The Risk and Rewards of Speaking Up Managerial Responses to Employee Voice
Transcript of The Risk and Rewards of Speaking Up Managerial Responses to Employee Voice
Abbi Yudha Mahendra041314353015
Praditya Aryatama 041314353025Ibrahim Kariadi 041314353012
The Risk and Rewards of Speaking UpManagerial Responses to Employee
Voice
Ethan R. Burris
University of Texas
Respon to VoiceManagers receive voice when their employees want to initiate
The manager’s evaluation of the employees who speak up with those ideas
Types of Improvement Oriented VoiceManagers view employees who more frequently engage
in chalenging voiceAs being worse performers than those engaging in supportive voice
Voice less than they endorse the ideas of those engaging in supportive voice
Voice as being less loyal than those engaging in supportive voice
More threatening than those engaging in supportive voice
Hypothesis1. Managers view employees who more frequently
engage in challenging voice as being worse performers than those engaging in supportive voice
2. Managers endorse the ideas of employees who more frequently engage in challenging forms of voice less than they endorse the ideas of those engaging in supportive voice
3. Managers view employees who more frequently engage in challenging forms of voice as being less loyal than those engaging in supportive voice
4. Manages view employees who more frequently engage in challenging forms of voice as being more threatening than those engaging in supportive voice
Hypothesis5. a. The more employees are seen as loyal, the more strongly
managers endorse their ideas b. The more employees are seen as loyal, the better
managers rate their performance c. Managerial perceptions of loyalty partially
mediate the relationship between the type of voice and managerial performance evaluations d. Managerial perceptions of loyalty partially
mediate the relationship between the type of voice and the level of endorsement given by managers
6. a. The more employees are seen as thretening, the less managers endorse their ideas
b. The more employees are seen as thretening, the poorer managers rate their performance
c. Managerial perceptions of threat partially mediate the relationship between the type of voice
and managerial performance evaluations d. Managerial perceptions of threat partially
mediate the relationship between the type of voice and the level of endorsement given by managers
OVERVIEWTo test the hypothesis, researcher use a full circle research approach, which suggest studying the naturally occuring phenomenon of interest in the field first and then “traveling back and forth between observation and manipulation-based research settings” by using a series of one filed study and two experiments
Study 1Used cross-sectional survey data to examine the outcomes of engaging in challenging versus supportive voice, to test hypothesis 1.
Measure, adapting Van dyne & LePine’s :1) Item concerning verbal communication2) Item concerning specific challenges
or improvement to the satus quo
Study 2Study 2
Manipulation-based research setting, to assess the response of managers, about challenging and supportive voice
Study 3Business simulation task, to assess the responses to challenging versus supportive voice
GENERAL DISCUSSION The type of voice, speaking up in challenging ways elicits unfavorable reactions from managers, and in contrast, engaging in supportive voice does not generate negative outcomes
These findings extend scholarly understanding of the psychological processes underlying managerial responses to voice. In particular, findings also show that loyalty consistently mediates the relationship between the type of voice displayed and overall employee performance, and threat mediates the relationship between voice and the levels of endorsement given by managers
This research provide evidence that manager be more receptive to forms of voice that are less proactive, voice that is supportive be being more incremental and less change-oriented.
Suggest : that the psychological mechanism of loyalty and threat drive managerial reaction to voice in different ways: loyalty reflect broad prosocial values that intend to benefit an organization and influences overall performance evaluation, wherean the extent to which the ideas voiced threaten managers personal standing in the organization influence managerial endorsement