員工建言的前因與後果：後設分析與研究建議

A Meta-analysis of Antecedents and Consequences of Employee Voice Behavior

觀光旅遊企業環境多變，員工若能主動發掘問題、隨時對組織提供建言，對於組織的績效、生存、與發展會有巨大的影響。近十幾年來，組織與人資管理再度興起一股「員工建言」的研究熱潮。這些文獻大致上已建構出基礎的理論架構，但是仍有兩個議題尚待釐清。一）實證研究中產生眾多的「前因」變數，然而這些前因變數似乎缺乏一個統整的解釋機制。二）員工建言的「後果」變數出現不一致的實證研究結果（例如：員工建言對員工的公共形象分別有正面與負面不一致的結果）。為了釐清上述這兩個議題，本研究整理2000-2015年AMJ等8本頂級組織管理學國際期刊，選出具有代表性文獻共78篇，作統整性後設分析研究。分析結果發現：一）員工建言的前因變數，大多數可透過「心理安全」與「效能知覺」這兩種心理機制來加以解釋。二）員工建言的後果變數出現不一致的實證研究結果，主因是文獻對於「員工建言」的構念界定與操作性定義不夠精確；另外，建言之內容、態度、與策略也會影響建言的效果。最後，本研究提出數項研究建議，以供未來研究參考。

The business environments of tourism and hospitality are changing rapidly. If employees take the initiative to explore the issue and offer suggestions (i.e. voice), it will have a huge impact on the organization's performance, survival and development. Over the decade, the organization and HRM re-emerge an 'employee voice' research boom. Research has largely built a basic theoretical framework, but two questions still remain to be clarified. 1) empirical research has produced a large number of 'antecedent' variables, yet, there seem to be lack of a unified explanatory mechanism for them. 2) literature shows different empirical findings of the 'consequences' of employee voice (e.g., employee voice bears different effects on employee’s public image). To clarify these two issues, the present study collected 78 representative articles, selected from eight top organizational management journals such as AMJ from 2000 to 2015, for a meta-analysis. Based on the results, we suggest that: 1) The various antecedents of employee voice can be largely explained through two mechanisms of 'psychological safety' and 'efficacy perception'. 2) The inconsistent effects of employee voice mainly due to the lack of precise definition of the construct “employee voice.” In addition, voice content, voice attitude and voice strategy may also play a part in the inconsistency of the results. Finally, the study offered suggestions for future research.