Predicting voice behavior in work groups.

This field study of 441 full-time employees in 95 work groups examined voice behavior (constructive challenge to the status quo with the intent of improving the situation rather than merely criticizing) as a function of person-centered (satisfaction with the work. group, global self-esteem) and situational factors (group size, self-managed vs. traditional style of management). Using a measure of voice with demonstrated construct validity, the study showed that these person and situation factors explained 10 % of the variance in peer-rated voice assessed 6 months later. Significant Person x Situation interactions suggested that individuals with low global self-esteem or high satisfaction with their group were more responsive to the situational factors than individuals with high global self-esteem or low satisfaction. The authors discuss the importance of including personcentered characteristics, situational factors, and their interactions as predictors of voice. For over 50 years, scholars have recognized the importance of behavior that goes beyond normal role expectations or job requirements and that benefits or is intended to benefit the organization (Barnard, 1938; George Brief, 1992; Katz Kahn, 1978). Over the last decade research interest in these discretionary or extra-role behaviors has increased; however, the primary focus has been on affiliative behaviors (e.g., helping) associated with organizational citizenship (e.g., Organ, 1988) and contextual performance (e.g., Motowidlo Van Scotter, 1994). Although this research has led to a great deal of insight, other types of extra-role behavior have received far less attention (Graham, 1991; Van Dyne, Cummings, McLean Parks, 1995). In this study we focused on voice behavior--speaking out and challenging the status quo with the intent of improving the situation. Although scholars have acknowledged the contributions that voice and change-oriented behavior can make to organizational