INFLUENCE OF EMPLOYEES' FELT TRUST ON THEIR VOICE BEHAVIOR: THE ROLES OF PSYCHOLOGICAL SAFETY AND TEAM VOICE ATMOSPHERE
Article Sidebar
Main Article Content
บทคัดย่อ
Based on social exchange theory and social cognitive theory, this paper reveals the mechanism of employees' felt trust on their voice behavior. The analysis of the data of the 400 questionnaires showed that employees' felt trust is positively related to their voice behavior and psychological safety, and psychological safety is positively related to individual voice behavior. Psychological safety plays a role in mediating the relationship between employees' felt trust and individual voice behavior. In addition, team voice atmosphere has an obvious and positive effect on psychological safety which mediates an employee's felt trust and his/her voice behavior, that is, in the case of an active team voice atmosphere, the mediating effect of employees' felt trust on individual voice behavior through psychological safety is stronger. This study aims to provide important guidance and practical significance for managers to reasonably improve employees' felt trust and promote their voice behavior.
Article Details
References
Detert, J. R., &Burris, E. R. (2007). Leadership Behavior and Employee Voice: Is the Door Really Open?. Academy of Management Journal,50(4):869-884.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly,44(2):350-383.
Frazier, M.L., & Bowler, W.M. (2015). Voice climate, supervisor undermining, and work outcomes: a group-level examination. Journal of Management,41(3):841-863.
Liang, J., Farh, C. I. C., & Farh, J.L. (2012). Psychological Antecedents of Promotive and Prohibitive voice: A Two-Wave Examination. Academy of Management Journal, 55(1):71-92.
Wang, Hongli. (2018). Aftermath of Being Trusted: Dual-path research on perception of superior trust. Business and Management Journal, 40(6): 69-85.
Wang, Hongli, Zhang, Quanjun. (2016). The Cost for Being Trusted: Influence relations of employees' perception of superior trust, role-based workload, working pressure and emotional exhaustion. Journal of Management World, (8):110-125+136+187-188.