Can we talk? Why employees fail to report negative events to their managers

Scrimpshire, Alex; Lensges, Marcia; Webster, Brian D.; Crosby, Durand

doi:10.1108/cdi-03-2021-0083

Cited by 3 publications

(4 citation statements)

References 65 publications

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“…As Greenbaum et al (2012) developed the bottom-line mentality scale for both supervisors and subordinates, based on our research objective, we adopted the employee version of the bottom-line mentality scale. The four items were “I am solely concerned with meeting the bottom line,” “I only care about the business,” “I treat the bottom line as more important than anything else,” and “I care more about profits than employee well-being.” The same scale has also been used to measure the bottom-line mentality of employees by other studies (e.g., Eissa et al, 2020 ; Scrimpshire et al, 2021 ; Tai et al, 2021 ), providing further evidence for the validity of this scale. The Cronbach’s α of this scale was 0.85.…”

Section: Methodsmentioning

confidence: 73%

“…The four items were "I am solely concerned with meeting the bottom line, " "I only care about the business, " "I treat the bottom line as more important than anything else, " and "I care more about profits than employee well-being." The same scale has also been used to measure the bottom-line mentality of employees by other studies (e.g., Eissa et al, 2020;Scrimpshire et al, 2021;…”

Section: Employee Bottom-line Mentalitymentioning

confidence: 99%

“…Although the influence of supervisor bottom-line mentality has drawn most attention, the research on employee bottom-line mentality, while in its emerging, shows that employee bottom-line mentality equally impacts employee attitudes and behavior ( Eissa et al, 2019 ; Scrimpshire et al, 2021 ). Because employee bottom-line mentality entails employees with a tunnel vision, who focus exclusively on bottom line, and instigates a win-lose mindset in their minds, employee bottom-line mentality fuels knowledge hiding and social undermining ( Greenbaum et al, 2012 ; Zhang Y. et al, 2021 ), and reduces organizational citizenship behavior toward coworkers ( Eissa et al, 2019 ).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Luan

Zheng

2022

Front. Psychol.

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Previous corporate social responsibility (CSR) studies at the employee level have focused on the influence of CSR on employees’ positive attitudes and behavior. However, little attention has been paid to the relationship between CSR and unethical behavior and the underlying mechanism. Based on social information processing theory, this study investigates how CSR affects employee cheating via employees’ organizational identification and perceived supervisor moral decoupling. Additionally, this study discusses the moderating effect of employee bottom-line mentality on these relationships. We test this two-path model using a sample of MBA students in China. The results indicate that both organizational identification and perceived supervisor moral decoupling mediate the relationship between CSR and cheating, and employee bottom-line mentality moderates the effect of CSR on perceived supervisor moral decoupling. Specifically, for employees low in bottom-line mentality, CSR has a significantly negative impact on perceived supervisor moral decoupling, but the same relationship is insignificant for employees with a strong bottom-line mentality. Overall, our results uncover the relationship between CSR and employee cheating and extend the understanding of the influence of CSR on employees.

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Section: Methodsmentioning

confidence: 73%

Section: Employee Bottom-line Mentalitymentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

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Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Luan

Zheng

2022

Front. Psychol.

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“…When situations arise, key decision-makers may not have access to the information they need to make appropriate decisions or to correct potentially serious problems. Tragic results caused or exacerbated by the failure of employees to speak up and deliver messages regarding irregularities or concerns to those in positions of authority include the Columbia space disaster, the British Petroleum oil-rig explosion (Morrison, 2011) and the emissions tests cheating scandal of Volkswagen (Scrimpshire et al , 2021). Therefore, identifying and understanding the causes of employee silence and voice is critically important (Qian et al , 2021).…”

mentioning

confidence: 99%

Role conflict, need frustration and supervisor support: a moderated-mediation model of employee voice and silence

Jawahar

Kisamore

Stone

2023

MRR

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Purpose Drawing on the conservation of resources theory, the purpose of this paper is to examine whether role conflict is associated with frustration of employees’ basic needs and whether need frustration is associated with withdrawal in the form of reduced voice and increased silence. This paper also investigates if supervisor support mitigates potential detrimental outcomes of need frustration. Design/methodology/approach In this survey-based study, 201 full-time employees participated. Self-reports regarding voice and silence behaviors at work were collected as were perceptions of role conflict, need frustration and supervisor support. Findings The results of this study support the proposed moderated mediation relationships for both employee voice and silence behaviors. Specifically, need frustration mediates the relationship between role conflict and the two outcome variables. Perceived supervisor support moderates the path between need frustration and both voice and silence behaviors. Practical implications Employees are an organization’s first line of defense against potential accidents, inefficiencies and other organizational crises. When they perceive their needs are not met and they are not supported by their supervisors, employees are likely to seek to protect themselves from further resource loss by withholding feedback even if such feedback may enhance organizational effectiveness and prevent organizational crises. Originality/value Given that voice and silence are not opposites of each other, it is important to study both in a single study, as this study does. This study proposes and tests a heretofore untested explanation for the relationship between role conflict and voice and silence. The authors identify a buffer with potential to mitigate the negative effects of need frustration.

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The hierarchy of voice framework: The dynamic relationship between employee voice and social hierarchy

Pfrombeck

Levin

Rucker

et al. 2022

Research in Organizational Behavior

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Can we talk? Why employees fail to report negative events to their managers

Cited by 3 publications

References 65 publications

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Role conflict, need frustration and supervisor support: a moderated-mediation model of employee voice and silence

The hierarchy of voice framework: The dynamic relationship between employee voice and social hierarchy

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