The understanding and interpretation of voice have been given critical attention among researchers, practitioners in recent years. The firm believes of the workforce that they can openly express their personal opinion and concerns to higher authority in the organisation, and who believe that they can influence the decision, are likely to demonstrate optimistic attitude and constructive behaviours. The study surveyed 1067 employees of Nigerian oil and gas and 902 respondents were returned and used for the study. Data were obtained from the participants using a questionnaire of 19 question items by means of probability sampling strategy, while the research design was crosssectional. The findings of the study indicate a coherent and consistent one with literature. The study employed eight dimensions as drivers of employee voice in the Nigeria oil and gas industry which discovered mixed outcomes. One of the drivers is the communication/exchange of views which had an inverse association with employee productivity. Employee collective representation and employee engagement also recorded an insignificant relationship with employee productive work behaviour. However, employee participation, improved management systems, employee supervisorsubordinate relationship, workforce contribution and upward problem solving were significantly correlated with employee productive work behaviour. The study used descriptive statistics and Pearson moment correlation in analysing the data gathered from the participants and concluded that workforce of Nigerian oil and gas are not deeply engaged with the workplace environment due to the observed challenge of not allowing them to be duly represented and discourage them from exchanging their views and ideas.

中文翻译：

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员工的声音：在组织中发声是石油和天然气行业员工生产力的相关因素——来自尼日利亚的一项实证调查

近年来，对声音的理解和解释受到了研究人员和从业人员的极大关注。公司相信员工可以向组织中的上级公开表达他们的个人意见和担忧，并且相信他们可以影响决策的员工可能会表现出乐观的态度和建设性的行为。该研究调查了尼日利亚石油和天然气的 1067 名员工，902 名受访者被退回并用于研究。通过概率抽样策略，使用包含 19 个问题的问卷从参与者那里获得数据，而研究设计是横断面的。研究结果表明与文献一致和一致。该研究采用八个维度作为尼日利亚石油和天然气行业员工意见的驱动因素，发现结果喜忧参半。驱动因素之一是与员工生产力成反比的意见交流/交流。员工集体代表和员工敬业度也记录了与员工生产性工作行为的无关紧要的关系。然而，员工参与、改进的管理制度、员工主管下属关系、劳动力贡献和向上解决问题与员工生产性工作行为显着相关。