The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

Burris, Ethan R.

doi:10.5465/amj.2010.0562

Cited by 624 publications

(1,082 citation statements)

References 61 publications

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“…It may embarrass the supervisors and increase the perception of threat from the subordinates. As a result, the prohibitive voice tends to face strong resistance from the supervisors [15]. This is more so in a cultural setting with high power distance (e.g., in China).…”

Section: Attribution Of Voice Motivesmentioning

confidence: 98%

“…Recent studies have developed new theories to integrate the competing perspectives and resolve the empirical puzzles [15,16]. Using the attribution theory, we contribute to the existing literature by considering the supervisor attribution of the voice motives.…”

Section: Contribution To Theory Buildingmentioning

confidence: 99%

“…Performance appraisal is measured based on Van Dyne & LePine's (1998) and Burris's (2012) scale [10,15]. Sample items include "This particular co-worker fulfills the responsibilities specified in his/her job", and "If this employee is promoted, I expect him or her to perform well".…”

Section: Promotive Voice (Pm) Promotive Voice Is Measured Using Lianmentioning

confidence: 99%

“…Burris (2012) distinguished the types of employee voice, and found that individuals who use challenging voice are less recognized than those who engage in supportive voice, and their ideas are less endorsed [15]. Moreover, Burris et al (2013) emphasized the role of agreement and disagreement around voice between employees and supervisors [16].…”

Section: Introductionmentioning

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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Section: Attribution Of Voice Motivesmentioning

confidence: 98%

Section: Contribution To Theory Buildingmentioning

confidence: 99%

Section: Promotive Voice (Pm) Promotive Voice Is Measured Using Lianmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Liu

Hanson-Rasmussen

2017

Sustainability

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“…Second, follower voice is an important type of contextual performance (LePine & Van Dyne, 2001) that ethical leaders can also influence (Walumbwa & Schaubroeck, 2009). Voice behavior refers to a follower voluntarily expressing constructive ideas, comments, suggestions, and questions, and has profound implications for learning in organizations (Burris, 2012;Detert & Burris, 2007;Liang, Farh, & Farh, 2012;Morrison, 2011;Podsakoff, Whiting, Podsakoff, & Mishra, 2011). Additionally, as a type of cooperative and extra-role behavior, it has ethical implications (Kish-Gephart, Detert, Treviño, & Edmondson, 2009;2001).…”

mentioning

confidence: 99%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

154

129

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Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. They have investigated a number of psychological mechanisms that mediate these relationships. In terms of mediators, follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al., 2012;Stouten et al., 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships. The ethical leadership construct was initially proposed to rely on social learning processes to produce its effects (Brown et al., 2005). More recently, researchers have emphasized the prominent role of social identification processes by focusing on organizational identification as a mediator . We propose a model that includes two types of social identification mechanisms as mediators and that proposes a moderator of these effects that is new to the behavioral ethics literature, implicit morality beliefs.Identification processes have previously been proposed as a potential mediating mechanism (e.g., Brown & Mitchell, 2010) in the ethical leadership/outcome relationship . We expand the prior exclusive focus on organizational identification to account for the likely important role played by an employee's relational identification with the leader. Relational identification represents the extent to which one defines oneself in terms of a given role-relationship (Sluss & Ashforth, 2007), in this case, Perhaps more importantly, we propose that these identification processes will operate differently for employees holding different implicit morality beliefs. Individuals hold and utilize different implicit theories to make sense of the social world (Gopnik & Wellman, 1994;Kelly, 1955). These beliefs represent unspoken assumptions that can influence how people understand and structure their experiences. Although the implicit theory of managers has been shown to influence procedural justice and performance appraisal of...

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Management

McKenna¹

2017

The International Encyclopedia of Organizational Communication

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Although the management communication subdiscipline is marginalized in research largely because it is seen as skills based, it is nonetheless responding to relevant issues such as new technologies, new modes of communication, and changing social values. Its content is also impacted by increasing globalization and political economy as evidenced by concerns about international collaborations. Traditional concerns such as internal, interpersonal, spoken, group, and written communication continue to be researched, but often in discipline‐specific journals. Increasing regulatory pressure for fuller disclosure and greater scrutiny by media and social media are producing concerns about legitimation and image management. As a result, the theory and practice of management communication is widening to incorporate media studies, digital literacies, and stakeholder theory, as well as critical and discourse theories and psychological notions such as trust. The reputation of management communication as an undertheorized, skills based discipline is being replaced by relevant research and practice across a number of disciplines.

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The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

Cited by 624 publications

References 61 publications

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Management

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