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When Chinese Employees Speak Up: The Experience of Organizational Trust and Authenticity Enhances Employees’ Voice Behavior

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  • Xingyun Liu

    (Key Laboratory of Adolescent Cyberpsychology and Behavior, Ministry of Education, Key Laboratory of Human Development and Mental Health of Hubei Province, School of Psychology, Central China Normal University, Wuhan 430079, China
    The authors contributed equally to this work.)

  • Lili Song

    (CAS Key Laboratory of Mental Health, Institute of Psychology, Beijing 100101, China
    Department of Psychology, University of Chinese Academy of Sciences, Beijing 100049, China
    The authors contributed equally to this work.)

  • Jiewen Zheng

    (CAS Key Laboratory of Mental Health, Institute of Psychology, Beijing 100101, China
    Department of Psychology, University of Chinese Academy of Sciences, Beijing 100049, China)

  • Yong Wang

    (CAS Key Laboratory of Mental Health, Institute of Psychology, Beijing 100101, China
    The Research Center for Psychological Education, University of International Relations, Beijing 100091, China)

Abstract

Voice behavior is important for innovation, mistake prevention and organizational performance. Because organizational trust increases employees’ possibility of disclosing their real inner ideas, we examined the relationships between organizational trust and voice behavior, focusing especially on the avenue of impelling people to feel a higher level of authenticity. We used multiple methods to analyze the relationship. First, we used two separate surveys (Studies 1a and 1b) with different questionnaires and populations to analyze the mediation relationship and generalize the results. Then, to test the causal path, an experiment (Study 2a) in which organizational trust was manipulated was designed. The results showed that employees’ authenticity mediated the relation between organizational trust and voice behavior. To further test the causal effect of authenticity in the above mediation, authenticity was manipulated in another experiment (Study 2b). The results illustrated that higher levels of authenticity directly led to higher levels of voice behavior. These results support the hypothesis and expound on the psychological mechanism of how organizational trust increases voice behavior. The theoretical and practical implications of these findings are discussed.

Suggested Citation

  • Xingyun Liu & Lili Song & Jiewen Zheng & Yong Wang, 2022. "When Chinese Employees Speak Up: The Experience of Organizational Trust and Authenticity Enhances Employees’ Voice Behavior," IJERPH, MDPI, vol. 19(23), pages 1-14, November.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:23:p:15726-:d:984642
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    References listed on IDEAS

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    1. Ralph Bosch & Toon Taris, 2014. "Authenticity at Work: Development and Validation of an Individual Authenticity Measure at Work," Journal of Happiness Studies, Springer, vol. 15(1), pages 1-18, February.
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    4. Neerpal Rathi & Kidong Lee, 2021. "Does It Pay to Be Authentic? Implications of Authenticity for Life Satisfaction and Psychological Well-Being in a Collectivist Culture," Journal of Happiness Studies, Springer, vol. 22(1), pages 147-161, January.
    5. Amy C. Edmondson, 2003. "Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1419-1452, September.
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