Designing and explaining the pattern of employee voice with emphasis on organizational culture and mediating employee empowerment (Case study: the headquarters of the Agricultural Bank and its branches in Tehran)

The main purpose of this study is to "design and explain the employee voice pattern with emphasis on organizational culture and mediating employee empowerment in state-owned banks in Iran in order to provide the desired model (Case study: the headquarters of the Agricultural Bank and its branches in Tehran)." The research method is mixed, which in the qualitative part is thematic analysis and in the quantitative part, structural equations were performed using SPSS and PLS software. First, specialized texts of research variables were studied and then interviews were conducted in an unstructured way with 16 experts of the target population in deep semi-structural method who were identified by snowball sampling method. As a result, 4 dimensions were identified for organizational culture including Customer orientation, discipline, specialization and ethics and 4 dimensions for the employee voice, including: useful, beneficiary, consistent and warning. In the quantitative phase, the research population consisted of 1955 employees at the research site that Using Morgan table and stratified random sampling method, 322 people were selected as the sample size. According to the results, organizational culture was related to empowerment and employee voice and also, empowerment is related to the employee voice and their relationship was positive and meaningful. The results also showed that with the promotion of organizational culture, the voice of useful, beneficiary and warnings increased but decreased the consistent voice. The fit of the final research model was equal to 0.573, which indicates its strong fit. based on the research model, 19.7% of employee voice changes are made by organizational culture and with the presence of mediator variable, this rate increases to 39.9% and each time the direct and indirect effects of two predictor variables (organizational culture) and mediator (employee empowerment) together, the total effect is equal to /596 which shows with the presence of employee empowerment variable, 59.6% of employee voice changes are explained by organizational culture, which shows the importance of this variable;  According to the research results, some suggestions were made.