What Kind of Voice Do Loyal Employees Use?

Abstract

This study helps clarify mixed support for Hirschman's exit-voice-loyalty framework by arguing that loyalty, or feelings of attachment to the organization, and voice are not one-dimensional constructs. Based on data gathered from a survey of employees working with a large Canadian utility organization, employees feeling attached through an affective, emotional bond are found less likely to use representative voice but more likely to use direct voice, while those attached for rational, calculated reasons are more likely to use representative voice. Employees feeling attached for either reason are found less likely to exit. Implications for theory, research, and policy are discussed. Copyright Blackwell Publishing Ltd/London School of Economics 2003.

A study of the relationship between exit, voice, loyalty and neglect and commitment in India

“…Lately, Luchak (2003) (Kidron, 1978) and more specifically continuance commitment (Meyer & Allen, 1984) and attitudinal commitment (Meyer & Allen, 1984;Solinger et al, 2008), and the use of EVLN.…”

“…With some exception (Luchak, 2003), traditionally the link between organizational commitment and EVLN has been studied by examining the link between one type or foci of organizational commitment and use of EVLN (Boroff & Lewin, 1977). In this study, we contend that focusing on a single type of organizational commitment does not allow researchers to capture the possible impacts different types of commitment have on employees' actions (Johnson et al, 2009).…”

What influences the progression of employment rights disputes?

“…Recent decades have however seen marked increases in the volume of formal employment disputes, with applications in the UK more than trebling between 1988(Burgess et al, 2001). Similar trends have been observed in New Zealand (May et al, 2001;Shulruf et al, 2009) and North America (Lipsky et al, 2003: 54).Grievances are stressful for managers and come with a range of costs including management time and direct financial expense (Woodhams, 2007 Luchak, 2003;Olson-Buchanan and Boswell, 2002). This frames grievances in terms encouraging employers and employees to resolve disputes within the workplace.…”

“…Grievances are stressful for managers and come with a range of costs including management time and direct financial expense (Woodhams, 2007 Luchak, 2003;Olson-Buchanan and Boswell, 2002). This frames grievances in terms encouraging employers and employees to resolve disputes within the workplace.…”

“…This has explored variables such as grievant, workforce and workplace characteristics (Knight and Latreille, 2000a;Lewin, 1999), stage of settlement (Knight and Latreille, 2000b), representation (Antcliff and Saundry, 2009;McAndrew, 1999), and enterprise size (Saridakis et al, 2008;Woodhams, 2007), yet many areas remain ill-defined (Lewin, 2005). Another long-standing line of research has evolved from Hirschman's (1970) loyalty-voice-exit model (Lewin and Petersen, 1999;Luchak, 2003;Olson-Buchanan and Boswell, 2002). This frames grievances in terms of a single filing decision and most often in the North American context (Lewin, 2004: 402-403).…”