Abstract: The firm’s innovation depends on employee’s initiative and creativity. As so, the study of employee’s voice behavior becomes increasingly important recently. Employee’s voice behavior is a kind of constructive, change-oriented communicating behavior which intends to improve the work ground. Employees often have ideas, information, and opinions for constructive ways to improve work and work organizations. Sometimes these employees exercise voice and express their ideas，information, and opinions; while other times they engage in silence and withhold their ideas, information, and opinions. Therefore, researchers and practitioners are most concerned about why employees do not speak up in organizations. So “how to stimulate employee’s voice behavior” has become one of the hottest topics of organizational behavior and business management at present. Existing literature on the influence factor of employee’s voice behavior research primarily focus on individual factors and organizational context. However, the research on explaining how different individuals or situation affect employee’s voice behavior is still not sufficient. Research shows that psychological contract breach plays a significant role in employee’s attitude and behavior. Based on the social exchange theory, we investigated the moderating role of leader member exchange played in the linkages between psychological contract breach and employee’s voice behavior in the context of Chinese organizations. A structured questionnaire was employed as the research instrument for this study. It consists of three scales designed to measure the variables of interest, namely psychological contract breach, employee’s voice behavior and leader member exchange. To avoid the Chinese people’s tendency of choosing the mid-point of the scale regardless of their true feelings or attitudes, all of the items on the survey were responded to on 6-point Likert scales which did not include a mid-point. Data were collected from 253 full-time employees of Guangdong Branch of China Mobile. Cronbach’s alpha coefficients for the above measures are from .85 to .89, showing good measurement reliability. Harman single factor test in this study indicates that common method biases is not serious. Hierarchical regression modeling was used to test the hypotheses proposed. All the data were analyzed with the software SPSS 19.0, and the main statistics methods were correlation analysis and hierarchical regression modeling. In line with our hypotheses, regression results revealed that: (1) Psychological contract breach had a significant negative influence on employee’s voice behavior. (2) Leader member exchange had a significant positive influence on employee’s voice behavior. (3) Leader member exchange moderated the negative relationship between psychological contract breach and employee’s voice behavior such that it was stronger among high quality leader member exchange than among low ones. At the end of the paper, the theoretical and managerial significance of the findings, limitations, and future research directions are discussed.

摘要： 采用问卷调查法，以中国移动广东分公司的253名员工为研究对象，考察心理契约破坏、领导成员交换与员工建言行为的关系，并检验领导成员交换在二者之间的调节作用。层次回归分析结果表明：（1）心理契约破坏与员工建言行为呈显著负相关；（2）领导成员交换与员工建言行为呈显著正相关；（3）领导成员交换显著调节心理契约破坏与员工建言行为之间的关系。当领导成员交换质量较佳时，心理契约破坏与员工建言行为之间的负向关系较弱。

关键词: 心理契约破坏 员工建言行为 领导成员交换 调节作用