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An extension to the EVLN model: the role of employees’ silence

An extension to the EVLN model: the role of employees’ silence 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.Design/methodology/approachThe 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.FindingsResults 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.Practical implicationsAn 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.Originality/valueThe 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research The Journal of the Iberoamerican Academy of Management Emerald Publishing

An extension to the EVLN model: the role of employees’ silence

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References (65)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1536-5433
DOI
10.1108/mrjiam-04-2018-0829
Publisher site
See Article on Publisher Site

Abstract

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.Design/methodology/approachThe 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.FindingsResults 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.Practical implicationsAn 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.Originality/valueThe 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.

Journal

Management Research The Journal of the Iberoamerican Academy of Management – Emerald Publishing

Published: Aug 21, 2019

Keywords: Loyalty; Job satisfaction; Voice; Exit; Employee silence; EVLN model

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