Loyalty, voice, and intent to exit a union firm: a conceptual and empirical analysis.
Drawing on economics and organizational behavior concepts, the authors develop a model of employee “voice” (defined in terms of the frequency of grievance filing) and employee intent to exit the firm. They test the model using data on a sample of nonmanagement employees of a large multinational tele...
| Publicado en: | Industrial & Labor Relations Review Vol. 51; pp. 50 - 64 |
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| Autores principales: | , |
| Formato: | Artículo |
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Cornell University
October 1997
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=510853902&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 510853902 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00197939 ILR jtl: Industrial & Labor Relations Review issn: 00197939 maglogo: N pubinfo: dt: October 1997 vid: 51 pid: 140 pub: Cornell University artinfo: ui: 510853902 10.2307/2525034 ppf: 50 ppct: 14 formats: fmt: @attributes: type: T tig: atl: Loyalty, voice, and intent to exit a union firm: a conceptual and empirical analysis. aug: au: Boroff, Karen E. Lewin, David su: Grievance procedures Organizational commitment Labor turnover Organizational behavior International business enterprise employees Employee loyalty sug: subj: Grievance procedures Organizational commitment Labor turnover Organizational behavior International business enterprise employees Employee loyalty ab: Drawing on economics and organizational behavior concepts, the authors develop a model of employee “voice” (defined in terms of the frequency of grievance filing) and employee intent to exit the firm. They test the model using data on a sample of nonmanagement employees of a large multinational telecommunications firm in 1991. Employees' loyalty to the firm and their perception of the grievance procedure's effectiveness are the main independent variables. In tests that focus exclusively on employees who reported having been treated unfairly by the employer at some time, loyalty is found to have had a consistently strong negative association with both the exercise of voice and intent to exit the firm. One implication of these findings is that loyal employees who experienced unfair workplace treatment primarily responded by suffering in silence. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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