Psychological Safety and Employee Voice in IT Sector: Parallel Mediation Effect of Affective Commitment and Intrinsic Motivation

Authors

  • Devi Soumyaja School of Management Studies, University of Science and Technology, Cochin
  • Jeeva Kuriakose University of Science and Technology, Cochin

DOI:

https://doi.org/10.12725/ujbm.53.1

Keywords:

Psychological Safety, Intrinsic motivation

Abstract

The study is an attempt to explain the relationship of
psychological safety on employee voice behaviour by
examining the mediating role of affective commitment
and intrinsic motivation. A questionnaire was distributed
amongst 161 IT professionals through convenience
sampling. Mediation Analysis was used to find the effect
of the mediators in influencing the relationship between
psychological safety and prosocial voice. The result
suggested psychological safety is parallelly mediated by
both affective commitment and intrinsic motivation,
leading to employee prosocial voice. Intrinsic motivation
was found to have a greater mediating effect than
affective commitment.

References

Allen, M. L. (2015). Employee voice, equal opportunities and workplace

outcomes: An analysis of UK workplaces (Doctoral dissertation,

Manchester Metropolitan University).

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of

affective, continuance, and normative commitment to the

organisation. Journal of Occupational Psychology, 63, 1–18.

Allen, N. J., & Meyer, J. P. (1993). Organisational commitment: evidence of

career stage effects?. Journal of Business Research, 26, 49-61.

Amabile, T.M. (1988). A model of creativity and innovation in

organisations. In B. M. Staw & L. L. Cummings (Eds.), Research in

organisational behaviour, 10, 123-168.

Ashford, S. J., Sutcliffe, K. M., & Christianson, M. K. (2009). Speaking up

and speaking out: The leadership dynamics of voice in organisations.

Voice and silence in organisations, 175-202.

Baer, M., & Frese, M. (2003). Innovation is not enough: Climates for

initiative and psychological safety, process innovations, and firm

performance. Journal of Organizational Behaviour: The International Journal of Industrial, Occupational and Organisational Psychology and

Behaviour, 24(1), 45-68.

Bloemer, J., Odekerken-Schröder, G., & Kestens, L. (2003). The impact of

need for social affiliation and consumer relationship proneness on

behavioural intentions: An empirical study in a hairdresser’s context.

Journal of retailing and consumer services, 10(4), 231-240.

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.

Carmeli, A., (2007). Social capital, psychological safety and learning

behaviours from failure in organisatiozns, Long Range Planning, 40, 30-

Deci, E. L., Cascio, W. F., & Krusell, J. (1975). Cognitive evaluation theory

and some comments on the Calder and Staw critique.

Demming, C. L., Jahn, S., & Boztug, Y. (2017). Conducting Mediation

Analysis in Marketing Research. Marketing ZFP, 39(3), 76–98.

Detert, J. R., & Burris, E. R. (2007). Leadership behaviour and employee

voice: Is the door really open?. Academy of management journal, 50(4),

-884.

Duan, Jinyun, Li, Chenwei, Xu, Yue, & Wu, Chia-Huei (2016).

Transformational leadership and employee voice behaviour: a

Pygmalion mechanism, Journal of Organizational Behaviour.

Edmondson, A., (1999). Psychological safety and learning behaviour in

work teams, Administrative Science Quarterly, 44(2), 350-383.

Edmondson, A. C. (2003). Speaking up in the operating room: How team

leaders promote learning in interdisciplinary action teams. Journal of

management studies, 40(6), 1419-1452.

Ekaterini, G. (2010). The impact of leadership styles on four variables of

executives workforce. International Journal of Business and Management,

(6), 3.

Ekrot, B., Rank, J., & Gemünden, H. G. (2016). Antecedents of project

managers’ voice behaviour: The moderating effect of organisationbased self-esteem and affective organisational commitment.

International Journal of Project Management, 34(6), 1028-1042.

Fuller, J. B., Hester, K., Barnett, T., & Relyea, L. F. C. (2006). Perceived

organisational support and perceived external prestige: Predicting

organisational attachment for university faculty, staff, and

administrators. The Journal of social psychology, 146(3), 327-347.

Gao, L., Janssen, O., & Shi, K. (2011). Leader trust and employee voice:

The moderating role of empowering leader behaviours. The Leadership

Quarterly, 22(4), 787-798. Hernandez, W., Luthanen, A., Ramsel, D., & Osatuke, K. (2015). The

mediating relationship of self-awareness on supervisor burnout and

workgroup Civility & Psychological Safety: A multilevel path

analysis. Burnout Research, 2(1), 36-49.

Hirak, R., Peng, A. C., Carmeli, A., & Schaubroeck, J. M. (2012). Linking

leader inclusiveness to work unit performance: The importance of

psychological safety and learning from failures. The Leadership

Quarterly, 23(1), 107-117.

Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in

firms, organisations, and states (Vol. 25). Harvard university press.

LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behaviour as

contrasting forms of contextual performance: evidence of differential

relationships with big five personality characteristics and cognitive

ability. Journal of applied psychology, 86(2), 326.

Maslow, A. H. (1945). Experimentalising the clinical method. Journal of

Clinical Psychology.

Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace:

Toward a general model. Human resource management review, 11(3),

-326.

Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to

organisations and occupations: Extension and test of a threecomponent conceptualisation. Journal of applied psychology, 78(4), 538.

Meyer, J. P., Stanley, D. J., Herscovitch, L., Topolnytsky, L., (2002).

Affective, continuance, and normative commitment to the

organisation: a meta-analysis of antecedents, correlates, and

consequences, Journal of Vocational Behaviour, 61, 20–52.

Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory

study of employee silence: Issues that employees don’t communicate

upward and why. Journal of management studies, 40(6), 1453-1476.

Millward, N. (1992). Workplace industrial relations in transition: the

ED/ESRC/PSI/ACAS surveys. Dartmouth Pub Co.

Morrison, E.W., (2011). Employee voice behaviour: integration and

directions for future research. The Academy of Management Annals, 5(1),

- 412.

Morrison, E. W., & Milliken, F. J. (2003). Speaking up, remaining silent:

The dynamics of voice and silence in organisations. Journal of

Management Studies, 40(6), 1353-1358.

Morrison, E. W., Phelps, C. C., (1999). Taking charge at work: Extra role

efforts to initiate workplace change, Academy of management Journal,

(4),403-419.

Near, J. P., & Miceli, M. P. (1985). Organisational dissidence: The case of

whistle-blowing. Journal of business ethics, 4(1), 1-16.Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the silence: The

moderating effects of self‐monitoring in predicting speaking up in the

workplace. Journal of management studies, 40(6), 1537-1562.

Rathert, C., Ishqaidef, G., & May, D. R. (2009). Improving work

environments in health care: Test of a theoretical framework. Health

care management review, 34(4), 334-343.

Ryan, R. M., Deci, E. L., (2000). Intrinsic and Extrinsic Motivations: Classic

Definitions and New Directions, Contemporary Educational Psychology,

, 54–67.

Sax, J., & Torp, S. S. (2015). Speak up! Enhancing risk performance with

enterprise risk management, leadership style and employee voice,

Management Decision, 53(7), 1452 -1468.

Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of

leadership and employee creativity: The relevance of traits and

relationships, Personnel Psychology, 52(3), 591-620.

Utman, C. H. (1997). Performance effects of motivational state: A metaanalysis. Personality and Social Psychology Review, 1(2), 170-182.

VanDyne, L., Ang, S., & Botero, I. C. (2003). Conceptualising employee

silence and employee voice as multidimensional constructs, Journal of

Management Studies, 40(6), 1359- 1392.

Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and

employee voice behaviour: Mediating roles of ethical leadership and

work group psychological safety, Journal of Applied Psychology, 94,

–1286

Wiener, Y. (1982). Commitment in organisations: A normative

view. Academy of management review, 7(3), 418-428.

Withey, M. J., & Cooper, W. H. (1989). Predicting exit, voice, loyalty, and

neglect. Administrative science quarterly, 521-539.

Zhang, Y., Fang, Y., Wei, K. K., & Chen, H. (2010). Exploring the role of

psychologicasafety in promoting the intention to continue sharing

knowledge in virtual communities, International Journal of Information

Management, 30, 425–436.

Zhao, X., Lynch, J. G., & Chen, Q. (2010). Reconsidering Baron and Kenny:

Myths and Truths about Mediation Analysis. Journal of Consumer

Research, 37(2), 197–206.

Downloads

Published

2020-12-12

How to Cite

Soumyaja, D. ., & Kuriakose, J. . (2020). Psychological Safety and Employee Voice in IT Sector: Parallel Mediation Effect of Affective Commitment and Intrinsic Motivation. Ushus Journal of Business Management, 19(4), 1-17. https://doi.org/10.12725/ujbm.53.1