TY - JOUR
T1 - Tactics of speaking up
T2 - The roles of issue importance, perceived managerial openness, and managers' positive mood
AU - Xu, Erica
AU - Huang, Xu
AU - Ouyang, Kan
AU - Liu, Wu
AU - Hu, Saiquan
N1 - Publisher Copyright:
© 2019 Wiley Periodicals, Inc.
PY - 2020/5/1
Y1 - 2020/5/1
N2 - Extant voice research has focused mainly on the conditions under which employees speak up, but we have limited knowledge about how employees speak up. This study examines voice tactics or the various ways in which employees express concerns to or share suggestions with their managers. Based on the notion that voice is a deliberative behavior, we draw upon a cost–benefit framework and propose that voice tactics are influenced by messages' characteristics and managers' stable and temporal characteristics. Specifically, we examine the joint effects of issue importance, perceived managerial openness, and managers' positive mood on employees' public (vs. private) and formal (vs. informal) voice tactics. Across two independent studies, our findings demonstrate that employees tend to use public channels and formal procedures only when three conditions are met simultaneously: (a) the issue is important, (b) managers are perceived as being open to employees' voice, and (c) managers are in a positive mood at the time of voicing. In addition, we found that speaking up via public channels or formal procedures is positively related to the success of voice.
AB - Extant voice research has focused mainly on the conditions under which employees speak up, but we have limited knowledge about how employees speak up. This study examines voice tactics or the various ways in which employees express concerns to or share suggestions with their managers. Based on the notion that voice is a deliberative behavior, we draw upon a cost–benefit framework and propose that voice tactics are influenced by messages' characteristics and managers' stable and temporal characteristics. Specifically, we examine the joint effects of issue importance, perceived managerial openness, and managers' positive mood on employees' public (vs. private) and formal (vs. informal) voice tactics. Across two independent studies, our findings demonstrate that employees tend to use public channels and formal procedures only when three conditions are met simultaneously: (a) the issue is important, (b) managers are perceived as being open to employees' voice, and (c) managers are in a positive mood at the time of voicing. In addition, we found that speaking up via public channels or formal procedures is positively related to the success of voice.
KW - issue importance
KW - managers' positive mood
KW - perceived managerial openness
KW - voice tactics
UR - http://www.scopus.com/inward/record.url?scp=85071779248&partnerID=8YFLogxK
U2 - 10.1002/hrm.21992
DO - 10.1002/hrm.21992
M3 - Journal article
AN - SCOPUS:85071779248
SN - 0090-4848
VL - 59
SP - 255
EP - 269
JO - Human Resource Management
JF - Human Resource Management
IS - 3
ER -