Employee voice, engagement and organizational effectiveness: a mediated model. Issue 7 (2nd September 2019)

• Record Type: Journal Article
• Authors: Jha, Nivedita; Potnuru, Rama Krishna Gupta; Sareen, Puja; Shaju, Sharon
• Is Part Of: European journal of training and development. Volume 43:Issue 7/8(2019)
• Page Start: 699
• Page End: 718
• Publication Date: 2019-09-02
• Subjects: Engagement -- SEM -- Organizational effectiveness -- SET -- Employee voice -- Mediation; Employees -- Training of -- Europe -- Periodicals; Employees -- Training of -- Periodicals; Manpower planning -- Europe -- Periodicals; Manpower planning -- Periodicals; Career development -- Periodicals; 331.259205
• DOI: 10.1108/EJTD-10-2018-0097
• Languages: English
• ISSNs: 2046-9012

Abstract

Abstract : Purpose: This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness. Design/methodology/approach: Data was collected to test the mediating role of employee engagement between employee voice and organizational effectiveness. The respondents were employees in different IT companies located in major cities in India. The model was tested for full and partial mediation of employee engagement using structural equation modeling. Findings: Considering the self-reported survey from 232 employees from companies in the IT sector, the findings reveal that there exists a significant association between employee voice and organizational effectiveness. The results reflect a close association between employee engagement and organizational effectiveness too. However, no significant association was found between employee voice and organizational effectiveness. Employee engagement is found to mediate the relationship between employee voice and organizational effectiveness. Research limitations/implications: The foremost limitation of the study is the sample group that is limited to employees working in IT companies in Bangalore city. The results cannot be generalized to the entire IT industry in India. Although attempts are made to eliminate common method bias, there are chances of an overstated relationship by common method variance that cannot be neglected completely. Practical implications: The paper will provide a deep insight to the practitioners about the role of employee voice in the engagement of employees. It will also indicate to the managers how the effectiveness of an organization can be heightened by creating opportunities for employees to voice their opinion in the organization. Originality/value: The present study indicated that though there is an association between the independent variable, employee voice, and the dependent variable, organizational effectiveness, the relationship becomes more significant in the presence of employee engagement between them.