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Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation

Author

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  • Elad N. Sherf

    (Kenan-Flagler Business School, University of North Carolina, Chapel Hill, North Carolina 27599)

  • Subrahmaniam Tangirala

    (Robert H. Smith School of Business, University of Maryland, College Park, Maryland 20742)

  • Vijaya Venkataramani

    (Robert H. Smith School of Business, University of Maryland, College Park, Maryland 20742)

Abstract

Voice, or employees’ upward expression of challenging but constructive concerns or ideas on work-related issues, can play a critical role in improving organizational effectiveness. Despite its importance, evidence suggests that many managers are often hesitant to solicit voice from their employees. We develop and test a new theory that seeks to explain this puzzling reluctance. Voice is a distinctive behavior that involves escalation of opinions, ideas, or concerns by employees to their managers with the expectation that they would respond by making systemic changes in their teams. Hence, we argue that managers are likely to solicit voice more when they perceive requisite discretion and influence (personal control) to effect changes in their teams. Additionally, because voice-driven change can cause short-term disruptions and bring about benefits typically only over time, we propose that managers act on their personal control to solicit more voice when they also possess adequate long-term orientation. We find support for our arguments across four studies using experimental as well as correlational methods. We discuss the conceptual and practical implications of our findings.

Suggested Citation

  • Elad N. Sherf & Subrahmaniam Tangirala & Vijaya Venkataramani, 2019. "Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation," Organization Science, INFORMS, vol. 30(3), pages 447-466, May.
    • Handle: RePEc:inm:ororsc:v:30:y:2019:i:3:p:447-466
    DOI: 10.1287/orsc.2018.1273
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    References listed on IDEAS

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    1. Frances J. Milliken & Elizabeth W. Morrison & Patricia F. Hewlin, 2003. "An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1453-1476, September.
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    4. Amy C. Edmondson, 2003. "Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1419-1452, September.
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    Cited by:

    1. Xue Tong Dong & Yang Woon Chung & Jeong Kwon Yun, 2023. "The Mediating Effects of Anxiety and Happiness and the Moderating Effect of Social Network Services for Employee Silence and Psychological Withdrawal Behavior," SAGE Open, , vol. 13(4), pages 21582440231, November.
    2. Chen, Chen & Wang, Tao & Jia, Ximeng, 2023. "Short-termism in financial decision-making: Uncovering the influence of managerial myopia on corporate financial asset allocation through MD&A textual analysis," International Review of Financial Analysis, Elsevier, vol. 90(C).
    3. Parke, Michael R. & Tangirala, Subrahmaniam & Sanaria, Apurva & Ekkirala, Srinivas, 2022. "How strategic silence enables employee voice to be valued and rewarded," Organizational Behavior and Human Decision Processes, Elsevier, vol. 173(C).
    4. Zhenzhen Zhang & Qiaozhuan Liang & Jie Li, 2022. "The Curvilinear Relationship between Employee Voice and Managers’ Performance Evaluations: The Moderating Role of Voice Consensus," Sustainability, MDPI, vol. 14(16), pages 1-14, August.

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