Employee Voice Behavior: Integration and Directions for Future Research

By E. W. Morrison. 2011

1,618 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3553ae53e065b83e07e3154fde82e551cbcc1edb

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes (2013, background): “IN TODAY’S DYNAMIC BUSINESS ENVIRONMENTS , the development of a committed work force that also acts innovatively and works together cooperatively is essential to sustainable organizational effectiveness (Cooper-Hakim & Viswesvaran, 2005; Choi, 2007; Marinova, Moon, & Van Dyne, 2010; Mayer, Kuenzi, G”
Employees’ Social Context and Change-Oriented Citizenship (2013, background): “, leaders are considered more powerful than coworkers) differentially influence change-oriented citizenship (Morrison, 2011; Morrison & Rothman, 2009).”
When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice (2014, background): “Therefore, factors contributing to these perceptions may encourage workers to speak up (Morrison, 2011) by allowing them to reach an emotional exhaustion threshold (Figure 1), at which point the risks associated with prohibitive voice (both in the sense of having little energy left to lose and…”
Organizational career growth and subsequent voice behavior: The role of affective commitment and gender (2014, background): “As noted by Morrison (2011), a decision to speak up is a function of both the employee’s perception of how effective it will be and her or his perception of safety in doing so.”
Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior (2020, background): “Individuals constantly face decisions about whether to speak up or remain silent about important workplace issues (Morrison, 2011) and engage in a deliberate process of assessing both positive and negative consequences (e.”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “Accordingly, we conceptualize voice as an episodic, social-interactional process between leaders and employees, in which employees share constructive suggestions, ideas, and concerns with leaders (see Morrison, 2011).”
Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice (2013, background): “The negative emotion of fear is a major factor that discourages employees from speaking up, causing them to choose silence over voice (Ashford et al., 1998; Kish-Gephart et al., 2009; Milliken et al., 2003; Morrison, 2011).”
Group Ethical Voice (2017, methodology): “While voice behaviors in general aim at improving performance (Morrison, 2011, 2014), ethical voice consists of suggestions aimed at improving ethical decision making and behaviors.”
Personal Initiative and Job Performance Evaluations: Role of Political Skill in Opportunity Recognition and Capitalization (2017, background): “Within this expanding body of literature, a number of constructs exist (Grant & Ashford, 2008; Parker, Bindl, & Strauss, 2010), including personal initiative (e.g., Frese & Fay, 2001; Frese, Fay, Hilburger, Leng, & Tag, 1997), taking charge, and voice (e.g., Morrison, 2011).”
Workplace bullying and employee silence (2017, background): “Employee silence in the workplace is not only common but also highly dysfunctional (Morrison, 2011, 2014).”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “, affective commitment), which, in turn, motivated them to proactively make suggestions and recommendations to address organizational issues (i.e., voice behaviors; Meyer et al. 2004; Morrison 2011).”
Making a Difference in the Teamwork: Linking Team Prosocial Motivation to Team Processes and Effectiveness (2014, background): “In this regard, members are likely to exert extra effort to help others and to voice suggestions for improving the collective good (Grant & Mayer, 2009; Morrison, 2011), thereby encouraging more OCBs within the team.”
Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence (2015, background): “As a consequence, the employee can be labeled as a troublemaker or complainer, which may lead to a negative performance evaluation (Milliken et al. 2003; Morrison 2011).”
Transformational leadership and employee voice behavior : a Pygmalion mechanism. (2017, background): “Prior research has documented that gender influences employees’ voice behavior, with a possibility that females are less likely to speak up than males (e.g., Morrison, 2011; Tangirala et al., 2013).”