Corporate conditions conducive to employee voice: A subordinate perspective

Argumentativeness and affirming communicator style as predictors of satisfaction/dissatisfaction with subordinates

“…Another study replicated this result and also found satisfaction was higher when superiors actively encouraged subordinates to argue corporate issues even when the subordinates did not like arguing (Gorden, Infante, & Graham, 1988); i.e., employees value being free to argue in the workplace even if they are not particularly argumentative. Infante and Gorden (1985b) observed that for both male and female employees being higher in argumentativeness was associated with favorable organizational outcomes.…”

“…Argumentativeness, constructive as it may be to decision processes and to the assertion of individuality and the exercise of free speech, may be perceived as threatening unless accompanied by mediating communicator variables (Gorden, Infante, & Graham, 1988). The extensive investigation of communicator style variables provides insight into this notion (Norton, 1978(Norton, ,1983; Norton (1983) asserts that "it is inappropriate to assign a person a single communicator style score" and that the variables are additive only to the "extent that they cluster together" (p. 73).…”

Brother Secret, Sister Silence: Sibling Conspiracies Against Managerial Integrity

“…Hirschman's (1970) classic, Exit, Voice and Loyalty did not trigger any academic gold rush into the rich silence deposits. There was some interest in the 1980s (Farrell, 1983;Gordon et al, 1988;Graham, 1986;Spencer, 1986) which trailed off in the 1990s (Farrell and Rusblut, 1992). Studies are now trickling into the record and starting to interrogate this important organizational shadow reality.…”

The Effects of Perceived Fairness and Communication on Honesty and Collusion in a Multi-Agent Setting

“…However, research suggests that organizations that specifically encourage reporting and specify a channel for blowing the whistle do not experience tension among employees (Miceli and Near 1992). There is also evidence that the climate for whistle-blowing is associated with higher levels of employee satisfaction (Gorden et al, 1988;Zalkind 1987). In addition, according to a survey by Keenan (1988), 95% of the respondents personally expressed approval of the practice of employees reporting illegal or wasteful activities within their company's operations.…”