The meanings and purpose of employee voice

Tony Dundon, Adrian Wilkinson, Mick Marchington, Peter Ackers

Research output: Contribution to journalArticlepeer-review

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.

Original languageEnglish
Pages (from-to)1149-1170
Number of pages22
JournalInternational Journal of Human Resource Management
Volume15
Issue number6
DOIs
Publication statusPublished - Sep 2004
Externally publishedYes

Keywords

  • Employee involvement
  • Employment regulation
  • Participation
  • Public policy
  • Voice

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