Employee voice and work engagement: Macro, meso, and micro-level drivers of convergence?

Bora Kwon*, E. Farndale, Jong Gyu Park

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Direct forms of individual employee voice are potentially important yet underexplored antecedents of work engagement. Based largely in job demands-resources theorizing, we develop a conceptual multi-level framework that explores how individual employee perceptions of voice practices affect their level of work engagement. We argue that the extent to which voice practices might converge as 'best practice' to create work engagement is influenced by factors at three levels: macro-level national culture (the degree of power distance), meso-level organizational climate (the extent of empowering leadership and participation), and micro-level relationship quality between employee and supervisor (leader-member exchange). Positioning this framework in the human resource management convergence/divergence debate, we develop propositions for future research linking direct employee voice and work engagement. (C) 2016 Elsevier Inc. All rights reserved.

Original languageEnglish
Pages (from-to)327-337
JournalHuman Resource Management Review
Volume26
Issue number4
DOIs
Publication statusPublished - Dec 2016

Keywords

  • Convergence
  • Employee voice
  • Leader-member exchange
  • Organizational climate
  • Power distance
  • Work engagement
  • HUMAN-RESOURCE MANAGEMENT
  • LEADER-MEMBER EXCHANGE
  • ORGANIZATIONAL-CLIMATE
  • POWER DISTANCE
  • EMPOWERING LEADERSHIP
  • MODERATING ROLE
  • UNITED-STATES
  • JOB RESOURCES
  • PERFORMANCE
  • BEHAVIOR

Cite this

Kwon, Bora ; Farndale, E. ; Park, Jong Gyu. / Employee voice and work engagement : Macro, meso, and micro-level drivers of convergence?. In: Human Resource Management Review. 2016 ; Vol. 26, No. 4. pp. 327-337.
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abstract = "Direct forms of individual employee voice are potentially important yet underexplored antecedents of work engagement. Based largely in job demands-resources theorizing, we develop a conceptual multi-level framework that explores how individual employee perceptions of voice practices affect their level of work engagement. We argue that the extent to which voice practices might converge as 'best practice' to create work engagement is influenced by factors at three levels: macro-level national culture (the degree of power distance), meso-level organizational climate (the extent of empowering leadership and participation), and micro-level relationship quality between employee and supervisor (leader-member exchange). Positioning this framework in the human resource management convergence/divergence debate, we develop propositions for future research linking direct employee voice and work engagement. (C) 2016 Elsevier Inc. All rights reserved.",
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Employee voice and work engagement : Macro, meso, and micro-level drivers of convergence? / Kwon, Bora; Farndale, E.; Park, Jong Gyu.

In: Human Resource Management Review, Vol. 26, No. 4, 12.2016, p. 327-337.

Research output: Contribution to journalArticleScientificpeer-review

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AB - Direct forms of individual employee voice are potentially important yet underexplored antecedents of work engagement. Based largely in job demands-resources theorizing, we develop a conceptual multi-level framework that explores how individual employee perceptions of voice practices affect their level of work engagement. We argue that the extent to which voice practices might converge as 'best practice' to create work engagement is influenced by factors at three levels: macro-level national culture (the degree of power distance), meso-level organizational climate (the extent of empowering leadership and participation), and micro-level relationship quality between employee and supervisor (leader-member exchange). Positioning this framework in the human resource management convergence/divergence debate, we develop propositions for future research linking direct employee voice and work engagement. (C) 2016 Elsevier Inc. All rights reserved.

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KW - LEADER-MEMBER EXCHANGE

KW - ORGANIZATIONAL-CLIMATE

KW - POWER DISTANCE

KW - EMPOWERING LEADERSHIP

KW - MODERATING ROLE

KW - UNITED-STATES

KW - JOB RESOURCES

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