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Predicting Exit, Voice, Loyalty, and Neglect

Michael J. Withey and William H. Cooper
Administrative Science Quarterly
Vol. 34, No. 4 (Dec., 1989), pp. 521-539
DOI: 10.2307/2393565
Stable URL: http://www.jstor.org/stable/2393565
Page Count: 19
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Predicting Exit, Voice, Loyalty, and Neglect
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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.

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