Voicing discontent: What happens to the grievance filer after the grievance?

Abstract

Previous research has suggested that managers punish grievance filers by giving them lower performance ratings and terminating their employment. A 2-factor between-subjects design (N = 157) was used to examine to what extent these punishment effects reflect an actual change in grievants' behavior. Consistent with procedural justice literature, participants who had access to a grievance system were more willing to continue working for the organization. Consistent with a motivation theory, participants who had a basis for dispute had lower objective job performance and were less willing to continue working for the organization. In contrast to previous research, the results provide some support for the exit-voice model. In addition, the results suggest that part of the punishment effects reported in earlier field studies may be due to an actual decrease in the grievants' objective job performance.