A study of the relationship between exit, voice, loyalty and neglect and commitment in India.pdf

/ Human Relations /content/63/3/349 The online version of this article can be found at: DOI: 10.1177/0018726709348932 2010 63: 349 originally published online 6 January 2010Human Relations Kamel Mellahi, Pawan S Budhwar and Baibing Li commitment in India A study of the relationship between exit, voice, loyalty and neglect and Published by: On behalf of: The Tavistock Institute can be found at:Human RelationsAdditional services and information for /cgi/alertsEmail Alerts: /subscriptionsSubscriptions: /journalsReprints.navReprints: /journalsPermissions.navPermissions: /content/63/3/349.refs.htmlCitations: at FUDAN UNIV LIB on October 9, 2010Downloaded from human relations Corresponding author: Kamel Mellahi, University of Sheffield – Management School, 9 Mappin Street, Sheffield S1 4DT, UK. Email: k.mellahi@sheffield.ac.uk A study of the relationship between exit, voice, loyalty and neglect and commitment in India Kamel Mellahi University of Sheffield, UK Pawan S Budhwar Aston University, UK Baibing Li Loughborough University, UK 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 Introduction Ever since Albert O. Hirschman (1970) asserted that individuals respond to dissatisfac- tion with organizations by choosing from