How and when managers reward employees' voice: The role of proactivity attributions.

Recent voice research has noted that providing adequate job rewards for speaking up can sustainably motivate voice from employees. We examine why managers who seek out voice at work might not always properly reward the behavior. Drawing on theories of dispositional attribution, we propose that, in general, managers tend to reward voice because it signals to them that employees possess a valued underlying trait: proactivity, which is characterized by change-orientation and foresight. However, we argue that when managers engage in more voice solicitation-that is, explicitly ask for voice and take a listening posture toward it-their tendency to infer proactivity from employees' voice weakens. Thus, we make a case that voice solicitation, a managerial behavior intended to set facilitating conditions for speaking up at work, inadvertently weakens the (indirect) relationship between employee voice and job rewards. We establish support for our theory in a set of two studies with complementary designs. Study 1 was a preregistered between-subjects experiment that used a realistic vignette design with an online panel of 592 working adults based in the United States. Study 2 was a multisource field survey with a sample of 385 employees and their managers working at the Indian branch of a global technology company in the oil and gas industry. We discuss the theoretical and practical implications of our results. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

How employees learn to speak up from their leaders: Gender congruity effects in the development of voice self-efficacy.

Voice-or the expression of ideas, concerns, or opinions on work issues by employees-can help organizations thrive. However, we highlight that men and women differ in their voice self-efficacy, or the personal confidence in formulating and articulating work-related viewpoints. Such differences, we argue, can impede women's voice from emerging at work. Drawing on social cognitive theory (SCT), we propose that women tend to develop greater voice self-efficacy and thereby speak up more when they have the opportunity to observe female rather than male leaders speak up. Hence, we point to the potential absence of women leaders who can role model speaking up at work as a likely inhibiter of women's voice. Using data from a correlational field study involving 368 employees and their leaders from a variety of industries in India and an experimental study in an online panel of 546 US-based workers, we found support for our hypotheses. We discuss the implications of our research for theory and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Surviving an abusive supervisor: the joint roles of conscientiousness and coping strategies.

The present study examines a mediated moderation model of the effects of conscientiousness and coping strategies on the relationship between abusive supervision and employees' job performance. Across 2 studies conducted in India, we found evidence that the relationship between abusive supervision and job performance was weaker when employees were high in conscientiousness. In addition, we found that the use of an avoidance coping strategy facilitated a negative relationship between abusive supervision and performance. Finally, we found that the moderating effects of conscientiousness were mediated by the use of avoidance coping strategies. Our findings contribute to theories of abusive supervision, personality, coping strategies, and job performance.