In this study, the authors explore a heretofore unappreciated benefit of managerial openness to employee voice: internal attraction. Previous work has shown that managers who are more open to listening to employees receive valuable information and their units have higher relative retention levels. The authors explain and empirically demonstrate that managers who are more open to employee voice also more effectively attract workers from other units in their organizations. They describe how and why managerial openness to voice likely shapes the information that employees in a focal organizational unit (“employee insiders”) share with employees in other units (“employee outsiders”). They find that units with managers who are perceived as more open to voice are viewed as more attractive places to work. Conducting two field studies in separate US school districts, the authors find that managerial openness to voice positively predicts a work unit’s attractiveness among employees who work in other areas of the organization. They discuss the implications of their findings for organizations in general and school districts specifically.

在这项研究中，作者探索了管理开放性对员工声音的前所未有的好处：内部吸引力。以前的工作表明，更乐于听取员工意见的经理会收到有价值的信息，其单位的相对保留率更高。作者解释并凭经验证明，对员工的声音更开放的经理还可以更有效地吸引组织中其他部门的员工。他们描述了管理人员对声音的开放态度是如何以及为什么会形成焦点组织单位的员工（“员工内部人员”）与其他单位的员工（“员工外部人员”）共享的信息的方式。他们发现，被认为对声音更开放的管理人员的单位被视为更具吸引力的工作场所。作者在不同的美国学区进行了两次实地研究，他们发现，管理人员对声音的开放态度积极地预测了该单位对在该组织其他地区工作的员工的吸引力。他们讨论了他们的发现对普通组织和学区组织的意义。