APPLYING UNCERTAINTY MANAGEMENT THEORY TO EMPLOYEE VOICE BEHAVIOR: AN INTEGRATIVE INVESTIGATION
基于不确定性管理理论，研究人际、程序和分配三种公平感知如何共同影响员工建言行为，发现人际公平促进建言，程序公平削弱该效应，而分配公平低时此交互作用减弱，且对高不确定性员工更显著。
Drawing on uncertainty management theory, this study integrates justice research with the elaboration likelihood model and considers employee voice behavior as a function of 3 (interpersonal, procedural, and distributive) facets of justice perceptions in combination. Specifically, a positive relationship is hypothesized between interpersonal justice and employee voice behavior, which is buffered by high procedural justice. This 2‐way interaction effect is also examined to determine whether it would be mitigated by low distributive justice. Results from a sample of 395 manager–employee dyads provide support for these predictions. Furthermore, results from a supplementary analysis show that the 3‐way interaction effect on employee voice behavior was more pronounced for those who had a high feeling of uncertainty (i.e., those with a shorter job tenure or occupational tenure). Theoretical and practical implications of the findings are discussed.