Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction
研究将员工对问题事件的反应分为五类（考虑性建言、攻击性建言、离职、忽视、耐心），并验证了这些反应在破坏-建设与主动-被动两个维度上的环状结构，发现工作满意度（尤其是对主管的满意度）促进考虑性建言和耐心，抑制其他反应。
A refined exit, voice, loyalty, and neglect (EVLN) typology (Farrell, 1983) was examined. It was argued that the category of voice responses, that is, attempts to improve the situation, should be divided into two forms: considerate voice and aggressive voice. Considerate voice consists of attempts to solve the problem taking into account one's own concerns as well as those of the organization, and aggressive voice consists of efforts to win, without consideration for the concerns of the organization. In line with Farrell (1983), all categories of behavioral responses were assumed to differ on two dimensions, namely, destructive–constructive and active–passive. It was assumed that the responses can be ordered in a circumplex structure. Factor analyses of data from 233 teachers and maternity nurses demonstrated the empirical separability of the five categories of behavioral responses and supported the two-dimensional structure of the model. Job satisfaction, especially satisfaction with supervision, seemed to promote considerate voice and loyalty (that was relabeled as patience), and suppress exit, aggressive voice, and neglect. Furthermore, the correlations between job satisfaction and the five responses provided additional support for the circumplex structure of the refined model. The pattern of responses runs in the following order: considerate voice, aggressive voice, exit, neglect, patience. Copyright © 1999 John Wiley & Sons, Ltd.