While the previous research has examined antecedents of supervisors' voice endorsement, it has generally overlooked its effects on voicers' affective and behavioral reactions, probably because of the underlying assumption that supervisors' voice endorsement is inherently beneficial and likely to encourage more proactive behaviors in the future. In this research, we offer a theoretical model of the double-edged effects of supervisors' voice endorsement on voicers' subsequent personal initiative. Drawing on cognitive appraisal theory and related research, we proposed that supervisors' voice endorsement prompts two different cognitive appraisal processes in voicers that evoke two distinct emotional experiences-feeling pride and feeling envied-with countervailing effects on voicers' subsequent personal initiative. Specifically, voice endorsement results in voicers not only feeling pride, which enhances their subsequent personal initiative, but also in their feeling envied, which reduces their later personal initiative. Moreover, we extend the cognitive appraisal theory of emotion from a social constructionist approach by incorporating coworker support-an important relational context-as a contingent factor shaping the effects of voice endorsement on feeling pride and feeling envied and on voicers' subsequent personal initiative. The results from two field studies-a weekly experience sampling study with 574 observations from 119 employees and an event-based daily experience sampling study with 787 observations from 180 employees-largely support our theoretical model. This research suggests the importance of considering the perspectives of all the stakeholders in the proactivity triad (i.e., the focal employee, the supervisor, and coworkers) in order to sustain employee proactivity. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

中文翻译：

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主管的声音认可会增强还是限制声音者的个人主动性？通过感到自豪和感到嫉妒产生抵消作用。


虽然之前的研究考察了主管声音认可的前因，但普遍忽视了其对发声者情感和行为反应的影响，这可能是因为潜在的假设是，主管的声音认可本质上是有益的，并且可能鼓励在工作中采取更积极主动的行为。未来。在这项研究中，我们提供了一个理论模型，说明主管的声音认可对发声者随后的个人主动性的双刃效应。借鉴认知评价理论和相关研究，我们提出，主管的声音认可会促使发声者产生两种不同的认知评价过程，从而引发两种不同的情感体验——自豪感和嫉妒感——并对发声者随后的个人主动性产生抵消作用。具体来说，声音认可不仅会导致发声者感到自豪，从而增强他们随后的个人主动性，而且还会导致他们感到被嫉妒，从而降低他们随后的个人主动性。此外，我们通过将同事支持（一种重要的关系背景）作为影响声音认可对自豪感和嫉妒感以及对发声者随后的个人主动性的影响的偶然因素，从社会建构主义方法扩展了情感的认知评估理论。两项实地研究的结果——每周体验抽样研究，对 119 名员工进行了 574 次观察；基于事件的每日体验抽样研究，对 180 名员工进行了 787 次观察——在很大程度上支持了我们的理论模型。这项研究表明，考虑主动性三元组中所有利益相关者的观点非常重要（即、焦点员工、主管和同事），以保持员工的积极性。 （PsycInfo 数据库记录 (c) 2024 APA，保留所有权利）。