Topic
Employee voice
About: Employee voice is a research topic. Over the lifetime, 1210 publications have been published within this topic receiving 46565 citations.
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TL;DR: Zimbardo et al. as discussed by the authors studied the effects of severity of initiation and high penalties for exiting from public goods (and evils) on consumer reactions to price rise and quality decline in the case of several connoisseur goods.
Abstract: 1. Introduction and Doctrinal Background Enter "exit" and "voice" Latitude for deterioration, and slack in economic thought Exit and voice as impersonations of economics and politics 2. Exit How the exit option works Competition as collusive behavior 3. Voice Voice as a residual of exit Voice as an alternative to exit 4. A Special Difficulty in Combining Exit and Voice 5. How Monopoly Can be Comforted by Competition 6. On Spatial Duopoly and the Dynamics of Two-Party Systems 7. A Theory of Loyalty The activation of voice as a function of loyalty Loyalist behavior as modified by severe initiation and high penalties for exit Loyalty and the difficult exit from public goods (and evils) 8. Exit and Voice in American Ideology and Practice 9. The Elusive Optimal Mix of Exit and Voice Appendixes A. A simple diagrammatic representation of voice and exit B. The choice between voice and exit C. The reversal phenomenon D. Consumer reactions to price rise and quality decline in the case of several connoisseur goods F. The effects of severity of initiation on activism: design for an experiment (in collaboration with Philip G. Zimbardo and Mark Snyder) Index
6,810 citations
TL;DR: In this article, the importance of extra-role behavior in explaining employee performance over a six-month period was demonstrated, and a field study of 597 employees demonstrated that extra role behavior can explain employee performance.
Abstract: Results of this field study of 597 employees demonstrate the importance of extra-role behavior in explaining employee performance over a six-month period. Supervisors, peers, and employees differen...
2,512 citations
TL;DR: In this paper, the authors argue that there are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees and refer to this collective-level phenomenon as "organizational silence".
Abstract: We argue that there are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees. We refer to this collective-level phenomenon as “organizational silence.” In our model we identify contextual variables that create conditions conducive to silence and explore the collective sensemaking dynamics that can create the shared perception that speaking up is unwise. We also discuss some of the negative consequences of systemic silence, especially for organizations' ability to change and develop in the context of pluralism.
1,874 citations
Book•
15 Nov 2002
TL;DR: In this paper, the authors connect human resources management and human resources performance in the context of human resource management and business performance, and discuss the implications for the strategic management process of human resources in the global economy.
Abstract: Human Resource Management and Business Performance - PART I: CONNECTING STRATEGY AND HUMAN RESOURCE MANAGEMENT - Strategy and the Process of Strategic Management - Strategic HRM: 'best fit' or 'best practice'? - Strategic HRM and the Resource-Based View of the Firm - PART II: MANAGING PEOPLE: SEARCHING FOR GENERAL PRINCIPLES - Work Systems and the Changing Priorities of Production - Linking Work Systems and Models of Employment - Managing Individual Performance and Development - Managing Employee Voice in Unionised and Non-Unionised Firms - PART III: MANAGING PEOPLE IN DYNAMIC AND COMPLEX BUSINESS CONTEXTS - Human Resource Strategy and the Dynamics of Industry-based Competition - Corporate Human Resource Strategy in the Global Economy - Conclusion: Implications for the Strategic Management Process - Bibliography - Author index - Subject index
1,669 citations
TL;DR: This article investigated the relationship between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study and found that openness is more consistently related to voice, given controls for numerous individual differences in subordinates' personality, satisfaction, and job demography.
Abstract: We investigate the relationships between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study. Findings from 3,149 employees and 223 managers in a restaurant chain indicate that openness is more consistently related to voice, given controls for numerous individual differences in subordinates’ personality, satisfaction, and job demography. This relationship is shown to be mediated by subordinate perceptions of psychological safety, illustrating the importance of leaders in subordinate assessments of the risks of speaking up. Also, leadership behaviors have the strongest impact on the voice behavior of the best-performing employees.
1,524 citations