Changing Patterns of Employee Voice: Case Studies from the UK and Republic of Ireland

Adrian Wilkinson, Tony Dundon, Mick Marchington, Peter Ackers

Research output: Contribution to journalArticlepeer-review

Abstract

In this paper we examine a wide range of employee voice mechanisms from a total of18 case studies from the UK and Republic of Ireland. We examine how voice is defined by managers and how they link voice with improved economic efficiency. The evidence suggests that employee voice is more extensive in terms of its ‘scope’ and ‘impact’ than a decade ago, although the ‘level’ at which employees have a say remains the preserve of managerial control. The evidence also suggests that the link between voice and organisational performance is problematic. The conclusion argues that organisations now face a diffuse and persistent range of concerns from highly articulate employees. In this respect, managing employee voice will be closely related to managing diversity.

Original languageEnglish
Pages (from-to)298-322
Number of pages25
JournalJournal of Industrial Relations
Volume46
Issue number3
DOIs
Publication statusPublished - Sep 2004
Externally publishedYes

Fingerprint

Dive into the research topics of 'Changing Patterns of Employee Voice: Case Studies from the UK and Republic of Ireland'. Together they form a unique fingerprint.

Cite this