EXPLORING NONLINEARITY IN EMPLOYEE VOICE: THE EFFECTS OF PERSONAL CONTROL AND ORGANIZATIONAL IDENTIFICATION
Controlling case questions:
1. Who’s Worldwide Spirits and Glenmedia? What’s their relation?
2. What’s Glenmedia’s strength and competitiveness?
3. What’s Glenmedia’s marketing objectives and related activities? How’s the outcome of these marketing activities?
4. What are Glenmedia’s R&D objectives and related activities? How’s the outcome of these R&D activities?
5. How to balance the development between marketing and R&D department?
6. Are there any financial tools to control the performance and cost of marketing and R&D department? How to perform the controlling
Academy of Management Journal
2008, Vol. 51, No. 6, 1189–1203.
EXPLORING NONLINEARITY IN EMPLOYEE VOICE: THE EFFECTS OF PERSONAL CONTROL AND ORGANIZATIONAL IDENTIFICATION
SUBRAHMANIAM TANGIRALA University of Maryland
RANGARAJ RAMANUJAM Vanderbilt University
We investigated the relationship between personal control—employees’ perceptions of autonomy and impact at work—and voice—employees’ expression of challenging but constructive work-related opinions, concerns, or ideas. Specifically, we developed and tested an explanation that integrates two conceptual perspectives (i.e., dissatisfaction- based versus expectancy-based) on the effects of personal control. Using data from 586 nurses, we found that the relationship between personal control and voice was U- shaped. Further, organizational identification acted as a moderator: When personal control was low, voice was lower for employees with stronger identification. When personal control was high, voice was higher for employees with stronger identification. The growing complexity of the work environ- ment is placing considerable information-process- ing demands on managers (Chakravarthy, McEvily,
Doz, & Rau, 2003). More than ever, they are now compelled to go beyond formal communication mechanisms and rely on employees’ voluntary con- tribution of ideas and information to the decision-
making
1. Who’s Worldwide Spirits and Glenmedia? What’s their relation?
2. What’s Glenmedia’s strength and competitiveness?
3. What’s Glenmedia’s marketing objectives and related activities? How’s the outcome of these marketing activities?
4. What are Glenmedia’s R&D objectives and related activities? How’s the outcome of these R&D activities?
5. How to balance the development between marketing and R&D department?
6. Are there any financial tools to control the performance and cost of marketing and R&D department? How to perform the controlling
Academy of Management Journal
2008, Vol. 51, No. 6, 1189–1203.
EXPLORING NONLINEARITY IN EMPLOYEE VOICE: THE EFFECTS OF PERSONAL CONTROL AND ORGANIZATIONAL IDENTIFICATION
SUBRAHMANIAM TANGIRALA University of Maryland
RANGARAJ RAMANUJAM Vanderbilt University
We investigated the relationship between personal control—employees’ perceptions of autonomy and impact at work—and voice—employees’ expression of challenging but constructive work-related opinions, concerns, or ideas. Specifically, we developed and tested an explanation that integrates two conceptual perspectives (i.e., dissatisfaction- based versus expectancy-based) on the effects of personal control. Using data from 586 nurses, we found that the relationship between personal control and voice was U- shaped. Further, organizational identification acted as a moderator: When personal control was low, voice was lower for employees with stronger identification. When personal control was high, voice was higher for employees with stronger identification. The growing complexity of the work environ- ment is placing considerable information-process- ing demands on managers (Chakravarthy, McEvily,
Doz, & Rau, 2003). More than ever, they are now compelled to go beyond formal communication mechanisms and rely on employees’ voluntary con- tribution of ideas and information to the decision-
making
References: Aguinis, H., Beaty, J. C., Boik, R. J., & Pierce, C. A. 2005. Aiken, L. S., & West, S. G. 1991. Multiple regression: Testing and interpreting interactions Aronson, E. 1992. The social animal. New York: Free- man. Ashford, S. J., & Barton, M. 2007. Identity-based issue selling Ashforth, B. E., & Mael, F. 1989. Social identity theory and the organization Ashforth, B. E., & Saks, A. M. 2000. Personal control in organizations: A longitudinal investigation with Avery, D. R., & Quinones, M. A. 2002. Disentangling the˜ effects of voice: The incremental roles of opportu- Bandura, A. 1997. Self-efficacy: The exercise of control. Barker, J. R., & Tompkins, P. K. 1994. Identification in the self-managing organization: Characteristics of target Bender, K. A., &. Sloane, P. J. 1998. Job satisfaction, trade unions, and exit-voice revisited Bennett, R. J., & Robinson, S. L. 2003. The past, present, and future of workplace deviance research Brehm, J. W. 1966. A theory of psychological reactance. Brehm, S. S. & Brehm, J. W. 1981. Psychological reac- tance: A theory of freedom and control Browne, M. W., & Cudeck, R. 1993. Alternative ways of assessing model fit Burger, J. M. 1992. Desire for control: Personality, so- cial, and clinical perspectives Burnham, K. P., & D. R. Anderson. 2002. Model selection and multimodel inference: A practical informa- Chakravarthy, B., McEvily, S., Doz, Y., & Rau, D. 2003. Cheney, G. 1983. The rhetoric of identification and the study of organizational communication Choi, J. N. 2007. Change-oriented organizational citizen- ship behavior: Effects of work environment charac- DeCharms, R. 1968. Personal causation: The internal affective determinants of behavior Detert, J. R., & Burris, E. R. 2007. Leadership behavior and employee voice: Is the door really open? Acad- Dillman, D. A. 2000. Mail and internet surveys: The tailored design method Dutton, J. E., Dukerich, J. M., & Harquail, C. V. 1994. Edmondson, A. C. 2003. Speaking up in the operating room: How team leaders promote learning in inter-