ISSN 1671-3710
CN 11-4766/R

Advances in Psychological Science ›› 2018, Vol. 26 ›› Issue (4): 710-718.doi: 10.3724/SP.J.1042.2018.00710

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 The consequential influence of employee voice behavior and its boundary conditions

 LI Fangjun; ZHENG Fenfang; YANG Qianyi; WANG Shuman   

  1.  (Management School, Jinan University, Guangzhou 510632, China)
  • Received:2017-06-13 Online:2018-04-15 Published:2018-02-28
  • Contact: LI Fangjun, E-mail: E-mail:E-mail:
  • Supported by:

Abstract:  This article reviews all extant studies that investigated the consequences of employee voice behavior at different levels. While at the individual level, our review has identified such consequences of employee voice as work performance, job attitudes, interpersonal relationship, voice endorsement, and subsequent voice behavior, at the group level (team or organization), we include group performance, group creativity and innovation, and group turnover as three major outcomes of group voice. Inconsistent results were found at both levels and various boundary conditions were summarized by us to explain such discrepancy. Voice characteristics (voice type or strategy), voice maker status, voice target reaction, and voice context might decide the different findings at the individual level; voice target and manager’s available resources might be the reason for such inconsistency at the group level. Future research should further examine the causes for managers' response to different types of voice, and explore the mechanism of group voice influence.

Key words: employee voice behavior, consequences of voice, moderators

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