Abstract
The purpose of this study was to delve into the underlying mechanism and contextual boundary condition of the U-shaped relationship between job control and voice at the episode level within the framework of conservation of resources theory. Adopting a two-wave experience sampling method, this study collected 265 matched cases nested in 53 Chinese employees for 5 consecutive days. By hierarchical linear regression, the U-shaped effect of job control on voice at the episode level was replicated. Furthermore, the mediating role of emotional resistance (ER) to change and to the moderating role of supervisor developmental feedback (SDF) was examined. Job control has a U-shaped effect on day-level voice and an inverted U-shaped effect on trait ER, which mediates the curvilinear relationship between job control and day-level voice. Daily SDF moderates the curvilinear relationship between job control and day-level voice such that daily SDF buffers the negative relationship between low job control and day-level voice, as well as amplifies the positive relationship between high job control and day-level voice. The current study unveils the mediating states and contextual boundary conditions of the curvilinear relationship between job control and day-level voice by testing the mediating role of ER and moderating role of SDF at the episode level, thereby further contributing to the literature on voice.
Highlights
Faced with fierce market competition, employee voice is currently regarded as a necessary ingredient for the effectiveness, and even, survival of organizations (Glauser, 1984; Janssen & Gao, 2015)
Drawn from the resource-acquisition and resource-conservation perspectives, we developed and tested the indirect U-shaped effect of job control on voice through emotional resistance (ER)
We examined the moderating role of supervisor developmental feedback (SDF)
Summary
Faced with fierce market competition, employee voice is currently regarded as a necessary ingredient for the effectiveness, and even, survival of organizations (Glauser, 1984; Janssen & Gao, 2015). Studies have revealed that employee voice improves organizational learning and promotes the superior detections of errors (Kremer et al, 2019). Both results manifest the importance of employee voice. Previous research has shown that voice could only be performed strategically because voice means to challenge current relationships and change the status quo in organizations (Ng & Feldman, 2012), resulting in employees’ personal consumption of resources (Detert & Burris, 2007). Only with sufficient or the instant replenishment of resources could employees manifest voice behavior (Xu et al, 2015)
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