Exit, Voice, Loyalty, and Pay: Evidence from the Public Workforce

Posted: 2 Oct 2008

See all articles by Soo-Young Lee

Soo-Young Lee

University of Georgia - Department of Public Administration and Policy

Andrew B. Whitford

University of Georgia - Department of Public Administration and Policy

Multiple version iconThere are 2 versions of this paper

Date Written: October 2008

Abstract

We assess Hirschman's theory of exit, voice, and loyalty in the context of voluntary exit from organizations in the public workforce. Specifically, we test the effects of loyalty and voice on the likelihood a person states their intention to leave. We assess these relationships using data from the Federal Human Capital Survey. Our statistical analysis provides evidence that perceptions about voice and loyalty limit exit at all levels of the organizational hierarchy. Yet, dissatisfaction with pay is also a substantial cause of intention to leave-and this effect is greatest for executive-level employees. We also show evidence for “motivation crowding” when pay-based motivation is emphasized.

Suggested Citation

Lee, Soo-Young and Whitford, Andrew B., Exit, Voice, Loyalty, and Pay: Evidence from the Public Workforce (October 2008). Journal of Public Administration Research and Theory, Vol. 18, Issue 4, pp. 647-671, 2008, Available at SSRN: https://ssrn.com/abstract=1271030 or http://dx.doi.org/10.1093/jopart/mum029

Soo-Young Lee (Contact Author)

University of Georgia - Department of Public Administration and Policy ( email )

Athens, GA 30602
United States

Andrew B. Whitford

University of Georgia - Department of Public Administration and Policy ( email )

Athens, GA 30602
United States
706-542-2898 (Phone)
706-583-0610 (Fax)

HOME PAGE: http://andrewwhitford.com

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