The Meanings and Purpose of Employee Voice
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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.
International Journal of Human Resource Management
© 2004 Taylor & Francis. This is an electronic version of an article published in International Journal of the Human Resource Management, Volume 15, Issue 6, 2004, Pages 1149-1170. The International Journal of Human Resource Management is available online at: http://www.tandfonline.com with the open URL of your article.