Examining the interactive effects of accountability, politics, and voice

Career Development International

Volumn 19, Issue 4, 2014, Pages 358-380

  Hochwarter, Wayne A ^a   Parker Ellen, B ^a   Ferris, Gerald R ^a  

^a FLORIDA STATE UNIVERSITY   (United States)

Author keywords

Felt accountability; Organizational politics; Proactive voice; Uncertainty management theory

Indexed keywords

EID: 84926374353     PISSN: 13620436     EISSN: None     Source Type: Journal    
DOI: 10.1108/CDI-01-2014-0012     Document Type: Article

References (98)

1. Aiken, L. and West, D. (1991), Multiple Regression: Testing and Interpreting Interactions, Sage Publications, New York, NY.
2. Aiken, L., West, S. and Taylor, A. (2008), “Correlation methods and regression models”, in McKay, D. (Ed.), Handbook of Research Methods in Abnormal and Clinical Psychology, Sage, London, pp. 79-108.
3. Ambrose, M. (2012), “It’s fairly political around here: relationship between perceptions of organizational politics and organizational justice”, in Ferris, G. and Treadway, D. (Eds), Politics in Organizations: Theory and Research Considerations, Routledge/Taylor and Francis, New York, NY, pp. 133-160.
4. Avery, D. and Quin˜ones, M. (2002), “Disentangling the effects of voice: the incremental roles of opportunity, behavior, and instrumentality in predicting procedural fairness”, Journal of Applied Psychology, Vol. 87 No. 1, pp. 81-86.
5. Bandura, A. (2006), “Toward a psychology of human agency”, Perspectives on Psychological Science, Vol. 1 No. 2, pp. 164-180.
6. Belschak, F., Den Hartog, D. and Fay, D. (2010), “Exploring the positive, negative and context-dependent aspects of proactive behaviors at work”, Journal of Occupational and Organizational Psychology, Vol. 83 No. 2, pp. 267-273.
7. Blickle, G., Meurs, J.A., Wihler, A., Ewen, C., Plies, A. and Günther, S. (2013), “The interactive effects of conscientiousness, openness to experience, and political skill on job performance in complex jobs: the importance of context”, Journal of Organizational Behavior, Vol. 34 No. 8, pp. 1145-1164.
8. Bolino, M. and Turnley, W. (2005), “The personal costs of citizenship behavior: the relationship between individual initiative and role overload, job stress, and work-family conflict”, Journal of Applied Psychology, Vol. 90 No. 4, pp. 740-748.
9. Bovens, M. (2005), “Public accountability”, in Ferlie, E., Laurence, J., Lynn, E. and Pollitt, C. (Eds), The Oxford Handbook of Public Management, Oxford Press, Oxford, pp. 182-208.
10. Brayfield, A. and Rothe, H. (1951), “An index of job satisfaction”, Journal of Applied Psychology, Vol. 35 No. 5, pp. 307-311.
11. Breaux, D., Munyon, T., Hochwarter, W. and Ferris, G. (2009), “Politics as a moderator of the accountability – job satisfaction relationship: evidence across three studies”, Journal of Management, Vol. 35 No. 2, pp. 307-326.
12. Breaux, D., Perrewe´, P., Hall, A., Frink, D. and Hochwarter, W. (2008), “Time to try a little tenderness? The detrimental effects of accountability when coupled with abusive supervision”, Journal of Leadership & Organizational Studies, Vol. 15 No. 2, pp. 111-122.
13. Burris, E. (2012), “The risks and rewards of speaking up: managerial responses to employee voice”, Academy of Management Journal, Vol. 55 No. 4, pp. 851-875.
14. Burris, E., Detert, J. and Romney, A. (2013), “Speaking up vs being heard: the disagreement around and outcomes of employee voice”, Organization Science, Vol. 24 No. 1, pp. 22-38.
15. Chang, D., Rosen, C. and Levy, P. (2009), “The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: a meta-analytic examination”, Academy of Management Journal, Vol. 52 No. 4, pp. 779-801.
16. Chatterjee, S. and Price, B. (1991), Regression Diagnostics, Wiley, New York, NY.
17. Chiaburu, D., Marinova, S. and Van Dyne, L. (2008), “Should I do it or not? An initial model of cognitive processes predicting voice behaviors”, in Kane, T. and Poweller, M. (Eds), Citizenship in the 21st Century, Nova, New York, NY, pp. 127-153.
18. Cohen, J., Cohen, P., West, S. and Aiken, L. (2003), Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences, Lawrence Erlbaum, Mahwah, NJ.
19. Cortina, J. (1993), “Interaction, nonlinearity, and multicollinearity: implications for multiple regression”, Journal of Management, Vol. 19 No. 4, pp. 915-922.
20. Crant, J. (2000), “Proactive behavior in organizations”, Journal of Management, Vol. 26 No. 3, pp. 435-462.
21. Curto, J. and Pinto, J. (2011), “The corrected VIF (CVIF)”, Journal of Applied Statistics, Vol. 38 No. 7, pp. 1499-1507.
22. De Cremer, D., Brebels, L. and Sedikides, C. (2008), “Being uncertain about what? Procedural fairness effects as a function of general uncertainty and belongingness uncertainty”, Journal of Experimental Social Psychology, Vol. 44 No. 6, pp. 1520-1525.
23. Desai, S., Sondak, H. and Diekmann, K. (2011), “When fairness neither satisfies nor motivates: the role of risk aversion and uncertainty reduction in attenuating and reversing the fair process effect”, Organizational Behavior and Human Decision Processes, Vol. 116 No. 1, pp. 32-45.
24. Drory, A. and Vigoda-Gadot, E. (2010), “Organizational politics and human resource management: a typology and the Israeli experience”, Human Resource Management Review, Vol. 20 No. 3, pp. 194-202.
25. Dubnick, M. and Yang, K. (2011), “The pursuit of accountability: promise, problems, and prospects”, in Menzel, D. and White, H. (Eds), The State of Public Administration: Issues, Challenges, and Opportunities, M.E. Sharpe, Armonk, NY, pp. 171-186.
26. Edwards, J. (2008), “Seven deadly myths of testing moderation in organizational research”, in Lance, C. and Vandenberg, R. (Eds), Statistical and Methodological Myths and Urban Legends: Doctrine, Verity and Fable in the Organizational and Social Sciences, Routledge, New York, NY, pp. 145-166.
27. Edwards, M. and Greenberg, J. (2009), “Sounding off on voice and silence”, in Greenberg, J. and Edwards, M. (Eds), Voice and Silence in Organizations, Emerald, Bingley, pp. 275-291.
28. Ellis, J. and Van Dyne, L. (2009), “Voice and silence as observer reactions to defensive voice: predictions based on communication competence theory”, in Greenberg, J. and Edwards, M. (Eds), Voice and Silence in Organizations, Emerald, Bingley, pp. 37-61.
29. Fairholm, G. (2009), Organizational Power Politics: Tactics in Organizational Leadership, Praeger, Santa Barbara, CA.
30. Fedor, D., Maslyn, J., Farmer, S. and Bettenhausen, K. (2008), “The contributions of positive politics to the prediction of employee reactions”, Journal Applied Social Psychology, Vol. 38 No. 1, pp. 76-96.
31. Ferris, G. and Hochwarter, W. (2011), “Organizational politics”, in Zedeck, S. (Ed.), Handbook of Industrial and Organizational Psychology, American Psychological Association, Washington, DC, pp. 435-459.
32. Ferris, G., Adams, G., Kolodinsky, R., Hochwarter, W. and Ammeter, A. (2002), “Perceptions of organizational politics: theory and research directions”, in Yammarino, F. and Dansereau, F. (Eds), Research in Multi-Level Issues, Volume 1: The Many Faces of Multi-Level Issues, JAI Press/Elsevier Science, Oxford, pp. 179-254.
33. Ferris, G., Mitchell, T., Canavan, P., Frink, D. and Hopper, H. (1995), “Accountability in human resource systems”, in Ferris, G., Rosen, S. and Barnum, D. (Eds), Handbook of Human Resource Management, Blackwell Publishers, Oxford, pp. 175-196.
34. Ferris, G.R., Russ, G.S. and Fandt, P.M. (1989), “Politics in organizations”, in Giacalone, R.A. and Rosenfeld, P. (Eds), Impression Management in the Organization, Erlbaum, Hillsdale, NJ, pp. 143-170.
35. Frazier, M.L. and Bowler, W.M. (2013), “Voice climate, supervisor undermining, and work outcomes: a group-level examination”, Journal of Management, doi: 0149206311434533.
36. Frink, D. and Klimoski, R. (1998), “Toward a theory of accountability in organizations and human resource management”, in Ferris, G. (Ed.), Research in Personnel and Human Resources Management, JAI Press, Stamford, CT, pp. 1-51.
37. Frink, D., Hall, A., Perryman, A., Ranft, A., Hochwarter, W., Ferris, G. and Royle, M. (2008), “A meso-level theory of accountability in organizations”, in Martocchio, J. (Ed.), Research in Personnel and Human Resources Management, Emerald, Bingley, pp. 177-245.
38. Grant, A., Gino, F. and Hofmann, D. (2011), “Reversing the extraverted leadership advantage: the role of employee proactivity”, Academy of Management Journal, Vol. 54 No. 3, pp. 528-550.
39. Griffin, M., Neal, A. and Parker, S. (2007), “A new model of work role performance: positive behavior in uncertain and interdependent contexts”, Academy of Management Journal, Vol. 50 No. 2, pp. 327-347.
40. Hall, A. and Ferris, G. (2011), “Accountability and extra-role behavior”, Employee Rights and Responsibilities Journal, Vol. 23 No. 2, pp. 131-144.
41. Hall, A., Hochwarter, W., Ferris, G. and Bowen, M. (2004), “The dark side of politics in organizations”, in Griffin, R. and O’Leary-Kelly, A. (Eds), The Dark Side of Organizational Behavior, Jossey-Bass, San Francisco, CA, pp. 237-261.
42. Hall, A., Royle, M., Brymer, R., Perrewe´, P., Ferris, G. and Hochwarter, W. (2006), “Relationships between felt accountability as a stressor and strain reactions: the neutralizing role of autonomy across two studies”, Journal of Occupational Health Psychology, Vol. 11 No. 1, pp. 87-99.
43. Hirschman, A. (1970), Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States, Harvard University Press, Cambridge, MA.
44. Ho, V. (2012), “Interpersonal counterproductive work behaviors: distinguishing between person-focused versus task-focused behaviors and their antecedents”, Journal of Business and Psychology, Vol. 27 No. 4, pp. 467-482.
45. Hochwarter, W. (2003), “The interactive effects of pro-political behavior and politics perceptions on job satisfaction and affective commitment”, Journal of Applied Social Psychology, Vol. 33 No. 7, pp. 1360-1378.
46. Hochwarter, W. (2012), “The positive side of organizational politics”, in Ferris, G. and Treadway, D. (Eds), Politics in Organizations: Theory and Research Considerations, Routledge/Taylor and Francis, New York, NY, pp. 27-65.
47. Hochwarter, W., Ferris, G. and Hanes, T. (2011), “Multi-study packages in organizational science research”, in Ketchen, D. and Bergh, D. (Eds), Research Methodology in Strategy and Management, Emerald, Bingley, pp. 163-200.
48. Hochwarter, W., Perrewe´, P., Hall, A. and Ferris, G. (2005), “Negative affectivity as a moderator of the form and magnitude of the relationship between felt accountability and job tension”, Journal of Organizational Behavior, Vol. 26 No. 5, pp. 517-534.
49. Hochwarter, W., Ferris, G., Laird, M., Treadway, D. and Gallagher, V. (2010), “Non-linear politics perceptions – work outcome relationships: a three-study five-sample investigation”, Journal of Management, Vol. 36 No. 3, pp. 740-763.
50. Hochwarter, W., Ferris, G., Perrewe´, P., Witt, L. and Kiewitz, C. (2001), “A note on the nonlinearity of the age-job satisfaction relationship”, Journal of Applied Psychology, Vol. 31 No. 6, pp. 1223-1237.
51. Hochwarter, W., Ferris, G., Gavin, M., Perrewe´, P., Hall, A. and Frink, D. (2007), “Political skill as a moderator of the felt accountability – job performance relationship: longitudinal convergence of mediated moderation results”, Organizational Behavior and Human Decision Processes, Vol. 102 No. 2, pp. 226-239.
52. House, R. and Rizzo, J. (1972), “Role conflict and ambiguity as critical variables in a model of organizational behavior”, Organizational Behavior and Human Performance, Vol. 7 No. 3, pp. 467-505.
53. Janssen, O. and Gao, L. (2013), “Supervisory responsiveness and employee self-perceived status and voice behavior”, Journal of Management, doi: 0149206312471386.
54. Laird, M., Perryman, A., Hochwarter, W., Ferris, G. and Zinko, R. (2009), “The moderating effects of personal reputation on accountability – strain relationships”, Journal of Occupational Health Psychology, Vol. 14 No. 1, pp. 70-83.
55. Lanivich, S., Brees, J., Hochwarter, W. and Ferris, G. (2010), “P-E fit as a moderator of the accountability – employee reactions relationships: convergent results across two samples”, Journal of Vocational Behavior, Vol. 77 No. 3, pp. 425-436.
56. Lasswell, H. (1936), Politics: Who Gets What When How?, Whittlesey, New York, NY.
57. LePine, J., Podsakoff, N. and LePine, M. (2005), “A meta-analytic test of the challenge stressor-hindrance stressor framework: an explanation for inconsistent relationships among stressors and performance”, Academy of Management Journal, Vol. 48 No. 5, pp. 764-775.
58. Lerner, J. and Tetlock, P. (1999), “Accounting for the effects of accountability”, Psychological Bulletin, Vol. 125 No. 2, pp. 255-275.
59. Liang, J., Farh, C. and Farh, J. (2012), “Psychological antecedents of promotive and prohibitive voice: a two-wave examination”, Academy of Management Journal, Vol. 55 No. 1, pp. 71-92.
60. Lind, E. and van den Bos, K. (2002), “When fairness works: toward a general theory of uncertainty management”, Research in Organizational Behavior, Vol. 24, pp. 181-223.
61. Liu, Y., Liu, J. and Wu, L. (2010), “Are you willing and able? Roles of motivation power and politics in career growth”, Journal of Management, Vol. 36 No. 6, pp. 1432-1460.
62. Morrison, E. (2011), “Employee voice behavior: integration and directions for future research”, The Academy of Management Annals, Vol. 5 No. 1, pp. 372-412.
63. Ng, T. and Feldman, D. (2012), “Employee voice behavior: a meta-analytic test of the conservation of resources framework”, Journal of Organizational Behavior, Vol. 33 No. 2, pp. 216-234.
64. Parker, S., Bindl, U. and Strauss, K. (2010), “Making things happen: a model of proactive motivation”, Journal of Management, Vol. 36 No. 4, pp. 827-856.
65. Perrewe´, P., Rosen, C. and Maslach, C. (2012), “Organizational politics and stress: the development of a process model”, in Ferris, G. and Treadway, D. (Eds), Politics in Organizations: Theory and Research Considerations, Routledge/Taylor and Francis, New York, NY, pp. 213-267.
66. Pfeffer, J. (1981), Power in Organizations, Pitman, Marshfield, MA.
67. Podsakoff, P., MacKenzie, S. and Podsakoff, N. (2012), “Sources of method bias in social science research and recommendations on how to control it”, Annual Review of Psychology, Vol. 63, pp. 539-569.
68. Podsakoff, P., MacKenzie, S., Lee, J. and Podsakoff, N. (2003), “Common method biases in behavioral research: a critical review of the literature and recommended remedies”, Journal of Applied Psychology, Vol. 88 No. 5, pp. 879-903.
69. Rosen, C., Harris, K. and Kacmar, K. (2009), “The emotional implications of organizational politics: a process model”, Human Relations, Vol. 62 No. 1, pp. 27-57.
70. Sani, F. and Todman, J. (2002), “Should we stay or should we go? A social psychology model of schisms within groups”, Personality and Social Psychology Bulletin, Vol. 28 No. 12, pp. 1647-1655.
71. Schmidt, S. (2009), “Shall we really do it again? The powerful concept of replication is neglected in the social sciences”, Review of General Psychology, Vol. 13 No. 2, pp. 90-100.
72. Silvester, J. (2008), “The good the bad and the ugly: politics and politicians at work”, International Review of Industrial and Organizational Psychology, Vol. 23, pp. 107-148.
73. Spector, P. (2006), “Method variance in organizational research: truth or urban legend?”, Organizational Research Methods, Vol. 9 No. 2, pp. 221-232.
74. Stamper, C., Masterson, S. and Knapp, J. (2009), “A typology of organizational membership: understanding different memberships through the lens of social exchange”, Management and Organization Review, Vol. 5 No. 3, pp. 303-328.
75. Stern, Z., Katz-Navon, T. and Naveh, E. (2008), “The influence of situational learning orientation, autonomy, and voice on error making: the case of resident physicians”, Management Science, Vol. 54 No. 9, pp. 1553-1564.
76. Takeuchi, R., Chen, Z. and Cheung, S. (2012), “Applying uncertainty management theory to employee voice behavior”, Personnel Psychology, Vol. 65 No. 2, pp. 283-323.
77. Tangirala, S. and Ramanujam, R. (2008), “Employee silence on critical work issues: the cross level effects of procedural justice climate”, Personnel Psychology, Vol. 61 No. 1, pp. 37-68.
78. Tetlock, P. (1992), The Impact of Accountability on Judgment and Choice: Toward a Social Contingency Model, Academic Press, New York, NY.
79. Thomas, J., Whitman, D. and Viswesvaran, C. (2010), “Employee proactivity in organizations: a comparative meta-analysis of emergent proactive constructs”, Journal of Occupational and Organizational Psychology, Vol. 83 No. 2, pp. 275-300.
80. van den Bos, K. (2009), “The social psychology of uncertainty management and system justification”, in Jost, J., Kay, A. and Thorisdottir, H. (Eds), Social and Psychological Bases of Ideology and System Justification, Oxford University Press, Oxford, pp. 185-209.
81. Van den Bos, K. and Lind, E.A. (2002), “Uncertainty management by means of fairness judgments”, Advances in Experimental Social Psychology, Vol. 34, pp. 1-60.
82. Van Dyne, L. and LePine, J. (1998), “Helping and voice extra-role behavior: evidence of construct and predictive validity”, Academy of Management Journal, Vol. 41 No. 1, pp. 692-703.
83. Van Dyne, L., Ang, S. and Botero, I. (2003), “Conceptualizing employee silence and employee voice as multidimensional constructs”, Journal of Management Studies, Vol. 40 No. 6, pp. 1359-1393.
84. Van Prooijen, J. (2009), “Procedural justice as autonomy regulation”, Journal of Personality and Social Psychology, Vol. 96 No. 6, pp. 1166-1180.
85. Van Prooijen, J., van den Bos, K. and Wilke, H. (2007), “Procedural justice in authority relations: the strength of outcome dependence influences people’s reactions to voice”, European Journal of Social Psychology, Vol. 37 No. 6, pp. 1286-1294.
86. Venkataramani, V. and Tangirala, S. (2010), “When and why do central employees speak up? An examination of mediating and moderating variables”, Journal of Applied Psychology, Vol. 95 No. 3, pp. 582-591.
87. Vigoda-Gadot, E. and Talmud, I. (2010), “Organizational politics and job outcomes: the moderating effect of trust and social support”, Journal of Applied Social Psychology, Vol. 40 No. 11, pp. 2829-2861.
88. Wallace, C., Johnson, P., Mathe, K. and Paul, J. (2011), “Structural and psychological empowerment climates performance and the moderating role of shared felt accountability: a managerial perspective”, Journal of Applied Psychology, Vol. 96 No. 4, pp. 840-850.
89. Watson, D., Clark, L. and Tellegen, A. (1988), “Development and validation of brief measures of positive and negative affect: the PANAS Scales”, Journal of Personality and Social Psychology, Vol. 54 No. 6, pp. 1063-1070.
90. Whiting, S., Podsakoff, P. and Pierce, J. (2009), “Effects of task performance, helping, voice and organizational loyalty on performance appraisal ratings”, Journal of Applied Psychology, Vol. 93 No. 1, pp. 125-139.
91. Wright, P., Kacmar, K., McMahan, G. and Deleeuw, K. (1995), “P ¼ f (MXA): cognitive ability as a moderator of the relationship between personality and job performance”, Journal of Management, Vol. 21 No. 6, pp. 1129-1139.
92. Yang, K. (2012), “Further understanding accountability in public organizations: actionable knowledge and the structure – agency duality”, Administration & Society, Vol. 44 No. 3, pp. 255-284.
93. Zellars, K., Hochwarter, W., Lanivich, S., Perrewe´, P. and Ferris, G. (2011), “Accountability for others, perceived resources, and well-being: convergent restricted nonlinear results in two samples”, Journal of Occupational and Organizational Psychology, Vol. 84 No. 1, pp. 95-115.
94. Zhou, J. and George, J. (2001), “When job dissatisfaction leads to creativity: encouraging the expression of voice”, Academy of Management Journal, Vol. 44 No. 4, pp. 682-696.
95. Dulebohn, J. and Ferris, G. (1999), “The role of influence tactics in perceptions of performance evaluations’ fairness”, Academy of Management Journal, Vol. 42 No. 3, pp. 288-303.
96. Enzle, M. and Anderson, S. (1993), “Surveillant intentions and intrinsic motivation”, Journal of Personality and Social Psychology, Vol. 64 No. 2, pp. 257-266.
97. Hall, A., Frink, D., Ferris, G., Hochwarter, W., Kacmar, C. and Bowen, M. (2003), “Accountability in human resources management”, in Schriesheim, C. and Neider, L. (Eds), New Directions in Human Resource Management, Information Age Publishing, Greenwich, CT, pp. 29-63.
98. Hope, O. (2010), “The politics of middle management sensemaking and sensegiving”, Journal of Change Management, Vol. 10 No. 2, pp. 195-215.