Power Distance And Employee Voice Behavior: Regulation Of Psychological Ownership

In the context of the changing international environment, the continuous development of China’s economy, market competition and technological change continues to accelerate; enterprises are facing competitive pressures from technology, services, personnel and other aspects. But in the final analysis of the competitiveness of enterprises is talent competition, bring in quality human capital has a positive impact on core competencies and the building achievement of the strategic objectives. Employee voice behavior is the ideas, information and opinions of employees that related to the work, can improve the quality of organizational situation. The one hand, the voice behavior of employees in affect of the organization survival and development of the organization; on the other hand, the power distance as an important dimension of cultural values also affects employee voice behavior.Psychological ownership is come from the Employee Stock Ownership Plan in1991. It is a subject (material or immaterial) or part of the self-possession, self-control of a state of mind. So as an organization environment variable, helping us to better understand the relationship between power distance and employee voice behavior as an adjustment variable, which to find better and more workable management measures in this perspective.In this paper, collected from a survey of347samples from various types of companies, the questionnaire consists of the basic information, the power distance scale, voice behavior scale and psychological ownership scale. The three scales are foreign scales that have been selected domestic use show good reliability and validity. It uses SPSS16.0software for statistical analysis of the data.Statistical analysis showed:(1) It was a negative correlation between the leadership power distance and employee voice behavior;(2) It was a negative correlation between the staff powers distance and employee voice behavior;(3) Psychological ownership play a positive regulatory role in the power distance and employee voice behavior.The conclusions of this study are as follows: (1) It has a correlated relation between power distance and employee voice behavior, both at the leadership level or staff level high power distance inhibit employee voice behavior.(2) Psychological ownership effect in employee voice behavior, the size of the employees’ psychological ownership plays a positive moderating voice behaviorThe results has certain theoretical and practical significance that help to understand the employee voice behavior from a corporate environment, social environment in the Chinese context, to better promote enterprise development and modern human resource management. First of all, business leaders should adopt an enlightened attitude of encouragement, give them more support and recognition, and open up more channels and proposals, at the same time to develop appropriate systems and incentives to protect and promote employee voice behavior. Second, managers should pay attention to the training and development of employees’ psychological ownership. Finally, corporate management should recognize that employee voice behavior also affected by other factors, such as friendship relations between employees, employees’psychological level of capital, turnover intention and organizational support and so on.