To speak up or stay silent? How employee–supervisor value differences affect speaking up behavior in the hospitality industry. (July 2021)

• Record Type: Journal Article
• Authors: Bao, Yan; Han, Ping; Liao, Shudi; Liao, Jianqiao; Deng, Chuan Jun
• Is Part Of: International journal of hospitality management. Volume 96(2021)
• Publication Date: 2021-07
• Subjects: Leader–subordinate congruence -- Power distance orientation -- Speaking up -- Team-oriented incentive structure; Hotel management -- Periodicals; Restaurant management -- Periodicals; Food service management -- Periodicals; Hôtels -- Gestion -- Périodiques; Restaurants -- Gestion -- Périodiques; Services alimentaires -- Gestion -- Périodiques; Food service management; Hotel management; Restaurant management; Periodicals; 647.94
• DOI: 10.1016/j.ijhm.2021.102946
• Languages: English
• ISSNs: 0278-4319

Abstract

Abstract: Speaking up behavior plays an essential role in improving the service quality of teams and organizations. This study uses cross-level polynomial regression to explore the influence of supervisor–frontline employee power distance orientation (PDO) congruence on the speaking up behavior of frontline employees. The results indicate that congruence (vs. incongruence) in supervisor–frontline employee PDO can lead to more speaking up behavior. In addition, we propose an asymmetrical incongruence effect such that speaking up behavior will be most when supervisors are low in PDO and frontline employee are high in PDO. A team-oriented incentive structure also moderates the relationship between supervisor–frontline employee power distance orientation and speaking up behavior. These findings not only help us better understand the antecedents of frontline employee speaking up behavior, but also provide important implications for hospitality management.