Impact of Exchange Variables on Exit, Voice, Loyalty, and Neglect: An Integrative Model of Responses to Declining Job Satisfaction

Rusbult, Caryl E.; Farrell, Dan; Rogers, Glen; Mainous, Arch G.

doi:10.5465/256461

Cited by 442 publications

(657 citation statements)

References 79 publications

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“…Investment size was measured using two items ("I have invested a lot in this job" and "I would lose a lot if I left this job") that we adopted from Rusbult et al (1988). Individual job alternatives were measured using a single item ("If I quit this job, I would surely find one that is as good as my current job") that we applied from Rusbult et al (1988). Voice opportunity was assessed with three items emphasizing the extent to which the organizational context supports voice behavior.…”

Section: Methodsmentioning

confidence: 99%

“…The EVLN (exit, voice, loyalty, neglect) model (Hirschman, 1970;Rusbult, Farrell, Rogers, & Mainous, 1988) emphasizes such different options and differentiates between four ideal types of responses to problematic events: exit Authenticity, employee silence, and prohibitive voice 8 (leaving the organization), voice (speaking up about concerns), loyalty (further contributing to the organization while leaving the specific problem unaddressed), and neglect (withdrawing one's efforts at work and trying to get the best out of the situation for oneself). We argue that their striving for congruence between awareness and expression will determine the likelihood that employees with high levels of authenticity will choose each of the four response options.…”

Section: Loyalty Neglect) Modelmentioning

confidence: 99%

“…Job satisfaction was measured using a single item ("Generally speaking, I am very satisfied with this job") from the Job Diagnostic Survey (Hackman & Oldham, 1980). Investment size was measured using two items ("I have invested a lot in this job" and "I would lose a lot if I left this job") that we adopted from Rusbult et al (1988). Individual job alternatives were measured using a single item ("If I quit this job, I would surely find one that is as good as my current job") that we applied from Rusbult et al (1988).…”

mentioning

confidence: 99%

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Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Authenticity is an important concept in positive psychology and has been shown to be related to well-being, health, and leadership effectiveness. The present paper introduces employee authenticity as a predictor of relevant workplace behaviors, namely, employee silence and prohibitive voice. Converging evidence across two studies using cross-sectional and longitudinal designs demonstrates that when responding to hypothetical problematic workplace events (Study 1) or actual workplace experiences (Study 2), individual differences in employees' authenticity predicted more self-reported voice behaviors and less silence that emanated from various motivations. Furthermore, authenticity scores consistently yielded predictive utility over and above the contribution of a broad set of individual and organization-based characteristics. Finally, organizational identification moderated the relation between authenticity and silence, such that for employees with high levels of identification, the relation between authenticity and silence was stronger.Keywords: authenticity, character strengths, employee silence, organizational identification, positive organizational behavior, positive organizational scholarship, voice Authenticity, employee silence, and prohibitive voice 2 Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification Authenticity, one of the key concepts in positive psychology research (Seligman & Csikszentmihalyi, 2000, p. 12), "involves owning one's personal experiences, be they thoughts, emotions, needs, wants, preferences, or beliefs" and "expressing oneself in ways that are consistent with inner thoughts and feelings" (Harter, 2002, p.382). Although practitioners and researchers agree that authenticity is important for psychological well-being (e.g., Rogers, 1961;Schlegel & Hicks, 2011), they question the appropriateness of authenticity at work. Studies have revealed that employees are often required to act in specific ways (e.g., Grandey, 2003;Hewlin, 2009;Hochschild, 1983) and that adjusting to others' expectations might be advantageous with regard to supervisor evaluations (Blickle et al., 2011 We think that the potential benefits of authenticity may lie dormant because in some situations, employees who are true to themselves could be beneficial for organizations. One such situation is when employees face problematic situations at work (e.g., transgressions, ineffectiveness). If employees engage in prohibitive voice ...

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Section: Methodsmentioning

confidence: 99%

Section: Loyalty Neglect) Modelmentioning

confidence: 99%

mentioning

confidence: 99%

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Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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“…Building on social exchange theory (Blau, 1964) and interdependence theory (Thibaut and Kelley, 1959), Rusbult and colleagues (Rusbult and Farrell, 1983;Rusbult et al, 1988) propose that preferences for active-passive and constructive-destructive response strategies depend on relationship-level exchange variables that characterize the nature of the adverse situation. Over time, their investment model has been tested empirically in several contexts, including job satisfaction (Rusbult and Farrell, 1983;Rusbult et al, 1988), romantic relationships (Rusbult and Zembrodt, 1983), channel relationships (Geyskens and Steenkamp, 2000;Ping, 1993), and strategic alliances (Tjemkes and Furrer, 2010).…”

Section: Adverse Situations and Exchange Variablesmentioning

confidence: 99%

Response strategies in an international strategic alliance experimental context: Cross-country differences

Tjemkes¹,

Furrer

Adolfs³

et al. 2012

Journal of International Management

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International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical.However, extant research does not specify how people from different national cultures respond to these adverse situations. In order to better understand cross-national differences, this study investigates future managers' preferences for specific response strategies in an international strategic alliance experimental context. Using a scenario-based experiment with 1,379 business students in five countries-Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom-the authors assess whether preferences for seven response strategies-exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect-vary across countries. The results indicate that national culture, both directly and interactively through relationship-level exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on response strategies by explaining that when faced with the same adverse situation, future managers from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

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“…Exiting an organization as a means of coping with mistreatment would be considered a destructive measure-by definition, it breaks off the relationship with the organization (Farrell, 1983;Rusbult et al, 1988). Exit is clearly a permanent measure taken by a victim when the situation becomes absolutely intolerable.…”

Section: Central Conceptsmentioning

confidence: 99%

Raising voice, risking retaliation: Events following interpersonal mistreatment in the workplace.

Cortina¹,

Magley²

2003

Journal of Occupational Health Psychology

409

304

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This study advances the literature on workplace deviance, addressing retaliation victimization in the context of interpersonal mistreatment. Using survey data from 1,167 public-sector employees, the authors investigated experiences of work retaliation victimization and social retaliation victimization among employees who have vocally resisted interpersonal mistreatment. Regression analyses suggest that different victim voice mechanisms trigger different forms of retaliation, depending on the social positions of the mistreatment victim and instigator. Discriminant function analyses demonstrate lower professional, psychological, and physical well-being among mistreated employees who have been further victimized with retaliation. These analyses also reveal health-related costs associated with victim silence-that is, enduring mistreatment without voicing resistance. Results are interpreted in light of theory on power, emotions, and justice in organizations.

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Impact of Exchange Variables on Exit, Voice, Loyalty, and Neglect: An Integrative Model of Responses to Declining Job Satisfaction

Cited by 442 publications

References 79 publications

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Response strategies in an international strategic alliance experimental context: Cross-country differences

Raising voice, risking retaliation: Events following interpersonal mistreatment in the workplace.

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