Exit, voice, persistence neglectIn her gift: activism and altruism in Australian women's …Lemon • 被引用 3 次Compare and contrast the four ways that employees can express job dissatisfactionCategorize and explain the responses the employees have to dissatisfaction based on the ReadingImpact of job dissatisfaction in an organizationThe exit, voice, loyalty, neglect modelWhat are the consequences of satisfaction and dissatisfaction at workplaceMain reasons for employee dissatisfactionJob attitudeExpectancy theory of motivationJob satisfactionOrganizational citizenship behaviorHigher job satisfactionExit Voice Loyalty Neglect Model - UK Essays
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The Exit-Voice-Loyalty-Neglect (“EVLN”) analyses the consequences of job dissatisfaction, and postulates that employees will respond to job ...
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TheExit-Voice-Loyalty-Neglect(“EVLN”)analysestheconsequencesofjobdissatisfaction,andpostulatesthatemployeeswillrespondtojobdissatisfactioninoneoffourways:byexiting,byspeakingoutaboutit,throughloyalty,orthroughjobneglect(Withey&Cooper1989,521).Themodelispremisedupontheprinciplethatjobdissatisfactionaffectsindividualbehaviour,andhaseffectsontheemployeebothintrinsicallyandextrinsically(Leck&Saunders2005,219).Itsuggeststhattheconsequencesofjobdissatisfactioncanbepredicted,andcanbeharmfultoboththeindividualandtheorganisation(Naus2007,684).ThisessaywillanalysetheEVLNmodelandwillreflectonitsapplicationinlightofapersonalworkexperience.Itwillthenprovidepracticalrecommendationsastohowmanagerscanavoidthenegativeconsequencesofjobdissatisfactionandinparticular,thenegativebehaviourscontemplatedbytheEVLNmodel.
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TheEVLNmodel,firstdevisedbyHirschmanin1970andexpandeduponbyRusbult,ZembrodtandGunnin1982andFarrellin1983,suggeststhatdependingonthepersonandthesituation,employeeswillrespondtojobdissatisfactioninanyone(oracombination)offourways,whichasthenamesuggests,includesexit,voice,loyaltyorneglect(Withey&Gellarly1998,111).Inthismodel,exitreferstoresigningfromtheorganisation,transferringtoanotherworkunitoroffice,orattheveryleast,attemptingtomaketheexit(McShane2006,117).Voicereferstoanattempttochange,ratherthanescapefrom,thesituation.Voicemaybeconstructive,particularlywhereemployeesvoicetheirdissatisfactionandrecommendwaystheirsatisfactionlevelscanbeimproved(Luchak2003,116).Conversely,itcanbedestructivewhereemployeesbegin‘venting’tofellowemployees,therebyspreadingnegativeenergywithintheworkplace(Turnley&Feldman1999,897).Loyaltyreferstoemployeeswhorespondtojobdissatisfactionbycomplacency,mosttypicallybypatientlywaitingfortheproblemtoresolveitself.Thesetypesofemployeestendtosuffersilentlyinanticipationoftheirworksituationimproving(McShane2006,118).Neglect,whichbroadlyreferstoneglectingone’sworkresponsibilities,isperhapsthemostdestructiveofresponsestojobdissatisfaction,asitinvolvesdecreasingproductivity,decreasedattentiontoquality,andincreasingabsenteeismandlateness(Hagedoorn1999,310).
Theresponsescanbeindependentorsequential,meaningthatanemployeemaytransitionthroughaseriesofresponses(Farrell&Rusbult1992,203).Forexample,adissatisfiedemployeemaygothroughaperiodofneglect,beforedecidingtoquittheirjob(Humphrey2000,714).Oncetheyannouncetheirresignation,theymayspeakouttotheirfellowemployeesandleavewitha‘noisy’exit(Withey&Cooper1989,522).Loyaltyandvoicecanbeconstructivewheretheyareusedtotrytomaintainsatisfactoryrelationships,thoughtheycanbedestructiveincertaincircumstances(Si,Wei&Li2008,935).Neglectandexitaregenerallydestructiveastheyoccuronceemployeeshavedecidedthattherelationshipwiththeorganisationisnotworthmaintaining(Si,Wei&Li2008,936).
Whichresponseagivenemployeewilltakewillgenerallydependupontheindividualandtheircircumstances(McShane2006,117).Agenerallydeterminativefactoristheavailabilityofalternativeemployment.Forexample,whereanemployeehasagreatdealoffinancialfreedom,theymaychoosetoleaveanaversivesituation(Lee&Mitchell1994,62).Thisisfarlesslikelywhentheyarefacingfinancialpressuresandhavelowemploymentprospects(Hagedoorn1999,312).Instead,theymaytemporarilyusetheneglectoptionuntilajobopportunitycomesby(McShane2006,119).Employeeswhohaveworkedatanorganisationforalengthyperiodoftime,andwhocanidentifywiththatorganisation,willgenerallyusethevoiceoptionandspeakoutabouttheirdissatisfaction(McShane2006,118;Withey&Coopers1989,522).Thisisalsothecasewhereemployeescannoteasilyresignortransfer,ordecreasetheirproductivitywithoutthefearofretribution(Rusbultetal.1988,619).Finally,whereanemployeefeelsasthoughtheyhaveoverinvestedinanorganisation,theymayengageinlazyorneglectfulbehavioursanddecreasetheir‘organisationalcitizenship’behaviour(Farrell1983,601).
PersonalReflection
Inapreviousworkplace,Iexperiencedseriousjobdissatisfactionwhichwasfollowedbyaseriesofbehaviouralchanges.TheorganisationIwasworkingforhadlostanumberofmajorclients,andhadfacedseriousstaffturnoverissues,andasaresultwasexperiencingsignificantfinancialdistress.Mymanagerhadbecomeextremelystressedandwasstrugglingtoremaincalm.Hewouldtakehisstressoutonmeonaconstantbasis,andhisbehaviourbecameincreasinglydestructive.Hehadaveryshorttemperandwouldoftenshoutandyellabusivewords.Hisperformanceexpectationsofmeincreasedunrealistically,andhebegantocriticisethesmallestofdeviationsfromthenorm.Hewouldconfrontme(andothers)publically,inawaythatwasbothdemeaningandhumiliating.Thiswasfollowedbyapaycutofovertwenty-fivepercent,whichIfeltwasinequitableandunjustified.Ibecameextremelydissatisfiedandde-motivated,andwhilstIwouldusuallyopttospeakoutaboutmyconcerns,Ihadnooptiontodosoasmymanagerwasself-righteousandwasnotinterestedinreceivingconstructivecriticismorcomplaints.Somewhatsubconsciously,IbecameextremelyunmotivatedandtheenergythatIputintoperformingmyworkhadsignificantlydecreased.Iexpressed‘neglectful’behaviour,asmyoutputlevelshaddecreased,ashadthegeneralqualityofmywork(Farrell&Rusbult1992,207).Furthermore,Ibegantospeakaboutmyproblemstofellowemployees,butwouldnotconfrontmymanagerabouttheissues.Consistentwithstudiesoncounterproductive‘voice’behaviour,thiswasaformofmeusingmyvoiceinahighlydestructiveway(Withey&Coopers1989,530).Inlinewithstudiesonnegativeloyaltybehavioursandtheexitingresponse,IdidnotleavemyjobimmediatelyasIcouldnotfindanotherjobimmediately(andIwantedhaveagivennumberofmonths’experienceonmyresume),howeverIresignedassoonasanotherjobbecameavailable(Rusbultetal1998,600).Inhindsight,mydissatisfiedworkexperiencehadanegativeeffectonmeindividually,myco-workersandontheorganisationasawhole.
Recommendations
Itisclearthatemployeeresponsestojobdissatisfactionhavedirectimplicationsonorganisationalproductivityandeffectiveness(Leck&Saunders2005,219).Constructiveresponsessuchastryingtoimproveworkingconditions,improvingjobsatisfactionandimprovingmanagementapproachesvalue-addtoanorganisationastheyaidindecreasingjobdissatisfactionontheorganisationallevel(McShane2006,120;Naus2007,689).Incontrast,destructiveapproachessuchasresigning,absenteeism,decreasedproductivity,decreasedqualitycontrolorpsychologicalwithdrawalcanadverselyaffecttheindividual,theirfellowworkers,thequalityofoutputmaterial,andtheorganisationasawhole(Naus2007,690;Farrell&Rusbult1992,215).Understandingemployeebehaviourisanall-importanttaskformanagersasitcanallowthemtocurbthosebehavioursthataredisruptivetotheindividualandtheorganisation,andpromoteconstructivebehaviours(Leck&Saunders2005,221).
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Todecreasethenegativeeffectsofjobdissatisfaction,managersshouldbemindfulofbehaviourscontemplatedbytheEVLNmodelandshouldidentifythemasindicatorsofjobdissatisfaction(Humphrey2000,720).AstheEVLNmodelisatypologyofconsequentialbehaviour,managersshouldremedythebehaviourbylookingtotheactualcause(McShane2006,121).Thus,managersshouldusethebehaviourasanindicatorofjobdissatisfaction,andshouldimmediatelyactuponitonceidentified(Si,Wei&Li2008,940).Thereareanumberofwaysinwhichmanagerscanattempttore-instiljobsatisfactioninadissatisfiedemployee.Researchsuggeststhatemployeeswillbelesslikelytoengageindestructivebehaviourssuchasneglect,exitornegativevoicewhenthereisapossibilityofimprovement,afeelingofautonomyorcontroloverthesituation,foreseeablehappiness,andasenseofbelongingtotheworkplace(Withey&Cooper1989,523;Rusbultetal.1988,625).Managersshouldfocusonthesecharacteristicssothattheypromoteconstructivebehaviouranddecreasethestressorscausingemployeestoengageindestructivebehaviours.
Secondly,andvitallyimportantly,managersshouldensurethatthereisopencommunicationbetweenemployeesandmanagement,sothatmoreconstructivebehaviourssuchasusingone’svoiceareactuallyanoption(Naus2007,700).Hadmyformermanagerbeenmoreapproachableandopentomyfeedback,Icouldhaveresolvedmyproblemsbyexpressingmyconcernsandhavingthemdealtwith.Instead,Iwasafraidtoconfrontmymanager,andresortedtobeingunderproductiveandspeakingouttomyfellowemployees,thereforespreadingnegativeenergyintheworkplace.Thismayhaveledtojobdissatisfactionandsimilarconsequencesforotheremployees(McShane2006,123).Basedonmyownresearchandexperience,Iwouldrecommendthatmanagersbemoreapproachablesothatdissatisfiedemployeescanoptforconstructivebehavioursbeforeresortingtodestructivebehaviours.
Conclusion
TheEVLNmodelisanimportantframeworkusedtodescribeemployeeresponsestojobdissatisfaction.Itcontemplatesthatemployeeswillrespondtojobdissatisfactioninvaryingwaysaccordingtotheirpersonalityandtheirsituations,andingeneralwillrespondthroughfight,flight,complacencyorde-motivation.Theframeworkisusefulasitallowsmanagerstoidentifybehavioursthatindicateemployeejobdissatisfaction,whichinturnallowsthemaddressunderlyingstressorsandconcerns.Inlightofresearchandpersonalworkexperiences,itisrecommendedthatmanagersbemindfulofthesebehaviourssothattheyaremarkersofjobdissatisfaction,andkeeplinesofcommunicationopensothatjobdissatisfactionissuescanbeaddressedconstructively.
References
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