EMPLOYEE SILENCE ON CRITICAL WORK ISSUES: THE CROSS LEVEL EFFECTS OF PROCEDURAL JUSTICE CLIMATE

By Subrahmaniam Tangirala, R. Ramanujam. 2008

629 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7f1486106f6bed132e1fc806f2bfeeb184c1dd6d

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Age and Trust as Moderators in the Relation between Procedural Justice and Turnover: A Large-Scale Longitudinal Study (2011, background): “An important work attitude is trust in the organization, defined as the acceptance of vulnerability resulting from positive expectations regarding the employer (Rousseau, Sitkin, Burt, & Camerer, 1998).”
Fairness at the Group Level: Justice Climate and Intraunit Justice Climate (2009, methodology): “The Niehoff and Moorman instrument was used by both Tangirala and Ramanujam (2008) and Lin et al. (2007).”
Authoritarian leadership and employee silence in China (2017, background): “Most conceptualizations and definitions of employee silence characterize it as the intentional withholding of meaningful information, including suggestions for improvement, questions, and concerns (see Morrison & Milliken, 2000; Tangirala & Ramanujam, 2008; Duan & Huang, 2013).”
Consequences of knowledge hiding: The differential compensatory effects of guilt and shame (2018, background): “…hiding is also different from employee silence (i.e., the intentional withholding of work-related information by employees from their workgroup; Tangirala & Ramanujam, 2008) because knowledge hiding refers to an employee’s decision to not provide knowledge when s/he is approached by someone…”
Employee Voice Behavior: Integration and Directions for Future Research (2011, background): “Silence has been defined as the conscious withholding of information, suggestions, ideas, questions, or concerns about potentially important work- or organization-related issues from persons who might be able to take action to address those issues (Brinsfield, Edwards, & Greenberg, 2009 ; Kish-Geph”
Servant Versus Authentic Leadership (2017, result): “Similar to extant studies (Ling et al., 2016; Tangirala & Ramanujam, 2008; Tse, Dasborough, & Ashkanasy, 2008), we excluded group data from analyses when there were fewer than three member responses and when there was a negative r wg value for any of the three group-level variables (i.e., authentic…”
Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “…is seen as a discretionary communication of ideas, suggestions, concerns or opinions about work-related issues, which intend to improve organizational or unit performance (Detert and Burris 2007; LePine and Van Dyne 1998; Morrison, Wheeler-Smith, and Kamdar 2011; Tangirala and Ramanujam 2008).”