This dissertation leveraged signaling theory to examine feedback loops in employees' constructive voice behavior. Utilizing an event-focused lens, I examined how past experiences with voice behavior can impact an organizational newcomer's willingness to voice. Given contention in the literature on managerial responses to voice, I distinguished between voice implementation and voice appreciation and developed and validated a measure of voice implementation. Using a vignette design, Study 1 provided experimental evidence that a supervisor's voice implementation and appreciation in response to an organizational newcomer's first voice event in a new job impact the likelihood of that employee voicing again. Also using a vignette design, Study 2 provided experimental evidence that organizational newcomers consider their leader-member exchange quality with their current supervisor as well as voice implementation from their previous supervisor when deciding whether to voice for the first time in a new job. In a three-wave field data collection, Study 3 failed to support the hypotheses. However, novel information was discovered about the prevalence and frequency of constructive voice behavior in organizational newcomers. Theoretical and practical implications are discussed.