Applying uncertainty management theory to employee voice behavior: An integrative investigation

Riki Takeuchi*, Zhijun Chen, Sally S Y CHEUNG

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

60 Citations (Scopus)


Drawing on uncertainty management theory, this study integrates justice research with the elaboration likelihood model and considers employee voice behavior as a function of 3 (interpersonal, procedural, and distributive) facets of justice perceptions in combination. Specifically, a positive relationship is hypothesized between interpersonal justice and employee voice behavior, which is buffered by high procedural justice. This 2-way interaction effect is also examined to determine whether it would be mitigated by low distributive justice. Results from a sample of 395 manager-employee dyads provide support for these predictions. Furthermore, results from a supplementary analysis show that the 3-way interaction effect on employee voice behavior was more pronounced for those who had a high feeling of uncertainty (i.e., those with a shorter job tenure or occupational tenure). Theoretical and practical implications of the findings are discussed.

Original languageEnglish
Pages (from-to)283-323
Number of pages41
JournalPersonnel Psychology
Issue number2
Publication statusPublished - Jun 2012

Scopus Subject Areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management


Dive into the research topics of 'Applying uncertainty management theory to employee voice behavior: An integrative investigation'. Together they form a unique fingerprint.

Cite this