calendar_month Publicación: 01/01/2015
Autor: Héctor Madrid, Malcolm Patterson, Pedro Leiva
Employees can help to improve organizational performance by sharing ideas,suggestions, or concerns about practices, but sometimes they keep silent because of theexperience of negative affect. Drawing and expanding on this stream of research, this paper builds a theoretical rationale based on core affect and cognitive appraisal theories, to describehow differences in affect activation, and boundary conditions associated with cognitiverumination and cognitive problem-solving demands can explain employee silence. Results ofa diary study conducted with professionals from diverse organizations indicated that within- person low-activated negative core affect increased employee silence when, as an invariantfactor, cognitive rumination was high. Furthermore, within-person high-activated negativecore affect decreased employee silence when, as an invariant factor, cognitive problem-solving demand was high. Thus, organizations should manage conditions to reduceexperiences of low-activated negative core affect, since these feelings increase silence inindividuals high in rumination. In turn, effective management of experiences of high-activated negative core affect can reduce silence for individuals working under high solvingdemands situations.
Fuente: Journal of Applied Psychology
Volumen: 100, Número: 6, Páginas: 1887-1898
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