The Voice Behavior in Organization: The Study of Employee’s Goal Orientation and Supervisor’s Voice Behavior

• Main Author: 張宣苹
• Other Authors: 郭建志
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/4t4vt8

碩士 === 國立政治大學 === 心理學研究所 === 102 === In today’s hypercompetitive business environment, employees’ voice behavior has become even more important to organizations. Many references also showed that employees’ voice behavior can bring benefits to organizations, such as improved organizational decision quality, innovation, and enhancing team performance. To build toward a comprehensive understanding of voice behavior in organizations, the purpose of this research are as follows: (1) to demonstrate how different goal orientations predict employees’ voice behavior, (2) to explore the results of employees’ voice behavior from the perspectives of the supervisor, co-worker, and individual, (3) to demonstrate the mediator role between different goal orientation and outcome variables, and (4) to demonstrate the influence of supervisors’ voice behavior on employees’ voice behavior. With data collected from 157 supervisors and 242 employees to examine the hypothesized relationships, the present study also utilizes the dyad approach. The results showed that (1) both prove goal orientation and avoid goal orientation are positively related to challenge voice and supportive voice, (2) both challenge voice and supportive voice mediated prove goal orientation and organizational based self-esteem respectively, but didn’t play mediators role neither on goal orientation and employee’s performance from supervisor’s view nor on goal orientation and workplace ostracism, and (3) supervisors’ voice behavior has no moderating effect on goal orientation and employee’s voice behavior. In conclusion, the present study showed that goal orientation have the influence on voice behavior, and both challenge voice and supportive voice mediated prove goal orientation and organizational based self-esteem respectively. Finally, theoretical implications, practical implications, limitations and future directions are discussed for managers’ and researchers’ reference.