HR Science Forum

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

  1. Elaine Farndale1,*,
  2. Joppe Van Ruiten2,
  3. Clare Kelliher3,
  4. Veronica Hope-Hailey2

Article first published online: 26 JAN 2011

DOI: 10.1002/hrm.20404

Issue

Human Resource Management

Human Resource Management

Special Issue: Special Section: Employee Voice

Volume 50, Issue 1, pages 113–129, January/February 2011

Additional Information

How to Cite

Farndale, E., Van Ruiten, J., Kelliher, C. and Hope-Hailey, V. (2011), The influence of perceived employee voice on organizational commitment: An exchange perspective. Hum. Resour. Manage., 50: 113–129. doi: 10.1002/hrm.20404

Author Information

  1. 1

    Pennsylvania State University, United States, and Tilburg University, The Netherlands

  2. 2

    Cass Business School, City University, United Kingdom

  3. 3

    Cranfield School of Management, Cranfield University, United Kingdom

*Labor Studies & Employment Relations, Pennsylvania State University, 5b Keller, University Park, Pennsylvania 16802, Phone: +1 814 867 3320

Publication History

  1. Issue published online: 26 JAN 2011
  2. Article first published online: 26 JAN 2011

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Keywords:

  • employee voice;
  • employee–line manager relationship;
  • trust;
  • commitment;
  • social exchange theory;
  • leader-member exchange theory;
  • LMX

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. © 2011 Wiley Periodicals, Inc.

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