在過去建言的文獻上，探討有關員工的建言行為對於工作上的投入鮮少討論此議題，因此本文試圖討論建言行為、主管交換關係、主管歸因以及投入之關係。為了要討論這個研究缺口，作者從社會交換的研究中去提出一個概念性的架構。研究結果提出高品質的主管部屬交換關係在部屬展現正向的態度有關，而且這樣的關係會帶給部屬較高的行為動機去投入在工作上，產生較高的工作績效。有趣的是，本研究對於建言行為有所貢獻在發展主管與部屬的關係上，進而有較高的工作績效。

Previous studies on voice behavior have been issued in the past but, up until this day, the question whether employees upward voice suggestions would result to engagement at workplace remains unanswered especially the fact that there is an insufficient information regarding the relationships between voice behavior, supervisor attribution motives, LMX quality relationships, and engagement.
To address this gap, the author examines the importance of voice behavior in an established organization, analyze, and present a framework (voice behavior facilitates high leader-member exchange with the moderator role of supervisor attribution motives, that enables the employee to demonstrate more positive attitude at work) that is based from various streams of social exchange research.
The findings from this study further prove that high quality LMX relationships play a key role in subordinates’ positive attitude towards work. The higher the quality of the relationships between the leader and the follower, the greater the motivation of the employee to be engaged at work as it manifests better job performance thereby benefiting both the supervisor and the subordinate as well as the entire organization because of the amount and quality of output produced by the subordinate. Interestingly, this paper also makes a valuable contribution to the voice behavior research by recognizing the importance of employee voice behavior that helps in the development of high quality LMX and because of this, employee will demonstrate greater job performance.

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