Extending Exit, Voice, and Loyalty: Managing Dissent in Public Lands Agencies


  • Gabel Taggart University of Wyoming
  • Mary Grace Bedwell University of Wyoming




Employee Dissent, Work Engagement, Public Lands Agencies


This paper examines employee responses to dissatisfaction and dissent in four federal public lands agencies as they react to controversial policies. Guided by data from semi-structured interviews, it suggests new theoretical categories for describing dissenting behaviors along the dimensions of work engagement (e.g., high and low) and intent (e.g., destructive, neutral, or constructive). These dimensions combine to describe the specific behaviors of sabotage, neglect, high engaged duty, low engaged duty, passive helpfulness, and overachievement. This research also confirms and adds nuance to past work on employee dissent.

Author Biographies

  • Gabel Taggart, University of Wyoming

    Gabel Taggart is an assistant professor in the School of Politics, Public Affairs, and International Studies at the University of Wyoming.

  • Mary Grace Bedwell, University of Wyoming

    Mary Grace Bedwell was a student in the Master of Public Administration program at the University of Wyoming while writing this article.






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