The Effects of Employee Silence on Performance and Relational Behavior:A Daily Diary Research Based on Self-regulation Theory
Previous research on employee silence has primarily focused on its antecedents,giving limited attention to its consequences.This study,drawing on self-regulation theory,delves into How and When employee silence influences in-role performance,creativity,and social undermining.Through a daily diary study spanning 10 workdays with 102 employees and their supervisors,we aim to shed light on this phenomenon.Utilizing a multilevel mediated moderation model,this study finds a positive relationship between employee si-lence and job disengagement.Moreover,job disengagement is negatively related with in-role performance and creativity,while positively related with social undermining behaviors.Furthermore,our analysis reveals that job disengagement mediates the relationship between employee silence and its outcomes.Additionally,organizational reciprocity plays a moderating role in this process.Specifically,organiza-tional reciprocity moderates the indirect relationship between employee silence and in-role performance,creativity,and social undermi-ning via job disengagement.Specifically,higher levels of organizational reciprocity weaken the indirect effects of employee silence on these outcomes through job disengagement.In conclusion,this study offers a fresh theoretical perspective on the consequences of employee silence,and provides managerial insights for mitigating its negative impacts.
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