EXIT-VOICE-LOYALTY-NEGLECT MODEL

Exit-Voice-Loyalty-Neglect Model



Exit-Voice-Loyalty-Neglect Model

Executive Summary

This paper reports the results of two longitudinal studies we conducted to find out when dissastisfied employees will respond to their dissatisfaction with exit, voice, loyalty, or neglect. We found consistent evidence that exiters were affected by the costs and the efficacy of their responses as well as the attractiveness of their employing organization. Loyalists were primarily affected by the efficacy of their responses, although, unexpectedly, loyalty resembled entrapment in the organization more than it did supportive allegiance to the organization. Neglecters were primarily affected by the costs and the efficacy of their responses, and voicers were very difficult to predict. We conclude by arguing that we need a much better understanding of voice and loyalty in order to predict better how employees will respond to dissatisfaction.

Table of Content

INTRODUCTION4

EXIT-VOICE-LOYALTY-NEGLECT MODEL5

RECOMMENDATIONS9

CONCLUSION10

Introduction

People who are unhappy at work can do a number of things. They can focus attention on their nonwork interests, doing nothing about their work situation (neglect). They can work to improve the situation, through voice. They can find a better job and quit (exit). Or they can stay and support the organization, responding with loyalty. This study is about when dissatisfied employees will make these different choices. Systematic thinking about exit, voice, and loyalty as responses to dissatisfaction had its start in Hirschman's (1970) seductive treatment of them. He aruged that firms, organizations, and states recover from declines in their fortunes to the extent that exit--permanent movement away from the organization--and voice--attempting to improve it--bring about change. Hirschman described exit and voice as the main economic and political alternatives when firms, organizations, and states are in decline. Suppliers of consumer goods can receive signals that there is a problem in two ways: dissatisfied customers can either exit by switching to a different supplier or voice their complaints. Messages are sent to governments by citizens who either exit by emigrating or voice their discontent by working to elect a new government. This paper reports the results of two longitudinal studies we conducted to find out when dissastisfied employees will respond to their dissatisfaction with exit, voice, loyalty, or neglect. We found consistent evidence that exiters were affected by the costs and the efficacy of their responses as well as the attractiveness of their employing organization. Loyalists were primarily affected by the efficacy of their responses, although, unexpectedly, loyalty resembled entrapment in the organization more than it did supportive allegiance to the organization. Neglecters were primarily affected by the costs and the efficacy of their responses, and voicers were very difficult to predict. We conclude by arguing that we need a much better understanding of voice and loyalty in order to predict better how employees will respond to dissatisfaction.

Exit-Voice-Loyalty-Neglect Model

While Hirschman's arguments were developed to explain the responses of organizations to decline, they can prove useful in understanding how individuals may act when things are not going well. Thus, in Rusbult, Zembrodt, and Gunn's (1982) extension of Hirschman's categories to romantic involvements, people who are unhappy can ...