Voice Behavior, Supervisor Attribution and Employee Performance Appraisal
AbstractEmployees contribute to the sustainability of organizations in many ways, yet the specific impact of employee voice on employee performance appraisal, as an element of organization sustainability, is not clear. Based on the attribution theory, we present a model to investigate the relationship between employee voice and employee performance appraisal. Using the PLS (Partial Least Squares) method, we test our model’s hypotheses with 273 dyads of supervisor-employee questionnaires administered on a branch of a state-owned enterprise in China. The results show that promotive voice is positively attributed to prosocial motives and constructive motives, while prohibitive voice is not significantly attributed to prosocial motives and constructive motives. The attribution of prosocial motives and constructive motives has a significant and positive effect on employees’ performance appraisal. Moreover, the attribution of prosocial motives and constructive motives fully mediates the relationship between promotive voice and performance appraisal, but has no mediating effects on the relationship between prohibitive voice and performance appraisal. View Full-Text
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Su, X.; Liu, Y.; Hanson-Rasmussen, N. Voice Behavior, Supervisor Attribution and Employee Performance Appraisal. Sustainability 2017, 9, 1829.
Su X, Liu Y, Hanson-Rasmussen N. Voice Behavior, Supervisor Attribution and Employee Performance Appraisal. Sustainability. 2017; 9(10):1829.Chicago/Turabian Style
Su, Xiaoyan; Liu, Yating; Hanson-Rasmussen, Nancy. 2017. "Voice Behavior, Supervisor Attribution and Employee Performance Appraisal." Sustainability 9, no. 10: 1829.
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