Journal articles: 'Voice of Calvary (Organization)'

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Holstrom, Chris. "Local Authorial Voice and Global Authorial Voice in Community-Authored Knowledge Organization Systems." Advances in Classification Research Online 29, no. 1 (June 28, 2019): 6. http://dx.doi.org/10.7152/acro.v29i1.15451.

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Folksonomies are crowdsourced knowledge organization systems that rose to popularity during Web 2.0 and that are still actively used today. This crowdsourced approach to knowledge organization moves authorial voice from an individual expert or small group of experts to the community. What does it mean to have many voices contribute to a knowledge organization system? Do community members create a collective authorial voice? Are minority opinions more readily included? How does access to information, especially “long tail” information, change? This paper explores these questions by examining authorial voice in community-authored knowledge organization systems (CAKOS) and expert-authored knowledge organization systems (EAKOS).

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Lassalle, Frédéric. "Exit, voice, loyalty to sport organization power." Strategic Change 29, no. 5 (September 2020): 571–88. http://dx.doi.org/10.1002/jsc.2366.

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Young, Sean, Teresa Neumann, and Philip Nyden. "Scaling up to Increase Community-Based Organization Voice." Journal of Community Practice 26, no. 1 (December 21, 2017): 63–80. http://dx.doi.org/10.1080/10705422.2017.1413028.

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McColl-Kennedy, Janet R., Beverley A. Sparks, and Doan T. Nguyen. "Customer's angry voice: Targeting employees or the organization?" Journal of Business Research 64, no. 7 (July 2011): 707–13. http://dx.doi.org/10.1016/j.jbusres.2010.08.004.

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Cassinger, Cecilia, and Åsa Thelander. "Voicing the organization on Instagram: Towards a performative understanding of employee voice." Public Relations Inquiry 9, no. 2 (May 2020): 195–212. http://dx.doi.org/10.1177/2046147x20920820.

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Much is currently expected from what PR campaigns involving social media can accomplish with regard to strengthening employee voice. Previous research on voice as a specific approach to employee relations has primarily relied on the effects and mechanisms of voice. There is scant research dealing with the processes and practices of employee voice. This article outlines a performative approach to conceptualizing the practice of employee voice. It focuses on how employees perform voice in a PR campaign involving Instagram takeover. The campaign was launched by a complex organization in Scandinavia, aimed at countering negative attention in local news media and improving the reputation of the organization. This article analyses the conditions of voicing concerns in the campaign through the lens of a dramaturgical approach to social life. First, the findings indicate that voicing is a form of individual and collective performance through which the meaning of work and the campaign are negotiated in relation to both other participants and an imagined audience. Second, visual conventions and organizational culture were found to govern performances of voice on Instagram. Third, findings underscore the need to understand employee voice as a socially and culturally embedded practice.

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Kwon, Nuri, and Jinkook Tak. "The effects of personal characteristics on employee voice behaviors." Korean Journal of Industrial and Organizational Psychology 28, no. 4 (November 30, 2015): 565–89. http://dx.doi.org/10.24230/kjiop.v28i4.565-589.

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The purpose of this study was to examine the validity of four different types of voice behavior developed by Maynes and Podsakoff(2013). In addition, relation of personal characteristics to four different types of voice behavior and moderating effects of organization trust on relationship between personal characteristics and voice behavior were examined. Data were obtained from 309 employees in various organizations in Korea. Results showed that proactive personality was positively influences constructive voice and negatively influences destructive voice. Also psychological collectivism was positively influences supportive voice, and trait cynicism was positively influences defensive voice and destructive voice. The results of hierarchial regression analyses showed that organization trust moderated the relationship between psychological collectivism and supportive voice, defensive voice. Finally, the implications and limitations of this study and the directions for future research were discussed.

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Adamska, Krystyna, and Agnieszka Łądka-Barańska. "Organizational Justice and Constructive Voice." Zarządzanie Zasobami Ludzkimi 134-135, no. 3-4 (June 15, 2020): 97–112. http://dx.doi.org/10.5604/01.3001.0014.1676.

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An organization’s efforts to treat its employees fairly lead to a number of positive consequences, among which is the constructive voice of the employees. This is a proactive behavior. It strengthens the organization’s ability to correct and prevent financially and socially costly mistakes. A lack of fair treatment can lead to the belief that speaking out is risky. Two aspects of voice in the organization— behaviors and beliefs—are the subject of the study presented in the article. The basic assumption is that they are predicted by the different kinds of organizational justice. A total of 333 employees from various organizations participated in the study. Study results confirmed the hypothesis that there is a correlation between organizational justice and both aspects of voice in the organization. Informational and interpersonal justice foster constructive voice behaviors, while procedural and interpersonal justice reduce the belief that speaking up is risky.

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Adler, Richard. "Voice and Communication for the Transgender/Transsexual Client: Presenting the WPATH Standing Committee on Voice and Communication." Perspectives on Voice and Voice Disorders 25, no. 1 (March 2015): 32–36. http://dx.doi.org/10.1044/vvd25.1.32.

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The World Professional Association for Transgender Health is an international organization that has a purpose of providing guidelines for safe, effective, and evidence-based practice for the Transgender/Transsexual client throughout the world in all aspects of care, including medical, psychological, voice, speech, and other services. Newly formed and accepted as an integral part of the organization, the Voice and Communication Committee is comprised of four speech-language pathologists (SLPs) from the United States, Canada, the United Kingdom, and Australia. This article introduces SLPs to this committee and its important work in providing guidelines for offering voice and communication therapy to all Transgender (TG) clients.

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De Waele, Aurélie, An-Sofie Claeys, and Verolien Cauberghe. "The Organizational Voice." Communication Research 46, no. 7 (February 16, 2017): 1026–49. http://dx.doi.org/10.1177/0093650217692911.

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Research on crisis communication has mainly focused on verbal aspects of organizational responses. However, the nonverbal cues of the organizational spokesperson communicating about the crisis may also influence stakeholders’ perceptions. This study examines the impact of two vocal cues, voice pitch and speech rate. In addition, the study examines how these cues affect perceptions of organizations depending on the message’s verbal content. A 2 (voice pitch: low vs. high) × 2 (speech rate: slow vs. fast) × 2 (crisis response strategy: deny vs. rebuild) between-subjects experimental design was conducted. Results show that voice pitch and speech rate affected postcrisis reputation. However, these vocal cues affected perceptions only when the organization applied a rebuild strategy (i.e., apology) and not in the case of a deny strategy. This interaction between verbal and vocal cues was partly mediated by vocal attractiveness.

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Chauhan, Abhijeet Singh, and Naveen Sharma. "Employee Voice Behavior In Organization: Measuring The Influence Of Voice Efficacy Towards Employee Voice Behavior/Abhijeet Singh Chauhan and Naveen Sharma." Prestige International Journal of Management & IT - Sanchayan 08, no. 02 (December 15, 2019): 37–43. http://dx.doi.org/10.37922/pijmit.2019.v08i02.003.

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Cumberland, Denise M., Meera Alagaraja, Brad Shuck, and Sharon A. Kerrick. "Organizational Social Capital: Ties Between HRD, Employee Voice, and CEOs." Human Resource Development Review 17, no. 2 (May 15, 2018): 199–221. http://dx.doi.org/10.1177/1534484318772488.

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Growing employee voice increases the likelihood that employees will engage in discretionary efforts to share potentially useful information, express opinions, or concerns about work-related issues to their supervisors and other leaders in the organization. We develop a conceptual model and a series of propositions to examine and analyze the underlying mechanisms that enhance employee voice. Specifically, we identify linkages and connections between human resource development (HRD) practices, organizational social capital (OSC), and the role of CEOs as facilitating environmental or situational mechanisms that have implications on voice behavior. HRD can play a key role in helping employees foster social capital, leading to employee voice in the organization. When CEOs extend their existing internal social networks, and engage in conversations with workers, this dialogue serves as a visible artifact and reverberates across the organization. Our propositions move beyond framing employee-related voice outcomes as a result of either HRD practices or CEO influence. Rather, we postulate an outcome of their interdependent interactions. Implications for HRD research and practice are discussed.

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SKRTIC, THOMAS M., WAYNE SAILOR, and KATHLEEN GEE. "Voice, Collaboration, and Inclusion." Remedial and Special Education 17, no. 3 (May 1996): 142–57. http://dx.doi.org/10.1177/074193259601700304.

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Although the rise of constructivism calls conventional remedial and special education practices into question, it also represents a positive opportunity for progress and renewal in the professions and in society. emphasizing the constructivist principles of voice, collaboration, and inclusion, the authors identify the influence of constructivism across three interrelated levels of reform: structural reforms in school organization, pedagogical reforms in classrooms, and institutional reforms in human service systems generally relative to the “school-linked services integration” movement. by doing so, the authors argue that, far more than a new special education service delivery model, inclusion is the emerging cultural logic of the 21st century. they conclude the article with a political-economic argument for inclusive education and a discussion of the implications of constructivist reform efforts for the broader possibility of democratic renewal in society.

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Tan, Alice J. M., Raymond Loi, Long W. Lam, and Lida L. Zhang. "Do embedded employees voice more?" Personnel Review 48, no. 3 (April 1, 2019): 824–38. http://dx.doi.org/10.1108/pr-05-2017-0150.

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Purpose The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship. Design/methodology/approach Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling. Findings Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice. Practical implications To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees. Originality/value This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

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Şahin, Safiye, Bilal Çankir, and Bahar Serez Arslan. "Effect of Implicit Voice Theories on Employee Constructive Voice and Defensive Silence: A Study in Education and Health Sector." Organizacija 54, no. 3 (August 1, 2021): 210–26. http://dx.doi.org/10.2478/orga-2021-0014.

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Abstract Background and Purpose: Implicit voice theories are the beliefs that are related to employee silence. This study aims to examine the implicit voice theories (don’t embarrass the boss in public, negative career consequences of voice) as predictors of employee defensive silence and employee constructive voice. Methodology: This study is a cross-sectional and an analytical study. The sample of this study consisted of 494 participants working in the healthcare sector (n = 277) and education sector (n = 217) in Turkey. We performed linear regression analyses to test our hypotheses. Results: We found that power distance and negative career consequences of voice predicted employee defensive silence while proactive personality and the belief of “don’t embarrass the boss in public” predicted employee constructive voice. These results confirm the effect of implicit voice theories on employee silence and voice. Conclusions: Employees holding the belief of “don’t embarrass the boss in public” and “negative career consequences of voice” tend to remain silent or prefer to speak with their managers privately, which prevent sharing ideas in group interactions in organization. Therefore, managers must combat the belief that speaking up is risky. In order to change these beliefs in a positive way, they should make their subordinates feel that speaking up is a valuable behavior in organization.

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Jeung, Wonho. "Empowering Leadership and Voice Behavior : The Multiple Mediation Effects of Voice Climate and Organization-Based Self-esteem." Korean Academy Of Leadership 9, no. 2 (March 20, 2018): 3–26. http://dx.doi.org/10.22243/tklq.2018.9.2.3.

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Darst, Robert G., and Jane I. Dawson. "Exit, Voice, and Denial." Society & Animals 27, no. 1 (January 4, 2019): 36–54. http://dx.doi.org/10.1163/15685306-12341531.

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AbstractDespite opposition from social movements, the animal agriculture industry has largely succeeded in averting serious challenges to its basic business practices. This outcome reflects not only the industry’s political and economic clout, but also divisions among the industry’s opponents and the difficulties that their proposed solutions pose for consumers. Albert Hirschman argues that those dissatisfied with a product or organization have three options: exit, voice, and loyalty. We argue that “voice,” the public expression of protest, has been fractured by disagreement over ultimate goals and the proper form of “exit”: substitution or abstention. Both forms of exit are difficult for the consumer. The default response is therefore “loyalty”: continued consumption. This loyalty is based not on ignorance or acceptance of the industry’s shortcomings, but on socially organized denial of the evidence and its implications. Our methodology is a “qualitative metasynthesis” of previous scholarly analyses of the primary social movements involved.

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Zia-ur Rehman, Muhammad, Atiqa Shahbaz, and Noor Hassan. "Due Economy is Based on Authenticity? Authentic Leader’s Personality and Employees’ Voice Behaviour." Global Economics Review III, no. II (December 30, 2018): 43–54. http://dx.doi.org/10.31703/ger.2018(iii-ii).05.

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The study examines the impact of authentic leader’s personality on employee voice behavior through a quantitative study. The results, from a sample of 200 subordinate–supervisor dyads from a healthcare organization in Pakistan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behavior, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of Organization-based selfesteem. The findings of this study will make management understand the linkage of an authentic leader’s personality and employee voice behavior.

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Rasheed, Muhammad Athar, Khuram Shahzad, Christopher Conroy, Sajid Nadeem, and Muhammad Usman Siddique. "Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises." Journal of Small Business and Enterprise Development 24, no. 4 (November 20, 2017): 670–88. http://dx.doi.org/10.1108/jsbed-11-2016-0185.

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Purpose Employee voice has emerged as a strong predictor of positive organizational outcomes. Grounding the theoretical model in resource-based theory; this study conceptualizes how high-performance work system (HPWS) can enhance organizational innovation of small and medium enterprises (SMEs) through voice behaviors. Specifically, the purpose of this paper is to empirically test if employee voice mediates the relationship between HPWS and organizational innovation. Design/methodology/approach This study used a quantitative strategy and cross-sectional survey method for the collection of data from SMEs operating in Pakistan. A list of SMEs was obtained from the federal government organization responsible for the development of SMEs in Pakistan. A self-administered structured questionnaire was distributed and 239 randomly selected SMEs responded to the survey. Findings Findings confirmed the conceptualized model and revealed that HPWS was significantly and positively related to employee voice and organizational innovation. Employee voice was found as a significant predictor of organizational innovation and mediating factor in the relationship between HPWS and organizational innovation. Research limitations/implications This study is limited in terms of variables included in the conceptual model and relatively small size of the sample that was derived from a single federal organization. More variables and SMEs can be included in future studies to get broader results and, potentially, better findings. Practical implications SME managers/owners can design HR function in such a way that employees will be encouraged to raise their voice and participate more in the organization. Scholars should study voice behaviors distinct from citizenship behaviors. Originality/value This study is the first of its kind to conceptualize the relationship between HPWS, employee voice, and organizational innovation in SMEs of Pakistan.

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Kim, Jinhee, Soojin Lee, and Gukdo Byun. "Building a Thriving Organization: The Antecedents of Job Engagement and Their Impact on Voice Behavior." Sustainability 12, no. 18 (September 12, 2020): 7536. http://dx.doi.org/10.3390/su12187536.

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For an organization to become sustainable, it is essential to keep employees engaged in their jobs with enthusiasm. Thus, this study presents and tests an integrative model of job engagement. Based on Kahn’s model, we adopted person–job fit (P–J fit), psychological contract fulfillment, and self-efficacy as the antecedents of job engagement, verified how these antecedents affect job engagement, and examined how they influence voice behavior. Data were collected from 189 subordinate–supervisor dyads from public corporations and private enterprises in South Korea. The results of the analysis suggested that all antecedents have positive relationships with job engagement. We also found that job engagement is positively related to employees’ voice behavior, and fully mediates the relationships between the antecedents and voice behavior. Moreover, our findings suggested that perceived coworker support moderates the relationship between job engagement and voice behavior.

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Jo, Jinhwan, Jill Ellingson, Eun-Suk Lee, and Seongsu Kim. "Constructive Voice in an Organization in Decline: A Loss-Mitigation Model." Academy of Management Proceedings 2018, no. 1 (August 2018): 15546. http://dx.doi.org/10.5465/ambpp.2018.15546abstract.

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Light, Donald W., Ramón Castellblanch, Pablo Arredondo, and Deborah Socolar. "No Exit and the Organization of Voice in Biotechnology and Pharmaceuticals." Journal of Health Politics, Policy and Law 28, no. 2-3 (April 2003): 473–508. http://dx.doi.org/10.1215/03616878-28-2-3-473.

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Hu, Xiaowen, and Tristan Casey. "How and when organization identification promotes safety voice among healthcare professionals." Journal of Advanced Nursing 77, no. 9 (July 5, 2021): 3733–44. http://dx.doi.org/10.1111/jan.14868.

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Guidotti, Matteo, Augusta Maria Paci, and Maurizio Peruzzini. "NAO-CNR: The Italian voice at IUPAC." Chemistry International 43, no. 2 (April 1, 2021): 10–15. http://dx.doi.org/10.1515/ci-2021-0203.

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Abstract Italy was a founding member of IUPAC in 1919. Italian participation is still vivid thanks to the proactive, collaborative spirit that motivated its initial support of the establishment of IUPAC. The National Research Council, CNR, the largest research institution for public research in the country, is the official representative of Italy at IUPAC through the National Commission operating as the IUPAC National Adhering Organization.

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Borton, Lady. "An Impostor's Voice." Harvard Educational Review 55, no. 1 (April 1, 1985): 118–21. http://dx.doi.org/10.17763/haer.55.1.qh240878867650h2.

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Lady Borton is a United States citizen of Quaker background, and a former high school teacher. Inspired by her pacifist conviction that all lives are sacred and that violence is not an appropriate choice to resolve human conflict, she volunteered to work in Vietnam for the American Friends Service Committee (AFSC). The AFSC is a Quaker-based organization dedicated to the elimination of social injustice and to the promotion of world peace. From 1969 to 1971 Borton served as adminstrator of the AFSC project in Quang Ngai, a Vietnamese province that saw some of the heaviest civilian and military casualities of the war. The AFSC's project taught the Vietnamese how to make artificial arms and legs for civilian victims and provided regular weekly medical care to South Vietnamese political prisoners. In 1975 she served as leader of an AFSC-sponsored delegation of teachers to North Vietnam. She returned to Southeast Asia in 1980 to work as health administrator for twelve thousand Vietnam boat people who had been placed on the Malaysian island of Pulau Bidong. She visited Kampuchea in 1983 and is planning a visit to Vietnam later this year. Borton lives on a farm in the Appalachian region of Ohio. She chooses to live below the taxable income level so that the government cannot use her tax dollars to support any military activity. In this short article, she describes the many voices that she experiences in a typical day in Ohio and ponders a personal consequence of her remarkable sense of empathy.

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Kolb, David C. "Perspectives: Adding Organization Development to the EBTD Toolbox." Journal of Experiential Education 16, no. 2 (August 1993): 54. http://dx.doi.org/10.1177/105382599301600211.

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The phone rings. You answer in your best phone voice: “ACME Experienced-Based Training and Development, how may I help you?” The caller excitedly begins. “A friend of mine did your ropes course experience with her company and really enjoyed it. We need a team building program. What do you have to offer?”

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Hakulinen, Jaakko, Tuuli Keskinen, Markku Turunen, and Sanni Siltanen. "Design Space for Voice-Based Professional Reporting." Multimodal Technologies and Interaction 5, no. 1 (January 11, 2021): 3. http://dx.doi.org/10.3390/mti5010003.

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Speech technology has matured so that voice-based reporting utilizing speech-to-text can be applied in various domains. Speech has two major benefits: it enables efficient reporting and speech input improves the quality of the reports since reporting can be done as a part of the workflow without delays between work and reporting. However, designing reporting voice user interfaces (VUIs) for professional use is challenging, as there are numerous aspects from technology to organization and language that need to be considered. Based on our experience in developing professional reporting VUIs with different stakeholders representing both commercial and public sector, we define a design space for voice-based reporting systems. The design space consists of 28 dimensions grouped into five categories: Language Processing, Structure of Reporting, Technical Limitations in the Work Domain, Interaction Related Aspects in the Work Domain, and Organization. We illustrate the design space by discussing four voice-based reporting systems, designed and implemented by us, and describing a design process that utilizes it. The design space enables designers to identify critical aspects of professional reporting VUIs and optimize those for their target domain. The design space can be used as a practical tool especially by designers with limited experience on speech technologies.

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Hakulinen, Jaakko, Tuuli Keskinen, Markku Turunen, and Sanni Siltanen. "Design Space for Voice-Based Professional Reporting." Multimodal Technologies and Interaction 5, no. 1 (January 11, 2021): 3. http://dx.doi.org/10.3390/mti5010003.

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Speech technology has matured so that voice-based reporting utilizing speech-to-text can be applied in various domains. Speech has two major benefits: it enables efficient reporting and speech input improves the quality of the reports since reporting can be done as a part of the workflow without delays between work and reporting. However, designing reporting voice user interfaces (VUIs) for professional use is challenging, as there are numerous aspects from technology to organization and language that need to be considered. Based on our experience in developing professional reporting VUIs with different stakeholders representing both commercial and public sector, we define a design space for voice-based reporting systems. The design space consists of 28 dimensions grouped into five categories: Language Processing, Structure of Reporting, Technical Limitations in the Work Domain, Interaction Related Aspects in the Work Domain, and Organization. We illustrate the design space by discussing four voice-based reporting systems, designed and implemented by us, and describing a design process that utilizes it. The design space enables designers to identify critical aspects of professional reporting VUIs and optimize those for their target domain. The design space can be used as a practical tool especially by designers with limited experience on speech technologies.

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Lee, Woo Jin, and Inho Hwang. "Sustainable Information Security Behavior Management: An Empirical Approach for the Causes of Employees’ Voice Behavior." Sustainability 13, no. 11 (May 28, 2021): 6077. http://dx.doi.org/10.3390/su13116077.

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As organizations’ interest in information resources expands, their investments in information security (IS), such as the introduction of IS policies and new technologies, are also expanding. Nevertheless, IS incidents and threats within the organization have not decreased. This study aims to protect organizations’ information assets by maintaining the level of continuous IS behavior of the organization insiders. Moreover, this study suggests a method to induce continuous security behavior of individuals by confirming the relationship between IS-related voice behavior and IS-related organizational justice, which is an action concept that provides continuous opinions to achieve security goals. This study derives research models and hypotheses through previous studies and tests hypotheses through structural equation modeling. The target subjects are members of the organization who introduced the IS policy. A total of 325 samples were secured through the questionnaire method, and hypotheses were verified. Results reveal that voice behavior related to IS is negatively influenced by work impediment and positively influenced by organizational identification. In addition, procedural and information justice that influence prior actions related to IS affect the cause of personal security behavior (work impediment and organizational identification). Additionally, justice sensitivity adjusted the impact relationship between IS-related organizational justice and the cause of security behavior. The study presents the importance of voice behavior in maintaining the level of IS within the organization continuously. Moreover, it has practical implications in that efforts to improve organizational justice and voice behaviors vary according to the level of individual justice sensitivity.

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Perry, Simon. "A Voice Unknown: Undercurrents in Mussorgsky's Sunless." 19th-Century Music 28, no. 1 (2004): 15–49. http://dx.doi.org/10.1525/ncm.2004.28.1.15.

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Mussorgsky's Sunless cycle is aesthetically and stylistically an anomalous member of his oeuvre. Its notably effaced, pared-down, and withdrawn qualities present challenges to critical interpretation. Its uniqueness, however, renders it a crucial work for furnishing the fullest possible picture of Mussorgsky as a creative artist. The author of its texts, Golenishchev-Kutuzov (whose relationship with Mussorgsky at the time of its writing possibly extended beyond the platonic) has been identified by recent scholarship as an essential "eye-witness" for those to whom Stasov's populist characterization of the composer does not ring entirely true. Golenishchev-Kutuzov believed that in Sunless Mussorgsky first revealed his authentic artistic self. According to Golenishchev-Kutuvoz, Mussorgsky regarded his signal achievement in Sunless to have been the eradication of all elements other than "feeling." In other words, he had thrown off the stylistic shackles imposed by the aesthetics of realism and relied entirely on intuitive harmonic invention as the sole conveyor of a purely subjective, "affective" meaning in the cycle. This hypothesis forms the point of departure for an investigation of select numbers of the cycle. Analysis reveals that the affective aspect is not the only significant element operative. Alongside remnants of the realist style, there is evidence, of varying degrees of subtlety, for a knowing use of symmetrical pitch organization. Mussorgsky not only adapted the usual referential attachments of symmetrically based chromaticism--typically found in Russian operas of the second half of the nineteenth century--he also, through extremely simple but effective means, synthesized the "intuitive" harmonic and "rational" symmetrical elements of the cycle's pitch organization so that the latter emerges seamlessly out of the former. This remarkable synthesis ensures the cycle's uniformity of tone while also allowing for a reading that extends beyond the generally affective to the symbolically more specific. This symbolic level of reading offers several interpretative possibilities, one of which may refer even to the relationship of the poet and the composer. Irrespective of such potentials for interpretation, the most significant achievement in the cycle remains the synthesis of the intuitive/affective and rational/symbolic elements of its organization. Songs 1, 2, 3, and 6 of the cycle are considered in detail.

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Stuart, Howard, Nilay Ozen, and Vivian Petropoulos. "Can Doctors Still Have a Voice in Healthcare?" International Journal of Whole Person Care 7, no. 1 (January 15, 2020): 14. http://dx.doi.org/10.26443/ijwpc.v7i1.215.

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In the fall of 2014 the Quebec Health Ministry announced plans for a broad restructuring of the entire Healthcare network, implemented shortly thereafter in 2015. The effect on institutions was dramatic and immediate. Local management was eradicated, concentrating and centralizing control of the entire system ultimately into the office of the Minister. With the abrupt reorganization of services came relocation of large numbers of personnel. Management at a distance became the norm. In many institutions, the commonly held view among physicians with regard to relations with management can be summarized as, “Suddenly there was no one to talk to.”Confusion and tension were prevalent and palpable. In this context, in attempt to have a voice, a group of physicians at one community hospital formed an independent organization. It developed into an influential body which continues to remain active. This workshop will use the experiences and reflections of physicians from that organization as a basis to explore questions such as: -Is there a difference between Health Services and Health Care? Do we care? -Does worker engagement matter in Healthcare delivery? Or are good systems and modern equipment all we really need? -Does sense of community matter within a healthcare institution? If so why?If it matters, is it just for the benefit of those working for the organization? Or is there a benefit for the users too? -What is the basis for sense of community? Where does it come from? Can it be destroyed? Can it be developed? -Is there an importance to the quality of relationships between people working within Healthcare? Do these relationships have impact on quality of care? -Should the perspective of those working in the system be incorporated input Management decision making? If so how? -What can physicians, nurses and other allied Healthcare professionals do in order to have a voice?

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Williams, Adam M., and J. Travis Bland. "Drivers of Social Engagement: Employee Voice–Advice Sharing Relationship." Review of Public Personnel Administration 40, no. 4 (June 5, 2019): 669–90. http://dx.doi.org/10.1177/0734371x19850873.

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Sparked by recent scholarly interest in identifying the drivers or antecedents of employee engagement, this article examines the relationship between an employee’s perception of voice and his or her propensity to socially engage in the form of sharing advice. In this article, we conceptualize an employee’s perception of voice as multi-directional in nature. This is because, whether directed upward, downward, or laterally, employees will develop multiple perceptions of voice as they distinguish between their social exchanges across and within the various levels of the organization. Surveying the city workforce of Marietta, Georgia, we found a positive perception of voice is a key driver or antecedent to advice sharing across vertical boundaries with superiors and subordinates and across lateral boundaries with peers. Yet contrary to what the literature would suggest about the influence of superiors on subordinates, we found that low perceptions of upward voice (i.e., perceptions shaped by those at higher levels of the organization) did not influence an employee’s decision to share advice with his or her own subordinates or peers. This research shifts some much-needed attention toward advice sharing as a social manifestation of employee engagement and establishes the importance of assessing and managing an employee’s multiple perceptions of voice.

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Atouba, Yannick C., Elizabeth J. Carlson, and John C. Lammers. "Directives and Dialogue: Examining the Relationship Between Participative Organizational Communication Practices and Organizational Identification Among IT Workers." International Journal of Business Communication 56, no. 4 (October 5, 2016): 530–59. http://dx.doi.org/10.1177/2329488416672430.

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This study explores how the dialogue—or lack thereof—between employees’ opinions and organization-wide communications relates to employees’ identification with the organization. Using survey data from a sample of 111 IT workers, we performed cross-level tests to explore how employee voice, the perceived adequacy of organization-wide downward communication, and job satisfaction related to employees’ organizational identification. The results of the hierarchical regression and mediation analyses revealed that higher levels of employee voice were associated with higher levels of organizational identification and fully mediated by job satisfaction. Similarly, higher levels of organization-wide communication adequacy were associated with higher levels of organizational identification and partially mediated by job satisfaction. The findings suggest that inclusive and participative organizational communication practices are most likely to foster organizational identification when they are viewed favorably by employees and positively impact their job experiences.

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Liang, Huai-Liang, and Tsung-Kai Yeh. "The effects of employee voice on workplace bullying and job satisfaction." Management Decision 58, no. 3 (August 30, 2019): 569–82. http://dx.doi.org/10.1108/md-01-2019-0112.

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Purpose Employee voice is seen as a double-edged behavior in organizations. This study considers individuals’ evaluations of various features of their work situations. In particular, leader–member exchange (LMX) mediates the influence of voice behavior on workplace bullying and employee job satisfaction. The purpose of this paper is to examine a model in which employee voice positively affects workplace bullying and job satisfaction through LMX. Design/methodology/approach A total of 447 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between employee voice and its outcomes, mediated by LMX relationship. Findings The results reveal significant relationships between voice behavior and workplace bullying and between employee voice and job satisfaction. Additionally, LMX is an important mechanism in the relationships between employee voice and workplace bullying and employee voice and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ job satisfaction and workplace bullying. Practical implications Employee voice refers to an employee providing challenging advice to contribute to the success of an organization. Voicing employees who speak up to change the status quo and challenge the current circumstances in an organization may become the target of bullying. Therefore, it is suggested that leaders should address the advice offered by employees and provide suitable support when employee voice benefits the company. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.

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Herachwati, Nuri, Jovi Sulistiawan, Zainiyah Alfirdaus, Bagus Anggara, and Muhammad Atsiruddin Ruslananda. "Safety supports on employee safety voice." Problems and Perspectives in Management 16, no. 2 (April 25, 2018): 49–55. http://dx.doi.org/10.21511/ppm.16(2).2018.05.

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The present research aims to assess the influence of supervisor and colleague support on employee safety voice based on the social exchange theory and the effect of employee safety voice on employees’ satisfaction towards the organization. The data were collected from 302 bus drivers in Java, Indonesia. The data were then processed using a multiple regression analysis technique. The results indicate that supervisors have a significant negative effect on the action of voicing safety concerns by employees, while coworkers do not have any significant effect in relation to employees voicing their safety concerns. Furthermore, employee safety voice has also been found to have a significant negative effect on employee satisfaction towards their company.

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Kennedy, Annette. "Together the voice of nurses worldwide." Obzornik zdravstvene nege 52, no. 1 (March 14, 2018): 4–7. http://dx.doi.org/10.14528/snr.2018.52.1.225.

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The world is in a critical period of time in relation to human resources for health. One of the most significant obstacles for achieving health system effectiveness is the availability of a skilled health workforce, particularly nurses. The World Health Organization estimates that there is a significant shortage of nurses all over the world. Nurses are the main professional component of the ‘front line’ staff in the majority of health systems and their contribution is recognised as essential to meeting the Sustainable Development Goals (SDGs), and delivering safe, accessible and effective care. A shortage in the nursing workforce will lead to a failure to maintain or improve health care (Buchan & Aiken, 2008).

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Chou, Hsin-Hui, Shih-Chieh Fang, and Tsung-Kai Yeh. "The effects of facades of conformity on employee voice and job satisfaction." Management Decision 58, no. 3 (September 16, 2019): 495–509. http://dx.doi.org/10.1108/md-04-2019-0492.

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Purpose Employee voice can improve organizational and individual performance. The purpose of this paper is to consider individuals’ evaluations of various features of their work situations. In particular, emotional exhaustion mediates the influence of facades of conformity on employee voice behavior and job satisfaction. This study examines a model in which facades of conformity negatively affects employee voice and job satisfaction through emotional exhaustion. Design/methodology/approach A total of 401 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between facades of conformity and its outcomes, mediated by emotional exhaustion. Findings The results reveal that facades of conformity relates to employee voice and job satisfaction. Additionally, emotional exhaustion is an important mechanism in the relationships between facades of conformity and employee voice and facades of conformity and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ voice and job satisfaction. Practical implications Employee who exhibit facades of conformity in an organization may work smoothly for short periods of time, the emotional response triggered by the conflict between their external behavior and their inner values can further reduce their voice behavior and thus affect the organization’s overall performance voice refers to an employee providing challenging advice to contribute to the success of an organization. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.

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Barajas, Frank P. "Community and Measured Militancy." Southern California Quarterly 96, no. 3 (2014): 313–49. http://dx.doi.org/10.1525/scq.2014.96.3.313.

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The Ventura County Community Service Organization (CSO) formed in 1958 to empower the Mexican-origin community. This article traces the strategies the organization employed to build community solidarity and political engagement. The CSO established a significant voice in local, state, and national issues.

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Pham, Vu, Lauren Emiko Hokoyama, and J. D. Hokoyama. "Become Visible: Let Your Voice Be Heard." AAPI Nexus Journal: Policy, Practice, and Community 4, no. 1 (2006): 1–12. http://dx.doi.org/10.36650/nexus4.1_1-12_phametal.

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Since 1982, Leadership Education for Asian Pacifics, Inc. (LEAP) has been intent on “growing leaders” within Asian Pacific American (APA) communities across the country. LEAP’s founders had a simple yet powerful idea: In order for APA communities to realize their full potential and to foster robust participation in the larger democratic process, those communities must develop leaders in all sectors who can advocate and speak on their behalf. A national, nonprofit organization, LEAP achieves its mission by: Developing people, because leaders are made, not born; Informing society, because leaders know the issues; and Empowering communities, because leaders are grounded in strong, vibrant communities.

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Ross, Marc Howard. "Political Organization and Political Participation: Exit, Voice, and Loyalty in Preindustrial Societies." Comparative Politics 21, no. 1 (October 1988): 73. http://dx.doi.org/10.2307/422072.

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Correll, Pamela J., and Karen S. Martin. "The Omaha System Helps A Public Health Nursing Organization Find Its Voice." CIN: Computers, Informatics, Nursing 27, no. 1 (January 2009): 12–16. http://dx.doi.org/10.1097/01.ncn.0000336470.10187.47.

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Shopin, Pavlo. "Defamiliarization of Spatial Metaphors for Voice in the Work of Herta Müller." Poetics Today 41, no. 4 (December 1, 2020): 641–68. http://dx.doi.org/10.1215/03335372-8720113.

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In this article, the author analyzes spatial metaphors for voice in the work of Herta Müller. His analysis shows how she evokes spatial experience to convey her vision of voice. Drawing on conceptual metaphor theory and Viktor Shklovsky’s concept of defamiliarization, the author argues that Müller defamiliarizes conventional spatial language used to make sense of voice. She encourages her readers to recognize the figurative meaning of such language and invites them to build new and original associations between space and voice. The analysis focuses on verticality, figure-ground organization, motion, and container image schema as source domains for voice. The author’s research demonstrates that voice is associated with different sensory experiences and does not exist as a purely acoustic image. He claims that metaphorical conceptualization helps understand voice because the latter has different meanings depending on the context and is a complex physical, linguistic, and cultural phenomenon. The article concludes that Müller both relies on and defamiliarizes the tentative yet motivated association between space and voice.

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Jepsen, Denise, and John Rodwell. "A New Dimension of Organizational Justice: Procedural Voice." Psychological Reports 105, no. 2 (October 2009): 411–26. http://dx.doi.org/10.2466/pr0.105.2.411-426.

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Dimensionality of the Colquitt justice measures was investigated across a wide range of service occupations. Structural equation modeling of data from 410 survey respondents found support for the 4-factor model of justice (procedural, distributive, interpersonal, and informational), although significant improvement of model fit was obtained by including a new latent variable, “procedural voice,” which taps employees' desire to express their views and feelings and influence results. The model was confirmed in a second sample ( N = 505) in the same organization six months later.

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Jha, Nivedita, Rama Krishna Gupta Potnuru, Puja Sareen, and Sharon Shaju. "Employee voice, engagement and organizational effectiveness: a mediated model." European Journal of Training and Development 43, no. 7/8 (September 2, 2019): 699–718. http://dx.doi.org/10.1108/ejtd-10-2018-0097.

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Purpose This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness. Design/methodology/approach Data was collected to test the mediating role of employee engagement between employee voice and organizational effectiveness. The respondents were employees in different IT companies located in major cities in India. The model was tested for full and partial mediation of employee engagement using structural equation modeling. Findings Considering the self-reported survey from 232 employees from companies in the IT sector, the findings reveal that there exists a significant association between employee voice and organizational effectiveness. The results reflect a close association between employee engagement and organizational effectiveness too. However, no significant association was found between employee voice and organizational effectiveness. Employee engagement is found to mediate the relationship between employee voice and organizational effectiveness. Research limitations/implications The foremost limitation of the study is the sample group that is limited to employees working in IT companies in Bangalore city. The results cannot be generalized to the entire IT industry in India. Although attempts are made to eliminate common method bias, there are chances of an overstated relationship by common method variance that cannot be neglected completely. Practical implications The paper will provide a deep insight to the practitioners about the role of employee voice in the engagement of employees. It will also indicate to the managers how the effectiveness of an organization can be heightened by creating opportunities for employees to voice their opinion in the organization. Originality/value The present study indicated that though there is an association between the independent variable, employee voice, and the dependent variable, organizational effectiveness, the relationship becomes more significant in the presence of employee engagement between them.

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Rhodes, Puji Gufron, Andin Andiyasari, and Corina D. Riantoputra. "Merangkul karyawan berorientasi power distance tinggi untuk menampilkan voice behavior: Peranan managerial openness." Jurnal Psikologi Sosial 19, no. 1 (February 27, 2021): 39–48. http://dx.doi.org/10.7454/jps.2021.05.

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This study aims to investigate the moderating role of managerial openness in the relationbetween power distance orientation and voice behavior. We have successfully collected the datathrough online survey with a total of 102 employees in the Organization XYZ Jakarta. Ouranalysis revealed that power distance orientation is negatively related to voice behavior.However, managerial openness weakened the negative relation between power distanceorientation and voice behavior. Thus, managerial openness was a significant moderator of therelationship between power distance orientation and voice behavior. This result supports thesocial exchange theory which assumed that a person’s relationship with other people isdeveloped and evaluated based on the consequences of their behaviors and the efforts exertedin maintaining the relationships. This study contributes to the understanding of the relationshipbetween power distance orientation and managerial openness in constructing voice behavior.

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Chen, Shyh-Jer, Miao-Ju Wang, and Shih-Han Lee. "Transformational leadership and voice behaviors." Personnel Review 47, no. 3 (April 3, 2018): 694–708. http://dx.doi.org/10.1108/pr-01-2017-0016.

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Purpose The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior. Design/methodology/approach In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies. Findings The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations. Originality/value This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.

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Ma, Estella P.-M., and Edwin M.-L. Yiu. "Voice Activity and Participation Profile." Journal of Speech, Language, and Hearing Research 44, no. 3 (June 2001): 511–24. http://dx.doi.org/10.1044/1092-4388(2001/040).

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Traditional clinical voice evaluation focuses primarily on the severity of voice impairment, with little emphasis on the impact of voice disorders on the individual’s quality of life. This study reports the development of a 28-item assessment tool that evaluates the perception of voice problem, activity limitation, and participation restriction using the International Classification of Impairments, Disabilities and Handicaps-2 Beta-1 concept (World Health Organization, 1997). The questionnaire was administered to 40 subjects with dysphonia and 40 control subjects with normal voices. Results showed that the dysphonic group reported significantly more severe voice problems, limitation in daily voice activities, and restricted participation in these activities than the control group. The study also showed that the perception of a voice problem by the dysphonic subjects correlated positively with the perception of limitation in voice activities and restricted participation. However, the self-perceived voice problem had little correlation with the degree of voice-quality impairment measured acoustically and perceptually by speech pathologists. The data also showed that the aggregate scores of activity limitation and participation restriction were positively correlated, and the extent of activity limitation and participation restriction was similar in all except the job area. These findings highlight the importance of identifying and quantifying the impact of dysphonia on the individual’s quality of life in the clinical management of voice disorders.

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Sahu, Arti, Reshma Mondol, Fatima Khatoon, Neelam Chettry, and Nageena Khatoon. "The Insider Voice about Prostitution." ANTYAJAA: Indian Journal of Women and Social Change 2, no. 1 (June 2017): 81–90. http://dx.doi.org/10.1177/2455632717708955.

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This piece* has been put together by drawing from Red Light Despatch (RLD), a monthly newsletter brought out by Indian anti-sex trafficking organization Apne Aap Women Worldwide. RLD is for the women of the red-light area by the women of the red-light area. Women, girls and men trapped in prostitution from the red-light areas of Bihar, Delhi, Maharashtra, Rajasthan, and West Bengal write the Despatch. They write for each other and share information, dreams, struggles and hopes in solidarity from different corners of India. They try to address the gaps in mainstream media that often do not cover information that is relevant to the poor and the marginalized. RLD also serves as a mouthpiece for prostituted women and survivors to end sex trafficking. The narratives in RLD reveal that prostitution is a form of violence against women and the only way to end it is by internalizing the Gandhian principles of ahimsa (non-violence) and antyodaya (uplift of the last). The narratives speak of how the prostituted child and woman is always originally trafficked and that she is the victim of structural violence as a female, as a person from the countryside, as a person from a scheduled caste/scheduled tribe or other backward classes and of unequal and lopsided development; and how difficult it is to exit prostitution.

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Riley, Christine A. "Experiences with an Integrated Voice and Text Message Service." Proceedings of the Human Factors Society Annual Meeting 31, no. 2 (September 1987): 270–74. http://dx.doi.org/10.1177/154193128703100230.

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An integrated voice and text message system has been provided to members of our research organization as part of an experimental system that provides our everyday communications services. The message service answers telephone calls, and the resulting messages are included in a standard electronic mailbox. Both voice and text messages are accessible from either the telephone or a terminal. Message retrieval and message management from the terminal are used extensively for voice messages as well as text messages. The telephone, while often convenient for retrieving voice messages, does not provide an attractive user interface for service control. Users neither use nor remember how to use many of the service features. The terminal, with its visual, menu-driven interface, is much more usable for service control. We believe that both our text and voice message services have been enhanced by their integration. We have also observed that the display terminal provides a very effective interface to managing voice communications services.

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Detert, James R. ""Examining Voice Outcomes: How Speaking Up Impacts the Voicer, Peers, and the Organization"." Academy of Management Proceedings 2015, no. 1 (January 2015): 12951. http://dx.doi.org/10.5465/ambpp.2015.12951symposium.

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Taylor, Bryan C. "Register of the repressed: Women's voice and body in the nuclear weapons organization." Quarterly Journal of Speech 79, no. 3 (August 1993): 267–85. http://dx.doi.org/10.1080/00335639309384035.

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Journal articles on the topic 'Voice of Calvary (Organization)'

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