Assefa Yalalem, Moges Bekalu Tadesse, Tilwani Shouket Ahmad, Shah Mohd Asif
Department of Lifelong Learning and Community Development, Woldia University, Woldiya, Ethiopia.
Department of Pedagogical Science, Woldia University, Woldiya, Ethiopia.
Heliyon. 2024 Feb 14;10(4):e26242. doi: 10.1016/j.heliyon.2024.e26242. eCollection 2024 Feb 29.
Within the vibrant yet complex ecosystem of higher education institutions, nurturing a culture of employee voice is critical for driving innovation, fostering engagement, and optimizing decision-making. However, it's still a complex task to identify the main factors influencing voice behaviour. This study ventures into this fertile ground, examining the mediating role of leader-member exchanges in the structural relationship between perceived organizational justice and employee voice behaviour in higher education. A correlational study design was used. A total of 361 participants were involved in the study. Data were collected using a questionnaire and analyzed using structural education modelling (SEM). The study found that both perceived organizational justice and leader-member exchange have a significant direct influence on employee voice behaviour, suggesting that both variables are important factors in predicting employee voice behaviour. Despite these effects, the contribution of leader-member exchange was found to be more impactful than perceived organizational justice. When the leader-member exchange is entered as a mediating variable in the structural model, the indirect effect of organizational justice becomes large. This suggests that when employees perceive their organization as fair, they are more likely to form positive relationships with their leaders and, as a result, these relationships lead to greater employee voice behaviour. Therefore, it can be concluded that higher education institutions are recommended to create a fair and equitable working environment strengthened by strong relationships between leaders and employees, as this directly contributes to improving employees' ability to express their thoughts and opinions for the benefit of the institutions.
在高等教育机构充满活力却又复杂的生态系统中，培育员工表达意见的文化对于推动创新、促进员工参与以及优化决策至关重要。然而，识别影响员工表达意见行为的主要因素仍是一项复杂的任务。本研究涉足这一领域，考察领导成员交换在高等教育中感知组织公正与员工表达意见行为的结构关系中的中介作用。采用了相关研究设计。共有361名参与者参与了该研究。数据通过问卷收集，并使用结构方程模型（SEM）进行分析。研究发现，感知组织公正和领导成员交换都对员工表达意见行为有显著的直接影响，这表明这两个变量都是预测员工表达意见行为的重要因素。尽管有这些影响，但领导成员交换的作用比感知组织公正更具影响力。当领导成员交换作为结构模型中的中介变量纳入时，组织公正的间接效应变得很大。这表明，当员工认为他们的组织是公平的时，他们更有可能与领导建立积极的关系，结果，这些关系会导致员工更多地表达意见。因此，可以得出结论，建议高等教育机构营造一个公平公正的工作环境，并通过领导与员工之间牢固的关系加以强化，因为这直接有助于提高员工为机构利益表达想法和意见的能力。
