| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 102 === Employee voice reflects the extent to which employees actively participate in organizational operations and propose suggestions to correct the organizational problems in a timely manner and find out potential threats. Previous studies have found that employee voice are beneficial for enhancing organizational efficiency and decision quality, hence, investigation the antecedents of employee voice has become one of popular research topics. The present study discussed the boundary condition for negative mood and prohibitive voice behavior based on the voice behavior model proposed by Morrison (2011). Based on such model, employee tenure and leader-member exchange are chosen as moderators and the mediated-moderation model of voice motivation is further developed.
In order to test the proposed mediated moderation model, the present study applied the experience sampling method to collect daily data from actual employees across 10 working days (two weeks). In total, the data is composed of 1618 daily-surveys from 162 employees who worked in different sectors. The results of the hierarchical linear modeling analyses showed that: (1) When employees’ tenure or leader-member exchange is high, employees’ daily negative moods are positively related to prohibitive voice; (2) The interactive effect between leader-member exchange and employees’ daily negative moods on prohibitive voice was partial mediated by employees’ voice motivation.
According to the results, the implications for practice are proposed as follows: (1) organizations should encourage employees to express more voice behaviors, and establish positive voice environment; (2) the managers should show the same respect of opinions from in-or-out group members; (3) employees in negative moods should actively provide the organization or the managers constructive ideas with a positive view.
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