Toward a workplace that facilitates civility while encouraging prosocial and remedial voice

• Published in: Industrial and organizational psychology Vol. 12; no. 4; pp. 400 - 404
• Main Authors: Olson-Buchanan, Julie B., Boswell, Wendy R., Lee, Young Eun
• Format: Journal Article
• Language: English
• Published: Bowling Green Cambridge University Press 01.12.2019
• Subjects: Conflict resolution; Employees; Leadership; Performance evaluation; Performance management; Supervisors
• ISSN: 1754-9426; 1754-9434
• DOI: 10.1017/iop.2019.74

Here we primarily focus on prosocial and remedial voice in the context of employment more broadly, recognizing that freedom of expression in academe, including through social media, can also serve both prosocial and remediation goals to the larger community by shedding light on less known points of view or drawing attention to wrongdoing that would otherwise not be identified. [...]it would make sense that employers would rather learn about mistreatment from employees themselves (remedial voice) through informal conflict resolution or grievance filing rather than them seeking redress through litigation or exiting the organization, taking the critical information needed to address the situation with them. Specifically, research suggests that, in general, employees are hesitant to voice and may choose to remain silent out of concern it may damage their credibility and have tangible consequences to career-related issues (i.e., negative performance evaluations or being terminated; Milliken, Morrison, & Hewlin, 2003; Morrison, 2011). [...]management should also consider adjusting the incentive and performance evaluation system in ways that encourage active and open discussion among employees as well as recognizing/rewarding supervisors for supporting and encouraging voice within their work units.