A field experiment examining the effects of membership in voting majority and minority subgroups and the ameliorating effects of postdecisional voice.

Hunton, James E.; Price, Kenneth H.; Hall, Thomas W.

doi:10.1037/0021-9010.81.6.806

Cited by 13 publications

(11 citation statements)

References 17 publications

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“…In their meta-analysis, Colquitt, Conlon, Wesson, Porter, and Ng (2001) showed that voice was positively related to the supervisor-rated performance ( r corrected = .17) and organizational citizenship behaviors (OCB; r corrected = .21) of the voicer. In one of the rare organizational justice studies that examined the effect of actual voice behavior (rather than simply the opportunity to voice), Hunton, Price, and Hall (1996) showed that voice, when ignored, resulted in a 41% decrease in output compared to when it was acted upon.…”

Section: Voice and Outcomesmentioning

confidence: 99%

“…As represented by the dashed line in Figure 1, the majority of the organizational justice literature (with some notable exceptions; e.g., Folger, 1977; Hunton et al, 1996) as well as most of the work in ILR and HRM do not assess whether voice is expressed let alone ignored or acknowledged. This is not to say that the simple opportunity for voice should not have an effect on outcomes; it clearly does.…”

Section: Future Directions For Research On the Effects Of Voicementioning

confidence: 99%

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When Voice Matters

Bashshur

2014

Journal of Management

276

105

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The conventional wisdom is that voice leads to desirable outcomes for organizations. However, this is most certainly an oversimplification. Of the over 1,000 studies examining the impact of voice in organizations, the implications of voice vary by the level of the organization (individual, group, organization) as well as the outcome of interest (e.g., group harmony vs. job satisfaction). In this article, we draw from the diverse literatures examining the impact of voice to integrate the theoretical frameworks and empirical results for voice outcomes across organizational levels. To do so, we start with a discussion of the definition and development of voice as a construct, beginning with Hirschman's seminal work on voice/exit/loyalty. We then review the theoretical frameworks within each level that explain the effect of voice on outcomes, highlight the role of mediating or moderating mechanisms, and discuss directions for future research. Finally, we emphasize emerging trends in the study of voice and suggest areas in which the various literatures may benefit from borrowing across fields and levels of interest to produce a more comprehensive, theoretically grounded, and cohesive body of work.

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Section: Voice and Outcomesmentioning

confidence: 99%

Section: Future Directions For Research On the Effects Of Voicementioning

confidence: 99%

When Voice Matters

Bashshur

2014

Journal of Management

276

105

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“…Voice is critical to group and organizational outcomes because it is expected to lead to increased learning, better decision making and improved organizational performance (Morrison & Milliken, 2000). For instance, research shows that speaking up is related to higher employee productivity (Hunton et al, 1996) and ratings of performance (see meta-analyses by Ng & Feldman, 2012; Thomas et al, 2010). Although there is less research at the organizational level, some studies suggest that employee voice is related to lower turnover and is important because it allows organizational leadership to identity important issues (see Bashshur & Oc, 2015, for a review).…”

Section: Introductionmentioning

confidence: 99%

Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior

Bergeron

Thompson

2020

The Journal of Applied Behavioral Science

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Voice is a risky and more challenging type of organizational citizenship behavior in that it is designed to bring about change. Using conservation of resources and social exchange theories, we investigate relationships between voice, perceptions of organizational politics, and perceived organizational support (POS). We also investigate the mediating role of POS in the politics–voice relationship to determine the extent to which POS can explain this relationship. Lagged survey data from supervisor–employee dyads ( N = 257) were collected 6 weeks apart. Results show that perceptions of organizational politics were negatively related to voice, while POS was positively related to voice. POS had a mediating effect on the relationship between perceptions of organizational politics and voice. Our results underscore the importance of contextual factors in encouraging or prohibiting voice and may help managers and organizations understand how best to encourage this important change-oriented workplace behavior.

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“…Aside from the potential risk of voice itself, leaders’ response to/feedback on employees’ voice (eg, leader voice endorsement) is a key factor that alters the impact of voice for individuals. Hunton et al 15 revealed that when voice is ignored, it would result in a 41% reduction in output in comparison to when it was endorsed.…”

Section: Introductionmentioning

confidence: 99%

Voice Contributes to Creativity via Leaders’ Endorsement Especially When Proposed by Extraverted High Performance Employees

Shu

Zhong

Ren

2022

PRBM

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Purpose Drawing on social judgement theory and the self-determination theory, this study aims to test the moderating roles of employees’ extraversion and task performance in the effects of employees’ voice on leaders’ endorsement, as well as the mediating role of leaders’ voice endorsement in the relationship between employees’ voice and creativity, and more importantly, the moderated mediation model. Methods A total of 250 employees and their direct leaders participated in the two-wave multi-source survey. To examine the hypotheses, we conducted the hierarchical regression and bootstrapping analyses on the basis of Hayes PROCESS Model. Results Findings revealed that both extraversion and task performance serve as moderators in the effects of employees’ voice on leaders’ voice endorsement. Leaders’ voice endorsement significantly mediates the relationship between employees’ voice and creativity. More importantly, the results indicated that the indirect effect of leaders’ voice endorsement on the association of employees’ voice and creativity is significantly positive only when the employees are extraverted high performers, that is, there is a significant moderated mediation. Conclusion The present study extends the current literature by exploring the moderated mediation mechanism between employees’ voice, extraversion, task performance, leaders’ voice endorsement, and employees’ creativity. Our findings recommend leaders to be aware of the mediating role of their endorsement of employees’ voice and the moderating roles of employees’ extraversion and performance in linking employees’ voice to their creativity.

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A field experiment examining the effects of membership in voting majority and minority subgroups and the ameliorating effects of postdecisional voice.

Cited by 13 publications

References 17 publications

When Voice Matters

When Voice Matters

Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior

Voice Contributes to Creativity via Leaders’ Endorsement Especially When Proposed by Extraverted High Performance Employees

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