TitleEngaged employees speak up when team performance suffers
NameJiang, Kaifeng (author), McKay, Patrick F (chair), Jackson, Susan E (internal member), Phillips, Jean M (internal member), Kruse, Douglas (internal member), Rutgers University, Graduate School - New Brunswick,
SubjectIndustrial Relations and Human Resources,
Teams in the workplace,
DescriptionThe present study examined the effects of team context and trust in leadership on employee voice behavior. I proposed that employees’ perceived team support and trust in leadership would influence voice behavior, as mediated by employee engagement. Team performance was expected to negatively moderate the relationship between engagement and voice, such that engaged individual team members were more likely to speak up when team performance was perceived as low. These predictions were supported by findings obtained from 502 employees and 61 team leaders from a public organization. The research and practical implications of the results are noted.
NoteIncludes bibliographical references
Noteby Kaifeng Jiang
CollectionGraduate School - New Brunswick Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.