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Introduction to research on Hirschman's Exit, Voice, and Loyalty model
Abstract
This article introduces this special issue of theEmployee Responsibilities and Rights Journal on recent work exploring Albert O. Hirschman's Exit, Voice, and Loyalty model of dissatisfaction. This special issue provides a forum for researchers and theorists with various perspectives on the model to present their ideas in one place. There are six original articles in this issue, and one discussion piece. While these articles do not resolve the controversies surrounding the Exit, Voice, and Loyalty model, they do provide a clear picture of the current status of research and theory on dissatisfaction in organizations from this perspective.
... Voice involves employees' voluntary response to improve dissatisfying work situations or support organisational change (Rusbult et al., 1988;Saunders et al., 1992). It involves employees' making effort to discuss their concerns with a superior and provide result focused suggestions to the organisation (Botero and Van Dyne, 2009;Detert and Trevioo, 2010). ...
... merging of departments/operations, relocation of departments/operations, relocation of corporate headquarters) and the Nigerian oil and gas companies' employees exit, voice, loyalty and neglect behaviours. This finding is not consistent with the findings of many researchers such as Saunders (1992), Turnley andFeldman (1999), andChaudhry et al., (2009). They reported a positively significant relationship between organisational change and employees' exit, voice and neglect behaviours. ...
This paper aims to examine the relationship between organisational change and exit, voice, loyalty and neglect (EVLN) behaviours of employees in the Nigerian oil and gas industry. By adopting a quantitative approach, the tools employed in analysing data collected through the use of questionnaires from 322 employees are factor analysis from the Analysis of Moments of Structure (AMOS 22.0) for windows. The study statistically revealed that organisational change is positively and insignificantly correlated to the Nigerian oil and gas employees' exit, voice, loyalty and neglect behaviour. These findings reveal the type of sector employees' work for and the role of trade unions in times of change. This study is intended to support managers and practitioners in assessing and evaluating organisational change programmes, particularly in the context of a developing country like Nigeria that is heavily dependent on revenues from the oil and gas sector.
... In all types of organizations large, small, corporate, not for profit or government there is competition for retaining skilled and talented employee's (Sidiki and Masood, 2008). Managing to address employee dissatisfaction is Hunjra et al. 3057 the time-consuming task for management and critical challenge to address employee voice (Saunders, 1992). The employee turnover has been widely discussed under organizational literature (Zaffane, 1994) and different dimensions of employee turnover had been found. ...
... According to Hirschman (1980), loyal employees are less intended to leave the organization as compare to those with modest loyalty. However, it is very difficult to interpret the construct of loyalty as some interpreted loyalty as an attitude or behavior response to dissatisfaction (Saunders, 1992). Many researches have been conducted on the base of Hirschman exit theory, voice and loyalty model and found further dimensions related to employee intent to leave. ...
Organizations want to retain their employees in order to benefit from their talent and skills. While working in an organization, employees come across some problems both inside and outside the organization. This study investigates the relationship between field employees’ voice effectiveness of voice mechanism) and employees’ intent to leave the organization. Further, this study explores the difference between male and female field employees perception regarding their intention to leave the organization. The sample of the study consisted of 250 field employees working in different banks of Rawalpindi and Islamabad through questionnaire; only 188 were returned and processed. The SPSS technique was used for data analysis and findings. The study concludes that employee voice mechanism has a positive and significant impact on employee intention to leave. This study finds that male are comparatively more intended to leave the organization with less effective voice mechanism and higher qualified employees are more conscious about voice mechanism in the banking sector.
... In all types of organizations large, small, corporate, not for profit or government there is competition for retaining skilled and talented employee's (Sidiki and Masood, 2008). Managing to address employee dissatisfaction is Hunjra et al. 3057 the time-consuming task for management and critical challenge to address employee voice (Saunders, 1992). The employee turnover has been widely discussed under organizational literature (Zaffane, 1994) and different dimensions of employee turnover had been found. ...
... According to Hirschman (1980), loyal employees are less intended to leave the organization as compare to those with modest loyalty. However, it is very difficult to interpret the construct of loyalty as some interpreted loyalty as an attitude or behavior response to dissatisfaction (Saunders, 1992). Many researches have been conducted on the base of Hirschman exit theory, voice and loyalty model and found further dimensions related to employee intent to leave. ...
Organizations want to retain their employees in order to benefit from their talent and skills. While
working in an organization, employees come across some problems both inside and outside the
organization. This study investigates the relationship between field employees’ voice (effectiveness of
voice mechanism) and employees’ intent to leave the organization. Further, this study explores the
difference between male and female field employees perception regarding their intention to leave the
organization. The sample of the study consisted of 250 field employees working in different banks of
Rawalpindi and Islamabad through questionnaire; only 188 were returned and processed. The SPSS
technique was used for data analysis and findings. The study concludes that employee voice
mechanism has a positive and significant impact on employee intention to leave. This study finds that
male are comparatively more intended to leave the organization with less effective voice mechanism
and higher qualified employees are more conscious about voice mechanism in the banking sector.
... If consumers were dissatisfied they could choose to ignore this sentiment (loyalty), express their dissatisfaction by exit (leave and find another provider offering better services), or voice their concerns (trying to improve services from within). The Hirschman triad has been adapted to classify employee responses to adverse conditions in the workplace (Dowding et al., 2000;Lee & Varon, 2020;Naus et al., 2007;Saunders, 1992). In this article we look at social workers in their role as employees, hence we will use the adjusted Hirschman framework. ...
... Certains ont reproché à Hirschman de n'envisager la défection et la prise de parole que «séparément, alors que, dans les faits, ces deux comportements peuvent fort bien aller de pair» (Dowding, 2015, p. 260). En temps de crise, la loyauté à l'égard d'une organisation peut se manifester à la fois par des critiques et par une posture attentiste, dans l'idée que la situation peut finir par s'améliorer (Saunders, 1992). La gamme d'options dont disposent les travailleurs est déterminée par le contexte, y compris par leurs ressources, les moyens institutionnels, la situation du marché du travail et leurs préférences (Naus, van Iterson et Roe, 2007;Davidson et Meyers, 2016). ...
Résumé
Les auteurs analysent les répercussions de la pandémie de COVID‐19 sur l'activité et le vécu des travailleurs de plateforme en Pologne et la réaction de cette main‐d'œuvre dans ces circonstances particulières. Ils observent que les fortes fluctuations de la demande ont exacerbé les distorsions propres à une relation de travail asymétrique, non régulée et atypique et repèrent plusieurs stratégies mobilisées par les travailleurs pour y remédier, en s'appuyant sur la typologie de Hirschman (défection, prise de parole et loyauté). Le choix entre ces stratégies dépend des ressources personnelles de l'individu, des moyens institutionnels auxquels il a accès et de son système de valeurs.
... Uno de los puntos criticados de la tipología de Hirschman es que supone que la salida y la voz son «alternativas, cuando en realidad podrían utilizarse conjuntamente» (Dowding 2015, 260). La lealtad a una organización durante una crisis puede manifestarse tanto mediante una crítica a dicha organización como mediante la espera para ver si la situación mejora (Saunders 1992). El abanico de acciones de que disponen las y los trabajadores viene determinado por el contexto, es decir, los recursos a su alcance, las capacidades institucionales, la situación del mercado laboral y sus propias preferencias (Naus, Van Iterson y Roe 2007;Davidson y Meyers 2016). ...
Resumen
Se explora cómo la pandemia de COVID‐19 ha afectado a las experiencias laborales y vitales de las y los trabajadores de plataformas de trabajo localizado y en línea en Polonia y cómo estos han respondido. Las importantes fluctuaciones de la demanda han exacerbado las distorsiones de una relación laboral asimétrica no regulada fuera de la relación laboral estándar. Se observan estrategias de adaptación de lealtad, voz y lealtad hibridadas, y salida, según la tipología de Hirschman. La elección de esas estrategias se explica según los niveles de acceso a recursos propios e institucionales, así como por las experiencias y repertorios simbólicos de las y los trabajadores.
... Exit, Voice, and Loyalty 's reception within economics was cool-a review by economist Gordon Tullock (1970) characterized its central concern as "not monumental"-but the concepts of exit and voice were quickly picked up elsewhere. Since its introduction, the exit-voice distinction has found place in media studies (Flew 2009), urban studies (Young 1974), labor studies (Saunders 1992), migration studies (Newland 2010), the marketing and consumer literatures (Raval 2019), group behavior (Tajfel 1975), deliberative democracy (Gastil 2000) , and the social psychology of romantic relationships (Rusbult, Zembrodt, and Gunn 1982). There is also a considerable exit-voice literature surrounding Internet cultures (Centivany and Glushko 2016;C. ...
Online communities provide ample opportunities for user self-expression but generally lack the means for average users to exercise direct control over community policies. This article sets out to identify a set of strategies and techniques through which the voices of participants might be better heard through defined mechanisms for institutional governance. Drawing on Albert O. Hirschman’s distinction between “exit” and “voice” in institutional life, it introduces a further distinction between two kinds of participation: effective voice, as opposed to the far more widespread practices of affective voice. Effective voice is a form of individual or collective speech that brings about a binding effect according to transparent processes. Platform developers and researchers might explore this neglected form of voice by introducing mechanisms for authority and accountability, collective action, and community evolution.
... The Hirschman's typology has been criticised for its assumption that exit and voice are 'alternatives, whereas in fact they could be used in unison' (Dowding 2015, 260). Being loyal to organisation can both lead to the critique of it in case of its crisis and make people wait and see until the situation improves (Saunders 1992). The range of actions workers have is determined by context, including their resources, institutional capabilities, situation on the labour market, and preferences (Naus et al. 2007;Davidson and Meyers 2014). ...
This article explores how the COVID‐19 pandemic has affected the work and life experiences of platform workers' and how workers have responded to the outbreak in Poland. Platform workers have been exposed to substantial fluctuations of demand during the pandemic, magnifying the distortions existing in an unregulated asymmetrical employment relationship diverging from the standard employment relationship. Findings illustrate how workers have attempted to reduce the disruptions underpinning the existence of this unregulated asymmetrical relationship by adopting different strategies, which resemble Hirschman's typology of loyalty, voice and exit. We explain the choice of strategies by highlighting workers' different access to resources and institutional capabilities, as well as by variation in their orientations.
... Les comportements organisationnels à l'oe uvre dans les Boards insuffisamment diversifiés peuvent être décrits selon le paradigme hirschmanien exit, voice, loyalty (Hirschmann, 1970 ;Saunders, 1992) (Bruna et Nicolò, 2020). ...
From strategic diagnosis to alignment : exploring the conditions of efficiency of a CSR approach
As a situational intelligence tool and a change management process, the strategic diagnosis decrypts the ecosystem positioning and the socio-economic profile of companies. It enables the screening and holistic understanding of their business, social and organizational challenges. In addition, it allows a critical assessment of their Business Model viability and socio-environmental acceptability.
On the other side, this diagnostic approach evaluates the strategic relevance of a firm’s societal commitment and its compatibility with its Corporate strategy. Seeking the triple contextualization of a CSR policy (within the ecosystem, the Corporate strategy and the social milieu), it supports a mapping of stakeholders accounting for their power, legitimacy and urgency of demands (Mitchell et al., 1997) as well as for their influence and social mobilization capacities (Rowley and Moldoveanu, 2003).
Inspired by the principles of relevance and practicability, the verification of the compatibility between the Corporate strategy and the CSR policy goals turns out a critical process, aimed at ensuring realistic shaping of Corporate Social Commitment, enhancing its practicability and, fundamentally, its effectivity. Consequently, the strategic diagnosis can be viewed as a vector of alignment and a lever for change.
Propaedeutic to the fruition of the special issue entitled The new frontiers of CSR, this article constitutes a preliminary contribution to the debate around the strategic positioning of CSR policies.
... Exit as a strategy is borrowed from Allen Hirschman (1970;1974;Saunders, 1992) and his theory of exit, voice and loyalty, and the subsequent studies based upon these terms. This theory posits that when consumers (believers, citizens, employees) are unhappy with their current relationship with the organization they belong to (a given church, state, employer), they can either exit, meaning, leave for a better option (another church/religion/denomination, emigrate, a different job), or they can voice, express their position and try to change the system from within. ...
... Exit as a strategy is borrowed from Allen Hirschman (1970;1974;Saunders, 1992) and his theory of exit, voice and loyalty, and the subsequent studies based upon these terms. This theory posits that when consumers (believers, citizens, employees) are unhappy with their current relationship with the organization they belong to (a given church, state, employer), they can either exit, meaning, leave for a better option (another church/religion/denomination, emigrate, a different job), or they can voice, express their position and try to change the system from within. ...
... Exit, Voice, and Loyalty 's reception within economics was cool-a review by economist Gordon Tullock (1970) characterized its central concern as "not monumental"-but the concepts of exit and voice were quickly picked up elsewhere. Since its introduction, the exit-voice distinction has found place in media studies (Flew 2009), urban studies (Young 1974), labor studies (Saunders 1992), migration studies (Newland 2010), the marketing and consumer literatures (Raval 2019), group behavior (Tajfel 1975), deliberative democracy (Gastil 2000) , and the social psychology of romantic relationships (Rusbult, Zembrodt, and Gunn 1982). There is also a considerable exit-voice literature surrounding Internet cultures (Centivany and Glushko 2016;C. ...
This paper sets out to identify a set of strategies and techniques through which the voices of participants in online communities might be better heard through defined institutional mechanisms. Drawing on Albert O. Hirschman's distinction between "exit" and "voice" in institutional life, it introduces a further distinction between two kinds of participation in self-governance: effective voice, as opposed to affective voice. Effective voice is comparatively rare on Internet platforms: a form of individual or collective speech that brings about a binding effect according to transparent processes. Platform developers and researchers might explore this neglected form of voice by introducing mechanisms for authority and accountability, collective action, and community evolution.
... Hence, shares were only transferred to friends or relatives and control was therefore characterised by 'voice' rather than 'exit' (Hirschman, 1978). Hirschman proposed that people faced with dissatisfaction either 'exit' (that is, leave the relationship), or 'voice' that is, attempt to change the relationship from within (Saunders, 1992). However, the emergence of corporations led to the development of organised markets for the exchange of shares (Pistor and Xu, 2002). ...
It is straightforward to see why there is an absence of literature on corporate governance in the Gambia. The Gambia is a small under-developed African economy with a GDP of $807.1 million, a population of 1.9 million (World Bank 2014), and a workforce of over half a million. Only 5 % of people are employed in organisations of more than 50 employees. Fifty-five percent of these organisations are found in two industries: (1) finance and insurance and (2) electricity and gas. These two industries, however, have an overall workforce of a mere 2500 employees (GBoS 2012). ‘Most of the smaller private sector companies [are] operating in the informal sector’ (Nshimyumuremy and Workie 2015). In the Gambia the corporate sector is small and no stock exchange currently exists. Indeed, one might wonder whether anything meaningful can be learnt from studying corporate governance in the Gambia. For those living in the country, a case can be made. But can a case be made to help understand corporate governance in general and Africa in particular? Can this study benefit those living in Africa? In this chapter, I put forward an argument that responds to the question with an affirmative.
... Çünkü bağlılık terimi hem tutumu hem de davranışı tanımlamada kullanılabilmektedir. Bağlılık bir tutumu, düşünceyi tanımlamada kullanılırken, sabır bir davranışı tanımlamaya daha uygundur. (Saunders, 1992, Withey ve Cooper, 1989. Yani sabır iyimser bir şekilde beklemeyi bağlılıktan daha iyi tanımlar. ...
This study has been done in order to adapt Employees’ Reactions To Problematic Events Scale into the Turkish version. For this purpose, data were collected by worker who work at private sector in Turkey from 312 persons. Both exploratory (principal) and confirmatory factor analyses were done to test the factor structure of the scale. It was found that the Turkish version of the scale had a five-factor structure in a manner similar to the original scale. These are exit, considerate voice, loyalty, aggressive voice and neglect. In addition, there were significant corelations between the Turkish version of the scale and Minnesota Satisfaction Questionnaire in acceptable level. Cronbach Alpha’s coefficients of internal consistencies range from .78 and .91, split half reliabilities of the items range from .50 and .84 and also test-retest relabilities of the scale range from .71 and .89. In line with these findings the Turkish version of Employees’ Reactions To Problematic Events Scale have sufficently psychometric properties to be used in researches in our country
... 14 Hirschman 1970 Dat betekent dus dat loyaliteit geen gedragsuiting is, hoewel Hirschman een enkele keer het begrip loyaliteit wel meer in die hoedanigheid gebruikt. Zie ook Withey & Cooper 1992;Saunders 1992. 16 De Groot-van Leeuwen 1991. ...
Loyaliteit binnen de rechterlijke macht
Judges in the Netherlands have recently expressed their concerns in the media over the organization of the judiciary and the pressure to deliver output. At the same time, they consider themselves highly loyal to their work. In this article we explore this seeming contradiction by studying the developments in the selection, training and organisation of the judiciary and considering the consequences that these developments could have on the loyalty of judges. In doing so, a distinction is made between loyalty to the profession, to the organisation and to colleagues. We follow Hirschman's theory on Exit, Voice and Loyalty and determine that the act of judges expressing their concerns (instead of exiting the judiciary) is essentially a sign of their loyalty. However, we reason that this displays more loyalty to the profession than to the organisation. Due to changes in the selection and training of judges, more candidates who were formerly employed in other settings, e.g. in advocacy, will enter the profession. With their socialisation taking place in a more business-like setting, where values such as efficiency and productivity are significant, it is expected that they will be more willing to accept the new public management values which are criticized by the present generation of judges.
... Economist Albert Hirschman's (1970) theory of exit, voice, and loyalty can help provide insight into the ostensibly counterintuitive willingness of former black complainants to use the citizen complaint system in the future despite their negative past experience and perception of the complaint process. Although Hirschman's theory is principally an economic model, it has been applied in a number of contexts, including political participation (Wilson & Taub, 2007 ), romantic involvements , and employee dissatisfaction within an organization (Saunders, 1992). Hirschman states that when consumers are dissatisfied with the quality of a business's product, the actions of their political party, or an organization's performance, they generally make their dissatisfaction known through two competing alternatives: exit or voice. ...
The historically contentious relationship between the black community and the police is one of the most enduring and seemingly intractable challenges facing law enforcement and public officials in the United States. Given this troubled history, many cities have established civilian oversight of police to address issues of police misconduct, which are often colored by race. This article uses Albert Hirschman's theory of exit, voice, and loyalty to explore the phenomenon of the willingness of blacks who have filed complaints against the police in the city of Cleveland to use the citizen complaint process again in the future, despite their overwhelming dissatisfaction with the complaint process, whereas whites and other minorities would not. This paper has implications for enhancing public officials' and police administrators' understanding of the relevance of the citizen complaint process for blacks and improving the oversight of police and police-community relations.
... The concept of loyalty, according to Hirshman (1970), is predominately portrayed as an attitude that affects the use of exit or voice, but other times loyalty is described as a behavior in which employees act to support the organization. This dual concept of loyalty has resulted in minor controversy among researchers, as some have conceptualized loyalty as an attitude while others have interpreted it as a distinct behavioral response (Saunders, 1992). Therefore, researchers and theorists have worked to enhance or refine Hirschman"s concept of loyalty due in no small part to the fact that it is the most elusive of the three concepts. ...
Over the past several years, high unemployment and limited job mobility prospects have kept voluntary employee turnover statistics relatively low. In more favorable job markets, dissatisfied employees are likely to leave undesirable work situations and move on to what they perceive will be more satisfying work relationships. In tight labor markets, dissatisfied employees often find that they are unable to leave dissatisfying jobs. This paper explores two questions pertaining to retention of dissatisfied employees. What can we expect, in terms of turnover, when the job market becomes more favorable to job seekers and how do dissatisfied employees who remain with employers respond behaviorally while continuing to work in a dissatisfying work environment? In the workplace, employee turnover carries a negative connotation. Turnover can be costly to a firm because the organization loses its investment in human capital. Turnover can be voluntary or involuntary. It can be the decision of the employee or at the hand of the employer. Employers continually work to reduce voluntary turnover costs through various human resource functions including training, performance management, compensation strategies, and selection methods. According to the United States Bureau of Labor Statistics (2011), the current voluntary turnover rate for private industry is 1.4%, compared to 2.5% 10 years ago. Although the prior statistic appears beneficial to employers, looks can be deceiving. In recent years, job markets have bottomed out and unemployment rates have risen significantly resulting in poor employment prospects for job-seekers. This not only has an impact on turnover rates but also a substantial impact on employers. Although employers strive to reduce turnover, some percentage of voluntary turnover is healthy for an organization; especially when the employees who are not engaging in voluntary turnover are dissatisfied in their jobs and displaying negative job behaviors. Excluding failing job markets, turnover would typically be subject to an employee"s job satisfaction and/or organizational commitment.
... Hirschman postulates that when discontented or perceiving a decrease in their benefits from being part of the party (i.e. decrease in support), members have two main options: exit the party – i.e. withdraw from the relationship -or voice their criticisms – i.e. attempt to repair or improve the relationship through communication of the complaint, grievance or proposal for change (Saunders, 1992: 187-90). This is very similar to the hypotheses linked to a decline in political trust (elite-challenging participation or alienated apathy). ...
This paper focuses on discontent among party members. Taking Belgium as a case-study, this paper investigates two dimensions of discontent: external political efficacy and specific support. The analysis emphasizes the impact of extra-and intra-party socialization on external efficacy, but also to a lesser extent on specific support. Moreover, the results confirm that discontent is an interesting alternative to the existing explanatory models of intra-party activism. The level of intra-party activism is determined by the members' perception of external efficacy, whereas the nature of intra-party participation (allegiant vs. challenging) is associated with the level of specific support. The combination of external efficacy and specific support thereby generates different types of participation in the party. More generally, by distancing themselves from civil society, parties might decrease the level of external efficacy of their members, but also their level of specific support, and thereby reinforce apathetic alienation among party members.
... • Çalışanlar yöneticilere ve iş yerine karşı daha bağlı olurlar (Romzek, 1989), • İşgücü devri ve devamsızlığın azalması üzerinde olumlu etkiler olur (Leck and Saunders, 1992;Saunders, 1992), • Yeni işe alım ve oryantasyon faaliyetlerinin azalmasına yardımcı olur (Campbell et al., 2004), • Karlılık ve/veya sosyal fayda üzerine de olumlu etkisi bulunur (Baysal ve Tekarslan, 1996;Quarstein et al., 1992;Erdoğan, 1991), • Kişilerin başarılı, mutlu ve üretken olmalarına yol açar (Heller, 2002), • İşletmelerde firenin azalmasında etkili olur (Baysal ve Tekarslan, 1996;Quarstein et al., 1992;Erdoğan, 1991), • İş tatmininin sağlanması ile işgörenlerin performansında artış meydana gelir (Gannon ve Noon, 1971), • İş görende daha az iş stresi olur (Kim, 2002), • İş gören makine ve tesislere daha iyi bakar ve onlara zarar vermemeye çalışır (Baysal ve Tekarslan, 1996;Erdoğan, 1997;Şimşek vd., 2001), • İş tatmini ile daha fazla zihinsel ve bedensel sağlık kazanılır (Baysal ve Tekarslan, 1996;Erdoğan, 1997;Şimşek vd., 2001), • İş tatmininin sağlanması ile yaşam tatmininde da olumlu gelişmeler gözlenmiştir (Lee, 2006), • İş tatminiyle işte şikâyetler azalmaya başlar (Saari and Judge, 2004). Bu çalışmada; üretim yapan tüm birimlerin yöneticileri açısında önemli olan iş tatmini, iş tatminini etkileyen faktörlerin belirlenmesi ve iş tatminini arttırmaya yönelik tedbirlerin alınması konusu orman ürünleri endüstrisinin yoğun olarak faaliyet gösterdiği Düzce ilinde, sektör yöneticileri düzeyinde incelenmiştir. ...
Catching required level in job satisfaction make high business productivity and being in the most important place against the firms' rivals possible. Forest products industry sector, owned means to produce thousand of different products, exist between the sectors in which competition exists by an effective way. Determining factors affected job satisfaction and taking required precautions will constitute a competition environment to be obtained necessary conditions between enterprises. Setting job satisfaction level of managers of forest products industry, working in the city of Düzce, was aimed by means of the study. In the study, managers of 34 enterprises, which have capital more than 50.000 YTL, were interviewed. Questionnaire with 35 questions was used as data collection appliance and questionnaires was applied by the face to face method. Questionnaires were interpreted by chi-square using SPSS.. As a result of evaluations, high job satisfaction level was determined in firms, it was determined that especially works' being harmonious with information and talent and being high friendship and communication in enterprise have positive effect on job satisfaction.
Presently, unethical practices are a major concern in almost every sector. Among these industries is tourism. Requiring large expenditure of labor in particular is one of the causes underlying frequently observed unethical practices. The efforts to prevent such issues are of the utmost value for the sector’s long range sustainability, productivity, and economic contributions. This study has a twofold purpose: To discuss the results of the tourism employees with ethical values and high organizational commitment to disclose or not to disclose unethical practices in the enterprise within the framework of Hirschman's Exit, Voice and Loyalty theory and to enhance the understanding the consequences of whistle blowing. Under normal circumstances, an employee with serious ethical concerns and strong organizational commitment is expected not to remain silent about any unethical behavior. However, individuals are not frequently taken actions. From time to time, an employee may choose to take no action and ignore unethical behaviors. They may think that these misconducts will disappear or leave the organization in the belief that nothing in the organization will change nor will be as it should be. In this sense, it is discussed that in the study, the relationship between whistle blowing, personal ethical values and organizational commitment has been conceptually discussed and evaluated in terms of the tourism industry within the framework of Hirschman's Theory
Bu araştırmalım temel amacı pozitif örgütsel davranış konusu olan örgütsel elik iklim algısının çalışan sesliliğine etkisinde, "psikolojik güvenin " aracı bir rol oynayıp oynamadığının belirlenmesidir. Araştırmada örgütsel etik ikliminin çalışan sesliliğine etkisinde "psikolojik güvenlik" algısının aracı bir rolü var mıdır sorusu cevaplandırılmaya çalışılmaktadır. Araştırma nicel araştırma yöntemine göre kurgulanmış ve genel tarama modellerinden ilişkisel tarama modeline göre desenlenmiştir. Araştırma hipotezlerinin test edilebilmesi için Konya ilindeki iki adet vakıf üniversitesinde görev yapmakta olan idari personellere yönelik basit tesadüfi örnekleme tekniğine göre veriler toplanmış ve toplanan verilere AMOS ve SPSS programlarıyla betimsel ve istatistiksel analiz/er yapılmıştır. Araştırma veri/erinin analizinden elde edilen bulgulara göre örgütsel etik iklimi, çalışan sesliliği pozitif yönde etkilemek, söz konusu etkileşimde psikolojik güvenlik algısı kısmi olarak aracı rol oynamaktadır. Örgütsel etik ikliminin olduğu işyerlerinde çalışan ses/iliği artmakta, bu etkileşimde psikolojik güvenlik algısı çalışan sesliliğini güçlendirmektedir. Bu bulgular işgörenlerin etik iklim, seslilik ve güven algılarının birbirini destekleyen örgütsel ve psikolojik duygu durumları olduğunu göstermektedir.
The main purpose of this study is to determine whether "psychological trust" plays a mediating role in the effect of the perception of organizational ethical climate, which is the subject of positive organizational behavior, on employee voices. In the study, it is tried to answer the question whether "psychological trust" perception has a mediating role in the effect of organizational ethical climate on employee voice. The research has been structured according to the quantitative research method and it has research designed according to the relational scanning model, one of the general scanning models. In order to test the research hypotheses, data have been collected according to the simple random sampling technique for administrative staff working in two foundation universities in Konya, and descriptive and statistical analyzes have been made with AMOS and SPSS programs. According to the findings obtained from the analysis of the research data, the organizational ethical climate positively affects employee vocalism and the psychological safety perception partially plays a mediating role in this interaction. Employee voices increase in workplaces with an organizational ethical climate, and the perception of psychological safety in this interaction strengthens employee voice. These findings show that employees' perceptions of ethical climate, loudness and trust are organizational and psychological emotional states that support each other.
Drawing upon contributions of scholarship on power and resistance in critical organizational communication studies, this essay explores resistance as a form to shape and reinforce professionalism from Taiwanese commercial airline pilots' performed discursive practice. Interviews were conducted with Taiwanese commercial airline pilots to excavate their personal narratives, which are then presented in poetic transcription. Through the poetic transcription, this essay demonstrates Taiwanese commercial airline pilots' resistance as embodied performance of work-practices in everyday organizing; thus calling for a performative turn to study organizational power, resistance, and professionalism.
Shareholders have become increasingly active in endeavouring to influence companies’ environmental and social practices. In comparison with the mature field of financially motivated shareholder activism, limited enquiries have been carried out on its non-financial counterparts. This paper synthesizes the knowledge base through a review of the academic literature, exploring shareholder activism intended to affect corporate environmental and social performance. Theoretical perspectives appropriate to this phenomenon are critically appraised: in particular, insights from social movement theory, Hirschman's theory of exit, voice and loyalty and stakeholder salience theory, as well as the roles of signalling and symbolic management actions. Data from the literature are organized into a process model of non-financial shareholder influence. Underpinned by the influencing context, this conceptualization centres on three primary shareholder interventions: divestment, dialogue and shareholder proposals. These interventions are enabled through a range of actors and tools: coalitions, non-governmental organizations, codes and indices, the media and regulators. The interaction between interventions and the enabling actors and tools helps to determine managers’ perceptions of shareholder salience. These perceptions subsequently shape the organizational behaviours that affect companies’ symbolic and substantive environmental and social performance. An agenda to direct future research in this burgeoning field is articulated.
This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a "leaver" who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a "stayer," who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.
Studies have emphasised that expatriates’
leadership style plays
a pivotal role. It has been considered
as a prime criterion to be
successful and effective in the
host country. This study has examined
twenty-five Japanese and
Twenty-three American expats in
India focusing on their leadership
styles. In order to determine
the leadership styles of these managers
from altogether different
countries the study has investigated
ten leadership components.
Furthermore, these results were
analysed to identify the differences
and similarities. Statistical
tests revealed that there were significant
differences on four leadership
components out of ten and
the remaining six leadership components
had non-significant differences.
The study also sheds
light on the implications for expatriates,
with regard to leadership
effectiveness.
Building on Hirschmans (1970) seminal work and on the theory of organizational identity we suggest the existence of two meanings of the loyalty concept: as attachment, describing the connection between individuals and organizations, the prevalent in authors work; as a response, conveying a passive and confident attitude, the most common in the ensuing literature. In accordance with Hirschmans original formulation, the results obtained from a sample of Portuguese Navy military revealed that: loyalty as attachment and loyalty as response are distinct concepts and both are explained by perceived organizational identity; loyalty as attachment fully mediates the relation between perceived organizational identity and voice; exit and loyalty as a response are directly influenced by perceived organizational identity without any mediation effect of loyalty as attachment. These results support partially Hirschmans core proposition whereby the role of loyalty is to activate voice and to prevent exit.
This paper focuses on discontent among party members. Taking Belgium as a case-study, the paper investigates two dimensions of discontent: the sense of external political efficacy and the level of specific support. The analysis emphasizes the positive impact of both extra-and intra-party socialization on the sense of external efficacy, but also to a lesser extent on the level of specific support. Moreover, the results confirm that discontent is an interesting alternative to the existing explanatory models of intra-party activism. The level of intra-party activism is determined by the members' perception of external political efficacy, whereas the nature of intra-party participation (allegiant vs. challenging) is associated with the level of specific support. The combination of external political efficacy and specific support thereby generates different types of participation in the party. More generally, the paper shows that by distancing themselves from civil society, parties might decrease the sense of external efficacy of their members, but also their level of specific support, and thereby reinforce apathetic alienation among party members.
In the Danish employment system social workers have the important institutional task of trying to establish a labour market perspective for each cash benefit recipient, even when the client has other problems in addition to unemployment. The client’s ‘capacity for work’ must be documented and described. In this article we examine the dilemmas that occur in the interaction between clients and social workers. We show how clients try to evade the demands of labour market related identities in their negotiations with social workers. Our analysis focuses on two cases, selected from a vast qualitative material, that represent cases in which the client’s dissatisfaction becomes apparent. The results indicate that clients are active participants who resist, protest against and sometimes even avoid the identities offered by the employment system.
The New Spirit of Capitalism relied heavily upon the theory of organizational decline and the concepts of exit and voice developed by Albert O. Hirschman in his seminal essay, Exit, Voice, and Loyalty from 1970. As a result, capitalism and its spirit were thought within an organizational paradigm. However, the integration of Hirschman's theory was not unproblematic, since voice was excluded from the level of organizations, resulting in a failure to account for internal critique. By revisiting Hirschman's theory, the context in which it developed, and by juxtaposing this with the theory of The New Spirit of Capitalism, it is argued that the spatial metaphors of 'inside' and 'outside' of capitalism should be revised, along with a revision of the analogy between capitalism and an organization. Ultimately, critique always comes from 'within'.
A conceptual model of customer relationship management (CRM) is developed in the context of public schools. Correlates of parent satisfaction were examined as variables in a CRM model within the framework of exit, voice, and loyalty of A. O. Hirschman (197021.
Hirschman , A. O. 1970. Exit, voice, and loyalty: Responses to decline in firms, organizations, and states., Cambridge, MA: Harvard University Press. View all references). The CRM model is composed of parent satisfaction, parent empowerment, parent involvement, school service quality, school ethical climate, school climate, parent loyalty, parent voice, and parent exit. The model can serve as a useful tool for school leaders to better understand the implications of CRM in the school setting and to better understand the role of parent satisfaction by (a) implementing strategies in such areas as school climate, school ethical climate, and school service quality and (b) providing training for parents, teachers, and staff.
This ethnographic case study has focused in depth on one type of acquisition, that of two small, young firms (each with less than 2,000 employees and less than ten years in operation) acquired by one company in the software development industry based in the United States. The underlying research extends understanding of postacquisition integration by (1) offering new insights into why actors become so intransigent about preserving their self-and group identity, especially in situations of major organizational change; (2) illustrating how seeking socio-emotional support from one’s in-group may actually lead to perverse, unintended consequences for both the individual and the organization-level goal of integration; and (3) through the “emic” perspective adopted in this ethnographic research, the findings extend thinking in a number of theoretical realms, illuminating the complexities of postmerger integration by demonstrating how social identity, emotions, the appraisal process, and coping strategies both motivate and constrain human behavior.
Although women in urban households in Nigeria are primarily responsible for sourcing and managing domestic water supplies, their responses to problems with obtaining water have to be negotiated within the context of gender power relations, roles and responsibilities, both within and outside the household. This article, focusing on women in poor communities in Lagos and Benin City, Nigeria, shows that there is some relationship between women's desire to organise for water improvements, and membership in voluntary associations. However, women are generally unable to influence decision-making in the sector through voluntary associations, and are excluded from actual participation in the business of water supply and the associated economic opportunities.
Between 1990 and 2004, Nigeria’s urban population jumped to nearly half the national population, while access to improved sources of water in urban areas dropped by nearly 15 per cent during the same period. This paper presents preliminary results on the relationship between water supply, neighbourhood characteristics, and household strategies in response to dissatisfaction with water provision as reported by 389 respondents in 10 neighbourhoods in Lagos and Benin City, Nigeria between October 2007 and February 2008. In this paper, a conceptual model of consumer demand for water is used, based upon Hirschman’s exit, voice and loyalty (EVL) framework. The model explicitly factors in the quality of water provision and variables at the household and neighbourhood levels that could affect perceptions about quality and the strategies that households use to cope with inadequate public services. Preliminary results show that reported household strategies to secure water are affected by community-level factors such as the range, cost, and quality of water supply alternatives, as well as neighbourhood composition. Furthermore, the percentage of urban migrants and households that live in rented flats in a neighbourhood seems to be associated with the use of exit strategies (as opposed to voice) in response to problems with their primary water supply.
Used a longitudinal study of heterosexual dating relationships to test investment model predictions regarding the process by which satisfaction and commitment develop (or deteriorate) over time. Initially, 17 male and 17 female undergraduates, each of whom was involved in a heterosexual relationship of 0-8 wks duration, participated. Four Ss dropped out, and 10 Ss' relationships ended. Questionnaires were completed by Ss every 17 days. Increases over time in rewards led to corresponding increases in satisfaction, whereas variations in costs did not significantly affect satisfaction. Commitment increased because of increases in satisfaction, declines in the quality of available alternatives, and increases in investment size. Greater rewards also promoted increases in commitment to maintain relationships, whereas changes in costs generally had no impact on commitment. For stayers, rewards increased, costs rose slightly, satisfaction grew, alternative quality declined, investment size increased, and commitment grew; for leavers the reverse occurred. Ss whose partners ended their relationships evidenced entrapment: They showed relatively low increases in satisfaction, but their alternatives declined in quality and they continued to invest heavily in their relationships. (39 ref) (PsycINFO Database Record (c) 2006 APA, all rights reserved).
This paper suggests that despite the current renaissance of interest in organizational power and politics, organization theory neglects individual political behavior within organizations. The need for a concern for individual political behavior is explored, and three key dimensions of political behavior are suggested: internal-external, vertical-lateral, and legitimate-illegitimate. A typology based on these dimensions is proposed, and predictions about the different types of political behavior are offered.
Proposed that the 4 primary reactions to relationship decline are exit, voice, loyalty, and neglect. Three investment model variables were expected to predict the conditions under which each response was most likely to be enacted: (a) the degree of satisfaction with the relationship prior to the emergence of problems, (b) the magnitude of the individual's investment of resources in the relationship, and (c) the quality of the best available alternative to the relationship. Four studies with 402 undergraduates provided support for the hypotheses. To the extent that prior satisfaction was high, voice and loyalty were more probable, whereas exit and neglect were less probable. Similarly, increases in investment size encouraged voice and loyalty, whereas lower levels of investment appeared to inspire exit or neglect responses. More attractive alternatives promoted exit and hampered loyalist behavior. Results are in agreement with investment model predictions. However, there seemed to be little or no relation between alternative quality and voice or neglect reactions to dissatisfaction. (56 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Drawing upon Hirschman’s (1970) framework for Exit, Voice and Loyalty, a model is proposed which predicts and explains variation
in voice, exit, and negative work-of-mouth behaviors. The findings from extant consumer complaining behavior (CCB) literature
are also incorporated into the hypothesized model. Using data from customer dissatisfaction with three different service categories,
the proposed model is subjected to empirical investigation. Despite the parsimony of Hirschman’s framework, results show that
the hypothesized model provides good model-fit indices in each of the three data sets. In addition, the explanatory power
of the model is encouraging, ranging from 36 percent to 50 percent variance explained. However, the support for the hypothesized
pattern of CCB rates across the service categories is mixed. Specifically, while voice responses conform to the hypothesized
pattern, exit responses do not. Implications stemming from a comparative analysis of the results are discussed, and directions
for future research outlined.
A 12-mo longitudinal study of 88 newly hired nurses and junior accountants (mean age of all Ss 24 yrs) tested a series of assumptions from the authors' investment model concerning the determinants of job satisfaction, job commitment, and turnover. In general, greater job satisfaction resulted from high job rewards and low job costs; whereas strong job commitment was produced by high rewards, low costs, poor alternative quality, and large investment size. Whereas the impact of job rewards on satisfaction and commitment remained relatively constant, job costs seemed to exert an increasingly powerful influence over time. Investment size also exerted greater impact on job commitment with the passage of time. Just prior to their leaving, the job commitment of Ss who left was best predicted by a combination of rewards, costs, and alternatives. Ss who stayed and those who left differed from one another with regard to changes over time in each investment model factor-those who left experienced greater decline in rewards, increase in costs, increase in alternative quality, and decrease in investment size than those who stayed. Turnover appeared to be mediated by a decline over time in degree of job commitment. (28 ref) (PsycINFO Database Record
Drawing upon Hirschman's (1970) framework for Exit, Voice and Loyalty, a model is proposed which predicts and explains variation in voice, exit, and negative work-of-mouth behaviors. The findings from extant consumer complaining behavior (CCB) literature are also incorporated into the hypothesized model. Using data from customer dissatisfac tion with three different service categories, the proposed model is subjected to empirical investigation. Despite the parsimony of Hirschman's framework, results show that the hypothesized model provides good model-fit indices in each of the three data sets. In addition, the explanatory power of the model is encouraging, ranging from 36 percent to 50 percent variance explained. However, the support for the hypothesized pattern of CCB rates across the service categories is mixed. Specifically, while voice responses con form to the hypothesized pattern, exit responses do not. Im plications stemming from a comparative analysis of the results are discussed, and directions for future research out lined.
This paper reports the results of two longitudinal studies we conducted to find out when dissatisfied 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.
Party switching may be an important clue to the potential direction of parties. The impact of those who had once considered themselves members of the other party can be especially important if the switchers become active in their new party. Using data from state party convention delegates, the potential impact of party switchers was examined by investigating the congruence of the issue positions of party switchers to those of their current and former parties. The closeness of those positions to the current party and the disparity from their former party suggests that the effect of the switchers would be reinforcement of the status quo in both parties.
Marketing researchers have traditionally treated consumers' problems as an element of the marketing mix, a problem to be overcome by the marketing manager. The paper asserts that many consumer problems are general and may only be solved in the political process through actions by organized pressure groups. Theories and empirical studies of the social exchange process, organizations, and political pressure groups provide fruitful frameworks to structure and analyze research on consumer pressure groups. A menu of research topics outlines areas that may be of interest to consumer policy researchers.
Two multidimensional scaling studies were conducted to develop a comprehensive, inductively derived typology of responses to dissatisfaction in romantic involvements. Study 1 examined the responses of an undergraduate population, and Study 2 explored the reactions of a more heterogeneous, adult sample. The studies revealed similar patterns of results. In both Study 1 and Study 2, four general categories of response to dissatisfaction were observed: (a) exit—ending or actively abusing the relationship; (b) voice—actively attempting to improve conditions; (c) loyalty—passively waiting for conditions to improve; and (d) neglect—passively allowing the relationship to deteriorate. Two dimensions were distinguished among the response categories—constructiveness/destructiveness and activity/passivity. Voice and loyalty were judged to be constructive behaviors, while exit and neglect were viewed as relatively more destructive. And exit and voice were seen as fairly active, while loyalty and neglect were judged to be more passive (this effect was stronger in Study 1 than in Study 2). These findings provide good support for the Rusbult, Zembrodt, and Gunn (Journal of Personality and Social Psychology 1982, 43, 1230–1242) model of responses to dissatifaction in romantic involvements.
Used a longitudinal study of heterosexual dating relationships to test investment model predictions regarding the process by which satisfaction and commitment develop (or deteriorate) over time. Initially, 17 male and 17 female undergraduates, each of whom was involved in a heterosexual relationship of 0–8 wks duration, participated. Four Ss dropped out, and 10 Ss' relationships ended. Questionnaires were completed by Ss every 17 days. Increases over time in rewards led to corresponding increases in satisfaction, whereas variations in costs did not significantly affect satisfaction. Commitment increased because of increases in satisfaction, declines in the quality of available alternatives, and increases in investment size. Greater rewards also promoted increases in commitment to maintain relationships, whereas changes in costs generally had no impact on commitment. For stayers, rewards increased, costs rose slightly, satisfaction grew, alternative quality declined, investment size increased, and commitment grew; for leavers the reverse occurred. Ss whose partners ended their relationships evidenced entrapment: They showed relatively low increases in satisfaction, but their alternatives declined in quality and they continued to invest heavily in their relationships. (39 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)
Critical issues of exit, voice, and loyalty. Unpublished manuscript
- J W Graham
- M Keeley
A. O. Hirschman's exit, voice, and loyalty: A review of the model and prospectus for research
- J D Leck
- D M Saunders
Patterns of political behavior in organizations
- D Farrell
- J C Peterson
- D. Farrell