Employee Exit, Voice, Loyalty, and Neglect in Response to Dissatisfying Organizational Situations: It Depends on Supervisory Relationship Quality

Jaesub Lee · Amy Lane Varon

45 citations0/0 files storedInternational Journal of Business Communication

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Abstract

This study examined, via a field experiment, the extent to which the quality of leader-member exchange (LMX) and gender affect employees’ enactment of exit, voice, loyalty, and neglect (EVLN) strategies in response to the dissatisfying situation of injustice in the workplace. Findings showed that, when faced with a dissatisfying situation, employees in high-quality LMXs are less likely to engage in exit and neglect behaviors, but more likely to practice loyalty behaviors than their peers in low-quality LMXs. Voice behaviors, the most preferred response strategy, appear to have much more complex relationships with LMX quality than other strategic communication responses. No gender difference was detected. Furthermore, gender did not moderate the way that the quality of LMX influences the use of EVLN strategies.

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References

1980Understanding Attitudes and Predicting Social Behavior 1986Research in Organizational Behavior.1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 2001On the dimensionality of organizational justice: A construct validation of a measure.1978A Social Information Processing Approach to Job Attitudes and Task Design 1981Gender schema theory: A cognitive account of sex typing.1990Organizational Justice: Yesterday, Today, and Tomorrow 1975A vertical dyad linkage approach to leadership within formal organizations

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2022Understanding the Influence of Authentic Leadership and Employee-Organization Relationships on Employee Voice Behaviors in Response to Dissatisfying Events at Work 2020The relationship between psychological contract and voice behavior—a social exchange perspective 2019Individual and managerial predictors of the different forms of employee voice 2021Employee exit and its relationship with multidimensional knowledge retention: the moderating role of organizational structure

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