Exit-Voice-Loyalty-Neglect Model

In organizational behavior, the Exit-Voice-Loyalty-Neglect (EVLN) Model is a template that identifies ways that employees respond to dissatisfaction. These concepts first appeared in Albert Hirschman's more broadly focused 1970 book, Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States.

This includes leaving the organisation, transferring to another work unit, or at least trying to get away from the unsatisfactory situation. The general theory is that job dissatisfaction builds over time and is eventually strong enough to motivate employees to search for better work opportunities elsewhere. This is likely true to some extent, but the most recent opinion is that specific 'shock events' quickly energize employees to think about and engage in exit behavior. For example, the emotion reaction you experience to an unfair management decision or a conflict episode with a co-worker motivates you to looks a job ads and speak to friends about job opportunities where they work. This begins the process of realigning your self-concept more with another company than with your current employer.

Voice refers to any attempt to change, rather than escape from, the dissatisfying situation. Voice can be constructive response, such as recommending ways for management to improve the situation, or it can be more confrontational, such as by filing formal grievances. In the extreme, some employees might engage in counterproductive behaviors to get attention and force changes in the organization.

According to A. O. Hirschman, the author of Exit, Voice, and Loyalty, the loyalty of a member to the organization he belongs to is higher when the entrance costs (physical, moral, material, or cognitive) are higher. Loyalty would be characterized as passively waiting for conditions to improve.

Neglect includes reducing work efforts, paying less attention to quality, and increasing absenteeism and lateness. It is generally considered a passive activity that has negative consequences for the organization. The Neglect response is passively allowing for conditions to worsen.

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