中文摘要：

采用问卷调查法,以中国移动某分公司的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。

英文摘要：

The firm’s innovation depends on employees’ initiative and creativity. The study of employees’ voice behavior becomes increasingly important recently. Employees’ voice behavior is a kind of constructive, change-oriented communicating behavior intended to improve the work place. Employees often have ideas, information, and opinions for constructive ways to improve work and work organizations. Sometimes these employees speak out and express their ideas, information, and opinions; while on other occasions they keep silence and withhold their ideas, information, and opinions. Therefore, researchers and practitioners are most concerned about why employees do not speak out in organizations.Consequently, ＂how to stimulate employees’ voice behavior＂ has become one of the hottest topics of organizational behavior and business management at present. Existing literature in the research on the factors influencing employees’ voice behavior primarily focused on individual factors and organizational contexts. However, the research on how different individuals or situations affect employees’ voice behavior is still not sufficient. Research shows that psychological contract breach plays a significant role in employees’ attitudes and behavior. Based on the social exchange theory, we investigated the moderating role that the leader-member exchange played in the linkages between psychological contract breach and employees’ voice behavior in the context of Chinese organizations.A structured questionnaire was employed as the research instrument for this study. It consisted of three scales designed to measure the variables of interest, namely the psychological contract breach, employees’ voice behavior and the 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 was collected from 253 full-time employee