Published Online:January 2025
Product Name:The IUP Journal of Organizational Behavior
Product Type:Article
Product Code:IJOB040125
DOI:10.71329/IUPJOB/2025.24.1.94-120
Author Name:Jasveen Kaur and Sushma Rani
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:94-120
The study aims to identify the uncharted waters in the research field of employee silence. It integrates the conscious (perception of leader support for voice) and unconscious (implicit voice theories) forces contributing to employee silence. The study adopts a reviewbased approach, and the studies were selected based on relevant keywords. The findings of this study suggest that when considered in isolation, both implicit voice theories and perceived leader support towards voice significantly impact employee silence. However, their integrated impact has not been discussed yet. Hence, challenging this fragmented approach, this paper reviews and synthesizes the literature on employee voice/silence in the context of implicit voice theories and leadership. A model has been proposed where perceived leader support for employee voice moderates the relationship between implicit voice theories and employee silence. The conceptual framework proposed in this study provides a new perspective on employee voice and silence. It will also assist organizations in better understanding the phenomenon of employee silence.
Employees are fundamental to the existence and success of an organization, as they transform the organizational strategies into reality (Constantin and Baias, 2015). Precise and timely inputs of employees are integral to addressing organizational issues and ensuring ongoing improvement (Chen et al., 2022).