The important role of front-line employees for service businesses' performance cannot be overemphasized . They are in a unique position to observe changing customer needs and usually know the best the problems, issues or opportunities that managers are unable to see in daily service operations. Therefore, their constructive opinions, concerns, or ideas about work-related issues and opportunities are the major sources of change, creativity, learning, and innovation, which are all critical elements of organization's survival and success. This underscores the important role of employees' voice behavior for today's hospitality businesses success. However, employees do not always voice their opinions and concerns due to a number of reasons. Literature has categorized these reasons into individual factors (e.g., job attitude, job performance, value, personality, demographics…, etc.) and contextual factors (e.g., organizational culture, organizational structure, leadership style, relationships with supervisor…, etc.). However, employees' capability to discover their organization's problems and opportunities is the prerequisite of their voice behavior. Yet identifying problems/opportunities and bringing up new ideas usually not only require employees to have sufficient work-related knowledge and skills, but also needs them to constantly improve and craft these knowledge and skills. Therefore, job crafting might be a beneficial factor that help employees to identify issues, problems and opportunities that they are unable to see in their original job routines. Job crafting might thus be a critical antecedent of employee voice behavior. In the voice literature, however, there is still no research paying attention to the relationship between job crafting and employees' voice behavior. Consequently, the current study aims to address this research gap by empirically investigating whether employees' job crafting will influence their voice behavior. In addition, this study also intends to examine whether a situational factor, employees' perceived ethic work climate, would moderate the relationship between job crafting and employees voice behavior. Ethic work climate reflects employee perceptions of morally appropriate actions and policies observed in the workplace. Since literature still has no research attention paid on whether employees' perceived ethic work climate would affect employees' voice behavior, and none to say its moderating effect. As extensive evidences have indicated that ethic work climate is favorable to employees' positive attitudes and behaviors to the organizations, this factor should also has an important association with employees' voice behavior. Accordingly, this study posits employees perceived ethnic work climate would function as an important factor moderating the relationship between job crafting and employees' voice behavior. Data of this study were collected using a self-administrated questionnaire, and participants of this study were 413 front-line employees from several mid or upscale hotels in Taiwan. The analytical results show that both individual/collaborative job crafting have a positive effect on employee promotive/prohibitive voice, respectively. The results also show that ethic work climate would strengthen the positive effect of individual/collaborative job crafting on employee promotive/prohibitive voice. Findings of this study provide Taiwan's hotel industry and possibly other industries as well with valuable implications regarding how to increase employees' voice behavior through job design, recruitment, selecting, leading and training.
|Effective start/end date||2018/08/01 → 2019/07/31|
- Job crafting; Employee voice; Ethic work climate
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