초록 열기/닫기 버튼
현대 조직은 급변하는 경영환경에 적응하고 지속적인 혁신을 이루기 위해 구성원이 주도적으로 자신의 의견을 개진하는 제언행동(voice behavior)을 필요로 한다. 그러나 제언행동은 근본적으로 현 상황을 변화시키려는 도전적이고 위험한 행동이기 때문에 이를 확보하기가 쉽지 않다. 본 연구는 제언행동을 조직의 긍정적 변화에 기여하는 촉진적 측면과 조직의 문제를 방지하기 위한 예방적 측면을 포함하는 재량적 의사소통 행위로 정의하고, 제언행동을 가능하게 하는 선행요인과 그 효과를 저해하는 조절요인의 영향을 구분하여 살펴보았다. 본 연구는 개인의 성과행동을 설명하는 능력-의지-기회(C-M-O) 모형을 참고하여 제언행동의 선행요인으로 구성원의 권력, 심리적 소유감, 리더-구성원 교환관계(LMX)를 선정하고, 관계갈등과 지위갈등을 포함하는 집단갈등을 조절요인으로 고려하여 선행요인의 직접효과와 집단갈등 지각의 조절효과를 검증하였다. 본 연구는 국내 유아용품 제조기업 B사의 24개 팀 구성원과 마케팅 서비스 기업 K사의 3개 팀 구성원 총 143명의 자료로 연구가설을 검증하였다. 분석 결과, 구성원의 권력과 LMX 정도는 예측한 바와 같이 제언행동과 유의적인 정(+)의 관계를 갖는 것으로 확인되었다. 반면, 구성원의 심리적 소유감은 예상과 달리 제언행동과 부(-)의 관계를 보였으며, 역 U자형의 비선형관계를 가질 가능성도 예상되었다. 또한 집단갈등 지각의 조절효과를 분석한 결과, 집단 내 영향력이 높은 구성원이 집단갈등을 지각했을 경우 더 많은 제언행동을 하는 것으로 나타났다. 이러한 결과가 집단 및 조직관리에 미치는 영향과 시사점을 논의하였다.
Employee voice behavior is one of the critical success factors of current organizations. Over the past decade, a plethora of studies have been generated to answer the question of why employees do or do not speak up (i.e., voice). Many studies found various antecedents of voice behavior such as self-efficacy, identity, and psychological safety (cf., Burris, Detert, & Chiaburu, 2008; Detert & Burris, 2007). However, the aforementioned factors may also be the results of more fundamental sources of voice behavior. In this study, we introduce a general framework of employee voice behavior that includes both enablers and inhibitors of voice. Drawing upon Blumberg & Pringle’s (1982) three dimensional model of work performance (capability, willingness, and opportunity), i.e., the C-M-O model, this paper proposes the employees’ degree of power, psychological ownership, and leader-member exchange (LMX) as antecedents of voice behavior and demonstrates how these three enablers of voice behavior based on the three dimensions, uniquely enable the two distinct aspects of voice behavior (promotive and prohibitive). Promotive voice is the expressions of ideas and opinions to improve existing work practices and procedures to benefit organizations. On the other hand, prohibitive voice is the expressions of individual concerns about existing practices, incidents, and behaviors that may harm their organizations (Liang, Farh, & Farh, 2012). We integrate these two aspects of voice and examine the direct effects of the three above enablers of voice behavior. Specifically, we propose the following hypotheses about the enablers:H1: An individual’s degree of power will be positively related to his or her voice behavior. H2: An individual’s psychological ownership will be positively related to his or her voice behavior. H3: An individual’s relationship with his or her leader (LMX) will be positively related to his or her voice behavior. Furthermore, we investigate how perception of group conflicts (e.g., relationship conflict, status conflict) moderate the antecedents’ main effects. H4~H6: Employee perceptions of group conflict will negatively moderate the positive relationships between the three antecedents (i.e., power, psychological ownership, LMX) and promotive/prohibitive voice behaviors. The relationships between the three antecedents and voice behaviors will be weakened when perceived group conflict is high. For this study, we collected data from 143 employees of a manufacturing company and a marketing service company in Korea to examine the hypothesized relationships between the antecedents/moderator and employee voice behavior through hierarchical regression analysis. The results reveal that an employee's individual power and perceived LMX level have strong positive influence on voice behavior. However, psychological ownership was negatively related to employee voice behavior. Also, there is a possibility that psychological ownership has a curvilinear (inverted U-shaped) relationship with employee voice. In addition, we found a 2-way interaction effect of power-LMX on voice behavior. For the moderation effects, group conflict had a marginally significant moderating effect only on the relationship between power and voice behaviors. In sum, this study determined the enabling effects of employee power (capability) and LMX (opportunity) on voice as well as the moderating effect of group conflict perception. Based on these findings, we discuss theoretical and practical implications for the management of employee voice behavior and recommends directions for future research.
키워드열기/닫기 버튼
Employee Voice Behavior, Power, Psychological Ownership, LMX, Perception of Group Conflict
