Implicit Voice Delivery: Its Antecedents, Consequences, and Boundary Conditions

Although many organizations encourage employees to voice, employees may be reluctant to voice directly because they are afraid that their supervisors will perceive it as challenging their face (i.e., the positive image or social value of an individual). Alternatively, employees could deliver improvements or express concerns to their supervisors using indirect and implicit approaches, which we refer to as ‘implicit voice delivery’. Applying face theory, we examine the antecedents and outcomes as well as two boundary conditions of implicit voice delivery in organizations with two studies. In Study 1, we define the construct and develop a measure of implicit voice delivery. In Study 2, we test our proposed model with supervisor-subordinate dyadic data from a time-lagged survey. Results demonstrate that concern for other people's face drives employees to express their voices implicitly and that this relationship is stronger when supervisors’ concern for their own face is high rather than low. In addition, implicit voice delivery is associated with supervisors’ favorable response in terms of voice endorsement. Furthermore, the effect on voice endorsement is stronger when the supervisor is more able to infer meaning from implicit messages. Theoretical contribution and managerial implications are discussed. 虽然很多组织都鼓励员工建言，但是员工往往会因为怕伤害领导的面子（即：个体的正面形象或社会价值）不愿意直白建言，而更可能用间接和隐晦的方式向领导提出对工作的担忧或者改进意见。我们称之为为“含蓄式建言”。基于面子理论，我们用两个研究来探寻含蓄式建言的前因、后果及两种边界条件。在第一个研究中，我们定义并开发了含蓄式建言的量表。在第二个研究中，我们用领导-下属配对的时间滞差式问卷法检验了我们的上述基本假设。结果表明，员工对领导面子的顾虑使他们更多地采用含蓄式建言方式，并且这种做法在领导者更在意自己面子的时候得到强化。此外, 领导更愿意采纳含蓄式建言，而且当领导有较好的语义推断能力时，他们采纳含蓄建言的可能性更高。最后，文章讨论了研究结果的理论贡献与实践意义。