Thesis (PhD) - Cyprus International University. Institute of Graduate Studies and Research Business Administration Department

Includes bibliography (sheets 120-152)

ABSTRACT
Employee voice (EV) has become a vital and valuable asset through which organisations can enhance the interrelationship between workers and employers and achieve a competitive advantage in the market (local and global). Employee voice has also been recognised as an essential tool for high-performance work systems (HPWS) in achieving organisational effectiveness. Although numerous HR strategies have been developed and implemented to improve employee outcomes further, one particular practice of HPWS (employees’ perspective) has received significant attention and academic critique. Employees’ HPWS perceptions is a combination of distinct but interconnected HRM practices designed to stricture the HRM system by stimulating employees responsive to their voice behaviour (ideas and suggestions). Additional, scholars have debated how organisational engagement climate (OEC) strengthens the relationship between employees’ HPWS perceptions and EV behaviour, a viewpoint which remains unclear. Therefore two core contributions are put forth in this dissertation: First, we examine these factors from an “employee-centric” standpoint and second, we look at the “black-box” phenomenon, which is both important and foundational to the relationships mentioned earlier.
Based on these precepts, we proposed the social exchange theoretical (SET) perspective in examining the pathways through which employees’ HPWS perceptions, OEC and EV behaviour can be mutually influential. It is also noteworthy and imperative to analyse how and why these relationships can be strengthened within the Nigerian telecommunication sector.
Data were obtained and utilised from Nigerian frontline employees in two waves two weeks apart to develop and assess these relationships. These factors within the conceptual model were tested via partial least square structural equation modelling (PLS-SEM) and were further empirically supported. According to the hypotheses and findings, a supportive and resourceful environment where employees can harness and benefit from a bundle of HPWS positively impacted OEC and employee voice behaviour. At the same time, OEC, directly and indirectly, affected the said relationship. The contribution, implications and future direction of the service industry literature are discussed.
Keywords: Employee voice; high- performance work system; organisational engagement climate; partial least squares- structural equation modelling (PLS-SEM)