Helping and Voice Extra-Role Behaviors: Evidence of Construct and Predictive Validity

Dyne, Linn Van; LePine, Jeffery A.

doi:10.5465/256902

Cited by 1,101 publications

(1,650 citation statements)

References 26 publications

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“…Finally, researchers have established links between extra-role performance (OCB) and supervisor rankings (e.g. Van Dyne and LePine, 1998;Van Scotter and Motowidlo, 2000), suggesting that these efforts are in fact rewarded.…”

Section: The Volunteerism -Corporate Strategy Linkmentioning

confidence: 98%

Intra-organizational Volunteerism: Good Soldiers, Good Deeds and Good Politics

2006

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Despite the millions of hours donated to charity each year by employees on behalf of their employers there has been relatively little research into the motives for such pro-social behavior. The current paper extends Peterson's (2004, Journal of Business Ethics 49, 371) study by exploring a unique form of employee volunteerism identified as intra-organizational, or employer-sanctioned volunteerism, and uniting the heretofore distinct charity support and organizational citizenship behavior literatures. Results of a preliminary study revealed that employee participation in such intraorganizational volunteer programs is motivated by charity, firm, and personal benefits. Managerial and research implications are presented.

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Section: The Volunteerism -Corporate Strategy Linkmentioning

confidence: 98%

Intra-organizational Volunteerism: Good Soldiers, Good Deeds and Good Politics

2006

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“…Voice behavior is ''target-sensitive'' in general because the consequences of voice may be swayed by the individual to whom employees speak (Detert and Burris 2007;McCall 2001;Van Dyne and LePine 1998); in the case of moral voice particularly involving personal risk and fear, the issue becomes even more sensitive. Also, followers can simply support or echo their leader's voice against unethical problems in public, a situation that may appear to be less risky on the surface.…”

Section: Theory and Hypotheses Ethical Leadership And Moral Voicementioning

confidence: 98%

Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence

et al. 2015

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Despite the general expectation that ethical leadership fosters employees' ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying the relationship, and that leaderfollower value congruence serves as a boundary condition for the effect of ethical leadership on moral efficacy. We tested the proposed relationships with matched reports from 154 Korean white-collar employees and their immediate supervisors, collected at two different points in time. The results revealed that ethical leadership was positively related to moral voice, and moral efficacy mediated the relationship. Importantly, as the relationship between ethical leadership and moral efficacy depended on leaderfollower value congruence, the mediated relationship was effective only under high leader-follower value congruence. Theoretical and practical implications are discussed.

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“…Later, studies on voice incorporate the notion that it challenges and upsets the status quo but in a constructive manner [10,25]. For example, Van Dyne & LePine (1998) define voice as "promotive behavior that emphasizes expression of constructive challenge intended to improve rather than merely criticize" [10] (p. 109).…”

Section: Motives Of Employee Voicementioning

confidence: 99%

“…Under the dynamic environment, the organizations need employees to propose more ideas or suggestions, but which are not employees' in-role behaviors. Van Dyne, Cummings, and Park's (1995) classify the employee voice as a type of "challenging/promotive" OCB [25]. Challenging means that its focus is changing the status quo, while promotive means that its intention is constructive.…”

Section: Motives Of Employee Voicementioning

confidence: 99%

“…Of course, this does not mean that employees cannot voice in a prohibitive manner. If employees tend to choose prohibitive voice, they should try to make their motives prosocial and constructive in some manner, including clear framing, factual documentation and appropriate timing [25]. This strategy can help the supervisors to better understand the true motives of the employees.…”

Section: Practical Implicationsmentioning

confidence: 99%

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Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Liu

Hanson-Rasmussen

2017

Sustainability

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Employees contribute to the sustainability of organizations in many ways, yet the specific impact of employee voice on employee performance appraisal, as an element of organization sustainability, is not clear. Based on the attribution theory, we present a model to investigate the relationship between employee voice and employee performance appraisal. Using the PLS (Partial Least Squares) method, we test our model's hypotheses with 273 dyads of supervisor-employee questionnaires administered on a branch of a state-owned enterprise in China. The results show that promotive voice is positively attributed to prosocial motives and constructive motives, while prohibitive voice is not significantly attributed to prosocial motives and constructive motives. The attribution of prosocial motives and constructive motives has a significant and positive effect on employees' performance appraisal. Moreover, the attribution of prosocial motives and constructive motives fully mediates the relationship between promotive voice and performance appraisal, but has no mediating effects on the relationship between prohibitive voice and performance appraisal.

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Helping and Voice Extra-Role Behaviors: Evidence of Construct and Predictive Validity

Cited by 1,101 publications

References 26 publications

Intra-organizational Volunteerism: Good Soldiers, Good Deeds and Good Politics

Intra-organizational Volunteerism: Good Soldiers, Good Deeds and Good Politics

Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

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