Employee silence, the withholding of work-related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross-cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, and measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and KNOLL ET AL.

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Purpose – The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group identification (OID and WID), and counterproductive work behavior (CWB). Design/methodology/approach – Data were gathered from a cement firm's employees, using longitudinal research. Descriptive statistics, confirmatory factor analysis and structural equation modeling were employed. Findings – PEP and top management respect were positively related to organizational identification (OID), and the latter negatively related to organizational deviance; perceived co-workers and supervisor respect was positively related to WID, and the latter negatively related to interpersonal deviance; and identification foci mediated the relationship between status judgments and CWB. Research limitations/implications – The sample was based on one organization, limiting the results’ generalizability, and interactive relationships between WID and OID were not considered. The findings’ implications suggest that organizations need specific strategies for reducing deviant organizational behavior and deviant interpersonal behavior, and for fostering identification of their members. Originality/value – The study shows that employees’ evaluations of prestige and respect are important predictors of their identification with their organization and work group. It is the first study to investigate the relationship between social identification foci and deviant work behaviors as a negative outcome of identification. It developed a new scale to assess employees’ perception of internal respect; it supports operationalizing PIR as a multifoci construct. It has also answered the call for longitudinal research as opposed to cross-sectional research.

PurposeThis study aims both to develop and validate a measure for inclusive leadership and to test some its potential consequences by examining the relationship between inclusive leadership and different dimensions of work performance (proficiency, adaptivity, and proactivity) through the mediating role of the perceptions of inclusion.Design/methodology/approachWe use data generated from an expert panel (n = 20) and two surveys (n = 235; n = 333) to generate items and establish convergent and discriminant validity. Data were gathered from 363 faculty to examine inclusive leadership's consequences.FindingsThe results empirically support Randel et al.’s conceptualization of inclusive leadership and evidence the psychometric properties of the study's scale. The results also empirically support the proposed relationships between inclusive leadership and various work-performance dimensions.Originality/valueWe develop and validate a more comprehensive measure of inclusive leadership and test some of its potential consequences.

Purpose-The purpose of this paper is to extend the ostracism literature by exploring the pragmatic impact of ostracism on performance. Design/methodology/approach-Ostracism workplace, social relations and empowerment structures are discussed. The paper then develops a theoretical framework that explains why and under what conditions workplace ostracism undermines employees' performance. The author proposes that empowerment structures mediate the link between ostracism and in-role and extra-role performance. In addition, it was proposed that relational links buffer the negative relationship between ostracism and empowerment structures on performance and weaken the negative indirect effect of ostracism on performance. Findings-The theoretical arguments provide support for the model showing that empowerment structures mediate the relationship between ostracism and performance, and the mediation effect only occurred when external links were high but not when external links were low. Originality/value-The author has expanded the extant literature by answering recent calls for research exploring the pragmatic impact of workplace ostracism where past research has typically focused solely on the psychological impacts such as psychological needs.