Distinguishing Two Types of Employee Voice Experiences

Abstract

This study investigates whether employees’ “speaking up” and silence behaviors depend on their voice experiences with their leaders—that is, whether employees’ suggestions or ideas have been attitudinally respected or behaviorally implemented from the above. Integrating a sense-making perspective with the behavioral modification framework, we propose that employees with voice adoption experiences tend to perceive themselves as more “capable” (i.e., role-breadth self-efficacy), which then increases their voice behaviors while decreasing silence behaviors; Contrastingly, employees with voice responsiveness experiences are likely to feel more “energized” (i.e., positive affect) and voice more. A sample of 163 employees and their 38 direct supervisors from the fashion industry have supported all our hypotheses. Theoretical and practical implications and future research directions are discussed.