This research offers a new theory predicting the effects of three exchange variahles, joh satisfaction, investment size, and quality of alternatives, on four general responses to dissatisfaction-exit, voice, loyalty, and neglect. Three studies designed to test model predictions received good support. High satisfaction and investment encouraged voice and loyalty and discouraged exit and neglect. SaUsfaction and investment interacted, with variations in investment most strongly promoting voice given high saUsfacUon. Better alternatives encouraged exit and voice and discouraged loyalty. However, there was no link hetween alternatives and neglect. 599 Academy of Management Journal Septemher flusbult, Farrell, flogers, and Mainous 601 Dan Farrell received his Ph,D degree in organizational sociology from the University of Iowa, He is currently an associate professor of management at Western Michigan University, In addition to his research on retention behaviors, his interests include political behavior in organizations, especially whistle-blowing. Glen Rogers received his Ph.D, degree in psychology from the University of Kentucky, He is currently a research associate in the Office of Research and Evaluation at Alverno College in Milwaukee, Wisconsin, Arch Mainous is currently a Ph.D, candidate in the Department of Sociology at the University of Texas at Austin.

This research offers a new theory predicting the effects of three exchange variahles, joh satisfaction, investment size, and quality of alternatives, on four general responses to dissatisfaction-exit, voice, loyalty, and neglect. Three studies designed to test model predictions received good support. High satisfaction and investment encouraged voice and loyalty and discouraged exit and neglect. SaUsfaction and investment interacted, with variations in investment most strongly promoting voice given high saUsfacUon. Better alternatives encouraged exit and voice and discouraged loyalty. However, there was no link hetween alternatives and neglect.

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The working environment is an important determinant of employee well-being. Previous UK studies report registered nurses' perception of the working environment using the Work Environment Scale (WES), but surprisingly few include data for nurses working in mental health or learning disability settings. One hundred and sixty-one (58.8%) registered nurses working day shifts in five specialist divisions (forensic adult mental health, adolescent mental health, elderly continuing care, adult and adolescent learning disability and brain injury rehabilitation) of a large charitable hospital comprising mostly secure (i.e. 'locked') wards completed the WES. Nurses working in separate clinical divisions differed only on the 'physical comfort' subscale. These results are discussed in the context of previous UK research: this sample of nurses scored differently on a number of subscales, with the working environment characterized by relatively high levels of support, cohesion and managerial control and slightly lower levels of autonomy. It is unclear whether the differences reflect the organizational (i.e. non-NHS) context, or a secure environment effect. Previous studies of mental health nurses are now 10 years old and we present data that may provide a benchmark of perceptions of the working environment held by nurses working in mental health and learning disability settings.