Employee voice behavior: A meta‐analytic test of the conservation of resources framework

By Thomas W. H. Ng, D. Feldman. 2012

768 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/65e8f981b12fff406ed3476f10c245622c285a21

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Getting to the “COR” (2014, background): “For example, Ng and Feldman (2012) examined the manner in which voice in the workplace can serve both as potential means by which to gain new resources (Fuller, Barnett, Hester, Relyea, & Frey, 2007) or a risky use of current resources (Bolino & Turnley, 2005; Detert & Burris, 2007).”
Organizational career growth and subsequent voice behavior: The role of affective commitment and gender (2014, methodology): “Although a majority of the studies on employee voice rely on self-report measures, alternative forms of data collection using supervisor and peer ratings could further minimize common method bias (Ng & Feldman, 2012).”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, methodology): “However, a meta-analysis by Ng and Feldman (2012) revealed that there are no statistically significant differences between self-versus manager-rated voice behaviours in terms of its association with its antecedents and consequences.”
Navigating Uncharted Waters (2015, background): “For example, in their study of graduating college students starting their first jobs, Ostroff and Kozlowski (1993) showed that having a mentor was related to information acquisition about the organization, whereas the absence of a mentor resulted in attempts to acquire more information about the job”
The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors ☆ ☆☆ (2014, background): “…more likely to experience burnout (Halbesleben, 2006; Lee & Ashforth, 1996; Neveu, 2007), job dissatisfaction, job tension, turnover intentions (Grandey & Cropanzano, 1999), reduced job performance (Wright & Cropanzano, 1998), and are less likely to engage in employee voice (Ng & Feldman, 2012).”
Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity (2021, background): “Past research has mainly examined mediating mechanisms implied by the definition of the construct, such as role-modeling and ethical climate (e.g., Mayer, Kuenzi, & Greenbaum, 2010), trust (e.g., Ng & Feldman, 2012), and positive social exchanges (e.g., Piccolo et al., 2010).”
Self-efficacy to spur job performance (2018, background): “Understanding employees’ abilities to meet their performance requirements even in the presence of such unfavorable conditions thus is an important pursuit (Hall and Savery, 1987; Ng and Feldman, 2012).”
Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification (2013, background): “Employment that is carefully chosen should (at least to some extent) offer a good fit for employees’ needs and, thereby, provide resources that employees may want to conserve (Ng & Feldman, 2012).”
Voice Flows to and around Leaders (2013, background): “Thus scholars have worked to establish the antecedents of this important but potentially personally risky behavior (e.g., Van Dyne and LePine, 1998; Detert and Burris, 2007; Ng and Feldman, 2012).”