Search Results (85)

Artificial intelligence is reshaping warehouse work through algorithmic task allocation, scanner-based monitoring, KPI feedback, dynamic scheduling, and real-time performance control. Although these systems can improve coordination and operational visibility, they also create governance risks related to fairness, transparency, autonomy, privacy, workload pressure, trust, and employee resistance. This study develops a human-centered decision framework for prioritizing algorithmic management governance packages in third-party logistics (3PL) warehousing. The main contribution is to translate employee-level governance concerns into a scenario-sensitive decision model that helps managers select appropriate governance packages under different operational pressures. The study uses survey data from 380 warehouse employees to examine key psychological and behavioral mechanisms, including procedural fairness, transparency, system/information quality, autonomy, privacy concern, workload, trust, acceptance, and resistance/disengagement. These survey-supported constructs are then converted into six governance criteria: procedural fairness, transparency and contestability clarity, system and information quality, autonomy support, privacy boundary governance, and workload protection. A seven-expert panel evaluates five governance packages under three scenarios: peak season surge, labor shortage/high turnover, and audit pressure/compliance scrutiny. Methodologically, the framework combines Dynamic Multi-Facet Fuzzy Sets to capture membership, non-membership, hesitancy, engagement, and resistance; Bayesian Network weighting to reflect dependencies among governance criteria; and PCA-based ranking optimization to generate scenario-specific and robust rankings. Comparative validation with SAW and TOPSIS is also used to assess ranking consistency. The findings show that effective algorithmic management governance is not a fixed compliance solution. Transparency, workload protection, autonomy support, privacy boundary governance, and procedural fairness become more or less important depending on the operational scenario. A2, which combines transparency, workload protection, and autonomy support, emerges as the strongest robust package. A1 performs best under labor shortage/high turnover, while A3 performs best under audit pressure/compliance scrutiny. These results suggest that 3PL warehouses should adopt adaptive governance routines that combine explainability, contestability, workload safeguards, privacy boundaries, and employee voice mechanisms. The study contributes to the literature on AI in socio-technical systems by showing how human, organizational, and ethical concerns can be embedded into an interpretable decision framework for responsible algorithmic management in logistics work environments. Full article

This study examines the relationships among paradoxical leadership, positive psychological capital, promotive voice, and job crafting. This study proposes and tests a mediation framework in which positive psychological capital and promotive voice link paradoxical leadership to job crafting. Higher levels of positive psychological capital, comprising hope, efficacy, resilience, and optimism, in turn stimulate promotive voice, which encourages employees to proactively reshape their jobs. Paradoxical leadership and job crafting are conceptually connected through their shared emphasis on navigating complexity, flexibility, and proactive adaptation in contemporary organizations. Empirical evidence indicates that paradoxical leadership is positively associated with positive psychological capital and job crafting, and that both positive psychological capital and promotive voice independently mediate the relationship between paradoxical leadership and job crafting. These findings reveal that paradoxical leadership is linked to job crafting not only by strengthening employees’ internal psychological resources but also by encouraging proactive voice behavior. Therefore, investigating the relationship between paradoxical leadership and job crafting not only advances leadership, but also offers actionable insights for organizations seeking to enhance flexibility, innovation, and sustainable performance through leadership practices that empower employees to actively craft their jobs. Full article

Employees’ voice is an important source of organizational learning and adaptive change. As algorithmic management is increasingly applied across organizational management processes, an urgent practical question arises: Does it affect employees’ participation in organizational improvement through voice? To address this challenge, drawing on signaling theory, this study examines the differential effects of distinct dimensions of algorithmic management on voice, while also considering work locus of control as a key moderating variable. We collected one-to-one matched data from 351 employees and their supervisors in a large Chinese platform-based enterprise. We tested the hypothesized theoretical model using structural equation modeling and bootstrapping procedures. The results show that algorithmic feedback enhances employees’ felt responsibility for constructive change, which in turn promotes employees’ voice. In contrast, algorithmic directing, algorithmic scheduling, and algorithmic monitoring undermine employees’ felt responsibility for constructive change and thereby inhibit voice. In addition, work locus of control moderates these relationships: employees with an external work locus of control strengthen the negative effects of algorithmic directing, algorithmic scheduling, and algorithmic monitoring, whereas employees with an internal work locus of control strengthen the positive effect of algorithmic feedback. These findings deepen our understanding of how different dimensions of algorithmic management shape voice and offer practical insights for fostering voice in contexts characterized by algorithmic management. Full article

Background: Employee voice, as a bottom-up proactive behavior, is crucial for organizational development. However, sustaining employee voice over time remains a shared challenge for both practice and research. Among various influencing factors, supervisor feedback, due to its central role in organizational interactions, serves as a key source of decision-making information affecting employees’ subsequent voice intention. Nevertheless, existing research predominantly focuses on the unidirectional effects of supervisor feedback, often overlooking the bidirectional nature of leader–subordinate interactions. In reality, the effectiveness of supervisor feedback ultimately depends on its congruence with the subordinate’s psychological expectations. Methods: This study integrates person–environment fit theory and role identity theory to investigate how the congruence between subordinates’ expected feedback and supervisors’ actual feedback influences subsequent voice behavior. Through two studies—a scenario-based experiment with 201 participants and a retrospective questionnaire survey with 212 participants—we employed polynomial regression and response surface analysis to examine four feedback congruence patterns. Results: In congruent situations, the “expected positive–actual positive” combination promotes subsequent voice behavior more effectively than the “expected negative–actual negative” combination. In incongruent situations, the “expected negative–actual positive” combination is more effective in promoting subsequent voice than the “expected positive–actual negative” combination. Furthermore, voice role identity mediates the relationship between feedback congruence and subsequent voice behavior, revealing a key psychological mechanism. Implications: This study moves beyond a direct antecedent framework by focusing on the congruence between feedback expectations and reality, thereby deepening the theoretical understanding of the dynamics of voice. By empirically demonstrating how congruent and positive feedback strengthens employees’ internal identity as contributors, it provides practical insights for organizations aiming to foster a sustainable voice climate. Full article

This study explains how strategy–execution gaps become self-reinforcing during digital process transformation in layered manufacturing organizations. Drawing on an embedded qualitative process study of a large Chinese brewery’s transformation (2020–2024), we triangulate 10 semi-structured interviews across hierarchical levels with longitudinal public disclosures to reconstruct the initiative timeline and trace mechanisms across change phases. The analysis shows that platform-based process governance can scale faster than shared meaning and dialog, producing frontline sensemaking gaps and formalistic, top-down communication. These conditions thin employee voice and weaken feedback closure, which in turn erodes the legitimacy of organizational diagnosis and fragments implementation support. As interface problems are handled through local workarounds, management intensifies visibility-based monitoring, further suppressing voice and reinforcing the execution gap. We develop an organizational development process model that centers feedback closure and diagnosis legitimacy as bridging mechanisms linking soft change dynamics (meaning, trust, voice) with hard digital governance (process standards, data infrastructures, monitoring). The model offers actionable implications for leaders to build closure and legitimate diagnosis as operational capabilities throughout transformation. Full article

Drawing on social comparison and attribution theories, this study examines how employees’ attitudinal dissimilarity within work groups shapes their willingness to speak up or remain silent. We conceptualize dissimilarity in psychological ownership and job stress as individual-level differences that trigger internal attributions, leading employees to direct attention inward and reduce their likelihood of speaking up. In contrast, dissimilarity in perceived status conflict, an individual-level perception of a structural feature of the group, induces external attributions toward the social system, motivating employees to express voice aimed at preserving or challenging the status quo. Using multi-source data from 202 employees nested in 39 work groups in South Korea, hierarchical regression analyses support all proposed hypotheses: individual-level dissimilarities are negatively related and structural-level dissimilarity is positively related to voice. These findings reveal that the behavioral consequences of difference depend on where attribution is directed—toward the self or the system. The study contributes to the voice literature by integrating attributional reasoning into social comparison processes and by identifying two forms of attitudinal minorities: invisible minorities who remain silent, and boisterous minorities who speak up for change. Full article

The rapid integration of artificial intelligence (AI) into organizational workflows is re-shaping traditional patterns of interaction between leaders and employees. Grounded in power dependence theory, this study investigates how employees’ voluntary dependence on AI influences leader–subordinate power relations and, consequently, influences employees’ voice behavior. We propose that employees’ dependence on AI can increase their perceived power when interacting with leaders, which subsequently enhances their willingness to offer constructive suggestions or question established practices. Furthermore, we propose that the extent to which leadership tasks can be substituted by AI plays a moderating role in this process. Coaching leadership, characterized by its emphasis on guiding task performance and developing employee skills, may be particularly sensitive to such substitution. Using two experimental studies and two survey investigations, we provide evidence that employees’ AI dependence is positively associated with voice behavior through heightened perceptions of personal power, and that this relationship is strengthened under high levels of coaching leadership. These findings advance leadership theory by explicating how AI adoption alters foundational power structures in the workplace and by identifying a novel, power-based pathway linking AI use to proactive employee behaviors. The study contributes to emerging discussions on effective leadership in technologically augmented organizations and offers empirical insights into how leaders can adapt their roles and behaviors in the new era of AI-driven work. Full article

The contemporary volatile business environment demands a shift from directive oversight to developmental leadership, given the complexity and rapid technological advancement characterizing modern workplaces. The Coaching Leadership Style (CLS) has emerged as a critical approach, linking extensively to enhanced employee engagement, performance, innovation, and psychological safety. However, the mechanisms by which coaching behaviors create these outcomes, especially the foundational element of safety, remain under-specified. Existing leadership research often lacks a replicable, mechanistic, and neurobiologically grounded model. This conceptual paper bridges this gap by integrating leadership science with interpersonal neurobiology. We propose Polyvagal Theory (PVT), a framework explaining the neurophysiology of safety and connection, as the missing mechanism that explains the effectiveness of CLS. We argue that the relational cues of a coaching leader (e.g., vocal prosody, attuned listening) are non-consciously detected via neuroception, shaping an employee’s autonomic state. We propose that these cues create physiological safety, which is the biological prerequisite that enables the interpersonal risk-taking and voice behaviors that constitute psychological safety. We then operationalize this synthesis by embedding PVT principles within the established 5E Coaching Model (Engage, Explore, Explain, Execute, Evaluate), offering a practical, state-aware framework for leaders. This paper contributes a testable, micro-to-macro pathway from leader autonomic co-regulation to team-level high-performance outcomes. Full article

Previous conceptualizations of safety voice have described this construct as fundamentally unidimensional, compared to several other multidimensional models that have been outlined for the more general concept of employee voice. Drawing from previous studies in occupational safety, previous safety voice conceptualizations (challenge vs. defense of safety systems), dynamic safety capability, and wise proactivity, we outline an extended conceptualization of safety voice. Adopting a functionalist approach, we identified and described promotive, preventive, prohibitive, and hostile safety voice. For each type, we discuss the definition, its function, its implications, and examples. This multidimensional conceptualization provides a conceptual structure that supports more accurate measurement, intervention design, and discussions surrounding safety-related communication. It also clarifies when and how distinct forms of safety voice emerge, identifies levers for system and leadership design, and outlines actionable implications and testable propositions for advancing prevention, learning, and research. Full article

The issue of organizational sustainability is pivotal in the hospitality industry in the face of increasing environmental and societal pressures. This research investigates the mediating roles of green knowledge sharing (GKS) and green employee voice (GEV) on talent management (TM) strategic contribution to strengthen organizational sustainability (OS). Based on the Social Exchange Theory, TM is conceptualized as the consequence of employee engagement in sustainability behaviors in relational processes. the data were collected from 268 employees working at five-star hotels in the Eastern Region, Saudi Arabia. The Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to evaluate the hypotheses. The results indicate that TM has direct positive influence on OS, GKS, and GEV, which determines its central position in development of environmentally friendly workforce. GEV and GKS also have direct influences on OS, and therefore marketplace advocacy and knowledge exchange are essential to embedding sustainable practices. Mediation analyses show GKS and GEV can partially mediate the TM and OS relationship, proving that the impact TM has on sustainability is further facilitated by the green sharing of knowledge and proactive voice by the employees. Both theoretical and practical implications for both academics and practitioners have been addressed. Full article

Under intensified downward economic pressures on the economy, technological innovation is playing a pivotal role in the development of Chinese enterprises. Employees’ psychological safety significantly influences their innovative behaviors, as a climate of psychological safety fosters greater willingness among staff to engage in voice behaviors. Guanxi with a team leader may decrease this effect. This study analyzed survey data from 263 employees of China’s private manufacturing enterprises to explore the moderating role of guanxi with a team leader in the relationship between psychological safety climate and voice behavior. Results showed that psychological safety climate was positively correlated with promotive and prohibitive voices, and employees with a higher psychological safety climate were more likely to develop voice behavior. Guanxi with team leaders negatively moderated the relationship between psychological safety climate and promotive and prohibitive voices, and the association between psychological safety climate and promotive and prohibitive voices was strong when guanxi with a team leader was weak. This study expands the scope of the application of guanxi, with team leaders as a moderating variable. It helps leaders focus on the psychological safety climate of employees, maintain harmonious and friendly interpersonal relationships with employees, enable employees to spontaneously contribute to the development of the organization, and enhance cohesion in the organization. Full article

As climate change consequences intensify, higher education institutions (HEIs) have an opportunity and responsibility to model sustainable operations. This study examines how embracing shared knowledge and inclusion in sustainability decision making facilitates green human resource management (GHRM) efforts to invigorate organizational environmental performance. The study examines the effects of shared and inclusive governance on campus sustainability via a regression model and the mediating role of employee participation via a structural equation modeling approach. The results show that shared governance and inclusive governance positively predict the commitment of HEIs to reducing greenhouse gas emissions, and campus engagement mediates these relationships, underscoring the importance of participation. These findings align with stakeholder theory in demonstrating that diverse voices in decision making can enhance commitment to organizational goals like sustainability. The findings also highlight the importance of shared and inclusive governance arrangements at college campuses not only for ethical reasons but also for achieving desired outcomes like carbon neutrality. For campus leaders striving to “green” their institutions, evaluating cross-departmental representation in governance structures and promoting inclusive cultures that make all students and staff feel welcome appear as important complements to GHRM practices. Full article

Employees’ green voice behavior (GVB), as a specific category of extra-role green behavior, plays a vital role in promoting a firm’s sustainable development. However, its underlying mechanism has not been sufficiently explored. Drawing on social learning theory (SLT), this study proposes a research model that examines the indirect influence of environmentally-specific transformational leadership (ESTFL) on GVB via psychological empowerment (PE) and ecological reflexivity (ER) as well as the moderating role of person-supervisor value congruence (PSVC). To achieve the research goals, we conducted a two-wave online survey via the convenience sampling method to collect data from 530 employees and 106 direct supervisors working in the manufacturing, hospitality and service, energy production, construction, transportation, information and communication, and finance industries in China. Regression analyses and CFA based on SPSS and Mplus were employed to test and validate the research model. Our findings show that PE and ER both partially mediated the positive association between ESTFL and GVB. Moreover, PSVC moderated the mediating effects of ESTFL on GVB via PE and ER. This study advances empirical research regarding how leadership impacts GVB by revealing dual cognitive mechanisms and identifying its boundary condition. It also offers managerial implications for leaders and enterprises in China to promote employees’ GVB and improve sustainable management. Full article

The present study explores the predictive role of organisational identification in shaping both positive and negative employee responses and the potential mediating influence of diversity climate and inclusive leadership within this relationship. Specifically, it examines how employees’ organisational identification influences their perceptions of diversity climate and inclusive leadership and how these factors, in turn, mediate their responses to organisational dissatisfaction. This study involved 307 participants from the Italian public administration who were administered a questionnaire to measure organisational identification, inclusive leadership (Inclusive Leadership Scale), the diversity climate within the organisation, and behaviours according to the EVLN model. The results indicate a direct effect of organisational identification on both the positive (Voice and Loyalty) and negative (Exit and Neglect) responses of the EVLN model. Organisational identification has a positive effect on the diversity climate. Moreover, the diversity climate mediates the relationship between organisational identification and loyalty, while inclusive leadership mediates the relationship between organisational identification and both disengagement and the willingness to address issues. These findings underscore the central role of organisational identification in shaping employees’ behavioural responses to dissatisfaction by influencing their perceptions of diversity climate and inclusive leadership. This highlights the importance of strengthening organisational identification to foster constructive behaviours and mitigate negative responses in diverse and inclusive work contexts. Full article

Workplace bullying is a widespread yet rarely recognized stressor that impairs employee productivity and organizational harmony. It requires attention in the hospitality industry, where a high volume of interpersonal interactions occurs. It is essential to address employees’ overall outlook and attitudes toward hardships resulting from stressful work environments. This study examined workplace bullying by highlighting the role of psychological capital in employees’ responses to hostile work environments. The relationships among employee voice, perceived organizational support, organizational commitment, and intention to stay were further elaborated based on a conceptual model. An online survey was distributed to hotel employees, and the results were analyzed using structural equation modeling. The indirect effects of psychological capital on perceived organizational support and organizational commitment were stronger than those of workplace bullying. The results demonstrate that employees with higher psychological capital have more proactive response tendencies to workplace bullying. Full article