A study of the relationship between exit, voice, loyalty and neglect and commitment in India
Kamel Mellahi, Pawan S Budhwar, Baibing Li
Human Relations · 2010 · Volume 63 · Issue 3
Abstract
Drawing on exit, voice, loyalty and neglect (EVLN) literature, this study examines direct and interactive associations between organizational-level commitment and team-level commitment and the use of EVLN by managers in India. The study is based on a survey of 200 managers and supervisors from seven Indian firms. The findings on the use of voice are consistent with the past research in Western countries, but challenge the prevailing assumption about the use of voice in high power distance societies. The results also indicate that team-level commitment moderates the association between organizational-level commitment and the use of EVLN.
Keywords
commitment, comparative and cross-cultural HRM, emerging economies, exit, India, loyalty
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