Employee Voice and Silence

By E. W. Morrison. 2014

1,368 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f351556dc582b0c62dc5f5c2878fe489106c5d77

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In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics (2018, neutral): “Morrison, E.W. (2014).”
Silence is not Golden: Motivating Employee Voice through Inclusive Leadership (2020, background): “The mediation relationships identified in this study help identify the employee-level motivational mechanisms behind employee voice, which remain understudied not just in the hospitality literature, but the organizational literature in general (Morrison, 2014).”
Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality (2018, background): “Given that voice behavior entails more risk than helping, Morrison (2014) called for research examining implications of voice for coworker relations, employee image, and career success that goes beyond how voice is evaluated by supervisors.”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, neutral): “(Morrison, 2011, 2014).”
Consequences of knowledge hiding: The differential compensatory effects of guilt and shame (2018, background): “In contrast, employee silence lacks this component of being asked by someone and refers to a more general decision to not speak up proactively when one has a suggestion, concern, or a divergent point of view that could be useful to share (Morrison, 2014; van Dyne, Ang, & Botero, 2003).”
Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, background): “Although this prior research has made considerable progress, one important area that has, surprisingly, gone largely unexplored relates to the ‘‘effects of one’s colleagues and relationships with one’s colleagues on the decision of whether to engage in voice” (Morrison, 2014, p. 191).”
Transformational leadership and employee voice behavior : a Pygmalion mechanism. (2017, positive): “Morrison (2014) has suggested that internal reasons that drive employees to engage in voice within their work roles should be given central attention and not taken as a given in the voice process.”
Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence (2018, background): “Specifically, our research answers calls to identify potential antecedents and consequences of defensive silence (Brinsfield, 2013; Morrison, 2014).”
Speaking up to prevent harm: A systematic review of the safety voice literature (2019, background): “The concept of employee voice is used to study discretionary suggestions by employees that are intended to improve work-related issues (Morrison, 2014) such as smoother procedures, innovations or halt of organisational decline.”