In a groundbreaking study that harnesses the power of advanced text mining techniques, researchers have unveiled intricate dynamics between employees’ perceptions of “decent work” (DW) and their inclination to engage in voice behavior (VB)—a proactive and organizationally beneficial form of communication. By analyzing an extensive dataset sourced from Glassdoor’s anonymous employee reviews, this investigation demystifies how different facets of DW perception shape the propensity of employees to speak up, and how CEO approval modulates this interaction. The research not only enriches our understanding of workplace behavior but also offers practical insights that can revolutionize human resource management and organizational leadership.
The study’s pioneering approach employs sophisticated text mining methodologies, including Word2vec and sentiment analysis, applied to over 200,000 employee reviews. This novel data source diverges from traditional survey methods, allowing employees to freely convey authentic feelings and perceptions about their work environment without the usual constraints of questionnaire formats. Such a methodological leap ensures a richer, more genuine capture of the nuanced ways in which employees interpret their working conditions and how these perceptions translate into behavioral outcomes, notably their willingness to voice concerns or ideas that go beyond their prescribed roles.
One of the core revelations of the study is the positive and significant correlation between employees’ perceptions of DW and their engagement in voice behavior. Importantly, this relationship is dissected across five dimensions rooted in the Psychology of Working Theory (PWT): compensation, organizational values, work environment safety, basic living guarantees, and work-life balance. These dimensions are further categorized into economic and non-economic factors, revealing the distinct impact each group has on different types of voice behavior. For instance, non-economic aspects—such as alignment with organizational values and work environment—stand out as dominant predictors for general VB, while economic factors exert more pronounced influence on prohibitive voice behavior, which involves speaking out against harmful practices or issues.
The theoretical contribution of this research is multifaceted. It strides beyond prior investigations that largely focused on macro-level benefits of decent work or isolated employee-level outcomes like job satisfaction. Instead, this study situates its inquiry firmly at the organizational micro-level, emphasizing employee voice as a potent form of organizational citizenship behavior. Such proactive voice behavior is a critical catalyst for innovation, problem-solving, and organizational resilience, yet it remains understudied in relation to nuanced DW perceptions. By dissecting prohibitive VB separately, the study highlights the pivotal role of courageously confronting organizational dysfunctions, thereby advocating for fostering DW conditions that empower employees to engage in constructive dissent.
A crucial and innovative aspect of the study is the exploration of CEO approval as a moderating force in the DW-VB equation. This dimension reflects employees’ trust and endorsement of top leadership and how it colors their readiness to voice opinions. Intriguingly, CEO approval amplifies the positive effects of DW perceptions on general voice behavior, suggesting that employees who feel aligned with and supported by leadership are more likely to share ideas and feedback. Conversely, CEO approval dampens the link between certain DW economic factors and prohibitive voice behavior, revealing a complex interplay where strong CEO support might inadvertently temper employees’ willingness to raise critical concerns relating to compensation, rest, and health.
This nuanced finding regarding CEO approval underscores the delicate balance leaders must strike between fostering openness and ensuring psychological safety for critical feedback. While an approving CEO encourages proactive communication, it might also introduce a subtle reticence around raising challenging or negative issues, particularly on economic fronts. Hence, the research elevates the understanding of leadership dynamics in shaping not just what employees say, but the courageousness of what they dare to speak about, inviting deeper reflection on leadership styles and organizational culture.
Furthermore, the study’s distinctive methodological framework—leveraging text mining approaches to parse natural language data at scale—serves as a trailblazer for future organizational behavior research. By moving beyond traditional questionnaires and interviews, the researchers tap into an organic data pool, mitigating biases related to social desirability or constrained response options. This innovation not only strengthens the validity of findings but also facilitates continuous, real-time monitoring of workforce sentiment, enabling organizations to be more agile in responding to employee needs and cultural shifts.
Delving deeper, the alignment of organizational values with those of employees emerges as the most influential factor among the five DW dimensions impacting voice behavior. This insight is particularly instructive for recruitment and retention strategies, emphasizing the importance of value congruence. Hiring managers are encouraged to prioritize cultural fit alongside skills, and organizations should invest in ongoing communication and team-building efforts that cement shared values. Such initiatives promote a harmonious workplace where employees feel psychologically aligned and hence more motivated to contribute ideas and feedback.
In parallel, the findings resonate with broader sustainability and social development goals, particularly Sustainable Development Goal 8 (SDG8), which advocates for decent work conditions that fuel economic growth and productive employment. This research reinforces the notion that providing decent work is not merely a compliance or ethical issue but directly links to enhanced organizational performance through stimulated employee voice. By highlighting these benefits, the study galvanizes HR practitioners to view decent work through a strategic lens, integrating human-centric policies that nurture both economic and psychological well-being.
Beyond recruitment and policy, the study shines a light on the crucial role of CEO engagement in catalyzing voice behavior. CEOs are called upon to foster transparent, communicative leadership styles that build trust and rapport with employees. This can be achieved through participatory mechanisms such as open forums, social media dialogues, and informal sessions where leadership demonstrates accessibility and attentiveness. Such proximity not only engenders approval but invigorates a culture where employees confidently venture opinions—both supportive and critical—that are vital to organizational learning and adaptability.
Notably, the investigation identifies practical workplace interventions aligned with its findings. Human resource departments should strive to curate holistic DW environments that balance economic incentives with non-economic enrichment, including mental health resources, flexible scheduling, and a safe work atmosphere. By doing so, they can stimulate both promotive voice (constructive suggestions) and prohibitive voice (critical feedback). Recognizing the differentiated pathways through which economic and non-economic DW factors activate these voice types sharpens managerial focus and resource allocation in crafting effective workplace strategies.
Another significant contribution of this research lies in demonstrating the complex dynamics between CEO approval and various dimensions of DW in shaping prohibitive VB—a form of voice behavior critical for raising awareness about organizational risks and ethical lapses. The diminution of prohibitive VB in contexts of high CEO approval invites reconsideration of leadership approaches that might inadvertently stifle candid feedback. Leaders are thus encouraged to cultivate environments where employees not only approve of leadership but also feel safe and respected when dissenting, thereby safeguarding organizational integrity and innovation.
The research also thoughtfully acknowledges its limitations, providing a roadmap for future inquiry. It identifies the singular reliance on Glassdoor as a data source, suggesting that integrating multiple platforms with traditional survey methodologies would enhance robustness. Additionally, it emphasizes the need to uncover mediating psychological mechanisms driving the DW-VB link, exploring potential pathways such as trust, motivation, or perceived organizational support. The call to extend boundary condition analysis beyond CEO approval—examining other agents like direct supervisors or peers—promises a richer tapestry of factors influencing employee voice.
Finally, this study’s fusion of social exchange theory with big data analytics marks a transformational shift in organizational research paradigms. It accentuates that employee–organization relationships are relationally reciprocal and deeply embedded within complex social and leadership contexts. By illuminating how decent work perceptions translate into tangible organizational benefits via nuanced voice behaviors, it inspires organizations worldwide to renew their commitment to human dignity and participatory workplaces, sculpting the future of work into a domain of both productivity and humanity.
Subject of Research:
The impact of employees’ perceptions of decent work on their voice behavior within organizations, with a focus on the moderating role of CEO approval.
Article Title:
Investigating the impact of decent work perception on employee voice behavior: evidence from text mining.
Article References:
Bai, S., Zhang, X., Yu, D. et al. Investigating the impact of decent work perception on employee voice behavior: evidence from text mining. Humanit Soc Sci Commun 12, 1633 (2025). https://doi.org/10.1057/s41599-025-05623-z
Image Credits: AI Generated
