Research On The Influence Mechanism Of New Generation Employees' Voice Behavior

In the era of Internet plus, Chinese enterprises are experiencing tremendous business change. Whether internet companies or traditional companies, they are required to make decisions quickly in order to gain competitive advantages in a highly uncertain environment. Employee voice behavior as a positive extra-role behavior can help managers improve decision-making and management efficiency, correct deviations before the deterioration of organizational issues, and ensure organizational flexibility, innovation and competitiveness. Especially for those new generation employees, they are Internet-Aboriginal, have a keen perception and curiosity on new things, superior ability to obtain information, as well as a higher level of education. Their innovative ideas and thoughts are the power of business change and innovation. Besides, In order to understand customer needs and enhance their sense of the experience, enterprises should value their suggestions because they are the spokesperson of this era and they have very high demands of the free ideas expression. However, Chinese traditional culture emphasizes the authority of leadership and community harmony, so voice behavior is often seen as a challenge to the authority of superiors and destruction of group harmony. Besides the new generation employee's personality, values, work methods has a great differences from the older generation, so new generation employees face with greater risk and pressure. The lack of environment for the voice makes them feel frustrated, and even intend to resign, this is detrimental to their potential mining. Therefore, in the context of Chinese culture, exploring the impact mechanisms of the new generation employee'voice behavior have a strong practical significance.This study focuses on the issues of the new generation employees'voice behavior, closely linked to the characteristics of the sample, from two perspectives of individual characteristics and contextual features, to inspect the relationship between work values, inclusive leadership and voice behavior. Besides, this study bases on the interaction of the triple model of social cognitive theory to study the moderating role of work values and the mediating role of psychological safety between inclusive leadership and voice behavior relations. This study builds a new impact mechanism model of employee voice behavior. This study uses the paper questionnaire method to investigate 286 new generation employees. The main conclusions are as follows:(1) New generation employees' work values are generally high. (2) Inclusive leadership has a positive influence on voice behavior, psychological safety plays a full mediating role. (3) New generation employees' work values have a positive impact on voice behavior, the intrinsic preferences and innovation-oriented dimension influence voice behavior significantly. (4) The moderating role of work values in the relationship between inclusive leadership and voice behavior is not supported by empirical research. Possible reason is that voice behavior as a challenging-promoting organizational citizenship behavior is greater influenced by the environment than the individual factors. Also because the study is focused on the new generation employees, the homogeneity of sample is strong. However, the conclusions highlight the importance of the inclusive leadership which will guide the management practices.