Abstract: Previous research on employee silence has primarily focused on its antecedents, giving limited attention to its consequences. This study, drawing on self-regulation theory, delves into How and When employee silence influences in-role performance, creativity, and social undermining. Through a daily diary study spanning 10 workdays with 102 employees and their supervisors, we aim to shed light on this phenomenon. Utilizing a multilevel mediated moderation model, this study finds a positive relationship between employee silence and job disengagement. Moreover, job disengagement is negatively related with in-role performance and creativity, while positively related with social undermining behaviors. Furthermore, our analysis reveals that job disengagement mediates the relationship between employee silence and its outcomes. Additionally, organizational reciprocity plays a moderating role in this process. Specifically, organizational reciprocity moderates the indirect relationship between employee silence and in-role performance, creativity, and social undermining via job disengagement. Specifically, higher levels of organizational reciprocity weaken the indirect effects of employee silence on these outcomes through job disengagement. In conclusion, this study offers a fresh theoretical perspective on the consequences of employee silence, and provides managerial insights for mitigating its negative impacts.

Key words: employee silence, job disengagement, in-role performance, creativity, social undermining