Chinese employees’ psychological empowerment and voice behavior: Organizational justice as a moderator

Xueyan Wei1, Robert D. Hisrich2, Xin Peng1
1College of Tianjiabing Education, Jiangnan University, People’s Republic of China
2Global Management Center and International Programs, Kent State University, United States
Cite this article:  Wei, X., Hisrich, R. D., & Peng, X. (2020). Chinese employees’ psychological empowerment and voice behavior: Organizational justice as a moderator. Social Behavior and Personality: An international journal, 48(6), e8792.

Volume 48 Issue 6 | e8792 | Published: June 2020 | DOI: https://doi.org/10.2224/sbp.8792

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We examined how Chinese employees’ psychological empowerment and organizational justice relate to their voice behavior and how organizational justice moderates the effect of psychological empowerment on voice behavior. Participants were 236 employees of Chinese small- and medium-sized enterprises who completed a survey to measure psychological empowerment, organizational justice, and voice behavior. Results show that psychological empowerment and organizational justice were related to, and explained the variance in, voice behavior. Moreover, organizational justice moderated the relationship between psychological empowerment and voice behavior. Improvement of organizational justice and clarification of the importance of employees’ psychological empowerment for organizational functionality and effectiveness can help promote sound voice behavior.

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