UM  > Faculty of Business Administration
Do embedded employees voice more?
Alice J.M. Tan; Raymond Loi; Long W. Lam; Lida L. Zhang
Source PublicationPersonnel Review
ABS Journal Level2

Purpose – The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship.

Design/methodology/approach – Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling.

Findings – Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice.

Practical implications – To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees.

Originality/value – This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

KeywordEmployee Voice Fairness Heuristic Theory Interactional Justice Job Embeddedness Job Embeddedness Theory
URLView the original
Indexed BySSCI
WOS Research AreaBusiness & Economics ; Psychology
WOS SubjectIndustrial Relations & Labor ; Psychology, Applied ; Management
WOS IDWOS:000462636900013
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Cited Times [WOS]:3   [WOS Record]     [Related Records in WOS]
Document TypeJournal article
CollectionFaculty of Business Administration
Corresponding AuthorAlice J.M. Tan
AffiliationDepartment of Management and Marketing, University of Macau, Taipa, Macao
First Author AffilicationUniversity of Macau
Corresponding Author AffilicationUniversity of Macau
Recommended Citation
GB/T 7714
Alice J.M. Tan,Raymond Loi,Long W. Lam,et al. Do embedded employees voice more?[J]. Personnel Review,2019,48(3):824-838.
APA Alice J.M. Tan,Raymond Loi,Long W. Lam,&Lida L. Zhang.(2019).Do embedded employees voice more?.Personnel Review,48(3),824-838.
MLA Alice J.M. Tan,et al."Do embedded employees voice more?".Personnel Review 48.3(2019):824-838.
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