Manager Voice Endorsement: The Role of Voice Content, Voice Actor, and Voice Target
Voice behavior has been defined as employees’ discretionary upward-directed verbal behavior intended to improve the status quo of the work unit that he/she belong to (Lepine & Van Dyne, 1998). Research in voice behavior has demonstrated its value in optimizing organization decision-making process, enhancing team learning, decreasing employee turnover, sparking creativity, and strengthening work unit effectiveness (e.g., Bashshur & Oc, 2015; Chamberlin, Newton, & LePine, 2017; Li, Liao, Tangirala, & Firth, 2017). The value realization process of voice, however, does not occur automatically since subordinates depend on managers to recognize and endorse their discretionary, improvement-oriented inputs. Managers normally have more power compared to their subordinates to address the issues about which voice is raised (Ashford, Sutcliffe, & Christianson, 2009).Therefore, it is important to examine managers’ endorsement towards employees’ voice as such endorsement are key to determine whether voice behavior will actually be able to contribute to organization effectiveness. Through a series of study, we found the joint effect of voice content (promotive voice or prohibitive voice), voice actor, and voice target on manager voice endorsement.
LI Fangjun is an associate prof. in Management School, Jinan University. He earned his PhD from the Department of Management, CityUniversity of Hong Kong.His current research interests include employee voice behavior, leadership, and workplace envy. His work hasappeared in journalssuch as Management and Organization Review, Journal of Cross-cultural Psychology, and Applied Psychology: A International Review.