To speak up effectively or often? The effects of voice quality and voice frequency on peers' and managers' evaluations

Brykman, Kyle M.; Raver, Jana L.

doi:10.1002/job.2509

Cited by 40 publications

(43 citation statements)

References 94 publications

(220 reference statements)

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“…Second, although the term “voice quality” has been acknowledged by scholars, there are still some doubts about the term. The voice quality construct proposed by Brykman and Raver (2021) is based on recipients' perceptions of employees' voice, so it can hardly be about objective quality. It is worthy of discussing whether the quality is right word, and future research may benefit from giving a more objective definition to better understand voice quality.…”

Section: Discussionmentioning

confidence: 99%

“…In doing so, managers can gain and maintain positive selfevaluation in the organization. Nevertheless, poor-quality voice is not beneficial for accomplishing the team or organizational goals because it is not be seen as antiquated, irrelevant, or impractical voice (Ng et al, 2020;Brykman and Raver, 2021). Endorsing those poor-quality voices may cause managers to make wrong decisions, which in turn negatively Poor voice quality to highquality voice impacts managers' self-evaluations.…”

Section: Employee's Poor Voice Quality and Managerial Non-endorsementmentioning

confidence: 99%

“…, 2012; Xu et al. , 2020; Brykman and Raver, 2021). Nevertheless, it is inevitable that what employees speak up may not be useful, practical, or valuable.…”

Section: Introductionmentioning

confidence: 99%

“…Recently, research on voice quality has received increasing interest among scholars (Burris, 2012;Whiting et al, 2012;Ng et al, 2020). Voice quality is defined as a superordinate construct that reflects recipients' perceptions of the value of an employee's voice communications, as inferred by four message characteristics: rationale, feasibility, organizational-focus, and novelty (Brykman and Raver, 2021). Prior studies have indicated that high-quality voice is associated with desirable benefits, such as promotion potential and job performance (Burris et al, 2017;Whiting et al, 2012;Xu et al, 2020;Brykman and Raver, 2021).…”

Section: Introductionmentioning

confidence: 99%

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More efforts after feeling rejected: the effects of poor voice quality on employee's motivation to make high-quality voice

Liu

2022

BJM

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PurposeThis study aims to reveal the positive side of poor voice quality. Grounding on sociometer theory, this study proposes a model to explore how poor voice quality affects employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.Design/methodology/approachThe sample consisted of 247 employees and immediate supervisors of employees in China. To minimize potential common method biases and reduce participants' fatigue, a three-wave method for the data collection with each wave separated by one month was executed. Path analysis and bootstrapping approach were adopted to verify the hypotheses.FindingsThe results illustrated that employee's poor voice quality was able to promote employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.Originality/valueFirst, this study extends our knowledge of the consequences of employee voice. Second, this study further contributes to the literature on voice quality by emphasizing the positive effects of poor voice quality. Third, this study enriches the sociometer theory by the explication of chain mediation as a key mechanism through which poor voice quality affects employee's motivation to make high-quality voice.

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Section: Discussionmentioning

confidence: 99%

Section: Employee's Poor Voice Quality and Managerial Non-endorsementmentioning

confidence: 99%

“…, 2012; Xu et al. , 2020; Brykman and Raver, 2021). Nevertheless, it is inevitable that what employees speak up may not be useful, practical, or valuable.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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More efforts after feeling rejected: the effects of poor voice quality on employee's motivation to make high-quality voice

Liu

2022

BJM

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“…Voice can be regarded as challenging the authority of the holders of power (Detert & Burris, 2007). Previous research has shown that it is the voice quality, not the voice frequency that demonstrates employees’ capability and commitment, which can lead to leaders’ positive evaluations (Brykman & Raver, 2021). Notwithstanding, future research should include experiments to test causality.…”

Section: Discussionmentioning

confidence: 99%

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Jiang

Dong

et al. 2022

J Occupat & Organ Psyc

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This research aimed to advance overqualification literature by examining how leaders’ perceived employee overqualification (LPEO) influences their empowering behaviour and employee work behaviours. Drawing upon the individualized leadership theory, we proposed that LPEO has an inverted U‐shape relationship with their empowering behaviour such that leaders are more motivated to empower employees from low to moderate levels of overqualification, but this tendency decreases after a certain inflection point. We also predicted that the inflection point occurs at a lower level of employee overqualification when leaders perceive higher (vs. lower) status threats. Leader empowering behaviour was hypothesized to positively predict employees’ voice and negatively predict their withdrawal behaviour. Two multi‐source and time‐lagged studies were conducted to examine this moderated mediation curvilinear model. In Study 1, survey data from 372 leader–employee dyads supported the inverted U‐shape mediation model from leaders’ perceived overqualification to empowering behaviour, then to employee outcomes (i.e., voice and withdrawal behaviour). In Study 2, we collected data from a sample of 73 team leaders and 286 employees, and the results supported the full model. Taken together, these findings offer a perspective to enrich the understanding of employee overqualification and have important practical implications. Practitioner points When leaders regard employees as overqualified, they can assist them via the means of appropriate empowerment to best utilize their skills to benefit the company. Leader empowerment can inspire employees’ voice behaviour but reduce their withdrawal behaviours. To minimize potentially negative aspects from highly overqualified employees, organizations should reduce leaders’ concern about the status threat, and encourage leaders’ proactive responses to these employees so as to achieve positive returns from overqualified employees.

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Conscientiousness and perceived ethicality: Examining why hierarchy of authority diminishes this positive relationship

Luksyte,

Carpini,

Parker

et al. 2024

Human Resource Management

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Human resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision‐making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization.

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To speak up effectively or often? The effects of voice quality and voice frequency on peers' and managers' evaluations

Cited by 40 publications

References 94 publications

More efforts after feeling rejected: the effects of poor voice quality on employee's motivation to make high-quality voice

More efforts after feeling rejected: the effects of poor voice quality on employee's motivation to make high-quality voice

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Conscientiousness and perceived ethicality: Examining why hierarchy of authority diminishes this positive relationship

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