Scholarlink

<p>Both helping and voice are usually regarded as a positive workplace behavior that benefits organizations in various ways. It might seem that employees will receive a “double reward” from supervisors if they not only help but also voice. However, this research challenges this view. Drawing upon role incongruity theory, we propose that employees who exhibit both voice and helping behaviors are likely to receive lower performance evaluations from their supervisors than those who exhibit only one of these behaviors via affective liking. Results from a multi-source field study and a scenario-based experiment consistently provided supporting evidence that helping (or voice) promoted managerial performance evaluation only when voice (or helping) was low, in which affective liking serves as the underlying mechanism. Implications for both theory and practice were discussed.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Go the extra mile, but not in one direction: The interactive effect between employee helping and voice on supervisory performance evaluation

  • 期刊论文

  • 发表日期：

    2025年1月4日

查看全文
  • Jian Guan,
  • Yushen Shi

摘要

Both helping and voice are usually regarded as a positive workplace behavior that benefits organizations in various ways. It might seem that employees will receive a “double reward” from supervisors if they not only help but also voice. However, this research challenges this view. Drawing upon role incongruity theory, we propose that employees who exhibit both voice and helping behaviors are likely to receive lower performance evaluations from their supervisors than those who exhibit only one of these behaviors via affective liking. Results from a multi-source field study and a scenario-based experiment consistently provided supporting evidence that helping (or voice) promoted managerial performance evaluation only when voice (or helping) was low, in which affective liking serves as the underlying mechanism. Implications for both theory and practice were discussed.