linking perceived employee voice and creativity

Linking Perceived Employee Voice and Creativity

Researchers are of the belief that employee voice has favorable effects for both the employee and the organization. However, the effect of employee voice on creativity, and the process through which it influences creativity, has hitherto received little attention. This study aimed at investigating the relationship between perceived employee voice and creativity. Employees of three premier dairy...

Linking intrinsic motivation, risk taking, and employee creativity in an R&D environment

Intrinsic motivation is thought to spur risk taking and creativity. Nonetheless, the relationship between common creativity antecedents and intrinsic motivation is seldom clarified and the assertion that intrinsic motivation spurs risk taking and creativity has rarely been addressed. The current study adopts an individual level of analysis and attempts to link several common creativity antecede...

Empowering Leadership, Uncertainty Avoidance, Trust, and Employee Creativity

This study was conducted in 2016 aimed to investigate the relationship between empowering leadership, uncertainty avoidance, trust, and employee creativity with regard to interaction effects and mediating mechanism. The population consists of 205 employees from the Nomadic affairs of Fars Province. In accordance with the Cochran formula, the sample size of 134 was calculated that were participa...

Work environments for employee creativity.

Innovative organisations need creative employees who generate new ideas for product or process innovation. This paper presents a conceptual framework for the effect of personal, social-organisational and physical factors on employee creativity. Based on this framework, an instrument to analyse the extent to which the work environment enhances creativity is developed. This instrument was applied...

Constructive challenge: employee voice performance

This study examines the effect and task performance) on supervisory reward recommendations. In a laboratory setting, n=216 research participants engaged in a managerial that was created to simulate the types of decisions that managers are faced with on a daily basis. While performing this task, participants were simulated subordinates engaging in high or low levels of voice, helping and task pe...

Employee voice and engagement: connections and consequences