HR Science Forum
The influence of perceived employee voice on organizational commitment: An exchange perspective
Version of Record online: 26 JAN 2011
© 2011 Wiley Periodicals, Inc.
Human Resource Management
Special Issue: Special Section: Employee Voice
Volume 50, Issue 1, pages 113–129, January/February 2011
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
- Issue online: 26 JAN 2011
- Version of Record online: 26 JAN 2011
- employee voice;
- employee–line manager relationship;
- social exchange theory;
- leader-member exchange theory;
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.