Exploring Employee Responses to Dissatisfaction

The Exit-Voice-Loyalty-Neglect (EVLN) Model is a framework used to understand the various ways in which employees respond to dissatisfaction or dissatisfaction in the workplace. Developed by Albert Hirschman in 1970, this model provides valuable insights into organizational behavior and helps management address issues related to employee dissatisfaction effectively.

Albert Hirschman first presented his Exit-Voice-Loyalty (EVL) model in his book Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States, published in 1970. The concept of neglect was later added to the model, forming the EVLN framework.

In this work, Hirschman proposed that people faced with dissatisfaction will either “exit (that is, leave the relationship), or voice (that is, attempt to change the relationship from within).” Hirschman further argued that the decision to exit or voice when dissatisfied was “moderated by the degree to which the employee was loyal to the relationship or entity.” Loyal people were expected to “be less likely to exit when dissatisfied.” Rather, loyal people were argued to “be more likely to use voice to change their relationship or entity proactively, or to wait patiently for the situation to improve” (Saunders, 2005).

The Customer

G. Thomas Hult and Forrest V. Morgeson expound on the concept in consumer terms. They explain that a customer dissatisfied with a purchase or service can:

• exhibit disloyalty and defect from the firm (i.e., ‘exit’) to an alternative provider of the good or service (assuming one exists);
• complain and express his or her displeasure to the firm (i.e., ‘voice’), often in an attempt to receive recompense and recovery from the firm; or
• do neither, accept the conditions causing the dissatisfaction, and remain ‘silently loyal’ (Hult & Morgeson, 2020).

The Influence of Exit and Voice

Hirschman wrote when dissatisfied, the choice is often between “articulation and ‘desertion’ — voice and exit, in our neutral terminology” (Hirschman, 1970). While these concepts are commonly applied to employees within an organization, Hirschman proposed these concepts in a variety of contexts that included consumers, romantic relationships and members of political parties (Saunders, 2005). Exit and voice are bargaining chips that may impact the performance of a larger entity.

For example, if a corporation loses a significant number of customers (exit) because of their practices, they may reevaluate their product and make changes. A business that experiences a substantial loss of talent (exit) from employees leaving for other companies, may add benefits, raise wages, or improve working conditions to retain employees.

These same concepts apply to political affiliation. When party members register with a different party (exit) or voice concerns over the parties current direction (voice), the party may make adjustments to retain voters. However, the power of exit and voice is mediated by the impact they have on the entity.

For instance, some platform changes by a political party, may attract more new members than the number of members that choose to exit. Although some voters may leave, the overall strength of the party is increased. We recently seen this with the republican party shifting from historical positions to a new Trump dominated approach. This soured some voters but attracted more new supporters than the party lost.

Exit

The “exit” response an individual leaving an organization. Customers that choose to exit either quit using a product or service or switch to a competitor to supply their needs. Employees who choose to exit may do so by resigning, retiring early, or transferring to another department or organization. Exit can have significant consequences for both the employee and the organization, including the loss of valuable talent and the costs associated with recruiting and training new employees.

In San Jose, the city leaders made significant changes to the retirement benefits. Following these changes, approximately 30% of the employes chose the exit strategy to work for neighboring cities. The mass exit led to a shortage of officers to patrol the city. To rectify the impact of a reduced police force, the city increased wages and offered hiring incentives to attract new officers to the city. Without the impact of the exit strategy, the city most likely would not have increased wages.

Voice

The “voice” response entails an employee expressing their concerns or dissatisfaction to management or other relevant parties within the organization. This can be done through formal channels, such as grievance procedures or employee surveys, or through informal means, such as conversations with supervisors or colleagues. The voice response is proactive and can lead to positive changes within the organization if management is receptive and responsive to employee feedback.

Hirschman explains:

“Voice is here defined as any attempt at all to change, rather than to escape from, an objectionable state of affairs, whether through individual or collective petition to the management directly in charge, through appeal to a higher authority with the intention of forcing a change in management, or through various types of actions and protests, including those that are meant to mobilize public opinion” (Hirschman, 1970, p. 30).

Sometimes the exit strategy is not available (or practical).

Hirschman wrote:

“The voice option is the only way in which dissatisfied customers or members can react whenever the exit option is unavailable. This is very nearly the situation in such basic social organizations as the family, the state, or the church. In the economic sphere, the theoretical construct of pure monopoly would spell a no-exit situation, but the mixture of monopolistic and competitive elements characteristic of most real market situations should make it possible to observe the voice option in its interaction with the exit option” (Hirschman, 1970, p. 33).

Neglect

The “neglect” response occurs when an individual passively allows their dissatisfaction to impact their performance and engagement. Hirschman explained that in politics many people disengaged from the discourse rather than voicing a concern or exiting. He wrote that empirical studies of voting and political behavior demonstrated “the existence of considerable political apathy on the part of large sections of the public, for long periods of time” (Hirschman, 1970).

For an employee, this can manifest as reduced effort, increased absenteeism, or a general decline in work quality. Neglect can be detrimental to both the employee and the organization, as it can lead to decreased productivity, lower morale, and a negative work environment.

The Role of Loyalty

Loyalty

The “loyalty” response involves an employee remaining committed to the organization despite their dissatisfaction.

Hirschman wrote:

“The reluctance to exit in spite of disagreement with the organization of which one is a member is the hallmark of loyalist behavior. When loyalty is present exit abruptly changes character : the applauded rational behavior of the alert consumer shifting to a better buy becomes disgraceful defection, desertion, and treason” (Hirschman, 1970, p. 98).

The loyalist must process dissatisfaction in other ways. Often defensive strategies help the loyalist resolve internal conflicts. System justification theory explains how individuals may employ defensive strategies to justify a system’s behavior, even when the system is not acting in their best interest. These defensive strategies allow an individual to remain loyal to a company, product or system, even when the entity is not serving their needs.

Employees who choose loyalty typically hope that the situation will improve over time and believe in the organization’s ability to address the underlying issues. Loyalty can be beneficial for the organization, as it retains experienced and knowledgeable employees. However, prolonged dissatisfaction without resolution can lead to decreased morale and productivity.

Factors Influencing Exit-Voice-Loyalty-Neglect Model Responses

Theories, such as the exit, voice, loyalty theory, create a framework for understanding a complex process. However, the complex interaction of humans, whether as consumers, intimate partners, or employees, the many elements far exceed those presented in a simple theory. The choice between voice, exit, and neglect is a complex process involving several internal and external factors. A few of the factors that may influence choice are:

Individual Differences

Personal characteristics, such as personality, values, and coping mechanisms, can play a significant role in determining an employee’s response to dissatisfaction. For some, the discomfort of addressing perceived wrongs is almost unimaginable. These individuals may disconnect, experience apathy, and if things do not improve on their own, they may eventually flee. For example, individuals with a high level of assertiveness may be more likely to choose the voice response, while those with a more passive disposition may lean towards neglect or loyalty.

These differences transcend the context of Hirschman’s theory. We see these differences across all domains of psychology. Typically, we see portrayed as approach (voice) and avoidance (exit).

See Approach-Avoidance Theory for more on this topic

Organizational Culture

The culture of the organization can also influence employee responses. In organizations with open communication and supportive management, employees may feel more comfortable expressing their concerns through the voice response. Conversely, in organizations with a rigid hierarchy or punitive management practices, employees may be more likely to choose exit or neglect.

Some cultures encourage openness, gathering knowledge from the feedback flowing from a variety of sources. A business or a presidential administration that has an extremely high turnover rate suggests a culture of close minded rigidity.

Perceived Fairness

Employees’ perceptions of fairness within the organization can impact their response to dissatisfaction. If employees believe that their concerns will be addressed fairly and justly, they may be more inclined to use the voice response. However, if they perceive a lack of fairness or justice, they may be more likely to choose exit or neglect.

See Deservingness Heuristic for more on this topic

Available Alternatives

The availability of alternative options can also influence the choice between exit and voice. The employee with a variety of job options may quickly jump ship when circumstances are not right. While others with less options may voice objection, or loyally hang on despite the conditions.

Implications for Management

Understanding the Exit-Voice-Loyalty-Neglect Model can help management address employee dissatisfaction more effectively and create a more positive work environment. Here are some strategies for leveraging the insights from the EVLN Model:

Encourage Open Communication

Creating an environment where employees feel comfortable expressing their concerns can help prevent dissatisfaction from escalating to exit or neglect. Management should establish clear channels for feedback and actively listen to employee concerns.

Promote Fairness and Justice

Ensuring that employees perceive fairness in decision-making processes can encourage the voice response and reduce the likelihood of exit or neglect. Management should strive to be transparent and consistent in their actions and treat all employees with respect.

Address Issues Promptly

Proactively addressing employee concerns can prevent dissatisfaction from festering and leading to negative outcomes. Management should be responsive to feedback and take timely action to resolve issues.

Recognize and Reward Loyalty

Acknowledging and rewarding employees who demonstrate loyalty can help maintain morale and engagement. Management should provide opportunities for growth and development and recognize the contributions of loyal employees.

Associated Concepts

• McClelland’s Three Needs Theory: This proposes that three primary needs motivate production and success in individuals. These needs are: the need for achievement, the need for affiliation, and the need for power. McClelland’s theory suggests that understanding which need is most dominant in an individual can help predict their behavior and motivation in various situations.
• Equity Theory: This theory proposed by John Stacey Adams, explains how employees perceive fairness in the workplace. It posits that individuals compare their input (e.g., effort, skills) to the output (e.g., salary, recognition) and then compare this ratio to that of their peers.
• Affective Events Theory (AET): This theory explores the impact of workplace events on employee emotions, attitudes, and behaviors. It emphasizes how job conditions, interpersonal relationships, and organizational culture shape these events.
• Four Stages of Competence Model: This model outlines the learning process in skill acquisition: Unconscious Incompetence (unawareness of skill deficiency), Conscious Incompetence (recognition of the need to learn), Conscious Competence (ability requiring effort), and Unconscious Competence (skills performed automatically).
• Person-Environment Fit Theory: This theory proposes that the compatibility or “fit” between a person and their environment significantly influences their well-being, job satisfaction, performance, and overall adjustment.
• Hersey-Blanchard Situational Leadership Model: This model developed by Paul Hersey and Ken Blanchard, advocates for leaders to adapt their styles based on the maturity and competence of followers. It outlines four leadership approaches—Directing, Coaching, Supporting, and Delegating—tailored to different levels of follower development, enhancing engagement and effectiveness in various organizational contexts.
• Tuckman Model of Group Development Stages: These stages are Forming, Storming, Norming, Performing, and Adjourning. The model offers a lens to observe the evolution of groups, from initial uncertainty to success. It has enduring relevance, providing a roadmap for understanding and guiding team dynamics in various settings.

A Few Words by Psychology Fanatic

The Exit-Voice-Loyalty-Neglect (EVLN) Model offers valuable insights into how employees respond to dissatisfaction in the workplace. By understanding the factors that influence these responses and implementing strategies to address employee concerns, management can create a more positive work environment and improve organizational outcomes. Encouraging open communication, promoting fairness, addressing issues promptly, and recognizing loyalty are key strategies for leveraging the insights from the EVLN Model to enhance employee satisfaction and retention.

Last Update: September 23, 2025

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