nach oben

Journal of Business and Psychology

Erschienen in:

16.01.2021 | Original Paper

Is it Worth the Regret? Deciding to Engage in Employee Voice

verfasst von: Taylor I. Willits, Ana M. Franco-Watkins

Erschienen in: Journal of Business and Psychology | Ausgabe 6/2021

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

The current study integrated emotion, specifically anticipated regret, into the decision process for employee voice. As a cognitively mediated emotion, anticipated regret is unique from previously studied voice factors (i.e., motivators and inhibitors) that influence risk judgments and voice decisions. Two studies utilizing an experimental moderated mediation design was used to examine the indirect influence of risk on voice intent through both anticipated voice and silence regret. In both studies, high-risk voice situations led to higher anticipated voice regret, lower anticipated silence regret, and decreased intent to voice compared with low-risk situations. Anticipated regret for engaging in voice was found to mediate the relationship between risk and voice intent in both studies, and also exhibited a significantly stronger indirect effect. This indicates that employees differentially weigh the two types of anticipated regret, especially for situations with greater risk. These findings were consistent across two voice scenarios and two samples, illustrating its robustness to different workplace contexts. Importantly, our study indicates that judgments of risk influence an employee’s anticipated emotions, leading to regret-averse behavior. In contrast to previous research, this study demonstrated that emotion-based factors do not always lead to rash or irrational decision-making. Instead, anticipated regret was integrated into the traditional, utility-based voice calculation and allowed individuals to augment their voice decisions by anticipating and acting upon their desired emotional outcomes. By jointly considering traditional voice factors and anticipated emotions, we provide a novel pathway for organizations to understand employee voice and silence.

Vorheriger Artikel What Does it Take for Voice Opportunity to Lead to Creative Performance? Supervisor Listening as a Boundary Condition

Nächster Artikel Correction to: How Does Intersectionality Impact Work Attitudes? The Effect of Layered Group Memberships in a Field Sample

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Nur mit Berechtigung zugänglich

Ajzen, I. (1985). From intentions to actions: A theory of planned behavior. In Action Control (pp. 11–39). Berlin Heidelberg: Springer.CrossRef

Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.CrossRef

Alleyne, P. (2016). The influence of organisational commitment and corporate ethical values on non-public accountants’ whistleblowing intentions in Barbados. Journal of Applied Accounting Research, 17(2), 190–210.CrossRef

Argryis, C. (1977). Double loop learning in organizations. Harvard Business Review, 55(5), 115–129.

Barker, A. B., Buunk, B. P., & Manstead, A. S. (1997). The moderating role of self-efficacy beliefs in the relationship between anticipated feelings of regret and condom use. Journal of Applied Social Psychology, 27(22), 2001–2014.CrossRef

Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1–26.CrossRef

Baumeister, R. F., Vohs, K. D., Nathan DeWall, C., & Zhang, L. (2007). How emotion shapes behavior: Feedback, anticipation, and reflection, rather than direct causation. Personality and Social Psychology Review, 11(2), 167–203.

Botero, I. C., & Van Dyne, L. (2009). Employee voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84–104.CrossRef

Chiaburu, D. S., Oh, I. S., Berry, C. M., Li, N., & Gardner, R. G. (2011). The five-factor model of personality traits and organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 96(6), 1140–1166.CrossRef

Conner, M., & Flesch, D. (2001). Having casual sex: Additive and interactive effects of alcohol and condom availability on the determinants of intentions. Journal of Applied Social Psychology, 31(1), 89–112.CrossRef

Conner, M., Sandberg, T., McMillan, B., & Higgins, A. (2006). Role of anticipated regret, intentions and intention stability in adolescent smoking initiation. British Journal of Health Psychology, 11(1), 85–101.PubMedCrossRef

Crant, J. M., Kim, T. Y., & Wang, J. (2011). Dispositional antecedents of demonstration and usefulness of voice behavior. Journal of Business and Psychology, 26(3), 285–297.CrossRef

Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869–884.CrossRef

Detert, J. R., & Edmondson, A. C. (2005). No exit, no voice: The bind of risky voice opportunities in organizations. Academy of Management Proceedings, 2005(1), O1–O6.CrossRef

Detert, J. R., & Edmondson, A. C. (2011). Implicit voice theories: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54(3), 461–488.CrossRef

Detert, J. R., & Treviño, L. K. (2010). Speaking up to higher-ups: How supervisors and skip-level leaders influence employee voice. Organization Science, 21(1), 249–270.CrossRef

Diab, D. L., Gillespie, M. A., & Highhouse, S. (2008). Are maximizers really unhappy? The measurement of maximizing tendency. Judgment and Decision making, 3(5), 364.CrossRef

Dutton, J. E., Ashford, S. J., O'neill, R. M., Hayes, E., & Wierba, E. E. (1997). Reading the wind: How middle managers assess the context for selling issues to top managers. Strategic Management Journal, 18, 407–423.

Edwards, M., Ashkanasy, N. M., & Gardner, J. (2009). Deciding to speak up or to remain silent following observed wrongdoing: The role of discrete emotions and climate of silence. In Greenberg, J. and Edwards, M. (Ed.), Voice and Silence in Organizations Bingley, UK: Emerald Group Publishing(pp. 83-109)

Frazier, M. L., & Fainshmidt, S. (2012). Voice climate, work outcomes, and the mediating role of psychological empowerment: A multilevel examination. Group & Organization Management, 37(6), 691–715.CrossRef

Grant, A. M. (2013). Rocking the boat but keeping it steady: The role of emotion regulation in employee voice. Academy of Management Journal, 56(6), 1703–1723.CrossRef

Hayes, A. F. (2018). PROCESS: Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York: The Guilford Press.

Hsiung, H. H., & Tsai, W. C. (2017). The joint moderating effects of activated negative moods and group voice climate on the relationship between power distance orientation and employee voice behavior. Applied Psychology, 66(3), 487–514.CrossRef

John, O. P., Donahue, E. M., & Kentle, R. L. (1991). The Big Five Inventory--versions 4a and 54. Berkeley: University of California, Berkeley, Institute of Personality and Social Research.

Josephs, R. A., Larrick, R. P., Steele, C. M., & Nisbett, R. E. (1992). Protecting the self from the negative consequences of risky decisions. Journal of Personality and Social Psychology, 62(1), 26–37.PubMedCrossRef

Kanfer, R. (1990). Motivation theory and industrial and organizational psychology. Handbook of Industrial and Organizational Psychology, 1(2), 75–130.

Keil, M., Park, E. H., & Ramesh, B. (2018). Violations of health information privacy: The role of attributions and anticipated regret in shaping whistle-blowing intentions. Information Systems Journal, 28(5), 818–848.CrossRef

Kirrane, M., O'Shea, D., Buckley, F., Grazi, A., & Prout, J. (2017). Investigating the role of discrete emotions in silence versus speaking up. Journal of Occupational and Organizational Psychology, 90(3), 354–378.CrossRef

Kish-Gephart, J. J., Detert, J. R., Treviño, L. K., & Edmondson, A. C. (2009). Silenced by fear: The nature, sources, and consequences of fear at work. Research in Organizational Behavior, 29, 163–193.CrossRef

Lam, L. W., Loi, R., Chan, K. W., & Liu, Y. (2016). Voice more and stay longer: How ethical leaders influence employee voice and exit intentions. Business Ethics Quarterly, 26(3), 277–300.CrossRef

Lavena, C. F. (2016). Whistleblowing: Individual and organizational determinants of the decision to report wrongdoing in the federal government. The American Review of Public Administration, 46(1), 113–136.CrossRef

Lebel, R. D. (2016). Overcoming the fear factor: How perceptions of supervisor openness lead employees to speak up when fearing external threat. Organizational Behavior and Human Decision Processes, 135, 10–21.CrossRef

Liang, J., Farh, C. I., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71–92.CrossRef

Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. Berlin: Springer Science & Business Media.CrossRef

Liu, S. M., Liao, J. Q., & Wei, H. (2015). Authentic leadership and whistleblowing: Mediating roles of psychological safety and personal identification. Journal of Business Ethics, 131(1), 107–119.CrossRef

Liu, W., Song, Z., Li, X., & Liao, Z. (2017). Why and when leaders’ affective states influence employee upward voice. Academy of Management Journal, 60(1), 238–263.CrossRef

Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21(1), 189–202.CrossRef

Loewenstein, G. F., Weber, E. U., Hsee, C. K., & Welch, N. (2001). Risk as feelings. Psychological Bulletin, 127(2), 267–286.

Loomes, G., & Sugden, R. (1982). Regret theory: An alternative theory of rational choice under uncertainty. The Economic Journal, 92(368), 805–824.CrossRef

Luchak, A. A. (2003). What kind of voice do loyal employees use? British Journal of Industrial Relations, 41(1), 115–134.CrossRef

Ma, J., & Roese, N. J. (2014). The maximizing mind-set. Journal of Consumer Research, 41(1), 71–92.CrossRef

MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Challenge-oriented organizational citizenship behaviors and organizational effectiveness: Do challenge-oriented behaviors really have an impact on the organization’s bottom line? Personnel Psychology, 64(3), 559–592.CrossRef

Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology, 99(1), 87–112.CrossRef

McClean, E. J., Burris, E. R., & Detert, J. R. (2013). When does voice lead to exit? It depends on leadership. Academy of Management Journal, 56(2), 525–548.CrossRef

Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40(6), 1453–1476.CrossRef

Morrison, E. W. (2014). Employee voice and silence. Annual Review Organizational Psychology, Journal of Organizational Behavior, 1(1), 173–197.CrossRef

Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725.CrossRef

Morrison, E. W., Wheeler-Smith, S. L., & Kamdar, D. (2011). Speaking up in groups: A cross-level study of group voice climate and voice. Journal of Applied Psychology, 96(1), 183–191.CrossRef

Ng, T. W., & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216–234.CrossRef

Nordgren, L. F., Van Der Pligt, J., & Van Harreveld, F. (2007). Unpacking perceived control in risk perception: The mediating role of anticipated regret. Journal of Behavioral Decision Making, 20(5), 533–544.CrossRef

Parker, A. M., De Bruin, W. B., & Fischhoff, B. (2007). Maximizers versus satisficers: Decision-making styles, competence, and outcomes. Judgment and Decision making, 2(6), 342.

Parker, D., Manstead, A. S., & Stradling, S. G. (1995). Extending the theory of planned behaviour: The role of personal norm. British Journal of Social Psychology, 34(2), 127–138.CrossRef

Perlow, L., & Williams, S. (2003). Is silence killing your company? IEEE Engineering Management Review, 31(4), 18–23.CrossRef

Perlow, L. A., & Repenning, N. P. (2009). The dynamics of silencing conflict. Research in Organizational Behavior, 29, 195–223.CrossRef

Pinder, C. C., & Harlos, K. P. (2001). Employee silence: Quiescence and acquiescence as responses to perceived injustice. Research in Personnel and Human Resources Management, 20, 331–369.CrossRef

Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.CrossRef

Reb, J. (2008). Regret aversion and decision process quality: Effects of regret salience on decision process carefulness. Organizational Behavior and Human Decision Processes, 105(2), 169–182.CrossRef

Richard, R., van der Pligt, J., & de Vries, N. (1996a). Anticipated affect and behavioral choice. Basic and Applied Social Psychology, 18(2), 111–129.CrossRef

Richard, R., Van Der Pligt, J., & de Vries, N. (1996b). Anticipated regret and time perspective: Changing sexual risk-taking behavior. Journal of Behavioral Decision Making, 9(3), 185–199.CrossRef

Schwartz, B., Ward, A., Monterosso, J., Lyubomirsky, S., White, K., & Lehman, D. R. (2002). Maximizing versus satisficing: Happiness is a matter of choice. Journal of Personality and Social Psychology, 83(5), 1178–1197.PubMedCrossRef

Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel Psychology, 54(4), 845–874.CrossRef

Simon, H. A. (1978). Rationality as process and as product of thought. The American Economic Review, 68(2), 1–16.

Statista. (2019). Breakdown of where U.S. college students work 2016. https://www.statista.com/statistics/715267/college-student-most-common-jobs/

Tangirala, S., Kamdar, D., Venkataramani, V., & Parke, M. R. (2013). Doing right versus getting ahead: The effects of duty and achievement orientations on employees’ voice. Journal of Applied Psychology, 98(6), 1040–1050.CrossRef

Tangirala, S., & Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61(1), 37–68.CrossRef

Tangirala, S., & Ramanujam, R. (2008b). Exploring nonlinearity in employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51(6), 1189–1203.CrossRef

Tangirala, S., & Ramanujam, R. (2012). Ask and you shall hear (but not always): Examining the relationship between manager consultation and employee voice. Personnel Psychology, 65(2), 251–282.CrossRef

van der Pligt, J., Zeelenberg, M., van Dijk, W. W., de Vries, N. K., & Richard, R. (1998). Affect, attitudes and decisions: Let's be more specific. European Review of Social Psychology, 8, 34–66.

Van Dyne, L. V., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359–1392.CrossRef

Venkataramani, V., & Tangirala, S. (2010). When and why do central employees speak up? An examination of mediating and moderating variables. Journal of Applied Psychology, 95(3), 582–591.CrossRef

Wang, D., Gan, C., Wu, C., & Wang, D. (2015). Ethical leadership and employee voice: Employee self-efficacy and self-impact as mediators. Psychological Reports, 116(3), 751–767.PubMedCrossRef

Wang, Y. D., & Hsieh, H. H. (2013). Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation. Human Relations, 66(6), 783–802.CrossRef

Wang, Z., Xu, S., Sun, Y., & Liu, Y. (2019). Transformational leadership and employee voice: An affective perspective. Frontiers of Business Research in China, 13(1), 1–14.

Zakaria, M. (2015). Antecedent factors of whistleblowing in organizations. Procedia Economics and Finance, 28, 230–234.CrossRef

Zhang, D. C., Highhouse, S., & Nye, C. D. (2018). Development and validation of the General Risk Propensity Scale (GRiPS). Journal of Behavioral Decision Making, 32(2), 152–167.CrossRef

Zhou, L., Liu, Y., Chen, Z., & Zhao, S. (2018). Psychological mechanisms linking ethical climate to employee whistleblowing intention. Journal of Managerial Psychology, 33(2), 196–213.CrossRef

Titel: Is it Worth the Regret? Deciding to Engage in Employee Voice
verfasst von: Taylor I. Willits
Ana M. Franco-Watkins
Publikationsdatum: 16.01.2021
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 6/2021
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-020-09728-x

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 6/2021

An Actor-Partner Interdependence Model of Work Challenge Stressors and Work-Family Outcomes: the Moderating Roles of Dual-Career Couples’ Stress Mindsets

Testing Moderation in Business and Psychological Studies with Latent Moderated Structural Equations

Correction to: How Does Intersectionality Impact Work Attitudes? The Effect of Layered Group Memberships in a Field Sample

How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity

Who will go the extra mile? Selecting organizational citizens with a personality-based structured job interview

Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation

Premium Partner