Predicting Exit, Voice, Loyalty, and Neglect Export

@article{citeulike:2552481, abstract = {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.}, author = {Withey, Michael J. and Cooper, William H.}, citeulike-article-id = {2552481}, citeulike-linkout-0 = {http://www.jstor.org/stable/2393565}, journal = {Administrative Science Quarterly}, keywords = {exitvoiceloyalty}, number = {4}, pages = {521--539}, posted-at = {2008-03-18 18:48:23}, priority = {4}, title = {Predicting Exit, Voice, Loyalty, and Neglect}, url = {http://www.jstor.org/stable/2393565}, volume = {34}, year = {1989} }

TY - JOUR ID - citeulike:2552481 L3 - citeulike-article-id:2552481 N2 - 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. IS - 4 JF - Administrative Science Quarterly EP - 539 TI - Predicting Exit, Voice, Loyalty, and Neglect VL - 34 SP - 521 KW - exitvoiceloyalty AU - Withey, Michael AU - Cooper, William PY - 1989/// UR - http://www.jstor.org/stable/2393565 ER -