The Influence Of Employee Performance On Voice Behavior

At present,the internal and external operating environment faced by enterprises is more and more complex and changeable,and the problems can no longer be solved solely by relying on the information and knowledge owned by managers.Therefore,it is particularly important for enterprises to fully mobilize employees’ work initiative,give full play to the role of human capital,and encourage and promote employees’ voice behavior.Voice behavior can promote organizational reform and improve organizational operating efficiency.However,it may have certain risks for voice builders,and not all employees are willing to have voice behavior.When employees find out the potential crisis and problems to be solved in the organization,they may choose to remain silent instead of voice behavior for various reasons.Therefore,to discuss the occurrence mechanism of voice behavior in organizations and how to encourage and increase voice behavior is a common concern of academic and business circles.According to the research,the antecedent variables affecting voice behavior are mainly divided into individual factors and situational factors.There are relatively many researches on individual factors in the existing researches,which mainly focus on personal traits and work attitude,but few researches on the more measurable and quantifiable individual factors such as employee job performance.As is known to all,job performance has always been the research focus of enterprise managers and many scholars in the field of human resource management.Job performance is of vital importance for enterprises to achieve business goals and enhance their competitiveness.Therefore,it is of great significance to explore the influence mechanism of employee performance on voice behavior.Therefore,this paper attempts to establish a moderated mediation model from the perspective of social exchange theory to explore the influence mechanism of employee’s job performance on their voice behavior.From the perspective of core self-evaluation,this paper explores the different moderating effects of the perceived power of employees with different levels of core self-evaluation on the mediating effect of employee performance on voice behavior.Firstly,through the review of a large number of previous literature,the four variables of employee performance,sense of power,core self-evaluation and voice behavior are defined and explained in as much detail as possible.Secondly,on the basis of the previous research results of many scholars,the innovation points of the application of the four variables in a specific environment are deeply excavated,and the theoretical hypothesis and research model of the research are proposed.Thirdly,on the basis of collecting the research data,SPSS20.0and AMOS24.0 were used to conduct statistical analysis on the questionnaire data to verify the research model and theoretical hypothesis.Finally,the research results are discussed,the theoretical contributions and management suggestions of the research are pointed out,the shortcomings are analyzed,and the future research directions are prospected.This paper has a theoretical contribution to understanding the impact of employee job performance on individual behavior,enriching the research literature on employee job performance and voice behavior,and has a practical value for effectively guiding employees with high job performance to engage in voice behavior.The results of this study are as follows:(1)Employee performance has a positive effect on voice behavior,indicating that high performance of employees will promote the occurrence of voice behavior.(2)Employee performance has a positive effect on the sense of power,indicating that employees with high performance will have a stronger sense of power.(3)Perceived power mediates the relationship between employee performance and voice behavior.(4)Core self-evaluation moderates the positive correlation between employee performance and perceived power,that is,when the employee’s core self-evaluation is high,the impact of employee performance on perceived power is stronger,otherwise,the impact is weakened.(5)Core self-evaluation moderates the mediating effect of perceived power on the relationship between employee performance and voice behavior,that is,when the core self-evaluation is high,the mediating effect of perceived power is stronger,and vice versa.