Abstract:
The need for reformation in public sector management appears from the
community's pressure demanding the public sector to produce quality products by applying
the concept of business management to public services. However, this new discourse that
attracts the attention of human resource management specialist globally faces obstacles
from dissatisfied employees who are comfortable with old practices. This paper proposes
the model of Exit, Voice, Loyalty, and Neglect (EVLN) as a manifestation of employees
communicative responses in reacting to dissatisfaction within the Indonesian public sector
setting. Path analysis is used to fit the data provided by 150 public university lecturers. The
results reveal two dominant clusters: first, those who will stay in the organization but
demonstrate withdrawal behaviorssuch as pretending to be sick, showing up late, putting
little effort intotheir work, and frequently not to attend official meetings (neglect) and the
second, those who will remain confident, assume that in the end, everything will be all
right andpatiently wait and expect for betterment (loyalty). This brings the implication
that in most cases, the most significant constraint to a new model is a non-technical, in the
management category, such as internal employee resistance. To overcome the obstacle,
public sectors require effective, knowledgeable leaders who can help spur bureaucratic
action, and implement strategies that promote sustainable change.
