Prior research connecting employee voice with better career outcomes has almost exclusively focused on how frequently employees speak up. In the current research, we shift the focus to voice quality—recipients' perceptions of the value of an employee's voice communications, as inferred by message characteristics (i.e., rationale, feasibility, organizational‐focus, and novelty). Grounded within social exchange theory, we argue that peers and managers develop more positive evaluations (i.e., higher performance and promotion ratings) of employees who express higher‐quality voice, above and beyond how frequently they speak up, because voice quality better demonstrates employees' capability, commitment, and helpful intentions, which obligates the reciprocation of rewards. We further assert that voice frequency moderates these effects, such that high‐quality voicers are evaluated more positively, and low‐quality voicers are evaluated more negatively, as voice frequency increases. After conducting four studies through which we developed and validated a superordinate measure of voice quality, we conducted time‐lagged surveys with peers and managers to assess these hypotheses. Results fully supported our predictions for the direct benefits of voice quality on voicers' outcomes, above and beyond voice frequency; yet, the hypothesized interaction only emerged for peer‐rated outcomes.

中文翻译：

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要有效还是经常说话？语音质量和语音频率对同事和管理者的评估的影响

将员工的声音与更好的职业成就联系起来的先前研究几乎完全集中在员工说话的频率上。在当前的研究中，我们将重点转移到语音质量上—信息特征（即基本原理，可行性，组织重点和新颖性）推论出的接收者对员工语音通信价值的看法。基于社会交流理论，我们认为，同事和管理人员会对表达更高质量声音的员工进行更积极的评价（即更高的绩效和晋升评级），因为他们所说的频率超出了他们说话的频率，因为声音质量更好地表明了员工的言行举止。能力，承诺和乐于助人的意愿，这是回报的义务。我们进一步断言，随着语音频率的增加，语音频率会缓和这些影响，从而使高品质的发声者得到更积极的评价，而低品质的发声者得到更加消极的评价。在进行了四项研究以开发和验证高级语音质量度量标准之后，我们与同伴和管理者进行了时滞调查以评估这些假设。结果完全支持了我们对语音质量对语音质量的直接好处（超出语音频率和超出语音频率）的预测；然而，假设的相互作用仅出现在同等评价的结果中。