The influence of perceived employee voice on organizational commitment: an exchange perspective

Elaine Farndale, Joppe van Ruiten, Clare Kelliher, Veronica Hope-Hailey

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Using exchange theory, this study examines how perceptions of employee voice, the employee–line manager relationship, and trust in senior management are related to organizational commitment. It is hypothesized that the direct relationship between perceptions of opportunities for employee voice and organizational commitment is mediated by the longer-term effects of the perceived employee–line manager relationship and trust in senior management. Multiple regression analysis of a sample of 2,291 employees in organizations undergoing significant change finds some support for this hypothesis, highlighting in particular the importance of trust in senior management as a partial mediator of the relationship between employee voice and organizational commitment
Original languageEnglish
Pages (from-to)113-129
Number of pages17
JournalHuman Resource Management
Issue number1
Early online date26 Jan 2011
Publication statusPublished - Jan 2011


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