Revisiting the Instrumentality of Voice: Having Voice in the Process Makes People Think They Will Get What They Want

Research on procedural justice has found that processes that allow people voice (i.e., input) are perceived as fairer, and thus elicit more positive reactions, than processes that do not allow people voice. Original theorizing attributed these effects to beliefs that the provision of voice enhances people’s sense of process control, which people were assumed to value because it impacts their perceived likelihood of receiving desired outcomes (the instrumental perspective of procedural justice). Subsequent research questioned this perspective, arguing that outcome expectations do not account for the effects of voice. However, this subsequent research failed to directly examine the interplay of voice, outcome expectations, and reactions. The current studies revisit and extend research on this topic by asking whether manipulations of voice act as shared circumstance effects. Confirming an untested implication of the instrumental perspective, we show that giving everyone voice increases their belief, ex-ante, that they are likely to win an upcoming competition. However, this instrumental belief accounts for only part of the effects of voice on perceived procedural fairness and on general reactions to outcomes. Results suggest that voice does indeed have instrumental significance, an implication not adequately recognized in current justice theorizing. However, this instrumentality does not, by itself, explain why people value having a voice in processes that affect them

A framework for evaluating relationship among HRM practices, project success and organization benefit

[[abstract]]Human resource management (HRM) practices have been recognized increasingly as a basis for achieving competitive advantage. However, conceptualizing HRM in the project context is still underdeveloped. The primary purpose of this study is to validate a framework for assessing the associations among HRM practices, project success, and organizational benefit in new product development (NPD) firms. The study also evaluates the moderating role of working environment factors in the relationship between HRM practices and NPD project success. The analyses of HRM practices and relationships with NPD project success and organizational benefit are based on an industry-wide survey in the Taiwanese high-tech industry. The results suggest that implementation of HRM practices contribute significantly to NPD project success, which subsequently bringing a number of potential benefits to a firm. In addition, the findings indicate that the positive relationship between HRM practices and NPD project success depends on work hours and time availability.[[notice]]補正完