For the Presentation at NCA 2012 @ Orlando, FL
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Transcript of For the Presentation at NCA 2012 @ Orlando, FL
To “Voice” or Not, and How?
Masaki MatsunagaCollege of Business, Rikkyo Univ.
Employee “Voice” Strategy Use and Its Antecedents
Employee “Voice” Strategy Use and Its Antecedents
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Conceptualization ofEmployee “Voice”
Employee “Voice” Strategy Use and Its Antecedents
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About Work-Related Issues
Employee “Voice” Strategy Use and Its Antecedents
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Intend To Improve Work Group
Employee “Voice” Strategy Use and Its Antecedents
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NOT Merely To Criticize
Employee “Voice” Strategy Use and Its Antecedents
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Challenge status quo = Risky
Employee “Voice” Strategy Use and Its Antecedents
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Hypotheses & RQof the Current Study
Employee “Voice” Strategy Use and Its Antecedents
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What Predicts Employees’Speaking Up?
Employee “Voice” Strategy Use and Its Antecedents
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How Do EmployeesCommunicate Their “Voice”?
Employee “Voice” Strategy Use and Its Antecedents
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Method & Results
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N = 539 full-timers in JPN(Age M = 28.4 yrs, SD = 5.1)
3-Wave Online Survey(2-week interval; response rate = 77.0%)
Employee “Voice” Strategy Use and Its Antecedents
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“Voice” Strategy Measure= Risky Revelation Strategies (Afifi & Steuber, 2009)
Employee “Voice” Strategy Use and Its Antecedents
Directness
IncrementalDisclosure
“Entrapment”
Preparation & Rehearsal
Third-Party Revelation
Indirect Medium
Employee “Voice” Strategy Use and Its Antecedents
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Direct (approx. 10%)
Speak up “voice”face-to-face
Little use of CMC
Employee “Voice” Strategy Use and Its Antecedents
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Deniable (approx. 20%)
Third-Party or“Entrapment”
Employee “Voice” Strategy Use and Its Antecedents
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Careful (approx. 20%)
Express “Voice”only incrementally
Employee “Voice” Strategy Use and Its Antecedents
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Multichannel (approx. 8%)
Express “Voice”through various channels
Employee “Voice” Strategy Use and Its Antecedents
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Undisclosed (approx. 45%)
Almost no “voice”
Vast majority
Employee “Voice” Strategy Use and Its Antecedents
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Discussion
Employee “Voice” Strategy Use and Its Antecedents
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Employees convey “voice” through various approaches
Employee “Voice” Strategy Use and Its Antecedents
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Those who explicitly speak upmay NOT be true opinion leaders
Employee “Voice” Strategy Use and Its Antecedents
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Need to identify appropriatetheoretical frameworks
Employee “Voice” Strategy Use and Its Antecedents
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Need to explore nomological netof employee voice dynamics
Employee “Voice” Strategy Use and Its Antecedents
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Need to clarify cultural influenceon employee voice dynamics
Employee “Voice” Strategy Use and Its Antecedents
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Need to develop and validatea new measurement scale
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Thank youMasaki MatsunagaCollege of Business, Rikkyo Univ.
Employee “Voice” Strategy Use and Its Antecedents
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What Predicts Employees’Speaking Up?
Employee “Voice” Strategy Use and Its Antecedents
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Direct (approx. 10%)
Strong intentionand peer support
Impartial supervisor
Employee “Voice” Strategy Use and Its Antecedents
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Deniable (approx. 20%)
Strong intention, but little support
Strong partialityat workplace
Employee “Voice” Strategy Use and Its Antecedents
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Careful (approx. 20%)
Seek close tie withsupervisor
Not affected bypeers or workplaceenvironment
Employee “Voice” Strategy Use and Its Antecedents
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Multichannel (approx. 8%)
Fear missing opportunities
Strong support bypeers and impartialsupervisor
Employee “Voice” Strategy Use and Its Antecedents
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Undisclosed (approx. 45%)
Little peer support
Strong partialityat workplace