Journal
JOURNAL OF PERSONNEL PSYCHOLOGY
Volume 19, Issue 2, Pages 86-96Publisher
HOGREFE PUBLISHING CORP
DOI: 10.1027/1866-5888/a000255
Keywords
meeting science; self-efficacy; meeting participation; meeting effectiveness; voice and silence
Categories
Funding
- University of Nebraska at Omaha Graduate Research and Creative Activity grant
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Most employees participate in workplace meetings, and their experiences in meetings can vary greatly, which can lead to positive or negative effects on both job attitudes and behavior. In this study, we examined the effect that a meeting attendee's competence in the meeting topic had on their participation in the meeting and their perception of meeting effectiveness. Results indicated those with higher levels of competence in the meeting topic were more likely to participate and through participation found their meeting more effective; this relationship was stronger when employee dissent in the meetings was high. Leaders should ensure that those who are present in a meeting are competent in the topic of the meeting and encourage them to participate.
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