Perceptions of Organizational Dissenters
The perceptions of supervisors and coworkers can be used to further determine an individual's choice of dissent strategy. Employees will take notice of other dissenters and the consequences of their actions and will use this information to refine their "sense of organizational tolerance for dissent, to determine what issues merit dissent, and to inform their future dissent strategy choices" (Kassing, 2001).
Kassing (2001) found that articulated and latent dissenters were perceived differently. People perceived articulated dissenters to be more satisfied, more committed, possess higher quality relationships with their supervisors, and seen as employees who believed they have influence within their organizations than latent dissenters. Furthermore, articulated dissenters, compared to latent dissenters, were perceived to be less verbally aggressive.
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