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While exit is defined as leaving the organization, voice represents an effort to gain correction of the aggravating work situation. For organizations to have an opportunity to correct a situation and not lose a valued IT employee, the worker must choose to voice his or her dissatisfaction rather than move directly to exit. To increase the likelihood of this, a better understanding of factors influencing the decision to voice is needed. Toward this end, we develop a theory-based model of exit and voice by drawing upon and extending the management literature. We test the model through a field survey. While confirming the associations of perceived safety of voice and proactive personality with the tendency to voice, our research elucidated an inhibitor to voice not identified in prior research: perceived job alternatives. Furthermore, our joint investigation of voice and turnover revealed a new contributor to turnover intention: perceived futility of voice impacted turnover intention, both directly and indirectly through affective commitment. Managerial openness was found to correspond with higher perceived safety of voice and with lower perceived futility of voice, suggesting a manager?s treatment of employee voice is a vital factor in retaining valued IT professionals. As a final point, we empirically explored differences between IT and non-IT workers in regard to the model of voice and exit.<\/jats:p>","DOI":"10.1145\/2894216.2894218","type":"journal-article","created":{"date-parts":[[2016,2,22]],"date-time":"2016-02-22T13:07:16Z","timestamp":1456146436000},"page":"8-28","update-policy":"https:\/\/doi.org\/10.1145\/crossmark-policy","source":"Crossref","is-referenced-by-count":8,"title":["Paving the Higher Road"],"prefix":"10.1145","volume":"47","author":[{"given":"Jo Ellen","family":"Moore","sequence":"first","affiliation":[{"name":"Southern Illinois University Edwardsville, Edwardsville, IL, USA"}]},{"given":"Andrea J.","family":"Hester","sequence":"additional","affiliation":[{"name":"Southern Illinois University Edwardsville, Edwardsville, IL, USA"}]},{"given":"Susan E.","family":"Yager","sequence":"additional","affiliation":[{"name":"Southern Illinois University Edwardsville, Edwardsville, IL, USA"}]}],"member":"320","published-online":{"date-parts":[[2016,2,19]]},"reference":[{"key":"e_1_2_1_1_1","doi-asserted-by":"publisher","DOI":"10.5555\/2017327.2017329"},{"key":"e_1_2_1_2_1","doi-asserted-by":"publisher","DOI":"10.1037\/0021-9010.90.5.980"},{"key":"e_1_2_1_3_1","doi-asserted-by":"publisher","DOI":"10.2307\/2393590"},{"key":"e_1_2_1_4_1","doi-asserted-by":"crossref","DOI":"10.4324\/9781410617095","volume-title":"Transformational leadership","author":"Bass B.M.","year":"2006","unstructured":"Bass , B.M. , & Riggio , R.E. 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