Speaking Up in Crisis: How Passion and Shared Goals Sustain Employee Voice

What is it about?

This study examines why employees continue to voice organizational problems—even in times of crisis. Grounded in Conservation of Resources theory, it shows that passion for work serves as a key psychological resource: it channels energy into fostering shared goals and motivates employees to raise concerns for improvement. Rather than simple enthusiasm, passion fuels constructive criticism and commitment, helping organizations adapt under external pressure. Using survey data from 158 employees in a Portuguese food company during the COVID-19 pandemic, the study finds that passionate employees promote goal congruence—shared alignment with coworkers—which in turn increases their likelihood of speaking up about problems. Notably, this effect strengthens when pandemic threats intensify. Under pressure, shared purpose transforms passion into a proactive force that drives employees to protect and sustain the organization’s success. The results demonstrate that during crises, adversity can amplify employees’ motivation to protect what they care about most. When organizations nurture passion and goal alignment, they can turn stress into action, fostering an environment where employees are empowered to voice constructive criticism that leads to resilience and innovation.

Featured Image

Photo by Valery Tenevoy on Unsplash

Photo by Valery Tenevoy on Unsplash

Why is it important?

This research is novel in uncovering how passion for work fuels problem-focused voice through the mechanism of goal congruence, and how this link is strengthened under pandemic-related threats. It extends COR theory by showing that external adversity can enhance the positive impact of internal energy resources, revealing how crises activate deeper engagement rather than suppress it. By highlighting passion as both an emotional and strategic resource, the study bridges individual motivation with collective coordination. It is also timely, conducted during the COVID-19 pandemic, a moment when many organizations faced uncertainty and disruption. The findings from Portugal underscore that, even amid crisis, fostering shared purpose and open dialogue can transform threat perceptions into organizational learning. Managers can use this insight to design systems that channel employees’ emotional energy into constructive voice, helping firms remain adaptable and united during turbulent times.