Kontakt 2023, 25(3):207-216 | DOI: 10.32725/kont.2023.034

Nurses' voice behaviour: an empirical study in Malaysian public hospitalsNursing - Original article

Thuraisyah Jaaffar1, Naresh Kumar Samy2, *
1 Universiti Malaysia Kelantan, Faculty of Entrepreneurship and Business, Kota Bharu, Kelantan, Malaysia
2 Universiti Malaysia Kelantan, Malaysian Graduate School of Entrepreneurship and Business, Kota Bharu, Kelantan, Malaysia

Nurses' voice behaviour (VB) in public hospitals must be supported, researched, and continuously exposed. Best practices discovered and adapted in hospitals that prevent unprofessional behaviour help to progress healthcare provision. This research paper reports antecedents such as leadership styles, psychological safety (PS), and intrinsic motivation (IM) roles in manoeuvering nurses' VB in public hospitals, which is primarily uncultivated. Head nurses assisted in distributing and collecting the self-administered questionnaires from chosen significant Malaysian public hospital nurses. This yielded 366 complete and valid survey responses. A partial least squares structural equation modelling (PLS-SEM) assisted with the test for direct and indirect effects between the variables. The study found no evidence of PS and leader-member exchange (LMX) in encouraging nurses' VB. Empowering leadership (EL) and nurses' IM were found to influence VB. Stakeholders in public hospitals will benefit from the empirical findings presented in this paper by better understanding the efforts of nurses in championing workplace innovation through a lively voice. Nurse managers and other leaders may use this research paper as a foundation to gauge their hospital practices, make significant reforms, enhance workplace culture, provide better treatment, and run publicly financed hospitals with the utmost trust.

Keywords: Intrinsic motivation; Leadership styles; Malaysia; Nurses; Psychological safety; Voice behaviour
Conflicts of interest:

The authors have no conflict of interest to declare.

Received: February 23, 2023; Revised: June 6, 2023; Accepted: September 13, 2023; Prepublished online: September 13, 2023; Published: September 21, 2023  Show citation

ACS AIP APA ASA Harvard Chicago Chicago Notes IEEE ISO690 MLA NLM Turabian Vancouver
Jaaffar T, Kumar Samy N. Nurses' voice behaviour: an empirical study in Malaysian public hospitals. Kontakt. 2023;25(3):207-216. doi: 10.32725/kont.2023.034.
Share...
Download citation
  • BibTeX (.bib)
  • Bookends (.ris)
  • EasyBib (.ris)
  • EndNote (.enw)
  • EndNote 8 (.xml)
  • ISI WoS (.isi)
  • Medlars (.medlars)
  • Mendeley (.ris)
  • MODS (.xml)
  • Papers (.ris)
  • RefWorks (.txt)
  • RefManager (.ris)
  • RIS (.ris)
  • MS Word (.xml)
  • Zotero (.ris)
    • Open full article

    References

    1. Ahearne M, Mathieu J, Rapp A (2005). To empower or not to empower your sales force? an empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. J Appl Psychol 90(5): 945-955. DOI: 10.1037/0021-9010.90.5.945. Go to original source... Go to PubMed...
    2. Amabile TM (1985). Motivation and creativity: Effects of motivational orientation on creative writers. J Pers Soc Psychol 48: 393-399. DOI: 10.1037/0022-3514.48.2.393. Go to original source...
    3. Bienefeld N, Grote G (2014). Speaking up in ad hoc multiteam systems: Individual-level effects of psychological safety, status, and leadership within and across teams. Eur J Work Organ Psychol 23(6): 930-945. DOI: 10.1080/1359432X.2013.808398. Go to original source...
    4. Blau PM (1964). Exchange and Power in Social Life: Wiley, 352 p.
    5. Botero IC, Van Dyne L (2009). Employee Voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Manag Commun Q 23(1): 84-104. DOI: 10.1177/0893318909335415. Go to original source...
    6. Brinsfield CT (2013). Employee silence motives: Investigation of dimensionality and development of measures. J Organ Behav 34(5): 671-697. DOI: 10.1002/job.1829. Go to original source...
    7. Carnevale JB, Huang L, Crede M, Harms P, Uhl-Bien M (2017). Leading to stimulate employees' ideas: a quantitative review of leader-member exchange, employee voice, creativity, and innovative behavior. Appl Psychol 66(4): 517-552. DOI: 10.1111/apps.12102. Go to original source...
    8. Chen SJ, Wang MJ, Lee SH (2018). Transformational leadership and voice behaviors. Pers Rev 47(3): 694-708. DOI: 10.1108/PR-01-2017-0016. Go to original source...
    9. Cheng Chieh Lu A, Lu L (2020). Drivers of hotel employee's voice behavior: A moderated mediation model. Int J Hosp Manag 85: 102340. DOI: 10.1016/j.ijhm.2019.102340. Go to original source...
    10. Clark TR (2020). The 4 stages of psychological safety: Defining the path to inclusion and innovation: Berrett-Koehler Publishers.
    11. Conchie SM (2013). Transformational leadership, intrinsic motivation, and trust: A moderated-mediated model of workplace safety. J Occup Health Psychol 18(2): 198-210. DOI: 10.1037/a0031805. Go to original source... Go to PubMed...
    12. Cropanzano R, Anthony EL, Daniels SR, Hall AV (2017). Social Exchange Theory: A critical review with theoretical remedies. Acad Manag Ann 11(1): 479-516. DOI: 10.5465/annals.2015.0099. Go to original source...
    13. Detert JR, Edmondson AC (2011). Implicit voice theories: taken-for-granted rules of self-censorship at work. Acad Manage J 54(3): 461-488. DOI: 10.5465/amj.2011.61967925. Go to original source...
    14. Duan J, Li C, Xu Y, Wu C-H (2017). Transformational leadership and employee voice behavior: A Pygmalion mechanism. J Organ Behav 38(5): 650-670. DOI: 10.1002/job.2157. Go to original source...
    15. Dutton JE, Ashford SJ, O' Neill RM, Hayes E, Wierba EE (1997). Reading the wind: how middle managers assess the context for selling issues to top managers. Strateg Manag J 18(5): 407-423. DOI: 10.1002/(SICI)1097-0266(199705)18:53.0.CO;2-J. Go to original source...
    16. Dyne LV, Ang S, Botero IC (2003). Conceptualising employee silence and employee voice as multidimensional constructs. J Manag Stud 40(6): 1359-1392. DOI: 10.1111/1467-6486.00384. Go to original source...
    17. Edmondson A (1999). Psychological safety and learning behavior in work teams. Adm Sci Q 44(2): 350-383. DOI: 10.2307/2666999. Go to original source...
    18. Edmondson AC, Lei Z (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annu Rev Organ Psychol Organ Behav 1(1): 23-43 DOI: 10.1146/annurev-orgpsych-031413-091305. Go to original source...
    19. Engemann KN, Scott CW (2020). Voice in safety-oriented organisations: Examining the intersection of hierarchical and mindful social contexts. Hum Resour Manag Rev 30(1): 100650. DOI: 10.1016/j.hrmr.2018.05.002. Go to original source...
    20. Gigol T (2020). Influence of authentic leadership on unethical pro-organisational behavior: The intermediate role of work engagement. Sustainability 12(3): 1182. DOI: 10.3390/su12031182. Go to original source...
    21. Graen GB, Uhl-Bien M (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadersh Q 6(2): 219-247. DOI: 10.1016/1048-9843(95)90036-5. Go to original source...
    22. Hair JF, Jr., Hult GTM, Ringle CM, Sarstedt M (2017). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). 2nd ed.: Sage Publications Inc., Thousand Oaks, CA, 384 p.
    23. Hsiung HH (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. J Bus Ethics 107(3): 349-361. DOI: 10.1007/s10551-011-1043-2. Go to original source...
    24. Hussain I, Shu R, Tangirala S, Ekkirala S (2019). The voice bystander effect: How information redundancy inhibits employee voice. Acad Manage J 62(3): 828-849 DOI: 10.5465/amj.2017.0245. Go to original source...
    25. Ilyas S, Abid G, Ashfaq F, Ali M, Ali W (2021). Status quos are made to be broken: the roles of transformational leadership, job satisfaction, psychological empowerment, and voice behavior. SAGE Open 11(2): 1-14. DOI: 10.1177/21582440211006734. Go to original source...
    26. Jada UR, Mukhopadhyay S (2019). Understanding the effects of empowering, transformational and ethical leadership on promotive and prohibitive voice. Pers Rev 48(3): 707-730. DOI: 10.1108/PR-11-2017-0365. Go to original source...
    27. Jung KB, Kang S-W, Choi SB (2020). Empowering leadership, risk-taking behavior, and employees' commitment to organisational change: the mediated moderating role of task complexity. Sustainability 12(6): 23-40. DOI: 10.3390/su12062340. Go to original source...
    28. Kahn WA (1990). Psychological conditions of personal engagement and disengagement at work. Acad Manage J 33(4): 692-724. DOI: 10.2307/256287. Go to original source...
    29. Kakkar H, Tangirala S, Srivastava NK, Kamdar D (2016). The dispositional antecedents of promotive and prohibitive voice. J Appl Psychol 101(9): 1342-1351. DOI: 10.1037/apl0000130. Go to original source... Go to PubMed...
    30. Kee K, van Wieringen M, Beersma B (2021). The relational road to voice: How members of a low-status occupational group can develop voice behavior that transcends hierarchical levels. J Prof Organ 8(3): 253-272 DOI: 10.1093/jpo/joab011. Go to original source...
    31. Kim S, Ishikawa J (2021). Employee voice mechanisms, transformational leadership, group prototypicality, and voice behaviour: a comparison of portfolio career workers in Japan, Korea and China. Asia Pac Bus Rev 27(1): 111-144. DOI: 10.1080/13602381.2021.1846963. Go to original source...
    32. Kock N (2017). Common Method Bias: A Full Collinearity Assessment Method for PLS-SEM. In: Latan H, Noonan R (Eds). Partial Least Squares Path Modeling. Springer, Cham. DOI: 10.1007/978-3-319-64069-3_11. Go to original source...
    33. Krejcie RV, Morgan DW (1970). Determining sample size for research activities. Educ Psychol Meas 30(3): 607-610. DOI: 10.1177/001316447003000308. Go to original source...
    34. Lam W, Lee C, Taylor MS, Zhao HH (2018). Does proactive personality matter in leadership transitions? effects of proactive personality on new leader identification and responses to new leaders and their change agendas. Acad Manage J 61(1): 245-263. DOI: 10.5465/amj.2014.0503. Go to original source...
    35. Lee WR, Choi SB, Kang S-W (2021). How leaders' positive feedback influences employees' innovative behavior: the mediating role of voice behavior and job autonomy. Sustainability 13(4): 1901. DOI: 10.3390/su13041901. Go to original source...
    36. Liden RC, Maslyn JM (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. J Manag 24(1): 43-72. DOI: 10.1016/S0149-2063(99)80053-1. Go to original source...
    37. Liu J, Wang J, Geng Z, Wang Y (2021). Linking leader-member exchange to employee voice behavior: The mediating role of self-efficacy. Soc Behav Pers 49(12): 1-8. DOI: 10.2224/sbp.10950. Go to original source...
    38. Liu W, Song Z, Li X, Liao Z (2017). Why and when leaders' affective states influence employee upward voice. Acad Manage J 60(1): 238-263. DOI: 10.5465/amj.2013.1082. Go to original source...
    39. Lyman B, Gunn MM, Mendon CR (2020). New graduate registered nurses' experiences with psychological safety. J Nurs Manage 28(4): 831-839 DOI: 10.1111/jonm.13006. Go to original source... Go to PubMed...
    40. Morrison EW (2014). Employee Voice and Silence. Annu Rev Organ Psychol Organ Behav 1(1): 173-197. DOI: 10.1146/annurev-orgpsych-031413-091328. Go to original source...
    41. Mowbray PK, Wilkinson A, Tse HHM (2021). High-performance work systems and employee voice behaviour: an integrated model and research agenda. Pers Rev 50(6): 1530-1543. DOI: 10.1108/PR-12-2019-0692. Go to original source...
    42. O'Donovan R, De Brún A, McAuliffe E (2021). Healthcare Professionals Experience of Psychological Safety, Voice, and Silence. Front Psychol 12(38): 1-16. DOI: 10.3389/fpsyg.2021.626689. Go to original source... Go to PubMed...
    43. Ryan RM, Deci EL (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Am Psychol 55(1): 68-78. DOI: 10.1037/0003-066X.55.1.68. Go to original source... Go to PubMed...
    44. Sasaki M, Ogata Y, Morioka N, Yonekura Y, Yumoto Y, Matsuura K, et al. (2020). Reliability and validity of the multidimensional measure of leader-member exchange Japanese version for staff nurses. J Nurs Manag 28(7): 1489-1497. DOI: 10.1111/jonm.13074. Go to original source... Go to PubMed...
    45. Scott KL, Restubog SLD, Zagenczyk TJ (2013). A social exchange-based model of the antecedents of workplace exclusion. J Appl Psychol 98(1): 37-48. DOI: 10.1037/a0030135. Go to original source... Go to PubMed...
    46. Song X, Wu W, Hao S, Lu X, Zhang Y, Liu Y (2017). On-work or off-work relationship? An engagement model of how and when leader-member exchange and leader-member promote voice behavior. Chinese Manag Stud 11(3): 441-462. DOI: 10.1108/CMS-03-2017-0058. Go to original source...
    47. Su X, Liu Y, Hanson-Rasmussen N (2017). Voice behavior, supervisor attribution and employee performance appraisal. Sustainability 9(10): 1829. DOI: 10.3390/su9101829. Go to original source...
    48. Svendsen M, Unterrainer C, Jønsson TF (2018). The Effect of Transformational Leadership and Job Autonomy on Promotive and Prohibitive Voice: A Two-Wave Study. J Leadersh Organ Stud 25(2): 171-183. DOI: 10.1177/1548051817750536. Go to original source...
    49. Tierney P, Farmer SM, Graen GB (1999). An examination of leadership and employee creativity: the relevance of traits and relationships. Pers Psychol 52(3): 591-620. DOI: 10.1111/j.1744-6570.1999.tb00173.x. Go to original source...
    50. Vadera AK, Pratt MG, Mishra P (2013). Constructive deviance in organisations: integrating and moving forward. J Manag 39(5): 1221-1276. DOI: 10.1177/0149206313475816. Go to original source...
    51. Van Dyne L, LePine JA (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Acad Manage J 41(1): 108-119. DOI: 10.2307/256902. Go to original source...
    52. Van Dyne L, Kamdar D, Joireman J (2008). In-role perceptions buffer the negative impact of low LMX on helping and enhance the positive impact of high LMX on voice. J Appl Psychol 93(6): 1195-1207. DOI: 10.1037/0021-9010.93.6.1195. Go to original source... Go to PubMed...
    53. Wang D, Gan C, Wu C (2016). LMX and employee voice. Pers Rev 45(3): 605-615. DOI: 10.1108/PR-11-2014-0255. Go to original source...
    54. Wu R, Wu Z, Wen J, Cai Y, Li Y (2019). Extrinsic and intrinsic motivations as predictors of bicycle sharing usage intention: An empirical study for Tianjin, China. J Clean Prod 225: 451-458. DOI: 10.1016/j.jclepro.2019.04.016. Go to original source...
    55. Xue Y, Li X, Liang H, Li Y (2020). How does paradoxical leadership affect employees' voice behaviors in workplace? A leader-member exchange perspective. Int J Environ Res Public Health 17(4): 1162. DOI: 10.3390/ijerph17041162. Go to original source... Go to PubMed...
    56. Yan P (2018). Supervisor-subordinate guanxi and employee voice behavior: trust in supervisor as a mediator. Soc Behav Pers 46(7): 1169-1178. DOI: 10.2224/sbp.7098. Go to original source...

    This is an open access article distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND 4.0), which permits non-comercial use, distribution, and reproduction in any medium, provided the original publication is properly cited. No use, distribution or reproduction is permitted which does not comply with these terms.


    Return to the content