Artigo em revista científica Q1
Unfair, uncertain, and unwilling: How decision-making unfairness and unclear job tasks reduce problem-focused voice behavior, unless there is task conflict
Dirk De Clercq (De Clercq, D.); Renato Pereira (Pereira, R.);
Título Revista
European Management Journal
Ano (publicação definitiva)
Reino Unido
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In an attempt to expand extant literature devoted to employees' voice behavior, the current research unpacks the connection between their experience of procedural unfairness, such that organizational decision-making lacks transparency, and their problem-focused voice behavior. In this link, the authors predict that job ambiguity functions as a mediator, and coworker task conflict takes a moderating role. Survey data, collected among employees in a large Portuguese retail organization, affirm that perceptions about unfair decision policies can curtail employees’ propensities to raise their voice about organizational failures, because they develop the belief that their employer is failing to provide sufficient job-related information. If they can exchange conflicting viewpoints with others though, this detrimental process might not proceed. Organizations should take care to avoid accusations of unclear job roles, because they create a route by which frustrations about opaque decision-making can escalate into employee complacency; they also should encourage productive idea clashes within their ranks to help block that route.
Procedural unfairness,Job ambiguity,Problem-focused voice,Task conflict
  • Economia e Gestão - Ciências Sociais
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Referência de financiamento Entidade Financiadora
UIDB/00315/2020 Fundação para a Ciência e a Tecnologia