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Individuals’ intentional responses to declining job satisfaction have been associated with the EVLN model. Employees’ silence, as an independent construct, can be understood as an individual, intentional and deliberate decision to retain important information for the organization. The purpose of this paper is to analyze employees’ silence, which can be understood as a fifth individual response to job satisfaction declining, along with the remaining four responses proposed in the EVLN model. It is proposed as an extension to the original model through the introduction of employee silence; the model is referred to as the EVLNS model.

The present study is quantitative, hypothetical-deductive, correlational and transversal. The sample is composed of 756 professionals working in the higher education sector. The paper used structural equation modeling (SEM) analyses to test its hypotheses.

Results showed that employees’ silence has a dual factorial structure, which is composed of an adhesion dimension and a rejection dimension. The study also finds that these two dimensions can be integrated as an extension of the original EVLN model. It is found that, although they are related, these dimensions also capture a certain degree of independence, with different levels of influence of job satisfaction.

An important implication is that silence is a complex phenomenon, suggesting that this is more than the simple absence of voice and may have different motives. Additionally, it is important to emphasize that job satisfaction can contribute to different individual responses and managers must act accordingly.

The study contributes to a better understanding of the individuals’ potential responses to declining job satisfaction through the extension of the original EVLN model with the introduction of a fifth response – the employees’ silence.

As respostas intencionais dos indivíduos ao declínio da satisfação com o trabalho têm sido associadas ao Modelo EVLN. O silêncio dos colaboradores, enquanto construto independente de outros, pode ser entendido como uma decisão intencional e deliberada do indivíduo em reter informação importante para a organização. Pretende-se analisar medida o silêncio dos colaboradores pode ser entendido como uma resposta dos indivíduos ao declínio da satisfação com o trabalho, a par das restantes quatro estratégias propostas no Modelo EVLN. Propõe-se uma extensão ao modelo original através da introdução do silêncio denominando-se assim de modelo EVLNS.

O presente estudo caracteriza-se pela sua componente quantitativa, hipotético-dedutiva, correlacional e transversal. A amostra é construída 756 profissionais que atuam no sector do ensino superior. Os dados foram analisados fazendo recurso à técnica da modelagem por equações estruturais.

Os resultados demonstraram que o silêncio dos colaboradores apresenta uma estrutura fatorial dual, composta por uma dimensão de adesão e uma de rejeição e que estas duas dimensões correspondem à expansão do modelo original EVLN sobre as respostas deliberadas dos indivíduos ao declínio da satisfação. Verifica-se assim que estas respostas apresar de relacionadas apresentam um determinado grau de independência nomeadamente pelos diferentes graus de influência da satisfação com o trabalho.

Uma importante implicação deste estudo é o facto do silêncio ser um fenómeno complexo, sugerindo-se que este é mais que a simples ausência da voz e que pode ter diferentes motivos. Adicionalmente, destaca-se também a importância reforçar que a satisfação com o trabalho poderá contribuir para diferentes respostas dos indivíduos, devendo os gestores atuar em conformidade.

O estudo contribui com um melhor entendimento das potenciais respostas dos indivíduos ao declínio da satisfação, nomeadamente através da extensão do modelo original com a introdução de uma quinta estratégia – o silêncio dos colaboradores.

Silêncio dos colaboradores, Modelo EVLN, Voz, Saída, Lealdade, Satisfação com o Trabalho

Trabalho de investigação

Las respuestas intencionales de los individuos a la disminución de la satisfacción laboral se han asociado con el Modelo EVLN. El silencio de los empleados, como constructo independiente, puede entenderse como una decisión individual, intencional y deliberada de retener información importante para la organización. Nuestro objetivo es analizar el silencio de los empleados, que puede entenderse como una quinta respuesta individual a la disminución de la satisfacción laboral, junto con las cuatro respuestas restantes propuestas en el Modelo EVLN. Se propone como una extensión del modelo original a través de la introducción del silencio de los empleados; el modelo se conoce como el modelo EVLNS.

El presente estudio es cuantitativo, hipotético-deductivo, correlacional y transversal. La muestra está compuesta por 756 profesionales que trabajan en el sector de la educación superior. El artículo utilizó análisis de modelos de ecuaciones estructurales (SEM) para probar sus hipótesis.

los resultados mostraron que el silencio de los empleados tiene una estructura factorial dual, que se compone de una dimensión de adhesión y una dimensión de rechazo. El estudio también encuentra que estas dos dimensiones se pueden integrar como una extensión del modelo EVLN original. Se observa que, aunque están relacionadas, estas dimensiones poseen un cierto grado de independencia, con diferentes niveles de influencia de la satisfacción laboral.

una implicación importante es que el silencio es un fenómeno complejo, lo que sugiere que esto es más que la simple ausencia de voz y puede tener diferentes motivos. Además, es importante enfatizar que la satisfacción laboral puede contribuir a diferentes respuestas individuales y que los gerentes deben actuar en consecuencia.

el estudio contribuye a una mejor comprensión de las posibles respuestas de los individuos a la disminución de la satisfacción en el trabajo mediante la extensión del modelo EVLN original con la introducción de una quinta respuesta: el silencio de los empleados.

Silencio de los empleados, Modelo EVLN, Voz, Salida, Lealtad, Satisfacción laboral

Trabajo de investigacion

This paper aims to develop a framework helping managers to understand reactions, adopting the supplier perspective, and starting from the idea that the outcome of the degradation process is mainly determined by customers’ reactions. Inter-organisational relationships are sometimes subject to degradation. When incidents arise, and relationship attractiveness decreases, its evolution becomes uncertain.

A case study carried out with a large French industrial company (FabIndus) specialised in the production of supplies destined to a large variety of business sectors. In all, 26 semi-structured interviews were conducted with staff members of FabIndus and clients’ representatives identified as having recently been confronted with deterioration in their relationship.

The paper finds that customers’ reactions vary according to the nature of the business relationship and the customer commitment when degradation begins. Using two types of commitment and the exit–voice–loyalty–neglect model, it is possible to identify four types of reactions in the situation of the deterioration of a relationship. For each one of the reactions, the paper defines the response strategy that suppliers may take on.

The paper underlines the importance of a segmented view of business behaviours faced with the deterioration of a relationship. This can be helpful to elaborate differentiated response strategies, to avoid mutual misunderstandings.

Understanding employee reactions to acquisitions is important in assessing the dynamics of acquisitions and their possible success or failure. Proposes a typology of employee behaviors in acquisitions. Moreover, describes the general framework for studying employee responses, by showing the relationship between the factors contributing to the formation of attitudes which can lead to a certain behavior. Finally, discusses directions for future research regarding human resource issues.

The purpose of this paper is to examine the relationship between workplace bullying and EVLN outcomes with psychological contract violation as a mediator and workplace friendship as a moderator.

Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.

Results revealed that workplace bullying positively related to exit and neglect and negatively related to voice and loyalty. PCV mediated bullying–EVLN outcomes relationship and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.

A cross-sectional design and use of self-reported questionnaire data are few limitations of this study.

This study adds to the limited literature examining EVLN typology in response to workplace bullying. This study is one of the rare attempts to examine bullying–outcomes relationships in the Indian context.

This study aims to analyze the relationship between toxic leadership and exit, prosocial voice, neglect and defensive silence. Second, this study investigates the mediating role of loyalty in these relationships.

A cross-sectional survey design with a sample of 544 individuals was used in this study.

The results suggested that toxic leadership positively influences exit, defensive silence and neglect and negatively influences prosocial voice. In addition, loyalty was found to be a partial mediator of the studied relationships.

This study addresses different theoretical debates, namely, loyalty as an attitude or behavior and its role in individuals’ responses and the relationship between silence and voice.

Neste estudo, pretendeu-se analisar a relação entre a liderança tóxica e a saída, voz prosocial, negligência e silêncio defensivo. Foi também investigado o papel mediador da lealdade nestas relações.

Foi realizado um estudo transversal com uma amostra de 544 participantes.

Os resultados sugerem que a liderança tóxica influência positivamente a saída, o silêncio defensivo e a negligência. Sugerem também uma influência negativa da liderança tóxica na voz prosocial. Adicionalmente, verificou-se que a lealdade é uma mediadora parcial nestas relações.

Este estudo aborda diferentes debates teóricos, nomeadamente a lealdade como atitude ou comportamento, o seu papel nas respostas dos indivíduos e a relação entre silêncio e voz.

En este estudio, nos proponemos analizar la relación entre el liderazgo tóxico y la salida, la voz prosocial, la negligencia y el silencio defensivo. En segundo lugar, investigamos el papel mediador de la lealtad en estas relaciones.

En este estudio se utilizó un diseño de encuesta transversal con una muestra de 544 individuos.

Los resultados sugirieron que el liderazgo tóxico influye positivamente en la salida, el silencio defensivo y la negligencia e influye negativamente en la voz prosocial. Además, la lealtad resultó ser un mediador parcial de las relaciones estudiadas.

Este estudio aborda diferentes debates teóricos, a saber, la lealtad como actitud o comportamiento y su papel en las respuestas de los individuos y la relación entre silencio y voz.

This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.

There has been a growing concern about employee silence (ES) within an organization. ES is associated with low creativity and innovativeness, unethical organizational practices, avoidable errors and safety-related issues. The purpose of this study is to evaluate the mediating role of psychological insecurity (PI) in the relationship between leaders’ bullying behaviour (LBB) on defensive (DES) and acquiescent employee silence (AES).

Data were collected among police personnel working in Plateau state Nigeria. In all, a total of 350 responses were found useable for further analysis, of the 398 copies of the questionnaire administered. A structural equation modelling technique was used via SMART-PLS version 3.3.3 to test the hypothesized relationship.

The findings of this study revealed that leaders’ bullying positively and significantly influences both AES and DES, and PI was found to mediate the relationship between LBB and AES and DES.

LBB among the police has been under-researched, even when there is clear evidence of its existence. PI explains the mechanism through which LBB influences officers' silence.

Strategic alliances involve uncertainty, interdependence, and vulnerability, which often create adverse situations. This paper seeks to understand how alliance managers respond to these adverse situations by examining the influence of four exchange variables on response strategies.

A scenario‐based experiment provides empirical support for a typology consisting of seven conceptually and empirically distinct response strategies: exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect.

The results indicate that economic satisfaction, social satisfaction, alliance‐specific investments, and the availability of attractive alternatives differentially and interactively affect response strategies.

The study offers two main contributions to alliance literature. First, the seven response strategies accurately represent reactions that alliance managers use to deal with adverse situations. Second, the study findings validate and extend previous alliance research by highlighting that a comprehensive response strategy typology is necessary to disentangle the effects of the four exchange conditions on response strategy use, which fosters theory development and managers' ability to manage their alliances effectively.

The study contributes to the process perspective on strategic alliances by highlighting the various response strategies that alliance managers use to deal with adverse situations and their antecedents.

Hostels’ competitiveness relies heavily on unique and genuine service and, thus, counts on employees actively creating a social, welcoming environment and, at the same time, caring about – and being loyal to – their hostel. This paper aims to investigate whether retaining employees who care about their hostel and refrain from destructive behaviours implies that these workers need to have a better quality of working life, as well as whether work engagement mediates this relationship.

A survey was conducted with 98 employees from 40 hostels in Lisbon. An analysis of the survey data was performed to test the research hypotheses. The model was estimated by means of partial least squares structural equation modelling.

The results reveal that quality of working life has a strong negative impact on employees’ exit behaviours and a positive effect on their loyalty. In addition, work engagement was found to mediate fully the relationship between quality of working life and both employee voice and neglect, as well as partially mediating exit intentions.

This study extended prior research in two ways. First, most theoretical and empirical studies in the hospitality and tourism industry have focused on hotels, so this research targeted a new context (i.e. hostels). Second, this study offers a clear indication of the relationship between employees’ quality of working life, work engagement and behaviours, thus offering valuable insights for management and hostel staff.

Realizing the importance of value congruence between employees and organizations, the purpose of this paper is to examine the impact of person‐organization (P‐O) fit on employee behavior through the exit, voice, loyalty, and neglect typology within the Greek public sector. Furthermore, it tests the mediating role of job satisfaction on these relationships.

The study took place in all three public hospitals located in a major Greek city, where 125 usable questionnaires are gathered. The statistical analyses include descriptive statistics and stepwise regression analyses.

Evidence from the private sector in the field of P‐O is transferable, at least to some extent, to the public sector, as the level of P‐O fit increases loyalty and reduces neglect. However, job satisfaction mediates the relationship only between P‐O fit and loyalty.

In an era that a major goal for both private and public organizations is to maximize performance ensuring a compatible workforce is an imperative. It is thus highly important that human resource management policies and practices are decentralized, to allow public organizations meet economic and social challenges.

The added value of the present paper lies in the fact that the factors related to the setting and the individual are decisive for the impact that P‐O fit has on employee responses.