Communicating the Dissatisfaction in Workplace Among Public Sector Employees: Loyalty and Neglect as an Alternative Model of Responses

Leading in Entrepreneurial Universities: Do Demographics Display Different Commitments?

“…Thus, the analysis of this study reveals that the personnel chooses to continue to be in the universities due to the monetary advantages received over time, such as income promotions, retirement advantages in the future, and investments in the values of the university, which creates a degree of loyalty within the university. Moreover, the lecturers are additionally of the opinion (mean [M] = 4.38) that it would be a little too high a price for them to go away from the university even if they desired to as it will lead to a disturbance in their existence as lecturers at the University (M = 3.93) and most severe consequences of leaving the university will be the scarcity of accessible options (M = 4.35), which indicates that the CC is strongest when solely a few different choices are available, and the quantity of investments is excessive (Akhmad et al, 2020). Around 23.164% of variation is explained by NC in this model, supporting previous research that this type of commitment is much explored (Bizri et al, 2021).…”

“…Most lecturers are dedicated because they weigh the costs and risks associated with leaving the university. They trust it would be very costly for them to leave the university because of lesser handy choices (Akhmad et al, 2020). When given higher options, they will be decisive about leaving their organizations.…”

“…This divergence may be because lecturers with a shorter work journey remain more committed as they are aware of the fact that they have fewer job opportunities. However, as they gain experience, their alternate employment possibilities may also increase, which will minimize the grandeur of their dedication (Akhmad et al, 2020). The difference was significant, as seen in the outcomes of the t-test (t = 3.…”

“…Many public universities in Indonesia are currently experiencing the problematic issues that come from managerial leadership (Anis et al, 2021)-a public sector reformation policy rooted in tight executive control and the adoption of a business management model for the public sector (Rahman et al, 2018) as well as the unfavorable behavioral effect toward the policy where academicians display minor levels of commitment, which causes a decrease in the quality of the organization (Akhmad et al, 2020). In addition, universities struggle with strategic ambiguity as they want to mix educational accomplishments to maintain institutional identity and standing but simultaneously decentralize to occupy a captive market and generate revenue (Rajiani and Ismail, 2019).…”

The loyalty imperative: Understanding the link between organizational culture and employee commitment

“…Hirschman's theory of Exit, Voice, Loyalty, and Neglect (EVLN) delineates four primary reaction alternatives. Within the context of the employment relationship, exit is defined as quitting the job or actively seeking alternative employment, voice as engaging in constructive attempts to improve working conditions, loyalty as passively waiting for improvement while maintaining support for the organization, and neglect as participating in behaviors such as lateness, absenteeism, and misuse of company time (Ali Akhmad et al, 2020). Kim et al (2022) categorized exit and voice as active responses, with exit as destructive and voice as constructive.…”