Employee Voice Behavior In The Organization

Many practitioner-oriented managers argue that employee should be more proactive on the job, and that proactive behavior is an increasingly important component of job performance. In this paper, I focus on the one form of proactive behavior——voice behavior, which has received the most empirical attention.It is different from previous studies that this article will take an impression management perspective to explore the generation mechanism of voice behavior. According to Leary and Kowalski's two-component structure framework (impression motivation and impression construction), a theoretical model is then developed to articulate the underlying processes of voice. In this model, voice behavior is viewed as impression management behavior, it also has impression motives and impression evaluation (including impression gains and impression risks). In this dissertation, a "functional analysis "approach focuses upon identifying the purpose served by engaging in or not engaging in voice bebavior.To verify the model, based on the theory,this dissertation derived three variables which may influence impression motive of voice behavior: supervisor as voice manager, perceptions of organizational politics and self-monitoring.Then, there are three stages to do three researches. First, explore the structure of impression gains and impression risks of voice behavior. Second, investigate the mechanism of impression motive of employee voice. Third, explore the mediation effect of impression gains and impression risks on three variables and voice behavior. Empirical results are as follows:(1) After literature review, interview, questionnaire and exploratory factor analysis and confirmatory factor analysis, the result shows that the content structure of impression gains and impression risks of voice behavior in China local enterprises are one-dimensional.(2) After controlling the demographic variables (gender, education, work experience), the voice behavior as an impression management behavior, from the perspective of the impression motivation impact factors, it shows that the supervisor as voice manager are positive predicted the Promotive Voice and Prohibitive Voice, perceptions of organizational politics are neglect predicted Prohibitive Voice, self-monitoring are positive predicted the Promotive Voice. (3) From the mechanism of impression gains and impression risks on voice behavior, impression gains are positive predicts voice behavior. But no significant correlate on impression risks and voice behavior, so it fails to produce any predict effect.(4) Impression gains acts as a part mediator between supervisor as voice manager, perceptions of organizational politics, self-monitoring and voice behavior.Impression risks takes no action between them.