Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior
基于工作需求-资源模型，通过英国全国性调查数据，区分了组织导向和员工导向两种建言形式，发现前者提升创新但增加倦怠，后者降低倦怠，且员工导向建言部分中介了组织导向建言与倦怠的关系。
Abstract Scholars and practitioners have long emphasised the importance of employees speaking up about workplace issues. Yet, voice research remains divided on fundamental questions such as underlying purpose. Drawing on the Job Demands‐Resources Model, this study offers an integrative perspective, building on the idea that the interests of employees and managers are distinct concerning the purpose of voice. This article draws on responses from a cross‐sectional national online survey distributed by YouGov, with a survey design that ensured that only those employed within an organisational setting with a reporting structure would be included in the data. The sample size used for the analysis ( N = 1858) was representative of the UK workforce regarding gender, full‐ or part‐time work status, organisation size and industry. The exploratory and confirmatory factor analysis provides empirical evidence of two alternative and distinct voice forms: organisational and employee‐focused. Results show that while organisational voice is associated with significantly higher innovative behaviour and higher levels of burnout, employee‐focused voice is significantly and negatively associated with employee burnout. Lastly, our analysis reveals that while the total effect of organisational voice on burnout is positive, employee‐focused voice, partially mediating the organisational voice‐burnout relationship, exerts a countervailing effect, lowering burnout. Accordingly, organisations are advised to promote both voice forms, given their unique, positive effects, first on the employee (ameliorating burnout) and second on strategically important outcomes (innovative behaviours). Implications for theory and practice are discussed.