مقاله انگلیسی رایگان در مورد نقش خودكارآمدي و رهبري تحول گرا در رضايت شغلي – اسپرینگر 2018

Introduction

Voice behavior, or Bconstructive change-oriented communication intended to improve the situation^ (LePine and Van Dyne 2001, p. 326), contributes to organizational effectiveness (Hsiung and Tsai 2017). It is believed to be a multifaceted construct (Maynes and Podsakoff 2014). According to Liang et al. (2012), voice can be divided into two types: promotive and prohibitive. Specifically, promotive voice aims to improve organizational functioning by putting forward innovative ideas and suggestions, while prohibitive voice attempts to prevent organizational failures by expressing concerns and worries. Both promotive and prohibitive voice are important for organizations (Lin and Johnson 2015), and how to stimulate promotive or prohibitive voice has drawn much attention from prior studies (e.g., Kakkar et al. 2016; Qin et al. 2014; Wei et al. 2015). However, little is known about the unique consequences of these behaviors, especially on the actors who engage in either promotive or prohibitive voice (Lin and Johnson 2015). According to the voice literature (Bashshur and Oc 2015), the relationships linking voice to job attitudes (e.g., organizational commitment and organizational disidentification) have been examined. Prior research has suggested that if voice behavior occurs, the actors’ attitudes, especially their satisfaction in the workplace, tend to improve (Purcell 2003). Job satisfaction is one of the most studied job attitudes in organizational research (Currivan 2000), reflecting a person’s positive attitudes towards his or her job (Saari and Judge 2004). However, the effect of voice on job satisfaction does not receive enough attention (Holland et al. 2011), not to mention the consideration of the types of voice. Thus, the current research tries to clarify the influence of voice behavior on employees’ job satisfaction under promotive and prohibitive voice framework. Recently, theoretical arguments have emphasized psychological mechanisms, which help us better understand the linkages of voice to its outcomes (Ng and Feldman 2012). Previous research has suggested that promotive and prohibitive voice would trigger individuals’ regulatory focus (Li et al. 2017a, b), which is a vital component of shaping individual motivations (Kark and Van Dijk 2007; Van Dijk and Kluger 2011). Self-efficacy, defined as Bindividuals’ perceptions of their ability to execute a specific task^ (Walumbwa et al. 2011, p. 204), is a motivational construct (Zhao et al. 2005) and has been proved as a significant antecedence to influence an individual’s job satisfaction (Judge and Bono 2001). Accordingly, voice behavior may influence employee job satisfaction via self-efficacy. However, little work has been done to examine the mediating mechanisms linking voice behavior to outcomes, let alone the mediating effects of self-efficacy in this relationship. Therefore, self-efficacy is introduced as mediating mechanism whereby promotive and prohibitive voice may affect job satisfaction.