Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination

Liang, Jian; Farh, Crystal I. C.; Farh, Jiing‐Lih

doi:10.5465/amj.2010.0176

Cited by 1,068 publications

(1,974 citation statements)

References 63 publications

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“…These employees pay more attention to the organization, spend extra time at work, and offer useful suggestions to supervisors. As a result, the organization can function more effectively and plan for the future [37]. According to the social exchange theory [9], people tend to reciprocate helping behaviors.…”

Section: Attribution Of the Motives And Performance Appraisal Of Emplmentioning

confidence: 99%

“…In accordance with Liang et al (2012), we separate employee voice into two dimensions: the promotive and prohibitive [37]. Promotive voice refers to employees' expression of innovative ideas or suggestions for improving the performance of their organization, while prohibitive voice focuses on the concerns about work practices and other factors that are harmful to the organization.…”

Section: Attribution Of Voice Motivesmentioning

confidence: 99%

“…Promotive voice focuses on future-oriented factors and aims to improve organizational sustainability in new ways [37]. Hence, it is more likely to be attributed to prosocial motives and constructive motive, which can have a positive impact on employee performance appraisals.…”

Section: Mediating Effect Of Attribution Of Motivesmentioning

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 the Motives And Performance Appraisal Of Emplmentioning

confidence: 99%

Section: Attribution Of Voice Motivesmentioning

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).…”

Section: Introductionmentioning

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

147

124

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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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“…Moreover, no significant relationship was determined between psychological safety feeling and preventive voice. Although obligatory voice of individuals strengthen psychological safety feeling in both voice types, self-confidence behaviour weakens this effect on encouraging voice (Liang et al, 2012).…”

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confidence: 99%

Organizational Voice Behaviour and its Investigation in Terms of Organizational Variables

Kök

Sarıkaya

Çoban

2016

ESJ

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Organizational voice described as employees' attitude of expressing their opinions to influence organizational activities reluctantly has three varieties of "acquiescent voice" including acquiescence behaviour relying on submission; "defensive voice" including self-defence behaviour because of a certain fear; and "prosocial voice" behaviour toward others relying on cooperation; and these varieties differentiate according to the motives underneath of organizational voice. In the present study, it was investigated whether organizational voice behaviour and varieties of organizational voice behaviour significant origin of organizational change and development exhibit significant difference according to the demographical variables, or not. To that end, a survey study was conducted on the white-collar employees of the Denizli City companies ranked in the ISO 500 list. In the analysis of data collected from 202 white-collar employees, T-Test and ANOVA methods were employed. As a result of these analyses, it was revealed that organizational voice behaviour varieties displayed by employees were not significantly correlated with any demographical variable statistically.

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Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination

Cited by 1,068 publications

References 63 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

Organizational Voice Behaviour and its Investigation in Terms of Organizational Variables

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