The Definition Of Organizational Dissent

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Recommended: Chapter 2Chapter 2 Diversity in Organizations

Focusing on the definition of organizational dissent and how it impacts the organization, there first has to be a comprehension of the word dissent. According to Morris (1996) the history of the word dissent comes from the combination of two words from the Latin language, dissentlre and sentire. Kassing (2011) simplified the word dissent to an individual feeling apart. When observing dissent throughout organizations, dissent deals with a member feeling excluded from the organization. Kassing (1998, pg. 183) defined organizational dissent as expressing disagreement or contradictory opinions about the organization. Organizational dissent is the ability of the employee to question and produce feedback for policies and practices found within the
Croucher, Perrett, Zeng and Gomez (2014) identified three important factors to this definition. The first factor is dissent is something that can be expressed to another individual. The other two aspects of dissent that helps us understand the meaning is how it needs to be included in the process of one engaging in a discussion focusing on disagreement and also opposing views against the practices, policies, and procedures or operations conducted throughout the organization. These factors of dissent produce feedback that is frequently linked to conflict but many times dissent is limited to the employee to just the feeling of separation from the organization but not actually revealing those feelings (Kassing, 1997). The notion attached to dissent can be expressed throughout many
Kassing (2000) conducted a study that allowed for him to develop a hypothesis that states employees reported using more articulated dissent and less latent dissent when freedom of speech exists in the workplace. The results of Kassing’s (2000) study specify that the level or identification and involvement of the decision making process is affected by the perception the employees has of his or her organizational identification. Another Kassing (2000b) study exemplified that the quality of the relationship is impacted by how the employees decided to communicate with management and also affects what message and concerns employees will express to management. Kassing’s (2000b) study indicated that employees and managers who have high quality relationships are more likely to have personal communication and a beneficial relationship for both individuals and the organization as whole. Results of Kassing’s (2008) study showed similar results and he was able to conclude employee’s views of justice within the organization will affect the amount they communicate

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