Manager responses to employee dissent about psychological contract breach: A dyadic process approach

M. de Ruiter, Rene Schalk, R.J. Blomme

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Communication scholars have made significant headway toward understanding the upward dissent process, conceptualizing different types of upward dissent strategies and investigating the use of these strategies. However, scholars have hardly considered the dyadic process associated with upward dissent strategies and manager responses to these strategies, or how the nature of dissent may influence the dissent process. We describe the dissent process in relation to personal-advantage dissent. We focus on a specific trigger—psychological contract breach (PCB)— because this negative workplace event is regularly experienced among employees and employees are likely to express their dissatisfaction about PCB to their managers. We present a dyadic process model that explains how employee–manager interactions following an employee’s initial dissent about PCB evolve over time.
Original languageEnglish
Pages (from-to)188-217
JournalManagement Communication Quarterly
Volume30
Issue number2
DOIs
Publication statusPublished - 2016

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Polychlorinated biphenyls
Managers
employee
Personnel
manager
Communication
workplace
Employees
Psychological contract breach
Process approach
Dissent
event
communication
interaction

Cite this

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abstract = "Communication scholars have made significant headway toward understanding the upward dissent process, conceptualizing different types of upward dissent strategies and investigating the use of these strategies. However, scholars have hardly considered the dyadic process associated with upward dissent strategies and manager responses to these strategies, or how the nature of dissent may influence the dissent process. We describe the dissent process in relation to personal-advantage dissent. We focus on a specific trigger—psychological contract breach (PCB)— because this negative workplace event is regularly experienced among employees and employees are likely to express their dissatisfaction about PCB to their managers. We present a dyadic process model that explains how employee–manager interactions following an employee’s initial dissent about PCB evolve over time.",
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Manager responses to employee dissent about psychological contract breach : A dyadic process approach. / de Ruiter, M.; Schalk, Rene; Blomme, R.J.

In: Management Communication Quarterly, Vol. 30, No. 2, 2016, p. 188-217 .

Research output: Contribution to journalArticleScientificpeer-review

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