Department of Management
Applying uncertainty management theory to employee voice behavior: An integrative investigation
Drawing on uncertainty management theory, this study integrates justice research with the elaboration likelihood model and considers employee voice behavior as a function of 3 (interpersonal, procedural, and distributive) facets of justice perceptions in combination. Specifically, a positive relationship is hypothesized between interpersonal justice and employee voice behavior, which is buffered by high procedural justice. This 2-way interaction effect is also examined to determine whether it would be mitigated by low distributive justice. Results from a sample of 395 manager-employee dyads provide support for these predictions. Furthermore, results from a supplementary analysis show that the 3-way interaction effect on employee voice behavior was more pronounced for those who had a high feeling of uncertainty (i.e., those with a shorter job tenure or occupational tenure). Theoretical and practical implications of the findings are discussed. © 2012 Wiley Periodicals, Inc.
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Takeuchi, R., Chen, Z., & Cheung, S. (2012). Applying uncertainty management theory to employee voice behavior: An integrative investigation. Personnel Psychology, 65 (2), 283-323. https://doi.org/10.1111/j.1744-6570.2012.01247.x