Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior

Onne Janssen · Liping Gao

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Job Satisfaction and Organizational Behavior Labor Movements and Unions Social Power and Status Dynamics

Abstract

We investigated the role of employees’ status appraisals within their work group in relation to their challenging-promotive voice behavior. We argued that fair and respectful treatment of their voice input by the authority figure of the group (i.e., supervisory responsiveness) enhances employees’ self-perceived status, thereby motivating them to engage in subsequent voice behavior. Using a sample of 337 supervisor-subordinate dyads collected in manufacturing industry organizations in China, we found that self-perceived status mediated the relationship between supervisory responsiveness and voice behavior. We further identified employees’ self-efficacy for voice as a moderator in this mediational chain for the path from supervisory responsiveness to self-perceived status. The indirect relationship between supervisory responsiveness and voice behavior through self-perceived status was more pronounced when self-efficacy for voice was higher rather than lower.

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References

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