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 Dive into the research topics of 'The influence of perceived employee voice on organizational commitment: An exchange perspective'. Together they form a unique fingerprint.

  • Cite this