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All powerful voice? The need to include “exit”, “loyalty” and “neglect” in empirical studies too
Allen, M M., Tüselmann, H.-J
Employee Relations. 2009;31(5):538-552.
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Abstract
Purpose – The purpose of this paper is to set out and justify a broader, systemic typology that encompasses, and is built around, the notion of voice. This leads to the development of a number of insights that can result in the generation and testing of more accurate hypotheses on the links between voice mechanisms and workplace outcomes. Design/methodology/approach – Drawing on different aspects of the concept of “power” and arguing that these are central to the notion of “voice”, the paper illustrates how “exit”, “loyalty” and “neglect” are also underpinned by power. A corollary of this is that these other concepts should routinely be included in studies of the links among voice and workplace outcomes. Findings – The paper develops hypotheses that can enhance the understanding of the likely impact of voice policies on employees' attitudes and behaviour as well as on firm performance. Practical implications – The hypotheses suggest that, if employees perceive voice mechanisms in a negative way, they may respond in a variety of ways that can have a detrimental effect on firm performance. Understanding these different responses and the likely reasons for them can lead to more appropriate policy responses by managers. Originality/value – The paper specifies the conditions under which relationships between voice, exit, loyalty and neglect will affect workplace outcomes in greater detail. This leads to a re-examination of factors that should be included in empirical assessments. Research findings may need to be re-evaluated as a result.