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dc.contributor.authorDundon, Tonyen_US
dc.contributor.authorWilkinson, Adrianen_US
dc.contributor.authorMarchington, Micken_US
dc.contributor.authorAckers, Peteren_US
dc.contributor.editorMichael Pooleen_US
dc.date.accessioned2017-04-24T12:38:08Z
dc.date.available2017-04-24T12:38:08Z
dc.date.issued2004en_US
dc.identifier.issn09585192en_US
dc.identifier.doi10.1080/095851904100016773359en_US
dc.identifier.urihttp://hdl.handle.net/10072/15400
dc.description.abstractIn 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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.format.extent205807 bytes
dc.format.extent74985 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherRoutledgeen_US
dc.publisher.placeUKen_US
dc.relation.ispartofpagefrom1149en_US
dc.relation.ispartofpageto1170en_US
dc.relation.ispartofissue6en_US
dc.relation.ispartofjournalInternational Journal of Human Resource Managementen_US
dc.relation.ispartofvolume15en_US
dc.subject.fieldofresearchcode350203en_US
dc.titleThe Meanings and Purpose of Employee Voiceen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 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.en_US
gro.date.issued2015-05-12T05:13:49Z
gro.hasfulltextFull Text


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