The influence of perceived employee voice on organizational commitment: An exchange perspective

E. Farndale*, J. Van Ruiten, C. Kelliher, V. Hope-Hailey

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Using exchange theory, this study examines how perceptions of employee voice, the employee–line manager relationship, and trust in senior management are related to organizational commitment. It is hypothesized that the direct relationship between perceptions of opportunities for employee voice and organizational commitment is mediated by the longer‐term effects of the perceived employee–line manager relationship and trust in senior management. Multiple regression analysis of a sample of 2,291 employees in organizations undergoing significant change finds some support for this hypothesis, highlighting in particular the importance of trust in senior management as a partial mediator of the relationship between employee voice and organizational commitment.
Original languageEnglish
Pages (from-to)113-129
JournalHuman Resource Management
Volume50
Issue number1
DOIs
Publication statusPublished - 2011

Fingerprint

Personnel
Managers
Regression analysis
Organizational commitment
Employee voice
Senior management
Multiple regression analysis
Mediator
Employees
Exchange theory

Cite this

Farndale, E. ; Van Ruiten, J. ; Kelliher, C. ; Hope-Hailey, V. / The influence of perceived employee voice on organizational commitment : An exchange perspective. In: Human Resource Management. 2011 ; Vol. 50, No. 1. pp. 113-129.
@article{7952869df15f48028069b9398e531b7e,
title = "The influence of perceived employee voice on organizational commitment: An exchange perspective",
abstract = "Using exchange theory, this study examines how perceptions of employee voice, the employee–line manager relationship, and trust in senior management are related to organizational commitment. It is hypothesized that the direct relationship between perceptions of opportunities for employee voice and organizational commitment is mediated by the longer‐term effects of the perceived employee–line manager relationship and trust in senior management. Multiple regression analysis of a sample of 2,291 employees in organizations undergoing significant change finds some support for this hypothesis, highlighting in particular the importance of trust in senior management as a partial mediator of the relationship between employee voice and organizational commitment.",
author = "E. Farndale and {Van Ruiten}, J. and C. Kelliher and V. Hope-Hailey",
year = "2011",
doi = "10.1002/hrm.20404",
language = "English",
volume = "50",
pages = "113--129",
journal = "Human Resource Management",
issn = "0090-4848",
publisher = "WILEY PERIODICALS, INC",
number = "1",

}

The influence of perceived employee voice on organizational commitment : An exchange perspective. / Farndale, E.; Van Ruiten, J.; Kelliher, C.; Hope-Hailey, V.

In: Human Resource Management, Vol. 50, No. 1, 2011, p. 113-129.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - The influence of perceived employee voice on organizational commitment

T2 - An exchange perspective

AU - Farndale, E.

AU - Van Ruiten, J.

AU - Kelliher, C.

AU - Hope-Hailey, V.

PY - 2011

Y1 - 2011

N2 - Using exchange theory, this study examines how perceptions of employee voice, the employee–line manager relationship, and trust in senior management are related to organizational commitment. It is hypothesized that the direct relationship between perceptions of opportunities for employee voice and organizational commitment is mediated by the longer‐term effects of the perceived employee–line manager relationship and trust in senior management. Multiple regression analysis of a sample of 2,291 employees in organizations undergoing significant change finds some support for this hypothesis, highlighting in particular the importance of trust in senior management as a partial mediator of the relationship between employee voice and organizational commitment.

AB - Using exchange theory, this study examines how perceptions of employee voice, the employee–line manager relationship, and trust in senior management are related to organizational commitment. It is hypothesized that the direct relationship between perceptions of opportunities for employee voice and organizational commitment is mediated by the longer‐term effects of the perceived employee–line manager relationship and trust in senior management. Multiple regression analysis of a sample of 2,291 employees in organizations undergoing significant change finds some support for this hypothesis, highlighting in particular the importance of trust in senior management as a partial mediator of the relationship between employee voice and organizational commitment.

U2 - 10.1002/hrm.20404

DO - 10.1002/hrm.20404

M3 - Article

VL - 50

SP - 113

EP - 129

JO - Human Resource Management

JF - Human Resource Management

SN - 0090-4848

IS - 1

ER -