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Voice could be utilized as an effective method to improve organizational effectiveness. However, employees will hesitate to speak out because of possible adverse outcomes. This study explores the relationship between the employee voice and performance evaluation rated by their superiors. The paper posits that the leader’s power distance, performance orientation, and reflection ability moderate the relationship between voice and performance evaluation. When the leader has lower power distance, higher performance orientation, and higher reflection ability, they will appraise the employee’s performance higher when employee voices the concerns of the organization.

Can Employees Get Proper Performance Evaluation if They Speak Out?--the Moderating Effects of Leader's Psychological Characteristics