THE JOURNAL OF APPLIED BEHAVIORAL SCIENCESeptember 2001Harlos / WHEN ORGANIZATIONAL V ICE SYSTEMS FAIL When Organizational Voice Systems Fail More on the Deaf-Ear Syndrome and Frustration Effects

Recently, organizations have been introducing greater types and numbers of systems for employees to voice their complaints. Yet academic and popular accounts indicate that some voice systems are causing what they are intended to prevent, exacerbating employ-ees ’ perceptions of unfairness and discontent. Analysis of interview data from an induc-tive study of employees ’ experiences of workplace injustice provides strong evidence of the deaf-ear syndrome (organizational failures to respond to employees ’ complaints) and frustration effects (the pattern of increased dissatisfaction when people voice). Informal systems, namely, open-door policies, were particularly susceptible to failure. Drawing on organizational justice theory and industrial relations research, these results are explained, and additional avenues for research and theory development are acknowledged. Implica-tions for individuals and organizations also are discussed. The word there was that even though you were told that the door is open, God help you if you walked through it. —Joanne, counselor, nonprofit agency Increasingly, organizations are introducing systems for employees to express their suggestions, complaints, or concerns, particularly in nonunion workplaces (Feuille &amp