The Journal of applied psychology
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Comparative Study
Effects of message, source, and context on evaluations of employee voice behavior.
The article contained a production-related error. In Table 5, the four values in the rows for Study 1 Prosocial motives and Study 1 Constructive voice should have been shifted one column to the right, to the Direct and Total Performance evaluations columns. All versions of this article have been corrected.] Although employee voice behavior is expected to have important organizational benefits, research indicates that employees voicing their recommendations for organizational change may be evaluated either positively or negatively by observers. ⋯ We also examined the mediating effects of liking, prosocial motives, and perceptions that the voice behavior was constructive on the relationships between the source, message, and context factors and performance evaluations. Generally speaking, we found that at least one of the variables from each category had an effect on performance evaluations for the voicer and that most of these effects were indirect, operating through one or more of the mediators. Implications for theory and future research are discussed.
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Comparative Study
When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy.
Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). ⋯ Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2.
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Comparative Study
The effect of culture on the curvilinear relationship between performance and turnover.
Although researchers have theorized that there exists a curvilinear relationship between job performance and voluntary turnover, their research has been tested in the United States or culturally similar Switzerland. Through a study of the performance-turnover relationship from a multinational service-oriented organization in 24 countries, we demonstrate that the general relationship between performance and turnover is similar across countries but the details of that relationship change across countries. Using 4 cultural dimensions--in-group collectivism, power distance, uncertainty avoidance, and performance orientation--we find that cultural factors alter the overall probability of voluntary turnover and influence the degree of curvilinearity in the performance-turnover relationship. Our findings have implications for research on the performance-turnover relationship, turnover research, and practice.