Examining the Moderating Role of Self-monitoring in Predicting Employees Speaking Up Behavior at Workplace
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Published:
2024-04-11
Keywords:
Employee's Participation, Top Management, Openness
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Abstract
The objective of the present study was to investigate the relationship and moderating effects of self-monitoring on the relationship between various individual (viz., the locus of control and self-esteem) and contextual (viz., top-management openness and trust in supervisor) factors by predicting speaking up the behavior of employees at the workplace. A sample size of 95 was selected via random probability sampling out of 318 employees from nine management and business institutions or departments of different universities in Peshawar KPK Pakistan. The conclusion drawn from the research study was self-monitoring moderate the relationship between various individual (viz., the locus of control and self-esteem) and contextual (viz., top-management openness and trust in supervisor) factors by predicting speaking up behavior in the context of business and management institutions or departments of education universities in Peshawar KPK Pakistan. This research study identifies the possible antecedents that affect the speaking up, which would help to internalize the phenomena of speaking up. This research study would foster the knowledge and understanding of employees about speaking up and would help the organization to adopt better process and programs in order to encourage employees’ participation. The future studies may investigate the speaking up with including self-assessment and coworker ratings into the study.
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How to Cite
Examining the Moderating Role of Self-monitoring in Predicting Employees Speaking Up Behavior at Workplace. (2024). Journal of Management Info, 1(2), 21-27. https://doi.org/10.31580/jmi.v2i1.5
References
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Premeaux, S. F., & Bedeian, A. G. (2003). “Breaking the Silence: The Moderating Effects of Self Monitoring in Predicting Speaking Up in the Workplaceâ€. Journal of Management Studies, 40, 1537-1562
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Scott, S. G. and Bruce, R. A. (1994). ‘Determinants of innovative behavior: a path model of individual innovation in the workplace’. Academy of Management Journal, 37, 580–607.
Snyder, M. (1979). ‘Self-monitoring processes’. Advances in Experimental Social Psychology, 12, 85–128.
Snyder, M. and Gangestad, S. (1982). ‘Choosing social situations: two investigations of selfmonitoring processes’. Journal of Personality and Social Psychology, 43, 123–35.
Van Dyne, L. and LePine, J. A. (1998). ‘Helping and voice extra-role behaviors: evidence of construct and predictive validity’. Academy of Management Journal, 41, 108–19.
Van Dyne, L., Cummings, L. L. and Parks, J. M. (1995). ‘Extra-role behaviors: in pursuit of construct and definitional clarity (a bridge over muddied waters)’. Research in Organizational Behavior, 17, 215–85.
Watson, D., Suls, J. and Haig, J. (2002). ‘Global self-esteem in relation to structural models of personality and affectivity’. Journal of Personality and Social Psychology, 83, 185–97.
Withey, M. J. and Cooper, W. H. (1989). ‘Predicting exit, voice, loyalty, and neglect’. Administrative Science Quarterly, 34, 521–39.
Avery, D. R. and Quiñones, M. A. (2002). ‘Disentangling the effects of voice: the incremental roles of opportunity, behavior, and instrumentality in predicting procedural fairness’. Journal of Applied Psychology, 87, 81–6.
Baumeister, R. F., Tice, D. M. and Hutton, D. G. (1989). ‘Self-presentational motivations and personality differences in self-esteem’. Journal of Personality, 57, 547–79.
Blatt, R., M. K. Christianson, K. M. Sutcliffe, M. M. Rosenthal. 2006. A sensemaking lens on reliability. Journal of Organizational Behavior 27(7): 897–917.
Brockner, J., Siegel, P. A., Daly, J. P., Tyler, T. and Martin, C. (1997). ‘When trust matters: the moderating effect of outcome favorability’. Administration Science Quarierly, 42, 558–83.
Day, D. V., Schleicher, D. J., Unckless, A. L. and Hiller, N. J. (2002). ‘Self-monitoring personality at work: a meta-analysis’. Journal of Applied Psychology, 87, 390–401.
Fandt, P. M. and Ferris, G. R. (1990). ‘The management of information and impressions: when employees behave opportunistically’. Organizational Behavior and Human Decision Processes, 45, 140–58.
Gangestad, S. W. and Snyder, M. (2000). ‘Self-monitoring: appraisal and reappraisal’. Psychological Bulletin, 126, 530–55.
Graham, J. W. (1986). ‘Principled organizational dissent: a theoretical essay’. Research in Organizational Behavior, 8, 1–52.
Harrington, B. E. (2001). ‘Organizational performance and corporate social capital: a contingency model’. Research in the Sociology of Organizations, 18, 83–106.
Jawahar, I. M. (2001). ‘Attitudes, self-monitoring, and appraisal behaviors’. Journal of Applied Psychology, 86, 875–83.
Judge, T. A., Thoresen, C. J., Pucik, V. and Welbourne, T. M. (1999). ‘Managerial coping with organizational change: a dispositional perspective’. Journal of Applied Psychology, 84, 107–22.
Kren, L. (1992). ‘The moderating effects of locus of control on performance incentives and participation’. Human Relations, 45, 991–1012.
Lennox, R. D. and Wolfe, R. N. (1984). ‘Revision of the self-monitoring scale’. Journal of Personality and Social Psychology, 46, 1349–64.
LePine, J. A. and Van Dyne, L. (1998). ‘Predicting voice behavior in work groups’. Journal of Applied Psychology, 83, 853–68.
Levenson, H. (1974). ‘Activism and powerful others: distinctions within the concept of internalexternal control’. Journal of Personality Assessment, 38, 377–83.
McAllister, D. J. (1995). ‘Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations’. Academy of Management Journal, 38, 24–59.
Mehra, A., Kilduff, M. and Brass, D. J. (2001). ‘The social networks of high and low self-monitors: implications for workplace performance’. Administrative Science Quarterly, 46, 121–46.
Miceli, M. P. and Near, J. P. (1985). ‘Characteristics of organizational climate and perceived wrongdoing associated with whistle-blowing decisions’. Personnel Psychology, 38, 525–44.
Mitchell, T. R., Smyser, C. M. and Weed, S. E. (1975). ‘Locus of control: supervision and work satisfaction’.Academy of Management Journal, 18, 623–31.
Morrison, E. W. and Milliken, F. J. (2000). ‘Organizational silence: a barrier to change and development in a pluralistic world’. Academy of Management Review, 25, 706–25.
Morrison, E. W. and Phelps, C. C. (1999). ‘Taking charge at work: extrarole efforts to initiate workplace change’. Academy of Management Journal, 42, 403–19.
Nembhard, I. M., A. C. Edmondson. 2006. Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior 27(7): 941–966
Phillips, J. M. and Gully, S. M. (1997). ‘Role of goal orientation, ability, need for achievement, and locus of control in the self-efficacy and goal-setting process’. Journal of Applied Psychology, 82, 792–802.
Pierce, J. L., Dunham, R. B. and Cummings, L. L. (1984). ‘Sources of environmental structuring and participant responses’. Organizational Behavior and Human Performance, 33, 214–42.
Premeaux, S. F., & Bedeian, A. G. (2003). “Breaking the Silence: The Moderating Effects of Self Monitoring in Predicting Speaking Up in the Workplaceâ€. Journal of Management Studies, 40, 1537-1562
Rotter, J. B. (1992). ‘Some comments on the “cognates of personal controlâ€.’ Applied & Preventive Psychology,1, 127–9.
Schilit, W. K. and Locke, E. A. (1982). ‘A study of upward influence in organizations’. Administrative Science Quarterly, 27, 304–16.
Scott, S. G. and Bruce, R. A. (1994). ‘Determinants of innovative behavior: a path model of individual innovation in the workplace’. Academy of Management Journal, 37, 580–607.
Snyder, M. (1979). ‘Self-monitoring processes’. Advances in Experimental Social Psychology, 12, 85–128.
Snyder, M. and Gangestad, S. (1982). ‘Choosing social situations: two investigations of selfmonitoring processes’. Journal of Personality and Social Psychology, 43, 123–35.
Van Dyne, L. and LePine, J. A. (1998). ‘Helping and voice extra-role behaviors: evidence of construct and predictive validity’. Academy of Management Journal, 41, 108–19.
Van Dyne, L., Cummings, L. L. and Parks, J. M. (1995). ‘Extra-role behaviors: in pursuit of construct and definitional clarity (a bridge over muddied waters)’. Research in Organizational Behavior, 17, 215–85.
Watson, D., Suls, J. and Haig, J. (2002). ‘Global self-esteem in relation to structural models of personality and affectivity’. Journal of Personality and Social Psychology, 83, 185–97.
Withey, M. J. and Cooper, W. H. (1989). ‘Predicting exit, voice, loyalty, and neglect’. Administrative Science Quarterly, 34, 521–39.