What happens when employees dislike their jobs? One theoretical model—the exit–voice–loyalty–neglect framework—is helpful for understanding the consequences of dissatisfaction. The exit response directs behavior toward leaving the organization, including looking for a new position or resigning. To measure the effects of this response to dissatisfaction, researchers study termination and turnover.

The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking union activity. The loyalty response means passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of criticism and trusting the organization and its management to “do the right thing.”

The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and an increased error rate. Exit and neglect behaviors are linked to performance variables such as productivity, absenteeism, and turnover. Constructive behaviors allow individuals to tolerate unpleasant situations or improve working conditions.

The relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism. Overall, a pattern of lowered job satisfaction is the best predictor of intent to leave. It should come as no surprise that job satisfaction can affect the bottom line.