For the Presentation at NCA 2012 @ Orlando, FL

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This set of presentation slides are used for the presentation at a panel scheduled during the annual convention of the National Communication Association in Orlando, FL. The presented study investigated the strategies used by organizational members to communicate their "voice," or work-related ideas intended to improve the efficiency of their work group. All correspondence should be directed to Dr. Masaki Matsunaga (matsunaga@rikkyo.ac.jp), an assistant professor of College of Business at Rikkyo University.

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For the Presentation at NCA 2012 @ Orlando, FL

  1. 1. Employee “Voice” Strategy Use and Its AntecedentsTo “Voice” or Not,and How?Masaki MatsunagaCollege of Business, Rikkyo Univ.
  2. 2. Employee “Voice” Strategy Use and Its AntecedentsConceptualization ofEmployee “Voice” 2
  3. 3. Employee “Voice” Strategy Use and Its Antecedents About Work-Related Issues 3
  4. 4. Employee “Voice” Strategy Use and Its Antecedents Intend To Improve Work Group 4
  5. 5. Employee “Voice” Strategy Use and Its Antecedents NOT Merely To Criticize 5
  6. 6. Employee “Voice” Strategy Use and Its Antecedents Challenge status quo = Risky 6
  7. 7. Employee “Voice” Strategy Use and Its AntecedentsHypotheses & RQof the Current Study 7
  8. 8. Employee “Voice” Strategy Use and Its Antecedents What Predicts Employees’ Speaking Up? 8
  9. 9. Employee “Voice” Strategy Use and Its Antecedents How Do Employees Communicate Their “Voice”? 9
  10. 10. Employee “Voice” Strategy Use and Its AntecedentsMethod & Results 10
  11. 11. Employee “Voice” Strategy Use and Its Antecedents  N = 539 full-timers in JPN (Age M = 28.4 yrs, SD = 5.1)  3-Wave Online Survey (2-week interval; response rate = 77.0%) 11
  12. 12. Employee “Voice” Strategy Use and Its Antecedents  “Voice” Strategy Measure = Risky Revelation Strategies (Afifi & Steuber, 2009)  Directness  Preparation & Rehearsal  Incremental  Third-Party Disclosure Revelation  “Entrapment”  Indirect Medium 12
  13. 13. Employee “Voice” Strategy Use and Its Antecedents Direct (approx. 10%)  Speak up “voice” face-to-face  Little use of CMC 13
  14. 14. Employee “Voice” Strategy Use and Its Antecedents Deniable (approx. 20%)  Third-Party or “Entrapment” 14
  15. 15. Employee “Voice” Strategy Use and Its Antecedents Careful (approx. 20%)  Express “Voice” only incrementally 15
  16. 16. Employee “Voice” Strategy Use and Its Antecedents Multichannel (approx. 8%)  Express “Voice” through various channels 16
  17. 17. Employee “Voice” Strategy Use and Its Antecedents Undisclosed (approx. 45%)  Almost no “voice”  Vast majority 17
  18. 18. Employee “Voice” Strategy Use and Its AntecedentsDiscussion 18
  19. 19. Employee “Voice” Strategy Use and Its AntecedentsEmployees convey “voice”through various approaches 19
  20. 20. Employee “Voice” Strategy Use and Its AntecedentsThose who explicitly speak upmay NOT be true opinion leaders 20
  21. 21. Employee “Voice” Strategy Use and Its AntecedentsNeed to identify appropriatetheoretical frameworks 21
  22. 22. Employee “Voice” Strategy Use and Its AntecedentsNeed to explore nomological netof employee voice dynamics 22
  23. 23. Employee “Voice” Strategy Use and Its AntecedentsNeed to clarify cultural influenceon employee voice dynamics 23
  24. 24. Employee “Voice” Strategy Use and Its AntecedentsNeed to develop and validatea new measurement scale 24
  25. 25. Thank youMasaki MatsunagaCollege of Business, Rikkyo Univ. 25
  26. 26. Employee “Voice” Strategy Use and Its Antecedents What Predicts Employees’ Speaking Up? 27
  27. 27. Employee “Voice” Strategy Use and Its Antecedents Direct (approx. 10%)  Strong intention and peer support  Impartial supervisor 28
  28. 28. Employee “Voice” Strategy Use and Its Antecedents Deniable (approx. 20%)  Strong intention, but little support  Strong partiality at workplace 29
  29. 29. Employee “Voice” Strategy Use and Its Antecedents Careful (approx. 20%)  Seek close tie with supervisor  Not affected by peers or workplace environment 30
  30. 30. Employee “Voice” Strategy Use and Its Antecedents Multichannel (approx. 8%)  Fear missing opportunities  Strong support by peers and impartial supervisor 31
  31. 31. Employee “Voice” Strategy Use and Its Antecedents Undisclosed (approx. 45%)  Little peer support  Strong partiality at workplace 32

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