Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Heightening the quality of employee voice has been recognized as an important way to improve organizational effectiveness. However, previous studies have mainly focused on how to promote employees’ voice participation and quantity of voice, while ignoring the most essential issue - voice quality. To solve this problem, the present study aims to systematically research voice quality, including the connotation, measurement and antecedents of employee voice quality. The first study defines the connotation of employee voice quality based on grounded theory, and develops a scale of employee voice quality. The second study, drawing on implicit voice theory, explores the theoretical mechanisms linking leader and employee critical thinking to employee voice quality on both team and individual levels. This paper makes theoretical contributions by developing an employee voice quality framework and expanding the application of critical thinking and implicit voice theory.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With the popularization of higher education and the changing economic environment, perceived overqualification has received widespread attention from managers and researchers in recent years. However, previous studies have mainly focused on the effect of perceived overqualification on employees’ work attitudes or behaviors within orgaizations, and few studies have paid sufficient attention to whether and how overqualification produces spillover effects from work to family. To enrich our knowledge about the effects of perceived overqualification outside organizations, we examined the spillover effects of employees’ perceived overqualification on employees’ work-family relationships, as well as its crossover effect on spouses’ family-work relationships. Specifically, first, based on the cognitive appraisal theory, we investigated the double-edged sword effect of employees’ perceived overqualification on their own work-family conflict; Second, based on the work-family enrichment theory model, we tested the dual path mechanism and boundary conditions in the relationship between employees’ perceived qualifications and their work-family enrichment; Third, based on the gender role orientation theory, we examined the cross-effect of employees’ perceived overqualification on their spouses’ family-work conflict and family-work enrichment, and interactive moderating effect of employees’ gender and gender role orientation. Our study makes several important theoretical contributions to the literature. First, in terms of the effect outcomes, this study extends the outcomes of perceived overqualification from inside work to outside work by investigating the impact of employees’ perceived overqualification on their work-family conflict and work-family enrichment; Second, in terms of the effect directions, this study examines the double-edged sword effect of employees’ perceived overqualification on work-family relationships, which is helpful to bridge the contradictory views on the impact of perceived overqualification on work-family relationships in the existing literature; Third, in terms of effect targets, this study expands the effect of perceived overqualification on employees themsleves to their spouses, which reveals the crossover effects of perceived overqualification. It also clarifies the gender-related boundary conditions in the crossover effects of employees’ perceived overqualification on their spouses, enriching the contextual factors of its crossover effects. Our findings not only help to reveal the impact of perceived overqualification on work-family relationships from different theoretical perspectives, but also provide pracitical implications for organization management.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： The impact of a leader’s hierarchical position on employees’ voice behaviors is both practically and theoretically important. Prior research found that hierarchical differences hinder upward communication and information sharing. Indeed, the hierarchical position is constructed on different bases. For example, power (i.e., the control over valuable resources) and status (i.e., the respect and esteem that a leader holds in the eyes of others) are two different bases of hierarchy, and they are found to have distinct effects on an individual’s behaviors and perceptions. Therefore, employees’ voice decisions may vary when the leader has high power or high status. However, prior research has not distinguished those different hierarchical bases (i.e., power and status) when investigating the effect of a leader’s hierarchical rank on employees’ voice behaviors. Moreover, the interactive relationship between power and status has not been explored in the voice context, although researchers have identified that the power effect often depends on status. We suggest that leader power and status have distinct effects on employees’ voice behavior and psychological safety. We also expect the effect of leader power on employee’s voice behavior to be moderated by leader status and that the moderating effect may be transferred indirectly through employees’ psychological safety. By taking a multimethod approach, we tested our hypotheses in two experiments (Studies 1 and 2) and a field survey (Study 3). In Study 1, we conducted a 2 (leader power: high vs. low) × 2 (leader status: high vs. low) between-subjects design and recruited 163 full-time employees from Prolific. By using a scenario-based experiment, we aimed to test the main effects of leader power and status on employees’ voice behaviors, as well as the moderating effect of leader status. In Study 2, we conducted a 2 (leader power: high vs. low) × 2 (leader status: high vs. low) between-subjects design and recruited 189 full-time employees from Prolific. In this study, we asked participants to identify a target leader who had either high or low power and either high or low status. After that, they indicated how many suggestions or concerns they would bring up to this leader in a real meeting and reported the perceived psychological safety in that situation. In Study 3, we collected data from a large company in South China. The final sample consists of 346 employees matched with their 111 immediate supervisors. Employees evaluated their supervisor’s power and status at T1 and reported their psychological safety at T2; supervisors reported employee voice behaviors at T2. In Study 1, we found a negative effect of leader power on employees’ voice behaviors. In addition, we found that the effect of leader power on employees’ voice behavior was contingent on leader status. That is, when a leader has high status, the negative effect of leader power on employee voice behavior was not significant; when a leader has low status, the negative effect was stronger. Study 2 supported the main effect of leader power and status on employees’ voice behaviors, as well as the moderating effect of leader status. In addition, Study 2 provided evidence of the mediating role of psychological safety that links the interaction of leader power and status with employees’ voice behaviors. Finally, Study 3 replicated the main effect of leader power and status on employees' voice behavior, the moderating effect of status on the link between leader power and employees’ voice behavior, and the mediating effect of psychological safety. The results from two experiments and one field study ensured high internal and external validity. Our study contributes to the literature in several aspects. First, we distinguished the effect of leader power and status on employees’ voice behaviors and psychological safety. We also found that the effect of leader power on employees’ voice behavior depends on leader status. This finding provided more nuanced evidence regarding how hierarchical differentiation influences upward voice. Second, although researchers have identified leader power as an influential predictor of employees’ voice behavior, the findings are mixed. We demonstrated that the impact of leader power is contingent on leader status. This finding helps reconcile the debate on leader power. Third, researchers have focused more attention on how leaders influence employees through hard power than on the influence of soft status. Our results show that dominance (i.e., power) and prestige (i.e., status) are both important sources of influence in organizations.
Subjects: Psychology >> Management Psychology submitted time 2023-01-28
Abstract： With the popularization of higher education and the changing economic environment, perceived overqualification has received widespread attention from managers and researchers in recent years. However, previous studies have mainly focused on the effect of perceived overqualification on employees’ work attitudes or behaviors within orgaizations, and few studies have paid sufficient attention to whether and how overqualification produces spillover effects from work to family. To enrich our knowledge about the effects of perceived overqualification outside organizations, we examined the spillover effects of employees’ perceived overqualification on employees’ work-family relationships, as well as its crossover effect on spouses’ family-work relationships. Specifically, first, based on the cognitive appraisal theory, we investigated the double-edged sword effect of employees’ perceived overqualification on their own work-family conflict; Second, based on the work-family enrichment theory model, we tested the dual path mechanism and boundary conditions in the relationship between employees’ perceived qualifications and their work-family enrichment; Third, based on the gender role orientation theory, we examined the crossover effect of employees’ perceived overqualification on their spouses’ family-work conflict and family-work enrichment, and interactive moderating effect of employees’ gender and gender role orientation. Our findings not only help to reveal the impact of perceived overqualification on work-family relationships from different theoretical perspectives, but also provide pracitical implications for organization management.
Subjects: Psychology >> Management Psychology submitted time 2020-03-30
Abstract： " Heightening the quality of employee voice has been recognized as an important way to improve organizational effectiveness. However, previous studies have mainly focused on how to promote employees’ voice participation and quantity of voice, while ignoring the most essential issue – voice quality. To solve this problem, the present study aims to systematically research voice quality, including the connotation, measurement and antecedents of employee voice quality. The first study defines the connotation of employee voice quality based on grounded theory, and develops a scale of employee voice quality. The second study, drawing on implicit voice theory, explores the theoretical mechanisms linking leader and employee critical thinking to employee voice quality on both team and individual levels. This paper makes theoretical contributions by developing an employee voice quality framework and expanding the application of critical thinking and implicit voice theory.
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