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Speaking Up vs. Being Heard: The Disagreement Around and Outcomes of Employee Voice
by
Burris, Ethan R.
, Romney, Alexander C.
, Detert, James R.
in
Agreements
/ Analysis
/ Arbeitsverhalten
/ Chain stores
/ Decision-making, Group
/ disagreement
/ Disputes
/ Employee empowerment
/ Employee management relations
/ Employee supervision
/ employee voice
/ Employees
/ Exit-Strategie
/ Filiale
/ Forecasts and trends
/ Gastronomie
/ Hotel industry
/ Involuntary
/ Job performance
/ Job performance evaluation
/ Labour relations
/ Labour turnover
/ leadership
/ Managers
/ Modeling
/ Organizational behavior
/ Organizational behaviour
/ organizational citizenship behavior
/ Organizational communication
/ Perceptions
/ Performance evaluation
/ Personalführung
/ Personnel management
/ Prosocial behavior
/ Restaurants
/ Studies
/ Subordinate personnel
/ Subordinates
/ Superior subordinate relationship
/ Trucks
/ U.S.A
/ USA
/ Voice control
/ Voice overs
/ Voice recognition
2013
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Speaking Up vs. Being Heard: The Disagreement Around and Outcomes of Employee Voice
by
Burris, Ethan R.
, Romney, Alexander C.
, Detert, James R.
in
Agreements
/ Analysis
/ Arbeitsverhalten
/ Chain stores
/ Decision-making, Group
/ disagreement
/ Disputes
/ Employee empowerment
/ Employee management relations
/ Employee supervision
/ employee voice
/ Employees
/ Exit-Strategie
/ Filiale
/ Forecasts and trends
/ Gastronomie
/ Hotel industry
/ Involuntary
/ Job performance
/ Job performance evaluation
/ Labour relations
/ Labour turnover
/ leadership
/ Managers
/ Modeling
/ Organizational behavior
/ Organizational behaviour
/ organizational citizenship behavior
/ Organizational communication
/ Perceptions
/ Performance evaluation
/ Personalführung
/ Personnel management
/ Prosocial behavior
/ Restaurants
/ Studies
/ Subordinate personnel
/ Subordinates
/ Superior subordinate relationship
/ Trucks
/ U.S.A
/ USA
/ Voice control
/ Voice overs
/ Voice recognition
2013
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Do you wish to request the book?
Speaking Up vs. Being Heard: The Disagreement Around and Outcomes of Employee Voice
by
Burris, Ethan R.
, Romney, Alexander C.
, Detert, James R.
in
Agreements
/ Analysis
/ Arbeitsverhalten
/ Chain stores
/ Decision-making, Group
/ disagreement
/ Disputes
/ Employee empowerment
/ Employee management relations
/ Employee supervision
/ employee voice
/ Employees
/ Exit-Strategie
/ Filiale
/ Forecasts and trends
/ Gastronomie
/ Hotel industry
/ Involuntary
/ Job performance
/ Job performance evaluation
/ Labour relations
/ Labour turnover
/ leadership
/ Managers
/ Modeling
/ Organizational behavior
/ Organizational behaviour
/ organizational citizenship behavior
/ Organizational communication
/ Perceptions
/ Performance evaluation
/ Personalführung
/ Personnel management
/ Prosocial behavior
/ Restaurants
/ Studies
/ Subordinate personnel
/ Subordinates
/ Superior subordinate relationship
/ Trucks
/ U.S.A
/ USA
/ Voice control
/ Voice overs
/ Voice recognition
2013
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Speaking Up vs. Being Heard: The Disagreement Around and Outcomes of Employee Voice
Journal Article
Speaking Up vs. Being Heard: The Disagreement Around and Outcomes of Employee Voice
2013
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Overview
This paper contributes to research on the outcomes of employee prosocial voice to managers by focusing on the relationships between voice and two managerially controlled outcomes: managerial performance ratings and involuntary turnover. Past research has considered voice from either the managerial or subordinate perspective individually and found that it can lead to positive outcomes because of its improvement-oriented nature. However, others have argued that voice can lead to unfavorable outcomes for employees. To begin resolving these competing perspectives, we examine agreement and disagreement between employees and their managers on the extent to which employees provide upward voice, proposing and demonstrating that considering either perspective alone does not fully capture how voice is related to employee outcomes. Findings from a study of 7,578 subordinates and their 335 general managers within a national restaurant chain indicate that
agreement
between employees and managers that employees display a high level of voice leads to favorable outcomes for employees. Our findings then extend existing research by showing that supervisor–subordinate
disagreement
around voice also helps explain employee outcomes—namely, how negative outcomes arise as a result of employees overestimating their voice relative to their managers' perspective and how positive outcomes result when employees underestimate their upward voice.
Publisher
INFORMS,Institute for Operations Research and the Management Sciences
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