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<p>Although leaders may not always accept employee voice, research remains limited on how employees respond to voice rejection. Drawing on self-consistency theory, this study explores the consequences of voice rejection, identifying for whom and under what conditions these consequences are more or less significant. We propose that leader rejection of voice diminishes employees’ organization-based self-esteem (OBSE), which subsequently leads to lower levels of both voice frequency and voice quality. Furthermore, this effect is amplified among employees who perceive themselves as overqualified (POQ, an individual characteristic), and this moderating relationship is weakened by flexibility-oriented human resource management (FHRM, an organizational context). We conducted three studies to test our hypotheses: In Study 1a, we experimentally manipulated voice rejection, POQ, and FHRM. In Study 1b, we manipulated voice rejection and directly measured POQ and FHRM to further examine the proposed model. Both studies supported our hypotheses. In Study 2, using time-lagged multisource survey data, we replicated the findings of Study 1, except for the two-way interaction between voice rejection and POQ on OBSE. We discuss theoretical and practical implications for understanding employee voice dynamics within organizational settings.</p>

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How does voice rejection influence future voice behavior? the moderating role of perceived overqualification and flexibility-oriented human resource management

  • 期刊论文

  • 发表日期：

    2026年5月2日

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  • Yanan Dong,
  • Limei Zhang,
  • Zixiang Ma,
  • Haijiang Wang

摘要

Although leaders may not always accept employee voice, research remains limited on how employees respond to voice rejection. Drawing on self-consistency theory, this study explores the consequences of voice rejection, identifying for whom and under what conditions these consequences are more or less significant. We propose that leader rejection of voice diminishes employees’ organization-based self-esteem (OBSE), which subsequently leads to lower levels of both voice frequency and voice quality. Furthermore, this effect is amplified among employees who perceive themselves as overqualified (POQ, an individual characteristic), and this moderating relationship is weakened by flexibility-oriented human resource management (FHRM, an organizational context). We conducted three studies to test our hypotheses: In Study 1a, we experimentally manipulated voice rejection, POQ, and FHRM. In Study 1b, we manipulated voice rejection and directly measured POQ and FHRM to further examine the proposed model. Both studies supported our hypotheses. In Study 2, using time-lagged multisource survey data, we replicated the findings of Study 1, except for the two-way interaction between voice rejection and POQ on OBSE. We discuss theoretical and practical implications for understanding employee voice dynamics within organizational settings.