This article is rooted in employee’s attitude literature which reveals the need for more integrations. Specifically, the study examines the relationship between employee voice, defined as any opportunity for employees to have a say in workplace, and overall satisfaction at work, which refers to one’s job attitude reflecting an evaluative judgment one makes about one’s job or job situation. These topics have received attention in the literature, but they are not jointly studied in an extensive way, thus, this article offers some contributions to the existing evidences. Based on Social Exchange Theory and Adam’s Equity Theory, we explore the mechanism underlying the relationship between employee voice and job satisfaction focusing on leader-member exchange (LMX) and distributive justice. The empirical analysis develops around survey data collected among workers of manufacturing organizations. The hypotheses are tested through the Statistical Package for the Social Sciences – SPSS – (v.24) named PROCESS developed by Hayes (2017). This macro bases the mediation analysis on bootstrapping which is used to generate an empirically derived representation of the sampling distribution of the indirect effect. Findings show that employee voice positively and significantly affects overall job satisfaction. Moreover, results indicate that employee voice has a positive relationship with leader-member exchange (LMX) and distributive justice. The mediation analysis reveals also that the direct effect of employee voice on overall satisfaction is no more significant when the mediators are included in the regression. Specifically, observing the indirect effect of every single mediator, LMX has an indirect effect on the investigated relationship but distributive justice indirect effect is not significant. These findings have important practical implications for organisations in terms of selection and recruitment of managers that best fit not only the organizational values and objectives but also in terms of supporting behaviours. This type of managerial attitude has an important impact on social relationships and impact also the perceptions of fairness in the workplace, as the study demonstrated it to be critical for job satisfaction. All these considerations, however, make it essential for voice behaviour to be possible in the workplace and this can be facilitated by the use of practice more or less formal which make employees able to express their opinions.

How to give voice for employee satisfaction. The mediation effect of LMX and distributive justice

Martina Mori;Sara Sassetti
2020

Abstract

This article is rooted in employee’s attitude literature which reveals the need for more integrations. Specifically, the study examines the relationship between employee voice, defined as any opportunity for employees to have a say in workplace, and overall satisfaction at work, which refers to one’s job attitude reflecting an evaluative judgment one makes about one’s job or job situation. These topics have received attention in the literature, but they are not jointly studied in an extensive way, thus, this article offers some contributions to the existing evidences. Based on Social Exchange Theory and Adam’s Equity Theory, we explore the mechanism underlying the relationship between employee voice and job satisfaction focusing on leader-member exchange (LMX) and distributive justice. The empirical analysis develops around survey data collected among workers of manufacturing organizations. The hypotheses are tested through the Statistical Package for the Social Sciences – SPSS – (v.24) named PROCESS developed by Hayes (2017). This macro bases the mediation analysis on bootstrapping which is used to generate an empirically derived representation of the sampling distribution of the indirect effect. Findings show that employee voice positively and significantly affects overall job satisfaction. Moreover, results indicate that employee voice has a positive relationship with leader-member exchange (LMX) and distributive justice. The mediation analysis reveals also that the direct effect of employee voice on overall satisfaction is no more significant when the mediators are included in the regression. Specifically, observing the indirect effect of every single mediator, LMX has an indirect effect on the investigated relationship but distributive justice indirect effect is not significant. These findings have important practical implications for organisations in terms of selection and recruitment of managers that best fit not only the organizational values and objectives but also in terms of supporting behaviours. This type of managerial attitude has an important impact on social relationships and impact also the perceptions of fairness in the workplace, as the study demonstrated it to be critical for job satisfaction. All these considerations, however, make it essential for voice behaviour to be possible in the workplace and this can be facilitated by the use of practice more or less formal which make employees able to express their opinions.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11568/1104964
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