What is it about?
In this paper, we demonstrate that fairness perceptions of employees regarding their interpersonal treatment from the supervisors, procedure used to determine the outcomes, and the outcomes are all important in explaining why employees will voice out ideas that can be helpful in improving the status quo.
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Why is it important?
Because such voicing behaviors that provide new ideas or suggestions for change and recommend modifications to standard procedures help improve organizational effectiveness
Perspectives
This was an interesting process as one of the reviewers required us to incorporate a measure of uncertainty directly as s/he insisted that we need to directly test uncertainty management theory. My coauthors and I used to proxies job and occupational tenure as proxies for such uncertainty (longer tenure, less uncertainty) and found that the three-way interactive effects of justice facets (interpersonal, procedural, and distributive) acted in an expected manner, despite us testing four-way interaction effects here.
Professor Riki Takeuchi
University of Texas at Dallas
Read the Original
This page is a summary of: APPLYING UNCERTAINTY MANAGEMENT THEORY TO EMPLOYEE VOICE BEHAVIOR: AN INTEGRATIVE INVESTIGATION, Personnel Psychology, May 2012, Wiley,
DOI: 10.1111/j.1744-6570.2012.01247.x.
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