Abstract
The effects of organizational culture, psychological safety, and perceived leadership integrity on employee voice in organizations are evaluated in this paper. Ten (10) companies in South Africa and Nigeria's financial, service, and manufacturing sectors served as the sample for this research. Intentionally, surveys were disseminated to 200 employees from five workplaces in Nigeria and 200 employees from five workplaces in South Africa. To test the investigation's hypotheses and collect data on participants' opinions on corporate culture, psychological safety, leadership integrity, and employee voice, 400 people were recruited. One hundred eighty-one (180) surveys were discovered in Nigeria, while one hundred eighty-three (183) surveys were found in South Africa. The data was collected and analyzed using SPSS version 29 (Statistical Packages for Social Sciences). According to this study, perceived leadership integrity positively and significantly impacts employee voice in South African and Nigerian organizations. It also showed how employee voice in South African and Nigerian organizations is favorably influenced considerably by perceived leadership integrity. Further, it demonstrated how perceived corporate culture favorably influences employee voice in South African and Nigerian organizations. Additionally, this study showed how employee voice in South Africa and Nigeria is positively impacted by perceived leadership integrity, psychological safety, and organizational culture.
Publisher
Center for Strategic Studies in Business and Finance SSBFNET
Subject
General Earth and Planetary Sciences,General Environmental Science
Reference22 articles.
1. Adeshipo, A. S., & Harrison, C. (2018). Ethical leadership: an effective and efficient leadership approach for the Nigeria public sector. Paper presented at the British Academy of Management Annual Conference 2018: Driving Productivity in Uncertain and Challenging Times, 567.
2. Allen, J. A., Yoerger, M. A., Lehmann-Willenbrock, N., & Jones, J. (2015). Would you please stop that!? The relationship between counterproductive meeting behaviors, employee voice, and trust. Journal of Management Development, 34(10), 1272-1287. https://doi.org/10.1108/JMD-02-2015-0032.
3. Ashford, S. J., Caza, B. B., & Reid, E. M. (2018). From surviving to thriving in the gig economy: A research agenda for individuals in the new world of work. Research in Organizational Behavior, 38, 23-41. https://doi.org/10.1016/j.riob.2018.11.001.
4. Barry, M., & Wilkinson, A. (2016). Pro?social or pro?management? A critique of the conception of employee voice as a pro?social behavior within organizational behavior. British Journal of Industrial Relations, 54(2), 261-284. https://doi.org/10.1111/bjir.12114.
5. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999.