INVESTIGATING THE INFLUENCE OF EMPLOYEE VOICE ON PUBLIC SECTOR PERFORMANCE: THE MEDIATING DYNAMICS OF ORGANIZATIONAL TRUST AND CULTURE

Abstract

This study uses the Social Exchange Theory (SET) to examine the mediating influence that organizational trust and culture have on the link between employee voice and public sector performance. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to analyse data on 503 public sector employees. The study findings indicates that employee voice greatly improves organizational trust (β = 0.914, p < 0.001) and culture (β = 0.893, p < 0.001), which in turn have a favourable effect on performance in the public sector (β = 0.395, p < 0.002, respectively). It has shown that in this connection, trust is a strong mediator (β = 0.361, p < 0.001) than culture (β = 0.119, p < 0.001). The findings highlight how crucial it is to support employee voice and trust in order to enhance performance outcomes in the public sector. These revelations have important ramifications for managers in the public sector who want to improve organizational dynamics and staff engagement tactics in order to increase productivity and effectiveness