Review of Public Personnel Administration, 27 (3), 197–226. doi:10.1177/0734371×06296866.Google Scholar
Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., & Podsakoff, N.P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88 (5), 879.Google Scholar
Podsakoff, P.M., & Organ, D.W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12 (4), 531–544.Google Scholar
Ram, P., & Prabhakar, G.V. (2011). The role of employee engagement in work-related outcomes. Interdisciplinary Journal of Research in Business, 1 (3), 47–61.Google Scholar
Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V., & Bakker, A.B. (2002). The measurement of burnout and engagement: A confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71–92.Google Scholar
Seppala, P., Mauno, S., Feldt, T., Hakanen, J., Kinnunen, U., Tolvanen, A., & Schaufeli, W. (2008). The construct validity of the Utrecht Work Engagement Scale: Multisample and longitudinal evidence. Journal of Happiness Studies,10 (4), 459–481. doi:10.1007/s10902-008-9100-yGoogle Scholar
Si, S., & Li, Y. (2012). Human resource management practices on exit, voice, loyalty, and neglect: organizational commitment as a mediator. The International Journal of Human Resource Management, 23 (8), 1705–1716.Google Scholar
Stajkovic, A.D., Lee, D., & Nyberg, A.J. (2009). Collective efficacy, group potency, and group performance: Meta-analyses of their relationships, and test of a mediation model. Journal of Applied Psychology, 94 (3), 814–828. doi:10.1037/a0015659Google Scholar
Stevens, J.P. (2009). Applied multivariate statistics for the social sciences. New York: Taylor & Francis.Google Scholar
Travis, D.J., Gomez, J.R., & Mor Barak, M.E. (2011). Speaking up and stepping back: Examining the link between employee voice and job neglect. Children and Youth Services Review, 33, 1831–1841.Google Scholar
Vakola, M., & Bouradas, D. (2005). Antecedents and consequences of organisational silence: An empirical investigation. Employee Relations, 27 (5), 441–458. doi:10.1108/01425450510611997Google Scholar
van Iterson, A., Naus, F., & Roe, R. (2007). Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees’ responses to adverse conditions in the workplace. Human Relations, 60 (5), 683–718. doi:10.1177/0018726707079198.Google Scholar
Withey, M.J., & Cooper, W.H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 34 (4), 521–539.Google Scholar
Wuestewald, T. (2012). The structural relationships among employee participation, socio-moral climate, engagement, and civic attitudes in a police context (Doctoral dissertation, Oklahoma State University). ProQuest Dissertations and Theses. Retrieved from http://0search.proquest.com.prospero.murdoch.edu.au/docview/1024563479Google Scholar