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The curvilinear relationship between job satisfaction and employee voice: Speaking up for the organization and the self

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  • Xiaowan Lin

    (University of Macau)

  • Long W. Lam

    (University of Macau)

  • Lida L. Zhang

    (University of Macau)

Abstract

Integrating the self-serving effect of voice with the literature that emphasizes the prosocial motive of voice behavior, this study investigates the possibility of a U-shaped curvilinear relationship between job satisfaction and voice behavior. The findings show that different voice beliefs (employees’ prosocial and self-protective voice beliefs) moderate the U-shaped curvilinear relationship with distinct patterns. Specifically, for employees with a stronger prosocial voice belief the relationship between job satisfaction and voice is more positive at high levels of job satisfaction and less negative at low levels of job satisfaction. Self-protective voice belief attenuates the relationship between job satisfaction and voice at both high and low levels of job satisfaction, resulting in a less U-shaped relationship for employees with a stronger self-protective voice belief. These findings support our arguments about the coexistence of multiple motives of voice and their relative strength across different levels of job satisfaction.

Suggested Citation

  • Xiaowan Lin & Long W. Lam & Lida L. Zhang, 2020. "The curvilinear relationship between job satisfaction and employee voice: Speaking up for the organization and the self," Asia Pacific Journal of Management, Springer, vol. 37(2), pages 587-607, June.
    • Handle: RePEc:kap:asiapa:v:37:y:2020:i:2:d:10.1007_s10490-018-9622-8
    DOI: 10.1007/s10490-018-9622-8
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    References listed on IDEAS

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    Cited by:

    1. Feng Liu & Jun Liu & He Ding, 2023. "Employee Strengths Mindset and Voice Behavior: The Roles of General Self-Efficacy and Leader–Member Exchange," Sustainability, MDPI, vol. 15(15), pages 1-14, July.
    2. Hao Ji & Jin Yan, 2023. "Why does counterproductive work behavior lead to pro-social rule breaking? The roles of impression management motives and leader-liking," Asia Pacific Journal of Management, Springer, vol. 40(4), pages 1323-1339, December.
    3. Sehrish Ilyas & Ghulam Abid & Fouzia Ashfaq & Muhammad Ali & Wasif Ali, 2021. "Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior," SAGE Open, , vol. 11(2), pages 21582440211, April.

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