The meanings and purpose of employee voice

Authors: Tony Dundon; Adrian Wilkinson; Mick Marchington; Peter Ackers

Source: International Journal of Human Resource Management, Volume 15, Number 6, September, 2004 , pp. 1149-1170(22)

Publisher: Routledge, part of the Taylor & Francis Group

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Abstract:

In this paper we present and assess an analytical framework for examining the different 'meanings, purposes and practices' of employee voice. The data were collected from eighteen organizations in England, Scotland and Ireland. Managers defined voice very much in terms of the perceived contribution to efficiency and tended to downplay notions of rights; however, the linkages between voice and performance outcomes remain problematic. Overall, employee voice is best understood as a complex and uneven set of meanings and purposes with a dialectic shaped by external regulation, on the one hand, and internal management choice, on the other. The evidence suggests that the degree to which voice practices are embedded in an organization is much more important than reporting the extent of any particular individual or collective schemes for employee voice.

Keywords: Employee involvement; participation; voice; public policy; employment regulation

Document Type: Research article

DOI: http://dx.doi.org/10.1080/095851904100016773359

Publication date: 2004-09-01

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