Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior

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 Job Demands-Resources Model, this study offers an integrative perspective, building idea that interests managers are distinct concerning purpose voice. This article draws responses from a cross-sectional national online survey distributed by YouGov, with design ensured only those employed within organisational setting reporting structure would be included in data. The sample size used for analysis (N = 1858) was representative UK workforce regarding gender, full- or part-time work status, organisation industry. exploratory confirmatory factor provides empirical evidence two alternative forms: employee-focused. Results show while is associated significantly higher innovative behaviour levels burnout, employee-focused negatively employee burnout. Lastly, our reveals total effect burnout positive, voice, partially mediating voice-burnout relationship, exerts countervailing effect, lowering Accordingly, organisations advised to promote both forms, given their unique, positive effects, first (ameliorating burnout) second strategically important outcomes (innovative behaviours). Implications theory practice discussed.