Upward voice and influence

Ran Zhang

Upward voice and influence

Vertaalde titel van de bijdrage: Opwaartse voice-gedrag en invloed

Ran Zhang

Human Resource Management & Organisational Behaviour

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Medewerkers kunnen met hun leidinggevende in discussie gaan om werkgerelateerde zaken te veranderen en te verbeteren. Dit opwaarts beïnvloedingsgedrag is nuttig, maar draagt ook risico’s voor de medewerker met zich mee, waardoor er complexe motivationele overwegingen aan ten grondslag liggen. In dit proefschrift wordt de complexe motivatie die ten grondslag ligt aan het opwaartse beïnvloedingsgedrag van medewerkers onderzocht.

Gebruikmakend van data van medewerkers en hun directe leidinggevenden in een Nederlands hotel en in een Zuid-Koreaanse fabriek, vonden we dat de doelen van medewerkers om bekwaamheid te ontwikkelen en prestaties te verbeteren (masterydoelen), en doelen om bekwaamheid en superieure prestaties te demonstreren (performancedoelen), beide belangrijke motivatiebronnen zijn om met leidinggevenden in gesprek te gaan. Echter de manier waarop masterydoelen en prestatiedoelen medewerkers aanzetten tot discussie met hun leidinggevende, is verschillend.

Het algemene patroon in onze resultaten laat zien dat masterydoelen van medewerkers tot opwaartse beïnvloeding leiden door de intrinsieke interesse die deze doelen oproepen in het detecteren van problemen en het ontwikkelen en bespreken van verbeteroplossingen met de leidinggevende. Performancedoelen versterken het effect van masterydoelen op opwaartse beïnvloeding, door medewerkers te motiveren de gesprekken met de leidinggevende te benutten om de superieure waarde van hun input en daarmee hun superieure competentie te demonstreren.

Bedrijven kunnen gebruik maken van de uitkomsten van dit onderzoek door werknemers te werven met sterke mastery- en performancedoelen, en door een HRM-beleid te formuleren dat zowel de ontwikkeling als de demonstratie van competentie en prestatie stimuleert om zo de opwaartse invloed van medewerkers te optimaliseren.

Vertaalde titel van de bijdrage	Opwaartse voice-gedrag en invloed
Originele taal-2	English
Kwalificatie	Doctor of Philosophy
Toekennende instantie	Rijksuniversiteit Groningen
Begeleider(s)/adviseur	Janssen, Onne, Supervisor de Geest, David, Co-supervisor
Datum van toekenning	12-okt.-2017
Plaats van publicatie	[Groningen]
Uitgever	University of Groningen, SOM research school
Gedrukte ISBN's	978-90-367-9990-4
Elektronische ISBN's	978-90-367-9989-8
Status	Published - 2017

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Title and contentsFinal publisher's version, 381 KB
Chapter 1Final publisher's version, 173 KB
Chapter 2Final publisher's version, 442 KB
Chapter 3Final publisher's version, 428 KB
Chapter 4Final publisher's version, 335 KB
Chapter 5Final publisher's version, 158 KB
ReferencesFinal publisher's version, 199 KB
SamenvattingFinal publisher's version, 131 KB
AcknowledgementsFinal publisher's version, 106 KB
Complete thesisFinal publisher's version, 1,45 MB
PropositionsFinal publisher's version, 82,4 KB

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title = "Upward voice and influence",

abstract = "Employees could speak up to their supervisor in order to change and improve-work related issues (i.e., upward challenging-promotive voice behavior). These upward influence behaviors are useful but also risky to the employee. Consequently, to engage in such behaviors would require complex motivation. This research thesis investigated what motivational forces drive employees to engage in upward voice behaviors. Using data collected from employee-supervisor pairs in a Dutch hotel and a South Korean manufacturing firm, we found that employees' goals to learn and develop competence (i.e., mastery goals) and their goals to demonstrate and show off superior competence (i.e., performance goals) are both important for employee upward voice behaviors. However, the manners through which mastery goals and performance goals drive employees to influence the supervisor are different. The overall pattern of our findings show that mastery goals drive employees' upward influence through triggering their intrinsic interest in voice and their ability to detect issues and develop suggestions for improvement (voice substance) to communicate upwards. Meanwhile, performance goals enhance mastery goals' effect on upward influence by motivating employees to more forcefully take advantage of upward influence opportunities by painting their voice input in the best possible light. As such, both mastery and performance goals are important. Business organizations can make practical use of the findings of this thesis by recruiting employees with strong mastery and performance goals and setting up HRM policies that encourage both development and demonstration of competence and performance in order to optimize employees' upward voice and influence. ",

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AB - Employees could speak up to their supervisor in order to change and improve-work related issues (i.e., upward challenging-promotive voice behavior). These upward influence behaviors are useful but also risky to the employee. Consequently, to engage in such behaviors would require complex motivation. This research thesis investigated what motivational forces drive employees to engage in upward voice behaviors. Using data collected from employee-supervisor pairs in a Dutch hotel and a South Korean manufacturing firm, we found that employees' goals to learn and develop competence (i.e., mastery goals) and their goals to demonstrate and show off superior competence (i.e., performance goals) are both important for employee upward voice behaviors. However, the manners through which mastery goals and performance goals drive employees to influence the supervisor are different. The overall pattern of our findings show that mastery goals drive employees' upward influence through triggering their intrinsic interest in voice and their ability to detect issues and develop suggestions for improvement (voice substance) to communicate upwards. Meanwhile, performance goals enhance mastery goals' effect on upward influence by motivating employees to more forcefully take advantage of upward influence opportunities by painting their voice input in the best possible light. As such, both mastery and performance goals are important. Business organizations can make practical use of the findings of this thesis by recruiting employees with strong mastery and performance goals and setting up HRM policies that encourage both development and demonstration of competence and performance in order to optimize employees' upward voice and influence.

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Upward voice and influence

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