One (rating) from many (observations): Factors affecting the individual assessment of voice behavior in groups.

This article reports an investigation into how individuals form perceptions of overall voice behavior in group contexts. More specifically, the authors examine the effect of the proportion of group members exhibiting voice behavior in the group, the frequency of voice events in the group, and the measurement item referent (group vs. individual) on an individual's ratings of group voice behavior. In addition, the authors examine the effect that measurement item referent has on the magnitude of the relationship observed between an individual's ratings of group voice behavior and perceptions of group performance. Consistent with hypotheses, the results from 1 field study (N = 220) and 1 laboratory experiment (N = 366) indicate that: (a) When group referents were used, raters relied on the frequency of voice events (and not the proportion of group members exhibiting voice) to inform their ratings of voice behavior, whereas the opposite was true when individual-referent items were used, and (b) the magnitude of the relationship between observers' ratings of group voice behavior and their perceptions of group performance was higher when raters used group-referent, as opposed to an individual-referent, items. The authors discuss the implications of their findings for scholars interested in studying behavioral phenomena occurring in teams, groups, and work units in organizational behavior research.

Speaking more broadly: an examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors.

Scholarly interest in employee voice behavior has increased dramatically over the past 15 years. Although this research has produced valuable knowledge, it has focused almost exclusively on voice as a positively intended challenge to the status quo, even though some scholars have argued that it need not challenge the status quo or be well intentioned. Thus, in this paper, we create an expanded view of voice; one that extends beyond voice as a positively intended challenge to the status quo to include voice that supports how things are being done in organizations as well as voice that may not be well intentioned. We construct a framework based on this expanded view that identifies 4 different types of voice behavior (supportive, constructive, defensive, and destructive). We then develop and validate survey measures for each of these. Evidence from 5 studies across 4 samples provides strong support for our new measures in that (a) a 4-factor confirmatory factor analysis model fit the data significantly better than 1-, 2-, or 3-factor models; (b) the voice measures converged with and yet remained distinct from conceptually related comparison constructs; (c) personality predictors exhibited unique patterns of relationships with the different types of voice; (d) variations in actual voice behaviors had a direct causal impact on responses to the survey items; and (e) each type of voice significantly impacted important outcomes for voicing employees (e.g., likelihood of relying on a voicing employee's opinions and evaluations of a voicing employee's overall performance). Implications of our findings are discussed.

Are we really measuring what we say we're measuring? Using video techniques to supplement traditional construct validation procedures.

Several researchers have persuasively argued that the most important evidence to consider when assessing construct validity is whether variations in the construct of interest cause corresponding variations in the measures of the focal construct. Unfortunately, the literature provides little practical guidance on how researchers can go about testing this. Therefore, the purpose of this article is to describe how researchers can use video techniques to test whether their scales measure what they purport to measure. First, we discuss how researchers can develop valid manipulations of the focal construct that they hope to measure. Next, we explain how to design a study to use this manipulation to test the validity of the scale. Finally, comparing and contrasting traditional and contemporary perspectives on validation, we discuss the advantages and limitations of video-based validation procedures.

Effects of message, source, and context on evaluations of employee voice behavior.

The article contained a production-related error. In Table 5, the four values in the rows for Study 1 Prosocial motives and Study 1 Constructive voice should have been shifted one column to the right, to the Direct and Total Performance evaluations columns. All versions of this article have been corrected.] Although employee voice behavior is expected to have important organizational benefits, research indicates that employees voicing their recommendations for organizational change may be evaluated either positively or negatively by observers. A review of the literature suggests that the perceived efficacy of voice behaviors may be a function of characteristics associated with the (a) source, (b) message, and (c) context of the voice event. In this study, we manipulated variables from each of these categories based on a model designed to predict when voice will positively or negatively impact raters' evaluations of an employee's performance. To test our model, we conducted 3 laboratory studies in which we manipulated 2 source factors (voicer expertise and trustworthiness), 2 message factors (recommending a solution and positively vs. negatively framing the message), and 2 context factors (timing of the voice event and organizational norms for speaking up vs. keeping quiet). We also examined the mediating effects of liking, prosocial motives, and perceptions that the voice behavior was constructive on the relationships between the source, message, and context factors and performance evaluations. Generally speaking, we found that at least one of the variables from each category had an effect on performance evaluations for the voicer and that most of these effects were indirect, operating through one or more of the mediators. Implications for theory and future research are discussed.

Sources of method bias in social science research and recommendations on how to control it.

Despite the concern that has been expressed about potential method biases, and the pervasiveness of research settings with the potential to produce them, there is disagreement about whether they really are a problem for researchers in the behavioral sciences. Therefore, the purpose of this review is to explore the current state of knowledge about method biases. First, we explore the meaning of the terms "method" and "method bias" and then we examine whether method biases influence all measures equally. Next, we review the evidence of the effects that method biases have on individual measures and on the covariation between different constructs. Following this, we evaluate the procedural and statistical remedies that have been used to control method biases and provide recommendations for minimizing method bias.

Effects of organizational citizenship behaviors on selection decisions in employment interviews.

This article reports on an experiment examining the effects of job candidates' propensity to exhibit organizational citizenship behaviors (OCBs) on selection decisions made in the context of a job interview. We developed videos that manipulated candidate responses to interview questions tapping task performance and citizenship behavior content in 2 administrative positions. Results obtained from 480 undergraduates provided support for our hypotheses that job candidates who exhibited higher levels of helping, voice, and loyalty behaviors were generally rated as more competent, received higher overall evaluations, and received higher salary recommendations than job candidates who exhibited lower levels of these behaviors. These effects held even after taking into account candidate responses regarding task performance. We also found that candidate responses to OCB-related questions tended to have a greater effect on selection decisions for the higher level position (supervisor of administrative personnel) than for the lower level one (administrative assistant). Finally, content analyses of open-ended responses indicated that participants' selection decisions were particularly sensitive to candidates who exhibited low levels of voice and helping behaviors. Implications and future research are discussed.

Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis.

Although one of the main reasons for the interest in organizational citizenship behaviors (OCBs) is the potential consequences of these behaviors, no study has been reported that summarizes the research regarding the relationships between OCBs and their outcomes. Therefore, the purpose of this study is to provide a meta-analytic examination of the relationships between OCBs and a variety of individual- and organizational-level outcomes. Results, based on 168 independent samples (N = 51,235 individuals), indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria (e.g., employee turnover intentions, actual turnover, and absenteeism). In addition, OCBs were found to be related (k = 38; N = 3,611 units) to a number of organizational-level outcomes (e.g., productivity, efficiency, reduced costs, customer satisfaction, and unit-level turnover). Of interest, somewhat stronger relationships were observed between OCBs and unit-level performance measures in longitudinal studies than in cross-sectional studies, providing some evidence that OCBs are causally related to these criteria. The implications of these findings for both researchers and practitioners are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings.

Despite the fact that several studies have investigated the relationship between organizational citizenship behavior and performance appraisal ratings, the vast majority of these studies have been cross-sectional, correlational investigations conducted in organizational settings that do not allow researchers to establish the causal nature of this relationship. To address this lack of knowledge regarding causality, the authors conducted 2 studies designed to investigate the effects of task performance, helping behavior, voice, and organizational loyalty on performance appraisal evaluations. Findings demonstrated that each of these forms of behavior has significant effects on performance evaluation decisions and suggest that additional attention should be directed at both voice and organizational loyalty as important forms of citizenship behavior aimed at the organization.

The problem of measurement model misspecification in behavioral and organizational research and some recommended solutions.

The purpose of this study was to review the distinction between formative- and reflective-indicator measurement models, articulate a set of criteria for deciding whether measures are formative or reflective, illustrate some commonly researched constructs that have formative indicators, empirically test the effects of measurement model misspecification using a Monte Carlo simulation, and recommend new scale development procedures for latent constructs with formative indicators. Results of the Monte Carlo simulation indicated that measurement model misspecification can inflate unstandardized structural parameter estimates by as much as 400% or deflate them by as much as 80% and lead to Type I or Type II errors of inference, depending on whether the exogenous or the endogenous latent construct is misspecified. Implications of this research are discussed.

Common method biases in behavioral research: a critical review of the literature and recommended remedies.

Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.