Investigating the relationship between superior‐subordinate relationship quality and employee dissent

By Jeffrey W. Kassing. 2000

166 citations recorded by the source corpus.

Subfields: Language and Linguistics, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a9b268b7831b5743929817d9d71eb50f1a1681b7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Language and Linguistics

In Social Psychology

In Sociology and Political Science

Citations in the corpus

The Relationships between Co-Rumination, Social Support, Stress, and Burnout among Working Adults (2014, background): “For instance, employees who feel that they have a low-quality relationship with their supervisors might be more inclined to use latent dissent messages while those who perceived high-quality supervisor relationships expressed more explicit dissent messages (Kassing, 2000).”
Dissent Expression as an Indicator of Work Engagement and Intention to Leave (2012, background): “…relationship that exists between upward dissent and organizational climates open to employee voice (Kassing, 1998, 2000a, 2008) or the established relationships between upward dissent and employee satisfaction, organizational commitment, and employee identification (Kassing, 1998, 2000a).”
Instructional Dissent in the College Classroom (2011, background): “Subsequent research has suggested that organizational dissent expression is a function of superior subordinate relationship quality (Kassing, 2000a), workplace freedom of speech (Kassing, 2000b), organizational burnout syndrome (Avtgis, D ow nl oa de d by [ ] a t 1 4: 57 0 1 A ug us t 2…”
Exploring the relationship between workplace freedom of speech, organizational identification, and employee dissent (2000, background): “The 18-item Organizational Dissent Scale (Kassing, 2000) measures how employees express their disagreement and contradictory opinions about work along two dimensions: articulated and latent.”
Crossing the line(s): A dual threshold model of anger in organizations (2007, background): “…on upward organizational dissent—in which employee expressions more obviously reflect dissatisfaction and negative affect— reports its connection to higher-quality relationships with supervisors, along with enhanced employee satisfaction and organizational identification (Kassing, 2000a,b, 2001).”