Testing a workplace experience explanation of displaced dissent

Instructional Dissent in the College Classroom

“…Displaced dissent was only associated negatively with perceptions of organizational influence and organizational commitment. Subsequent research has suggested that organizational dissent expression is a function of superiorÁsubordinate relationship quality (Kassing, 2000a), workplace freedom of speech (Kassing, 2000b), organizational burnout syndrome (Avtgis, Thomas-Maddox, Taylor, & Patterson, 2007), organizational tenure (Kassing & Dicioccio, 2004), perceptions of organizational justice (Goodboy, Chory, & Dunleavy, 2008;Kassing & McDowell, 2008), organization based self-esteem (Payne, 2007), and organizational climate and attachment (Kassing, 2008). Kassing and colleagues have revealed many pertinent findings on articulated, latent, and displaced targets of dissent and related correlates.…”

Organizational Dissent as a Function of Organizational Justice

“…As a result of such research, Kassing (2000b) revised his organizational dissent scale, excluding the displaced dimension. Later, Kassing and Dicioccio (2004) provided evidence of a workplace experience explanation for displaced dissent (i.e., displaced dissent expression is negatively related to age and work experience, and is more common among non-management than management). Although participants in the present study tended to be younger than those in Kassing and Dicioccio's study, and therefore were expected to communicate displaced dissent, organizational justice and displaced dissent were not related here.…”

“…For example, organizational members' locus of control, argumentativeness, and verbal aggressiveness account for the expression of dissent (Kassing & Avtgis, 1999, 2001, as does employee organizational tenure (Kassing & Dicioccio, 2004). Finally, communicating dissent is dictated by certain issues that arise in the organization, such as organizational change (Kassing & Armstrong, 2002).…”

Reducing Organizational Risk through Participatory Communication

“…Instead, employees engage in productive participatory communication practices to enact mindfulness. The workplace provides the places for talk and ''spaces that enhance equality and optimize diversity'' (Deetz & Brown, 2004, p. 183) so that collaborative communication and dissent geared towards possible corrective action may improve, not jeopardize, risk assessment and management (Kassing, 2006;Kassing & Dicioccio, 2004).…”

“…Burgoon et al argue that organizations cannot expect their workers to consistently exhibit individual mindfulness unless they encourage workers to report their concerns, empower workers to address emergency situations, and give workers opportunities for input in the management of emerging concerns. Kassing and Dicioccio (2004) characterize such ''corrective feedback'' as dissent (p. 113). Dissent can be perceived as antagonistic or constructive, based largely on an organization's willingness to support democratic discourse (Kassing, 1997).…”