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The proactive nature of employee voice: The facilitating role of supervisor developmental feedback

Published online by Cambridge University Press:  17 July 2023

Hataya Sibunruang Open the ORCID record for Hataya Sibunruang [Opens in a new window]  and
Norifumi Kawai
Hataya Sibunruang*
Affiliation:
Waikato Management School, University of Waikato, Gate 7, Hillcrest Road, Hamilton 3240, New Zealand
Norifumi Kawai
Affiliation:
Department of Business Sciences, University of Bergamo, Via Salvecchio, 19, 24129 Bergamo BG, Italy
*
Corresponding author: Hataya Sibunruang, Email: hataya.sibunruang@waikato.ac.nz
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Abstract

Drawing upon Parker, Bindl, and Strauss' [(2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827–856] model of proactive motivation, we provide an explanation for how employees who exhibit a high need for achievement can take a proactive initiative through the expression of voice. Importantly, the extent to which employee voice can bring about desired changes depends largely on how positively received the behavior is by those in higher positions, such as supervisors. In this regard, we further highlight the facilitating role of supervisor developmental feedback in shaping the effectiveness of voice behavior. Data from 392 independently matched subordinate–supervisor dyads from Japan provide empirical support for proposed relationships as follows: (a) there is a positive mediating relationship between the need for achievement, employee voice, and supervisors' evaluations of employee task performance and discretionary work effort, and (b) the mediating relationship becomes stronger when supervisor developmental feedback is high. Theoretical and practical implications are further discussed.

Keywords

employee voiceneed for achievementproactive behaviorsupervisor developmental feedbacksupervisors' assessments
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 19
Copyright
Copyright © The Author(s), 2023. Published by Cambridge University Press in association with the Australian and New Zealand Academy of Management

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