Predicting voice behavior in work groups.

TLDR

For over five decades, scholars have noted that behavior beyond normal role expectations can benefit organizations. The study examined how person-centered and situational factors predict constructive voice behavior in work groups. The authors surveyed 441 employees in 95 work groups, measuring voice behavior and assessing person-centered factors (satisfaction, self-esteem) and situational factors (group size, management style). Person and situational factors explained 10% of variance in peer‑rated voice, with interactions indicating that individuals with low self‑esteem or high group satisfaction were more responsive to situational factors.

Abstract

This field study of 441 full-time employees in 95 work groups examined voice behavior (constructive challenge to the status quo with the intent of improving the situation rather than merely criticizing) as a function of person-centered (satisfaction with the work. group, global self-esteem) and situational factors (group size, self-managed vs. traditional style of management). Using a measure of voice with demonstrated construct validity, the study showed that these person and situation factors explained 10% of the variance in peer-rated voice assessed 6 months later. Significant Person x Situation interactions suggested that individuals with low global self-esteem or high satisfaction with their group were more responsive to the situational factors than individuals with high global self-esteem or low satisfaction. The authors discuss the importance of including personcentered characteristics, situational factors, and their interactions as predictors of voice. For over 50 years, scholars have recognized the importance of behavior that goes beyond normal role expectations or job requirements and that benefits or is intended to benefit the organization (Barnard, 1938; George &