ABSTRACT
Voice behavior refers to an employee’s communication of constructively intended ideas for workplace improvement (Van Dyne, Cummings, & McLean Parks, 1995). Employees may oer change-oriented suggestions in myriad ways. For example, they may include modications in the production line to prevent accidents, innovative ways to improve product design or changes in administrative procedures. Prior work suggests that employee voice behavior is important for personal and organizational eectiveness. Employees who speak up with change-oriented ideas are generally evaluated more positively by their managers (e.g., Van Dyne & LePine, 1998; Whiting, Maynes, Podsako, & Podsako, 2012), and experimental evidence shows that job candidates who engage in more voice are rated as more competent, receive higher overall evaluations, and higher salary recommendations than those with low voice (Podsako, Whiting, Podsako, & Mishra, 2011). At the organizational level, employee suggestions, concerns, and ideas may enhance important organizational processes, including error detection and decision making (Morrison & Milliken, 2000), learning (Edmondson, 1999, 2003), and innovation (Nemeth & Staw, 1989).
