Abstract
Ensuring employees voice is fundamental to organizational performance and therefore, many researchers have attempted to spot those managerial practices that can improve voice mechanisms in an organization. Existing literature elaborates why and how, managers may display an aversion to employee voice but the fact that this aversion takes place in a social context and how employee’s coworkers are being treated by the manager, may also affect an employee’s responses, is yet to be explored. Thus, this study based on social exchange theory, examines the interrelated effects of voice aversion targeted towards employees (employee voice aversion by managers) and towards their coworkers (coworker voice aversion by managers) on an employee’s perception of job insecurity and relational identity mediated by employee manager relationship and affect based trust in coworkers. The model was tested using a sample of 340 part-time MBA students through hierarchical regression analysis and the results revealed that voice aversion either experienced personally or experienced by coworkers, can have a detrimental impact on employees’ relational dynamics.