Recent research reveals that employees trapped in undesirable jobs without the possibility of leaving do not experience positive effects from organizational support once they perceive their employer has broken trust. These “stuck” employees, held back due to a lack of alternative jobs, family commitments, or other barriers, constitute more than half of the global workforce. Such individuals are more likely to engage in unproductive behaviours as a form of ‘retaliation’ against perceived organizational injustices, including actions ranging from feigning busyness to damaging equipment and speaking negatively about the company.
Joint studies by The Pennsylvania State University in the USA and the Centre for Responsible Business at the University of Birmingham in the UK have shown that supportive workplace policies do not decrease retaliatory intentions among stuck employees if they feel betrayed by their employer. This research, detailed in the Journal of Business and Psychology, underscores supportive policies’ limitations in changing stuck employees’ behaviour when trust is compromised. Solon Magrizos, Associate Professor of Marketing at Birmingham Business School, notes that while general positive support can reduce retaliation intentions, this effect does not extend to stuck employees when safety is compromised.
The researchers surveyed 327 working adults in the United States, asking them to rate their desire to leave their current jobs, the ease of leaving, and the perceived organizational support at their workplace. The participants were then presented with one of three scenarios involving employer decisions on COVID-19 safety measures, ranging from decisions that enhance safety by retaining protective measures to those that reduce safety by removing restrictions. The third scenario was a control condition in which the employer complied with continued state mandates.
The study’s findings indicate that general perceived organizational support helps buffer adverse reactions to decisions that decrease safety but does not affect stuck employees, who show stronger retaliatory intentions. Caroline Moraes, Professor of Marketing and Co-Director of the Centre for Responsible Business, explains that stuck employees tend to have a more transactional relationship with their employers, making them feel a more profound violation of the social exchange when trust is breached.
This research suggests that while general organizational support might paradoxically increase retaliation intentions among employees who feel unable to leave, it is still crucial for employers to be supportive. Moraes and Dr. Magrizos stress the importance of employers understanding and supporting the unique perspectives and needs of ‘stuck’ employees. This understanding can mitigate negative feelings and improve overall workplace dynamics. They advocate for clear and honest communication, the promotion of self and career development opportunities, and creating avenues for employees to express concerns, which can enhance the workplace for everyone, especially those who feel ‘stuck ‘.
While supportive policies are generally beneficial, it’s important to acknowledge that they may not always curb the retaliatory behaviours of ‘stuck’ employees if these employees perceive a breach of trust, particularly regarding their safety. However, this should encourage employers to implement and maintain supportive policies. Instead, it should reinforce the need for employers to consider the specific dynamics and feelings of their ‘stuck’ employees when making tough decisions. By fostering an environment where all employees feel valued and heard, employers can reduce potential conflicts and enhance organizational health.
More information: Jean M. Phillips et al, Examining Retaliation Intentions Among Stuck Employees, Journal of Business and Psychology. DOI: 10.1007/s10869-024-09971-6
Journal information: Journal of Business and Psychology Provided by University of Birmingham