Employee Behavior about Say Nothing but Good News： Development of Construct and Scale

• Main Authors: Shu-Ching Chang, 張淑卿
• Other Authors: Jen-Wei Cheng
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/47493819512053615077

博士 === 國立臺灣科技大學 === 企業管理系 === 103 === In order to sustain a competitive edge in the rapidly changing and complex business environment, e.g., fierce global competition, rapid technical progress and fast commercial model changes, companies must keep flexibility and adaptability. Therefore, more and more enterprises are paying attention to employees’ spontaneous constructive suggestions and expecting the suggestions can be helped to solve management problems in a timely manner, which will enhance organizational performance, activate organizations and sustain business development. However, in the real circumstance, some employees will rather be an ingratiator than speaking out truth so as to improve their interpersonal relations and enhance their own interests. Their voice behavior tends to be preferring good news and refraining bad news. Thus, in addition to the two common voice behaviors, i.e., speaking out constructive remarks honestly and always been silent, there are employees who will perform “ behavior about nothing but good news” to ensure their own interests, which is less explored in the previous literature. There are two main studies in the research.The study 1 is development the construct of employee behavior about say nothing but good news and development the scale of employee behavior about say nothing but good news . And the study 2 adopts person-environment transactional approach to explaint the relationship between the determinants and consequences of employee behavior about nothing but good news. This study will contribute to the extending prior research in the construct analysis of employee behavior about nothing but good news and existing literature in developing and validating employee behavior about nothing but good news scales for Taiwan’s employees. Finally, practical and theoretical implications will be addressed based on the research findings, as well as suggestions for future research in the employee behavior field.