Purpose
This paper aims to analyse two ways in which Chinese workers attempt to resist unjust treatment: exit through quitting and voice via collective action. This is in the context of rapid economic growth, rising economic inequality (Lu and Gao, 2011; Qin et al., 2009; Reed, 2012) and escalating industrial conflict (Pringle, 2011).
Design/methodology/approach
A model is developed and hypotheses formulated in the light of qualitative data analysis that included archival data, workplace observation and interviews with employees and managers at a large factory. A mediated chain model was tested based on a survey of 234 semi-skilled and skilled manual workers and 353 service employees employed in the same city in Western China.
Findings
Organisational identification and organisational cynicism were found to mediate the relationship between interactional justice and the two outcomes, intention to quit and collective opposition.
Originality/value
The authors’ interpretation of these relationships challenge previous research by showing that social identification is a more powerful explanation than social exchange in accounting for variations in these two outcomes. Implications are drawn for human resource theory and practice.
