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--- prace:zakladni_aspekty_psychologie_prace_a_organizace:empiricka_studie [2013/12/30 22:08] – Martin Malec
+++ prace:zakladni_aspekty_psychologie_prace_a_organizace:empiricka_studie [2013/12/31 03:37] (aktuální) – Martin Malec
@@ Řádek 1: / Řádek 1: @@
-**(1) Ng, T. W. H. and Feldman, D. C. (2012), Employee voice behavior: A meta-analytic test of the conservation of resources framework. J. Organiz. Behav., 33: 216–234. doi: 10.1002/job.754**
+**(1) Ng, T. W. H. and Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. //Journal of Organizational Behavior// 33, 216–234. doi: [[http://onlinelibrary.wiley.com/doi/10.1002/job.754/pdf|10.1002/job.754]]**
-==== INTRODUCTION ====
+==== INTRODUCTION      ====
   * voice: “constructive change‐oriented communication intended to improve the situation” (LePine and Van Dyne, 2001)
   * “positive voice” - improving the situation at work
@@ Řádek 13: / Řádek 13: @@
   - Voice behavior is negatively/positively related to in‐role performance, creativity, and implementation of new ideas
 ==== METHOD ====
-  * looking for field studies published in or before 2010, which examined employee voice and its correlates:
+  * looking for **field studies** published in or before 2010, which examined employee voice and its correlates:
     * keywords: employee voice, suggestions, opinions, and ideas etc., + conf.papers, dissertations/via ref.lists
     * wanted: voice behavior at the individual level of analysis (not group-wise or org.-wise)
     * wanted: correlations between voice and any other key variables in the study
-    * only those that operationalized voice as “positive”
+    * only those that operationalized voice as **“positive”**
   * 55 articles, 2 unpublished dissertations, 1 conference paper = 66 independent studies
-  * 51 % USA, 40 % other Western countries 9 % Asia
+  * **51 % USA**, 40 % other Western countries 9 % Asia
-  * 3 % -1990, 18 % 1990-1999, 79 % 2000-
+  * 3 % -1990, 18 % 1990-1999, **79 % 2000-**
-==== results and discussion ====
+  * 71 %: **self‐report measures of voice**, avg.rel.: α=0.77; for rest: α=0.88
-==== own discussion to the article ====
+==== RESULTS ====
+  * ad H1) employees who reported higher levels of job stressors and strains also reported less use of //voice//
+  * ad H2) social stressors and strains are negatively related to voice, stronger than H1
+  * ad H3) organizational stressors and strains are negatively related to voice
+  * in all cases support for resource conservation tenet (7/10 signif.)
+  * ad H4) opposite, here resource acquisition premise is valid ("voice behavior is positively related to in‐role performance, creativity, and implementation of new ideas")
+====DISCUSSION====
+  * COR theory (Hobfoll, 1989) is a useful alternative lens (to the reciprocation) for
+      - explaining the motivation behind the use of voice and for
+      - the effects of voice on performance behavior
+  * resouce conservation argument works for H1-H3, resource acquisition for H4
+  * **"exercising voice depletes resources; therefore, when employees already face major workplace stressors, they are less likely to offer their ideas and suggestions"**
+  * **"voice contributes to overall productivity because voice enables employees to acquire resources that can be used to improve performance in other domains."**
+  * //Catch-22//-style result: "workplace stress creates a negative spiral effect; employees who are highly stressed are less able to accrue additional resources to turn around their future job performance ... and vice versa"
+  * "up to some optimal point, stress motivates employees to keep focus and to work hard at the task at hand. After that point, too much stress may lead employees to divert their attention to conserving and protecting resources instead."
+  * since //Human Relations School// 1940-1950s "managers have been urged to encourage employee voice", benefir of positive recirocation... but the willingness depends on the level of stress -->  inhibits the use of voice
+  * "key to energizing greater voice behavior is improving workplace conditions for employees"
+  * **360‐degree performance appraisals** might be more appropriate than supervisor ratings alone when assessing voice
+<WRAP center round tip>
+Nejde o klasickou metaanalýzu, ale o originální výzkum který má jako zdroj dat jiné studie, kde hledá dříve nezkoumané vztahy. Výsledky zapadají do "HR" přístupu, a naznačují chování "buď a nebo" kde v případě dobrých výchozích podmínek existuje tendence se vyjadřovat a zlepšovat věci, v opačném případě si ale jedinec radši svou energii drží pro sebe a na zlepšení okolí rezignuje. Pro zaměstnavatele je důležité postarat se, aby měl prostředí, kde zaměstnanci spadnou do zpětnovazebně se posilující spirály která zaměstnancům dá motivaci se vyjadřovat a usilovat na zlepšování procesů, vztahů... atd. ve firmě. V prostředí celkového marasmu lidi na práci pro celek rezignují a tento výzkum to vysvětluje nikoli teorií reciprocity, ale teorií šetření osobními zdroji.  --- //[[martin.malec@email.cz|Martin Malec]] 2013/12/31 01:41//
+</WRAP>