THE RELATIONSHIP BETWEEN WORK VALUES AND EMPLOYEE VOICE

Year 2017, , 351 - 358, 30.12.2017

Ela Unler , Sibel Caliskan

https://doi.org/10.17261/Pressacademia.2017.724

Abstract

Purpose- Values are “conceptions of the desirable that guide the way
social actors to select actions, evaluate people and events and explain their
actions” (Schwartz, 1999, 124). People re motivated by the values they hold,
and who have values receive stronger work outcomes (Tevrüz et al., 2015). The
purpose of the current study is to understand the effect of work values on
different types of employee voice.

Methodology- The questionnaires were distributed to randomly
selected companies located in Istanbul. Some of them were personally given to
respondents and some were sent by e-mail. In total, 300 questionnaires were
distributed of which 244 were returned (%81,3 return rate). 

Findings- Employee voice is determined by work values using
“work goals” scale of Tevrüz et al. (2010) and “employee voice” scale of Maynes
and Podsakoff (2014), and help to determine the motivational source of
promotive or prohibitive voice.

Conclusion- Research exploring the employee voice and work values
relationship is scant. The present study will contribute to the existing area
by considering different point of view. Why people voice or not can be
understood with the held work values.  

Keywords

Growth values, normative values, extrinsic values, promotive voice, prohibitive voice

References

• Detert, J.R., Burris, E.R., Harrison, D., & Martin, S. (2013). “Voice flows to and around leaders: Is more always better for unit performance?”Administrative Science Quarterly, vol. 58, no. 4, pp. 624-668.
• Elizur, D. & Sagie, A. (1999). “Facets of personal values: A structural analysis of life and work values”, International Association of Applied Psychology, vol. 48, no. 1, pp. 73-87.
• Elizur, D., Borg, I., Hunt, R. & Beck, I.M. (1991). “The structure of work values: A cross-cultural comparison”, Journal of Organizational Behavior, vol. 12, pp. 21-28.
• Erdoğan, B., Kraimer, M.L., & Lidan, R.C. (2004). “Work values congruence and intrinsic career success: the compensatory roles of leadermember exchange and perceived organizational support”, Personnel Psychology, vol. 57, no. 2, pp. 305-32.
• Farrell, D. (1983). “Exit, Voice, Loyalty, and Neglect as Responses to Job Dissatisfaction: A Multidimensional Scaling Study”, Academy of Management Journal, vol. 26, no. 4, pp. 596-607.
• Freeman, Richard B. & James L. Medoff. (1984). “What Do Unions Do?” New York: Basic Books.
• Gorgievski, M.J. & Hobfoll, S.E. (2008). “Work Can Burn Us Out or Fire Us Up: Conservation of Resources in Burnout and Engagement”, In: Handbook of Stress and Burnout in Health Care, Nova Science Publishers, Inc.
• Ginzberg, E., Ginsburg, S.W., Axelrad, S. & Herma, J.L. (1951). “Occupational choice: An approach to general theory.” New York: Columbia University Press.
• Hirschman, A.O. (1970). “Exit, Voice, and Loyalty”. Londan/England, Cambridge: Harvard University Press.
• Hobfoll, S.E (1989). “Conservation of resources: A new attempt at conceptualizing stress”, American Psychologist, vol. 44, no. 3, pp. 513524.
• Hogan, J. & Hogan, R. (1996). “Motives, values, and preferences manual”. Tulsa: Hogan Assessment Systems.
• Liang, Y-W. (2012). “The Relationships among work values, burnout, and organizational citizenship behaviors”, International Journal of Contemporary Hospitality Management, vol. 24, no. 2, pp. 251-268.
• Manhardt, P.J. (1972). “Job orientation of male and female college graduates in business”, Personnel Psychology, vol. 25, pp. 361-368.
• Maynes, T. D., & Podsakoff, P. M. (2014). “Speaking More Broadly: An Examination of the Nature, Antecedents, and Consequences of an Expanded Set of Employee Voice Behaviors”, Journal of Applied Psychology, vol. 99, no. 1, pp. 87-112.
• Morrison, E. W. (2011). “Employee Voice Behavior: Integration and Directions for Future Research”, The Academy of Management Annals, vol. 5, no. 1, pp. 373–412.
• Robbins, P.S. & Judge, T.A. (2013). “Organizational Behavior”. Pearson Education: England.
• Schwartz, S. H. (1999). “A theory of cultural values and some implications for work”, Applied Psychology, vol. 48, no. 1, pp. 123-47.Super, D.E. (1969). “The work values inventory”. Boston: Houghton Mifflin.
• Tevrüz, S., (1999). “Çalışma amaçları, bireyselci veya toplulukçu olma, çalışmanın yaşam içinde kapladığı yer”, M.Ü. Örgütsel Davranış Anabilim Dalı Bülteni, vol. 5, pp. 3-11.
• Tevrüz, S. & Turgut, T. (2004). “Çalışma amaçlarının tesbiti ve çalışma amaçları testinin geliştirilmesi”, Öneri Dergisi, vol. 6, no. 22, pp. 3344.
• Tevrüz, S., Turgut, T., & Çinko, M. (2010). “Bir Merakın Peşinde: Amaç’tan Başarı’ya”, İstanbul: Türkiye, Beta Basım Yayın. Tevrüz, S., Turgut, T., & Çinko, M. (2015). “Integrating Turkish work and achievement goals with Schwartz’s human values”, Europe’s Journal of Psychology, vol. 11, pp. 259-279.
• Ueda, Y. & Ohzono, Y. (2012). “Effect of Work Values on Work Outcomes: Investigating Differences between Job Categories”, International Journal of Business Administration, vol. 3, no. 2, pp. 98-111.
• Unler, E., & Caliskan, S. (in press). “Different Forms of Employee Voice and Managerial Attitudes: Do Managers Trigger Constructive orDestructive Voice?” Review of Managerial Science.
• Wang C. Y., Chen, M. H., Hyde, B., & Hsieh, L. (2010). “Chinese employees’ work values and turnover intentions in multinational companies: The mediation effect of pay satisfaction”, Social Behavior and Personality, vol. 38, no. 7, pp. 871-894.
• Vansteenkiste, M., Neyrinck, B., Niemiec, C.P., Soenens, B., De Witte, H., & Van den Broeck, A. (2007). “On the relations among work value orientations, psychological need satisfaction and job outcomes: A self-determination theory approach”, Journal of Occupational and Organizational Psychology, vol. 80, no. 2, pp. 251-277.