Breaking the silence: A conservation of Resources Theory Perspective on voice behaviour in public sector organizations
DOI:
https://doi.org/10.24191/jas.v23i3.9315Keywords:
Conservation of Resources Theory, Voice behaviour, Public sector, Resources passageway, Resource spiralsAbstract
Employee voice, the discretionary expression of ideas, concerns, or criticisms aimed at improving organizational functioning, has become an indispensable asset in public governance. Despite its recognised value for accountability, learning, and innovation, silence remains pervasive in public organizations, reflecting a paradox between the need for open communication and the dominance of bureaucratic reticence. This article advances a novel theoretical integration by applying the Conservation of Resources (COR) Theory to explain the dynamics of voice behaviour (VB) in public-sector contexts. COR Theory posits that individuals strive to acquire, retain, and protect valued resources while avoiding loss. When analysed through this lens, voice emerges as a resource transaction: employees weigh the potential gains of speaking up; recognition, influence, and trust versus the risks of resource loss, including damaged reputations, strained leader relationships, or career jeopardy. In the public sector, where rigid hierarchies, political oversight, and cultural norms amplify these risks, silence is often the rational choice. Drawing on a systematic literature review and qualitative analysis of empirical studies, this article identifies five critical issues constraining voice in public organizations: bureaucratic hierarchies, fear of retaliation, symbolic voice policies, cultural norms of deference, and resource ambiguity. Findings suggest that leadership style and organizational climate function as critical “resource passageways”, determining whether VB generates gain spirals of engagement or loss spirals of withdrawal. The article contributes theoretically to organizational behaviour and offers practical recommendations for policymakers and leaders seeking to transform public institutions from cultures of silence into cultures of constructive voice.
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