Research On The Impact Of Voice Behavior To Performance Evaluation In Supervisor-subordinate Relationships Perspective

Today, everything is changing and developing rapidly. If the organization wants to survive and develop in the rapidly changing environment, it has to keep reforming and innovating all the time. However, reformation and innovation need the wisdom of the employees, need them to put forward his own suggestions and opinions actively. Because of the constraints of Chinese traditional thoughts and the risk of voice behavior, Chinese employees know that the faithful admonitions are unpleasant to hear. They will not share their new ideas and tell others the problem of the enterprise they found, because they think the voice behavior will destroy the interpersonal harmony or be detrimental to their interests. Previous researches on the relationship between voice behavior and employees own interests have different conclusions. Therefore, it is important to clarify the relationship between the voice behavior and employees interests from both theory aspect and practice aspect. Voice behavior is a kind of interpersonal communication behavior. In the context of China, "guanxi" occupies an important status in the communication. It is also a kind of personal variables with Chinese characteristics. In an enterprise, the main phenomenon of "guanxi" is supervisor-subordinate "guanxi", the personal relationship outside work between supervisor and subordinate. We expanded the relationship between supervisor and subordinate by concluding both work and personal relationship. According to literature review, we defined work relationship as leader-member exchange, and personal relationship as supervisor-subordinate "guanxi". This study explored how voice behavior impacts employees’performance evaluation and its mechanism of action from the Angle of relationship between supervisor and subordinate.This study matched the supervisor and subordinate to survey three groups of employees, enterprise managers, technology researchers and administrators, measuring 73 groups which contains 233 pairs of samples. This research found that employees’ voice behavior concluding its two dimensions, promotive voice and prohibitive voice, can affect employees’performance evaluation significantly. Employees’voice behavior and its two dimensions can improve the quality of leader-member exchange and have an indirect effect on employees’performance behavior through leader-member exchange. What is more, supervisor-subordinate "guanxi" can significantly affect the quality of leader-member exchange positively. When supervisor-subordinate "guanxi" is at high level, voice behavior and prohibitive voice can affect quality of leader-member exchange more positively. However, the moderating role of supervisor-subordinate "guanxi" between promotive voice behavior and leader-member exchange is not significant. Finally, we discussed the conclusions of this research and pointed out the limitation of this study and future research direction.