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Voice Behavior, Supervisor Attribution and Employee Performance Appraisal
Employees contribute to the sustainability of organizations in many ways, yet the specific impact of employee voice on employee performance appraisal, as an element of organization sustainability, is not clear. Based on the attribution theory, we present a model to investigate the relationship between employee voice and employee performance appraisal. Using the PLS (Partial Least Squares) method, we test our model’s hypotheses with 273 dyads of supervisor-employee questionnaires administered on a branch of a state-owned enterprise in China. The results show that promotive voice is positively attributed to prosocial motives and constructive motives, while prohibitive voice is not significantly attributed to prosocial motives and constructive motives. The attribution of prosocial motives and constructive motives has a significant and positive effect on employees’ performance appraisal. Moreover, the attribution of prosocial motives and constructive motives fully mediates the relationship between promotive voice and performance appraisal, but has no mediating effects on the relationship between prohibitive voice and performance appraisal.
Voice Behavior, Supervisor Attribution and Employee Performance Appraisal
Employees contribute to the sustainability of organizations in many ways, yet the specific impact of employee voice on employee performance appraisal, as an element of organization sustainability, is not clear. Based on the attribution theory, we present a model to investigate the relationship between employee voice and employee performance appraisal. Using the PLS (Partial Least Squares) method, we test our model’s hypotheses with 273 dyads of supervisor-employee questionnaires administered on a branch of a state-owned enterprise in China. The results show that promotive voice is positively attributed to prosocial motives and constructive motives, while prohibitive voice is not significantly attributed to prosocial motives and constructive motives. The attribution of prosocial motives and constructive motives has a significant and positive effect on employees’ performance appraisal. Moreover, the attribution of prosocial motives and constructive motives fully mediates the relationship between promotive voice and performance appraisal, but has no mediating effects on the relationship between prohibitive voice and performance appraisal.
Voice Behavior, Supervisor Attribution and Employee Performance Appraisal
Xiaoyan Su (author) / Yating Liu (author) / Nancy Hanson-Rasmussen (author)
2017
Article (Journal)
Electronic Resource
Unknown
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