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Evln Model

The EVLN model describes four ways that employees respond to job dissatisfaction: 1. Exit - leaving the job or organization through actual resignation, transfer, or job search. Exit is linked to job opportunities elsewhere and "shock" events causing strong emotions. 2. Voice - attempts to change the situation, either constructively through problem-solving or confrontation through grievances and counterproductive behaviors. 3. Loyalty - "suffering in silence" and patiently waiting for problems to resolve without action. 4. Neglect - reducing work effort, attention to quality, and increasing absenteeism and lateness, which has negative consequences. Whether employees exit, use voice, remain loyal, or neglect depends on

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ms160400002 Samee Ullah
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419 views

Evln Model

The EVLN model describes four ways that employees respond to job dissatisfaction: 1. Exit - leaving the job or organization through actual resignation, transfer, or job search. Exit is linked to job opportunities elsewhere and "shock" events causing strong emotions. 2. Voice - attempts to change the situation, either constructively through problem-solving or confrontation through grievances and counterproductive behaviors. 3. Loyalty - "suffering in silence" and patiently waiting for problems to resolve without action. 4. Neglect - reducing work effort, attention to quality, and increasing absenteeism and lateness, which has negative consequences. Whether employees exit, use voice, remain loyal, or neglect depends on

Uploaded by

ms160400002 Samee Ullah
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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EVLN Model

Exit
1. Exit refers to leaving the situation, including searching for other employment,
actually leaving the organization, or transferring to another work unit. Employee turnover
is a well-established outcome of job dissatisfaction, particularly for employees with better
job opportunities elsewhere. Recent evidence also suggests that exit is linked to specific
“shock events,” such as a conflict episode or an important violation of your expectations.
These shock events produce more than just dissatisfaction; they generate strong
emotions that energize employees to think about and search for alternative employment.
Voice
2. Voice refers to any attempt to change, rather than escape from, the dissatisfying
situation. Voice is often researched purely as a positive or constructive response, such
as directly trying to solve the problem with management or actively helping to improve the
situation. However, voice can also be more confrontational, such as by filing formal
grievances. In the extreme, some employees might engage in counterproductive
behaviors to get attention and force changes in the organization. Thus, voice might be
more correctly viewed as either constructive or destructive.\
Loyalty
3. Loyalty has been described in different ways. The most widely held view is that
“loyalists” are employees who respond to dissatisfaction by patiently waiting—some say
“suffering in silence”—for the problem to work itself out or get resolved by others.
Neglect
4. Neglect includes reducing work effort, paying less attention to quality, and
increasing absenteeism and lateness. It is generally considered a passive activity that
has negative consequences for the organization. Research clearly establishes that
dissatisfied employees tend to have higher absenteeism; the relationship between
satisfaction and job performance is more complex, as we will discuss below.

Cocl

5. Which of the four EVLN alternatives do employees use? It depends on the person
and situation. One determining factor is the availability of alternative employment. With
poor job prospects, employees are less likely to use the exit option. Employees who
identify with the organization (organizational commitment) are also more likely to use
voice rather than exit. Personality is another influence on the choice of action. People
with high conscientiousness are less likely to engage in neglect and more likely to engage
in voice (as are people high in extraversion and low in neuroticism). Some experts
suggest that employees differ in their EVLN behavior depending on whether they have
high or low collectivism. Finally, past experience influences our choice of action.
Employees who were unsuccessful with voice in the past are more likely to engage in exit
or neglect when experiencing job dissatisfaction in the future.

6. Job dissatisfaction doesn’t always result in lower job effort (neglect). Instead, some
employees continue to work productively while they complain (voice), look for another job
(exit), or patiently wait for the problem to be fixed (loyalty).

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