Despite a growing body of research on employee voice-defined as the discretionary communication of ideas, suggestions, or opinions intended to improve organizational or unit functioning-the effects of shared or collective-level cognitions have received scant attention. There has also been relatively little research on voice within work groups. Our goal in this study was to address these important gaps by focusing on the effects of group-level beliefs about voice (i.e., group voice climate) on individual voice behavior within work groups. We conducted a cross-level investigation of voice behavior within 42 groups of engineers from a large chemical company. Consistent with our hypotheses, group voice climate was highly predictive of voice and explained variance beyond the effects of individual-level identification and satisfaction, and procedural justice climate. Also consistent with predictions, the effect of identification on voice was stronger in groups with favorable voice climates. These findings provide evidence that voice is shaped not just by individual attitudes and perceptions of the work context, as past research has shown, but also by group-level beliefs. The results also highlight the importance of broadening our conceptual models of voice to include shared cognitions and of conducting additional cross-level research on voice.
This field study examines the joint effects of social exchange relationships at work (LMX:leader-member exchange and TMX: team-member exchange) and employee personality Existing research has demonstrated the importance of personality characteristics and social exchange relationships as predictors of task and citizenship performance (Barrick & Mount, 1991;Eisenberger, Fasolo, & Davis-LaMastro, 1990;Judge & Ilies, 2002;LePine & Van Dyne, 2001;Settoon, Bennett, & Liden, 1996). To date, however, consideration of personality characteristics and social exchange relationships as predictors of employee performance has been addressed in two predominantly separate literatures. Additionally, while teams are increasingly important in organizations (Ilgen, 1999) and the construct of team member exchange was introduced over fifteen years ago (Seers, 1989), we are aware of no research that simultaneously examines leader member exchange (LMX) and team member exchange (TMX) relationships as predictors of employee task and citizenship performance.Emphasizing the benefits of integrative research that simultaneously considers personality and social exchange predictors of performance, this field study has two primary purposes. First, we develop and test theoretical arguments that two personality characteristics (conscientiousness and agreeableness) and two social exchange relationships (LMX and TMX) interact to predict task performance and helping behavior of professionals working in teams.More specifically, based on Trait Activation Theory (Tett & Burnett, 2003), we propose and demonstrate interactions where high quality social exchange relationships weaken the positive effects of personality on performance. Second, drawing on Ajzen's (1988) principle of compatibility, we argue that LMX has special relevance to behaviors targeted at the supervisor and TMX has special relevance to behaviors targeted at coworkers. Thus, we extend past research that has demonstrated differential effects of LMX and Perceived Organizational Support (POS: Masterson, Lewis, Goldman, & Taylor, 2000: Settoon et al., 1996 by considering interactive effects of personality and LMX in predicting outcomes targeted at the supervisor as 4 well as interactive effects of personality and TMX in predicting outcomes targeted at peers.We first define task and citizenship performance. We then consider personality and quality of exchange relationships as predictors of task and citizenship performance. Finally, we integrate work on personality and exchange relationships, arguing that quality of exchange relationships moderates the effects of personality on task and citizenship performance. Task Performance and Citizenship PerformancePerformance is a complex, multi-dimensional construct (Campbell, 1999). As such, finegrained conceptualizations can provide a better understanding of relationships between specific predictors and specific aspects of performance (Hogan & Holland, 2003;Johnson, 2001;Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Rotundo & Sackett, 2002...
The objective of this study was to empirically disentangle role perceptions related to organizational citizenship behavior (OCB) that have been confounded in past research, investigate their unique relationships with both an affiliative (helping) and a challenging (taking charge) form of OCB, and determine their relative importance in explaining these 2 forms of OCB. The authors also examined whether role discretion and role breadth independently moderate the procedural justice-to-OCB relationship. The authors surveyed 225 engineers in India and their direct supervisors. The results showed that 3 of the 4 facets of OCB role perception explain unique variance in either helping or taking charge, and that role breadth moderates the relationships between procedural justice and both helping and taking charge. The authors discuss implications of these findings for OCB theory and research, as well as for managerial practice.
In 2 field studies, we demonstrated that the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) is moderated by employee role perceptions--the extent to which employees view specific types of OCB as in-role behavior (IRB) versus extra-role behavior (ERB). In addition, we predicted and demonstrated that the form of these interactions differs on the basis of the type of OCB. For helping (aimed at the supervisor or the organization), results show a substitute effect in which viewing helping as IRB buffers the negative effect of low-quality LMX on helping. In contrast, for voice (aimed at the supervisor or the organization), results demonstrate an enhancer effect in which viewing voice as IRB amplifies the positive effect of high-quality LMX on voice. We discuss theoretical and practical implications with an emphasis on how conceptual differences in types of OCB influence the interactive effects of role perceptions on LMX-OCB relationships.
The present research takes an "other-centered" approach to examining personal and contextual antecedents of taking charge behavior in organizations. Largely consistent with the authors' hypotheses, regression analyses involving data collected from 2 diverse samples containing both coworkers and supervisors demonstrated that the other-centered trait, duty, was positively related to taking charge, whereas the self-centered trait, achievement striving, was negatively related to taking charge. In addition, the authors found that procedural justice at the organizational level was positively related to taking charge when evaluated by a coworker, while both procedural and distributive justice were positively related to taking charge when considered by a supervisor. Theoretical and practical implications are discussed.
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