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This article develops a research model that proposes a relationship among customer power, psychological empowerment, and service employee’s voice behavior. The model also suggests that managerial openness, as a result of employee-manager interface, contributes by influencing the effect of customer power on psychological empowerment. As a result of employee-role interface, task interdependence was suggested as a moderator in the relationship between psychological empowerment and voice behavior. To analyze the data, a confirmatory factor analysis procedure using LISREL 8.5 was employed. Next, conditional process modeling is fitted to test the moderated mediation hypotheses. In this stage, the moderating effects of managerial openness and task interdependence and mediating role of psychological empowerment on voice behavior are tested with bootstrapping methods. The results showed a significant relationship between customer power and service employees’ voice behavior with establishing psychological empowerment as an intervening mechanism. Thus, customer power can be the signals of appreciation for passive and job uncontrollability to service employees. The findings also suggested that moderating role of managerial openness that weakened the negative effect of customer power on the service employees’ psychological empowerment. Task interdependence enhanced the link between psychological empowerment and voice behavior.