Employee Voice

Nowadays, listening to the employee voice is of significant importance for organizations. On the one hand, the employees' ideas and opinions can solve many organizational issues and problems, and on the other hand, reflect their interests and desires to the organization's management. Employees who withhold what they know and refuse to share their ideas, opinions, and information for any reason will often experience stress, dissatisfaction, job frustration, and isolation in their organization. This will result in a decrease in trust between people, reduced commitment to the organization, and a decline in employee performance. Accordingly, organizational voice encompasses various individual, organizational, and social factors, and the identification of the factors leading to activate the employee voice to voluntary express views to influence organizational actions results in innovation, creativity, and development, as well as solving organizational problems. There is a dearth of research regarding the effects of new leadership styles (ethical, transformational, and authentic) on the emergence of voice behavior and employee voice. Therefore, this systematic review aimed to focus on this issue. Considering the previous studies, all articles in five databases, including Magiran, Noormags, Civilica, the Comprehensive Portal of Human Sciences, and Scientific Information Database of Jihad Daneshgahi, were searched using such keywords as "ethical leadership", "transformational leadership", "authentic leadership", "employee voice", "organizational voice", and "voice behavior". Finally, by eliminating duplicate and low-quality articles, 13 studies were completely included in the research process. After introducing and reviewing the thematic literature of the variables in the present study, the data of the aforementioned articles were reviewed. After evaluating the results of previous studies, recommendations were proposed to improve the employee voice in organizations using the mentioned leadership styles.

Abstract
Aim: This study critically reviews the employee voice literature and demonstrate the shift of voice arrangement from employee-oriented to organizational-oriented.

Methods: The previous researches and theories concerning management and employee voice were examined, and a conceptual framework of different phases of the flow of employee voice in an organization was developed. The scales adapted to measure employee voice since 1983 to 2015 were scrutinized.

Findings: The finding shows that the scales used in literature are fundamentally measuring the Traditional Employee Voice (TEV), which lacks the ability to cover the overall dimensions of the Modern Employee Voice (MEV).

Results: The result shows that the TEV is one-way communication process while the MEV is two-way communication process. The effect of this result on future studies was evaluated.

Özet
Amaç: Bu çalışmada çalışan sesine ilişkin yazın eleştirel bir yaklaşımla incelenerek alandaki uygulamaların çalışan odağından örgüt odağına yöneldiği gösterilmiştir.

Yöntem: Yönetim ve çalışan sesine ilişkin çalışmalar ve kuramlar incelenerek örgüt içindeki çalışan ses akışının farklı aşamalarına ilişkin bir kavramsal çerçeve geliştirilmiştir. 1983-2015 tarihleri arasında geliştirilen çalışan sesine ilişkin ölçekler incelenmiştir.

Bulgular: Alan yazınında kullanılan ölçeklerin geleneksel çalışan sesini ölçmeye odaklandıkları için modern çalışan sesine ilişkin boyutları tam olarak ele alma yetkinliğine sahip olmadıkları görülmektedir.


Sonuçlar: Geleneksel çalışan sesi tek yönlü bir iletişim süreciyken modern çalışan sesinin iki yönlü bir iletişim sağladığı görülmektedir. Bu durumun ileride yapılacak olan çalışmalara etkisi değerlendirilmiştir.

This study entitled " A Quality of Work Life of employees' in Arumugam Spinning mills (p) ltd, Chatrapatti ". The extrinsic determinants of QWL such as pay, benefits. QWL play a major role for job satisfaction. It automatically improves organizational and operational productivity. It also can develop working conditions that are excellent for employees as well as for the economic health of the organization. Quality of Work Life has direct impact on human outcomes and it significantly needed to reduce absenteeism, minor accidents, and grievances and quits. This study is to analyse the various factor influencing the quality of work life such as Adequate and fair compensation, working environment, development of human capacities, flexible work schedule. In this study to analyse the relationship between Quality of work life and overall satisfaction among male & female employees' in Arumugam spinning mills (p) ltd, Chatrapatti.

30) conception of voice as a means to "change, rather than escape from [that is, exit], an objectionable state of affairs." In industrial relations, this was most influentially articulated through Freeman and collective voice face of labor unions. Consistent with this, employee voice in practice was largely seen as something best delivered through labor unions. In retrospect, it is easy to see what should have been articulated 25 years ago as a future course for employee voice. Specifically, one should have called for broader definitions of employee voice, more diverse disciplinary perspectives on broader aspects of voice, and greater recognition of individual and nonunion forms of voice in practice.

Central to company law is the promotion of corporate governance. An important question in company law still today is in whose interest the company should be managed. Corporate governance needs to address the entire span of responsibilities to stakeholders of the company such as customers, employees, shareholders, suppliers and the community at large. The promotion of human rights in the application of company law must also take place. This is extremely important given the significant role of enterprises within the social and economic life of the nation. The interests of various stakeholder groups in the context of the corporation as a "social institution" should be enhanced and protected. Because corporations are part of society and the community, like all of us, it is required of them to be socially responsible and have greater accountability to all stakeholders of the company. Although directors must act in the best interests of shareholders collectively they must also consider the interests of other stakeholders. Sustainable relationships with all the relevant stakeholders are thus important. The advancement of social justice is thus important to corporations in that they should take note of the Constitution, labour legislation and company law legislation when social justice issues are dealt with. Employees have become very important stakeholders of companies and their needs should be taken into account in the bigger corporate governance and social responsibility framework.

Unlike previous research on voice and silence, this article breaks the distance between the two and declines to treat them as opposites. Voice and silence are interrelated and intertwined strategic forms of communication which presuppose each other in such a way that the absence of one would minimize completely the other's presence. Social actors are not voice, or silence. Social actors can have voice or silence, they can do both because they operate at multiple levels and deal with multiple issues at different moments in time.

Abstract
While fear is generally assumed to powerfully limit employee voice, a functional view of emotions suggests that responses to fear vary.  Instead of assuming that fear is negatively associated with voice, I argue that this relationship may be more complex.  Adopting a functional view of emotions, I hypothesize that fears from external sources focus attention on shared threat to the organization and may be positively associated with employee voice.  This effect is likely contingent: when employees perceive their supervisors as open to input, they are motivated to speak up.  Thus, perceptions of supervisor openness can help transform other-focused motives resulting from fearing external threat into information-sharing.  Results from two studies suggest that fear of external threat positively relates to voice when employees perceive their supervisor as open to input.  Additionally, results suggest that this interactive effect is mediated by prosocial motivation spurring employees to speak up when fearing external threat.

We find that only 17% of FTSE 100 company websites refer directly to transgender ('trans') individuals, illustrating the extent to which trans voices are unheard in the workplace. We propose that these voices are missing for a number of reasons: voluntary silence to protect oneself from adverse circumstances; the subsumption of trans voices within the larger 'LGBT' community; assimilation, wherein many trans voices become affiliated with those of their post-transition gender; multiple trans voices arising from diversity within the transgender community; and limited access to voice mechanisms for transgender employees. We identify the negative implications of being unheard for individual trans employees, for organizational outcomes, and for business and management scholarship, and propose ways in which organizations can listen more carefully to trans voices. Finally, we introduce an agenda for future research that tests the applicability of the theoretical framework of invisible stigma disclosure to transgender individuals, and calls for new theoretical and empirical developments to identify HRM challenges and best practices for respecting trans employees and their choices to remain silent or be heard.

 Employees often have ideas, information, and opinions for constructive ways to improve work and work organizations. Sometimes these employees exercise voice and express their ideas, information, and opinions; and other times they engage in silence and withhold their ideas, information, and opinions. On the surface, expressing and withholding behaviours might appear to be polar opposites because silence implies not speaking while voice implies speaking up on important issues and problems in organizations. Challenging this simplistic notion, this paper presents a conceptual framework suggesting that employee silence and voice are best conceptualized as separate, multidimensional constructs. Based on employee motives, we differentiate three types of silence (Acquiescent Silence, Defensive Silence, and ProSocial Silence) and three parallel types of voice (Acquiescent Voice, Defensive Voice, and ProSocial Voice) where withholding important information is not simply the absence of voice. Building on this conceptual framework, we further propose that silence and voice have differential consequences to employees in work organizations. Based on fundamental differences in the overt behavioural cues provided by silence and voice, we present a series of propositions predicting that silence is more ambiguous than voice, observers are more likely to misattribute employee motives for silence than for voice, and misattributions for motives behind silence will lead to more incongruent consequences (both positive and negative) for employees (than for voice). We conclude by discussing implications for future research and for managers.

Although considerable research demonstrates that employees are unlikely to be proactive when they view their supervisors as discouraging this type of behavior, we challenge the assumption that this is true for all employees. Drawing on motivated information processing theory, we argue that prosocial motivation can spark employees to be proactive even when supervisors are perceived as discouraging. Specifically, prosocial motivation may weaken the negative relationship between perceived discouraging supervisor behaviors and proactivity by driving employees to bring about change to impact co-workers or the organization. Because they are less focused on self-interest and more focused on benefitting others, prosocially motivated employees are able to maintain their reason-to (felt responsibility for change) and can-do (efficacy to be proactive) motivation even when supervisors do not welcome proactivity. We test our hypotheses across three studies, using multi-source data from employees and supervisors in two organizations (Studies 1a & 1b), and lagged data from employees working in a range of industries (Study 2). By identifying the mechanisms driving prosocially motivated employees to be proactive despite having supervisors who are perceived to be discouraging, we offer novel theoretical and practical insights regarding the effects of context on proactivity at work.

Employee's voice has a significant effect on the wellbeing of employees and it is a valuable factor in an organization's functions. The main intention of current research is to explore the connection of employee voice with organizational justice and its ultimately impact on organizational performance. Banking sector of Lahore (Pakistan) has been considered as target population. 15 bank's branches were selected randomly for conducting the research. Overall 220 questionnaires were distributed. 190 questionnaires were returned back and used for analysis. Results demonstrated the direct positive influence of organizational justice on employee voice and organizational performance. Moreover, results showed that the employee voice partially mediates the relationship between organizational justice and organizational performance along with its two dimensions (sales growth and profitability). These results will be very helpful in fostering the efforts of HR specialists towards formulating and embedding the employee's voice mechanism in service sector.

Purpose-Values are "conceptions of the desirable that guide the way social actors to select actions, evaluate people and events and explain their actions" (Schwartz, 1999, 124). People re motivated by the values they hold, and who have values receive stronger work outcomes (Tevrüz et al., 2015). The purpose of the current study is to understand the effect of work values on different types of employee voice. Methodology-The questionnaires were distributed to randomly selected companies located in Istanbul. Some of them were personally given to respondents and some were sent by e-mail. In total, 300 questionnaires were distributed of which 244 were returned (%81,3 return rate). Findings-Employee voice is determined by work values using "work goals" scale of Tevrüz et al. (2010) and "employee voice" scale of Maynes and Podsakoff (2014), and help to determine the motivational source of promotive or prohibitive voice. Conclusion-Research exploring the employee voice and work values relationship is scant. The present study will contribute to the existing area by considering different point of view. Why people voice or not can be understood with the held work values.

The focus of this research study is to identify the impact of employee voice mechanism on employee effectiveness factor in the corporate sector of Karachi. The three effectiveness factors under study are employee commitment, employee engagement and employee motivation. Although impact of employee voice has been researched by numerous scholars, yet it has not been explored in the context of Pakistani market. A sample size of two hundred employees belonging to a diverse set of corporate sectors was studied for this research. Primary data was gathered with the aid of a questionnaire. Regression analysis revealed that employee voice had a positive impact on the three effectiveness factors thus indicating that it plays an important role in influencing employee commitment, engagement and motivation. Keywords: Employee voice, commitment, engagement, motivation

Hirschman's (1970) model of voice, exit and loyalty is of great interest to communication and organization studies, since Hirschman was the first social scientist who introduced voice as a response to discontent in organizations. The model has been utilized, developed and complemented, but rarely criticized. The goal of this article is to endeavor in a twofold critique based on a literature review of current organization studies. First the model is shown to eliminate from its structure a fundamental cognate concept: silence. I will demonstrate that the two decisions that actors have to make on the verge of organizational deterioration, voice or exit, revolve, in fact, around the concepts of voice and silence, and that these two are so interrelated and intertwined that they presuppose each other. Second, this functionalistic model silences identity issues that employees have to deal with when faced with fundamental organizational decisions: to voice discontent or to exit the organization. Moreover, a post-structuralist perspective on employee identity construction process is presented.

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This exploratory study aimed to investigate the Employee Voice Behaviours (EVB) in the African context, and Zimbabwe was chosen as a case study. A sample of 30 volunteers was used in this study and data was collected via WhatsApp social media. The structured interviews were employed to collect data. Thus, the data was collected and placed into categories as a framework. The data analysis included descriptive statistics, multiple regression, correlation and framework. The results indicated that the majority of employees in Zimbabwe present constructive voices than destructive behaviours. The findings also established that Zimbabwean workforce remains disciplined in their organisations. The study again found that the majority of people working in organisations in Zimbabwe is neither married nor have children. Also, the majority go to church and do not consume alcohol/smoke. However, besides a small sample that could have affected the outcome, this study concludes that understanding of EVB remains elusive; therefore, more studies are required in this field. Future researchers should consider qualitative methods with larger samples to establish these variations. Besides, the current research presents significant findings that could inform policy-makers in Zimbabwean organisations.

Small businesses, which are important to the success of local communities, continue to
fail at a much higher rate than their larger counterparts. Employee disengagement
contributes to small businesses failure and is often precipitated by a misalignment of
leader intent and employee perception of engagement strategies. The purpose of this case
study, grounded in prevailing engagement theories, was to explore the alignment of
employee perceptions to leaders' engagement strategies. Research questions elicited
employee perceptions of leader engagement strategies and how these perceptions
influenced their attitudes toward work. Data were collected from employees and the
owner of a small Midwestern, privately owned restaurant totaling 17 participants. A
normed climate survey was also administered and determined the congruence with the
alignment and areas of misalignment of perceptions. Interview data were coded to
identify patterns and emerging themes within the data. Results indicated the both the
workers and leader were perfectly aligned on safeguarding the reputation of the business.
However, some misalignment was identified and demonstrated by displays of avoidant
behaviors and lackadaisical work. The disengaged employees felt they had limited
opportunities to advance. Where misalignments arose, employees tended to look to
internal motivators such as personal pride of work and internal work ethic often served to
overcome the misalignments. Engagement strategies should be employed to continually
assess opportunities for alignment to minimize disengagement. Promoting positive
employee feelings of value to the organization though alignment can help mitigate
dangerous side effects of disengagement and help reduce small business failures.

The article reviews the recent debate about workplace democracy. It first presents and critically discusses arguments in favor of democratizing the firm that are based on the analogy with states, meaningful work, the avoidance of unjustified hierarchies, and beneficial effects on political democracy. The second part presents and critically discusses arguments against workplace democracy that are based on considerations of efficiency, the difficulties of a transition towards democratic firms, and liberal commitments such as the rights of employees and owners to work for or invest in non-democratic firms. The conclusion summarizes the debate and argues that experiments with democratic workplaces as what Erik Olin Wright (2010) calls "real utopias" could deliver new insights and thus move the discussion forward.

The failure to resolve inner conflicts of cherishing values at the personal level and maintaining high standards of objectivity at the professional level has been reflected in methodologically sophisticated but socially irrelevant research. The study seeks to examine the construct of value conflict and the conflict between individual values and organizational values.

Employees, regardless of nature and type of business, are one of the key resources of the organizations. Organizations that desire to run their business activities in a recent competition environment wish to successfully manage relationships with employees and tend to retain employees in a longer-term in the organization. In this line, organizations have started to be more interested in employee voice for obtaining a high level of performance and creating the work commitment and intention to stay of qualified employees. From this point of view, this study aims at analyzing the work commitment, intention to stay and employee voice in detail and being fulfilled the clear need of research in related literature via examining the effect between those variables and the mediating role of employee voice within the impact of work commitment on intention to stay. To this end, the data obtained from 368 employees that were reached by the snowball sampling method has been analyzed by using the quantitative analysis programs “SPSS 21.0” and “AMOS 24.0”. As a result of the analysis, work commitment has a positive and significant impact on both intention to stay and employee voice; employee voice has a positive and statistically significant impact on intention to stay, and the partial mediation role of employee voice within the impact of work commitment on intention to stay.

How and when do managers make decisions regarding employees based upon that employee’s social media activity?  Understanding the behavior is critical in a world where personal brands are built in the public eye, and corporate brands can be built or destroyed by individual opinions.  Researchers used a grounded theory approach to contextualize behavioral patterns and trends in search of a theory on factors determining when and how managers intervene in light of employee social media activity.  Managers are often connected to employees in some capacity online where they are actively evaluating their subordinates.  Manager perceptions were found to be moderated by the context of employee comments, manager personal values and firm policy.  The study revealed that manager response is driven by a normative baseline, unique to them, which continually evolves while firms struggle to provide guidance which balances freedom of expression, trust, and risk management.

Voice and silence are strategic communicative resources that employees utilize in constructing their identities. People react positively to voice not because they expect specific gains, but because an opportunity for voice signifies valorization, membership and, most importantly, a chance for self-authorship. The challenge for the identity construction process is for people to maintain a sense of self-continuity and coherence (Whorthington, 1996: 13 and McAdams, 1996: 306, in Clarke et al., 2009: 326), while multiple and diverse moments and contexts offer the possibility to tell many different identity stories many of which are paradoxically contradictory and fundamentally unstable (Gergen, 1992, in Clarke et al., 2009: 326). This latter view leads to a more postmodern definition of identity that will be analyzed here in relation to voice and silence and illustrated by the case of a management consulting team in a Romanian company.

The purpose of the present research was to study ethical leadership as a forecaster of employees' innovative performance with the mediating role of employee voice. Data was collected from supervisors-subordinates dyad working in the software houses of Pakistan. The results of the present study suggested that ethical leadership was positively related with employees' innovative performance. Moreover, employee voice was observed as mediating variable between the ethical leadership and innovative performance linkage. The social exchange theory was utilised to construct the theoretical framework. This study has also discussed practical implications of the findings. Very few scholars have examined the significance of ethical leadership and voice behaviour of employees and focused on mediating variable such as employee voice, which has significantly contributed to the literature of business management and ethics.

With One Voice: Disambiguating Sung and Spoken Voices Through a Composer’s Experience.

Mary Midgley has pointed out how our drive towards specialisation has led us to value the differences between things over their connections. The voice is largely dislodged from educational development and has been divided by isolationist practices in and within music and speech. Technology has allowed microscopic details of the voice to become public property whilst the athletic, full-voiced singer moves ever closer to Lucie Manén’s  “…one timbre, according to their own psychological make-up.” I will discuss my experience of these issues in my work with singers of all styles, actors and the synthetic voice. . In relation to the title of this paper, I propose the disambiguation of spoken and sung words requires re-synthesis.

The article reviews the recent debate about workplace democracy. It first presents and critically discusses arguments in favor of democratizing the firm that are based on the analogy with states, meaningful work, the avoidance of unjustified hierarchies, and beneficial effects on political democracy. The second part presents and critically discusses arguments against workplace democracy that are based on considerations of efficiency, the difficulties of a transition towards democratic firms, and liberal commitments such as the rights of employees and owners to work for or invest in nondemocratic firms. The conclusion summarizes the debate and argues that experiments with democratic workplaces as what Erik Olin Wright calls "real utopias" could deliver new insights and thus move the discussion forward. 1 | INTRODUCTION At the most general level, the term "workplace democracy" describes systems for the exercise of power by workers or their representatives. A broad variety of arguments has been brought forward for granting self-management to workers, and an equally wide range of institutional solutions has been proposed. The objectives pursued by means of workplace democracy are broad as well: from the self-organization of work in the production unit to strategic decisions concerning hiring policies, product development, or commitment to social and environmental values (Weber, 1999). Organizational solutions to democratizing the workplace range from rather bland organizational reforms of hierarchical structures (organizational participation) to delegation systems based on workers' representation, such as the German codetermination model, 1 to more involved forms of workers' direct participation through works councils. Some argue that the ownership of the firm by workers is a necessary requirement for workplace democracy, while others hold that ownership and control can be separated. Yet others have contended that

Çalışanların yönetici ve iş arkadaşları ile fikirlerini paylaşmaları, örgütlerin sürekli gelişmesi ve rekabet avantajı için önemli bir husustur. Özellikle örgütlerin statükodan kurtulup değişime ayak uydurabilmesi, çalışanların örgütlerin gelişimine katkı sağlayacak fikirlerini açıkça söyleyebilmeleri ile mümkün olabilecektir. Diğer taraftan, örgütlerin başarısı için, çalışanların işleri ile uyumları oldukça önemli bir unsur iken, son yıllarda çalışanların örgütleri ile uyumlu olmalarının da olumlu sonuçları ortaya çıkmıştır. Birey-örgüt uyumu olarak ifade edilen bu durumun, iş tatmini, bağlılık gibi başarıyı destekleyen kavramlarla olumlu, işgören devri gibi kavramlarla ise olumsuz ilişkisi yapılan araştırmalarla ortaya konulmuştur. Genel itibariyle, birey-örgüt uyumu hem bireyler hem de örgütler için önemli bir konudur. Birey-örgüt uyumunun yüksek olması, bireylerin örgütlerde kendilerini daha rahat ve yeterli hissetmelerini sağlayabileceği ve açıkça konuşma davranışını arttırabileceği düşünülmektedir. Ayrıca, çalışanın yöneticisinin kendisini desteklediği konusundaki algısı arttıkça açıkça konuşma davranışı sergileme olasılığının da artabileceği incelenen konular arasında yer almaktadır. Bir başka ifadeyle, hem birey-örgüt uyumu hem de yönetici desteği algısı çalışanın kendisini işle ilgili konularda rahatça ifade etmesini sağlayabilecek faktörler arasında görülmektedir. Bu görüşten hareketle, bu çalışmanın amacı, birey-örgüt uyumunun açıkça konuşma davranışı üzerindeki etkisinde algılanan yönetici desteğinin aracılık rolünü ortaya koymaktır. Ayrıca araştırma kapsamında incelenen bireylerin bazı demografik özeliklerinin birey-örgüt uyumu, algılanan yönetici desteği ve açıkça konuşma davranışlarında farklılık yaratıp yaratmadığını ortaya koymak araştırmanın bir diğer amacını oluşturmaktadır.

In this study, concept of person-organization fit, employee voice behavior, and the mediating role of perceived supervisor support are discussed. This study includes a research conducted by 249 MBA students who study in one of the private universities affiliated by the foundations in Turkey. At the same time they are in working life. The data analysis includes descriptive statistics, t-test, Anova and a regression analysis. The results show that the effect of person-organization fit on employee voice behavior is partially mediated by perceived supervisor support. According to results there are differences in person-organization fit regarding marital status, in person-organization fit and employee voice behavior regarding positions, and also in person- organization fit regarding the length of work life.

The John Lewis Partnership is one of Europe’s largest models of employee ownership and has been operating a form of employee involvement and participation since its formation in 1929. It is frequently held up as a model of best practice (Cathcart, 2013) and has been described as a ‘workers’ paradise’ (Stummer and Lacey, 2001). At the beginning of 2012, the Deputy Prime Minister of the UK unveiled plans to create a ‘John Lewis Economy’ (Wintour, 2012). As John Lewis is being positioned at the heart of political and media discussions in the UK about alternatives to the corporate capitalist model of enterprise, it is vital that more is known about the experience of employee involvement and participation within the organisation. This article explores the ways in which the practice of employee involvement and participation has changed in John Lewis as a result of competing employee and managerial interests. Its contribution is a contemporary exploration of participation in the John Lewis Partnership and an examination of the ways in which management and employees contested the meaning and practice of employee involvement and participation as part of a ‘democracy project’, which culminated in significant changes and degeneration of the democratic structures.

Employee silence plays a crucial role in the evolution of Public Services because it stops communication, opportunities to modify routines and knowledge sharing. The case study presented in this paper highlights employee silence as outcome of a bottom-up innovation introduced into the University of Padova. Using a questionnaire, we collected information about silence and voice to an ICT Community of Practice. The results are that silence due to fear of top management is less important than silence due to fear of sharing knowledge and information among colleagues. We conclude by suggesting innovation adoption difficulties in Public Services not only as a management deficit, but also as a governance problem.

Abstract
Purpose – The place of festivals in national economic development has received increased attention from
researchers globally. However, there appears to be a relatively small and disparate literature on the subject
especially within the Ghanaian context. The study seeks to contribute to the global recognition of festivals as
developmental tools and thus presents the effects of festival tourism on socio-economic capital of the people of
Kwahu traditional area (Ghana) and how festival tourism in the region engenders economic benefits to
businesses and the community.
Design/methodology/approach – This study is guided by the social development theory. A quantitative
cross-sectional survey utilizing convenience technique was used to gather data from a sample of 398 residents
of the selected towns and the regression model was used to analyse the data.
Findings – The findings revealed festival tourism to have a positive effect on community cohesiveness but not
statistically significant. Further, the festival brought economic gains but had negative social effects on
development of the selected towns.
Research limitations/implications – This research is destination-specific. The application of the findings
to other festivals would demand a bigger sample size for generalisation to be made.
Practical implications – The findings suggest that for growth of festival tourism in Ghana to be actualised,
the Ghana Tourism Authority needs to ensure festivals do not erode entrenched traditional values and negate
efforts at developing social structures and systems by putting measures to reduce the negative effect of
commoditisation of festivals on the communities’ cultural authenticity. Law enforcement agents should also be
massively beefed up to curtail crime and social vices.
Originality/value – The study’s findings extend earlier studies to extend the scope in festival tourism
literature. This study found that festival tourism has effect on both community cohesion and economic
development of the people of Kwahu traditional area.
Keywords Festival tourism, Community cohesiveness, Economic gains, Social gain, Ghana
Paper type Research paper

Universities – the intellectual marketplaces that give voices and ideas a space to flourish – represent the very epitome of the ideal civil society. As institutions that socialize citizens, universities shoulder the responsibility to promote critical thinking and respectful expressions of opinions in their communities. However, communicative practices within universities can also perpetuate power imbalance and dismiss meaningful opinions. Despite the importance of organizational power in organizational scholarship and the significance of universities as culture-shaping institutions, scholars have conveniently paid scant attention to communicative practices that define, distribute, and dissipate power in universities. Guided by Plato’s Theory of Forms and the Allegory of the Cave, this interpretive study reports how university staff made sense of their silenced voices and their sense of futility.

Öz Araştırmada, örgütlerde çalışanların etkinlik ve verimliliğini arttıracak düşünce ve tekliflerini sunması olarak tanımlanan işgören sesliliğinin takım işbirliğine olan etkisinde organizasyonlarda kişilerarası psikolojik risk algısı şeklinde ifade edilen psikolojik rahatlığın aracı değişken rolünün ortaya konulması amaçlanmıştır. Sinop'ta bulunan yerel bir işletmenin çalışanları (n=240) araştırmanın örneklemini oluşturmaktadır. Araştırmada verilerin analizinde SPSS 21 Paketi ve Hayes (2013)'in SPSS uygulamasında aracı değişkenli modellerin ölçülmesi için geliştirmiş olduğu PROCESS 2.15 makrosu kullanılarak aracı değişkenin etkisi gözlenmiştir. Çıkan sonuçlara göre psikolojik rahatlık algısının işgören sesliliği ve takım işbirliği ilişkisinde kısmi aracılık etkisinin olduğu söylenebilir. İşgören sesliliğinin takım işbirliğine olan etkisi (β= ,28, p>.001) psikolojik rahatlık algısı ilişkiye dahil edildiğinde (β= ,25, p<.001) düşmüş fakat anlamlılığını yitirmemiştir. Abstract The aim of this study is to analyze the mediating role of Psychological Safety which is defined as interpersonal risk perception, in the relation between employee voice which is defined as feedback and proposals to increase productivity and efficiency and team collaboration. Employees of a local business in Sinop (n=240) are composing sample. SPSS 21 and PROCESS 2.15 aplication of Hayes which is used to observe the mediating effect of variables are used to analyze the data. According to the results it can be

The aim of this study was to find how much demographic characteristics affect employee voice behaviour. The study was carried out among 386 teachers in Balıkesir state schools. Survey technique was applied and to asses employee voice behaviour. The employee voice scale which was developted by Van Dyne and Le Pine (1998) and adapted to Turkish by Cetin and Cakmakci (2012) was used. As demographic characteristics; gender, educational status, working time as teacher and working time in the current school were taken into account. Consequently, it was determined that employee voice behaviour of teachers was high. It was found that there weren’t significant differences between employee voice behaviour and gender, educational status and working time in the current school. But it was determinded that there was a remarkable difference between employee voice behavior and working time as a teacher. Keywords: Employee voice behaviour, teachers, demographic characteristics Bu çalışmanın amacı; "Öğretmenlerin ses verme davranışlarının demografik niteliklerine göre ne derece farklılaştığı" sorusuna cevap bulmaktır. Çalışma, Balıkesir il merkezinde devlet okullarında görev yapan 386 öğretmen üzerinde yapılmıştır. Çalışmada, anket tekniği uygulanmıştır ve çalışan sesliliği davranışını ölçmek amacıyla Van Dyne ve Le Pine (1998) tarafından geliştirilmiş olan ve Çetin ve Çakmakçı (2012) tarafından Türkçe’ye uyarlanan çalışan sesliliği ölçeği kullanılmıştır. Demografik nitelikler olarak; cinsiyet, meslekteki çalışma süresi, eğitim durumu ve şu an çalıştığı okuldaki çalışma süresi değerlendirmeye alınmıştır. Sonuç olarak, öğretmenlerin ses verme davranışı yüksek (3.85) olduğu tespit edilmiştir. Çalışan sesliliği davranışı ile cinsiyet, eğitim durumu, şu an çalıştığı okuldaki çalışma süresi ile aralarında anlamlı bir farklılık tespit edilememiştir, meslekteki çalışma süresi ile anlamlı bir farklılık tespit edilmiştir. Anahtar Kelimeler: Çalışan sesliliği, Öğretmenler, Demografik nitelikler

People nowadays tend to use social media as a platform to share their reviews, emotions, and opinions, including about their jobs. Thus, a lot of data is available on the web. Therefore, a rapid response is needed to analyze and interpret the data. Unfortunately, many organizations still use annual surveys to assess satisfaction, engagement, and culture in the workplace. Compared to other conventional datasets such as company survey and questionnaire, decision-makers could make decision effectively and efficiently by using the interpreted data. This may be done with the help of sentiment analysis method. In this research, we classify the feedback based on its category and sentiment. Several classification algorithms are used in opinion mining; two of them are Naive Bayes Classifier (NBC) and Support Vector Machine (SVM). This paper aims to classify feedback based on sentiments using NBC and SVM.