Impacts Of The Interactive Justice On Employee’s Voice Behavior And Its Action Mechanism

Nowadays, the business environment surrounding enterprises keeps changing, and the competition between organizations also becomes more and more fierce and complex. Therefore, enterprise managers cannot cope with all difficulties and challenges only by fighting alone. That is exactly what is called three stooges, one better than Zhuge Liang. Under such a context, enterprise managers should make the best of employee opinions and views when they formulate daily business strategies. According to the definition of voice behavior, it just refers to that employees express their own suggestions and advice to promote the completion of the work as well as the improvement of the organizational efficiency.Voice behavior reflects the initiative of employees, and quite a few scholars have studied its antecedent variables. According to their findings, employee voice can be promoted effectively if employees perceive the justice within the organization. However, under the background of Chinese culture, interactive justice focusing on the interpersonal behaviors of leaders is of great realistic significance. This paper holds that interactive justice can affect the employee voice positively. Given that there are some potential risks existing in voice behavior, employees’trust in leaders can effectually reduce their concerns regarding the risk of expressing views and advice. For another, by interacting with subordinates fairly, leaders can obtain the trust of subordinates, thus making subordinates have less concerns about risks. So, this thesis considers that the interactive justice may positively impact the voice behavior via the mediating effect of employees’trust in their leaders.According to social information processing theory, the pressure from external environment may have an impact on employees’voice behavior. Specially speaking, if there is no positive voice climate within the organization, employees will be less inclined to take part in voice behavior although they trust their leaders. This is because employees may feel that their voice behavior has not been encouraged and recognized. Given all that, this article proposes that the voice climate may moderate the relationship between trust in leader and employees’voice behavior.This paper takes six companies in Jiangsu province as the research sample, and has collected 545 valid sample data. With the aid of data analysis tools, such as SPSS and Lisrel18.8, this paper has analyzed the sample data. Based on the data analysis results, all hypotheses proposed in this paper have been supported. At last, this paper concludes the research results and elaborates the theoretical and practical significance. Furthermore, this thesis illustrates the limitations clearly and gives some relevant suggestions and advice to the future studies.