The Influence Of Organizational Trust On Employees’ Voice Behavior: The Mediating Role Of Psychological Capital

Within the increasingly fierce competition environment, it is not enough for the enterprises togain sustaining competitive advantages only by relying itself on the managers’ thoughts and wisdom. Theemployees’ opinions and suggestions become more and more significant for the development oforganizations.The employees’ voice behavior refers to the behavior that the employees offer ideas or makesuggestions on regulating the management or improving the workflow based on the problems that exist inthe organization to the superior leaders or colleagues or the behavior that offer some innovative ideas whichare helpful for the development of organization. Employees’ suggestions often can bring continuousimprovement to the organization, but not all of the employees would make suggestions spontaneously inthe real life. Voice behavior is risky for challenging the managers’ authorities and disturbing the presentsituation of the organization. So it is important and urgent to make researches on that under whatcircumstances the employees would make suggestions actively, and what to do to promote the employees tomake more and better advices.On the basis of previous studies, the paper regards psychological capital as its intervening variable,explores the influence of organizational trust on employees’ voice behavior and further reveals themechanism of organizational trust, psychological capital and voice behavior. Through variety studyingmethods such as literature analysis and questionnaire survey, the paper firstly investigate the influence ofdemographic variable on the voice behavior, based on which the author explores the mechanism oforganizational trust, psychological capital and voice behavior. Through the convenient sampling method,500questionnaires were sent out, among which402were valid. With the analysis methods whichincluding t-test, single factor variance analysis, correlation analysis, regression analysis and other statisticalmethods, the author draw the following conclusions:1. Through the demographic variable variance analysis on the voice behavior, the author foundthat there are great differences among employees with different education backgrounds as well as amongthose from different job hierarchies, while there are few differences of voice behavior in aspects of gender,age, work seniority, enterprise property. 2. The organizational trust could significantly positively predict the employees’ voice behavior.3. The organizational trust could significantly positively predict the employees’ psychologicalcapital.4. Employees’ psychological capital could significantly positively predict the employees’ voicebehavior.5. Psychological capital is the partial intermediary between organizational trust and employees’voice behavior.Finally, the study made some discussion and explanation on the studying results, pointed out theshortages of the study, and put forward some suggestions to improve employees’ voice behavior.