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  • Pro-social or Pro-management? A Critique of the Conception of Employee Voice as a Pro-Social Behaviour within Organizational Behaviour

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    Author(s)
    Barry, Michael
    Wilkinson, Adrian
    Griffith University Author(s)
    Barry, Michael J.
    Wilkinson, Adrian J.
    Year published
    2016
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    Abstract
    For many years, the employment relations (ER) literature took the perspective that employee voice via trade unions could channel discontent and reduce exit, thereby improving productivity. In organizational behaviour (OB) research voice has also emerged as an important concept, and a focus of this research has been to understand the antecedents of the decision of employees to engage or not engage in voice. In OB research, however, voice is not viewed as it is in ER as a mechanism to provide collective representation of employee interests. Rather, it is seen as an expression of the desire and choice of individual workers to ...
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    For many years, the employment relations (ER) literature took the perspective that employee voice via trade unions could channel discontent and reduce exit, thereby improving productivity. In organizational behaviour (OB) research voice has also emerged as an important concept, and a focus of this research has been to understand the antecedents of the decision of employees to engage or not engage in voice. In OB research, however, voice is not viewed as it is in ER as a mechanism to provide collective representation of employee interests. Rather, it is seen as an expression of the desire and choice of individual workers to communicate information and ideas to management for the benefit of the organization. This article offers a critique of the OB conception of voice, and in particular highlights the limitations of its view of voice as a pro-social behaviour. We argue that the OB conception of voice is at best partial because its definition of voice as an activity that benefits the organization leaves no room for considering voice as a means of challenging management, or indeed simply as being a vehicle for employee self-determination.
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    Journal Title
    British Journal of Industrial Relations
    DOI
    https://doi.org/10.1111/bjir.12114
    Copyright Statement
    © 2015 John Wiley & Sons Ltd/London School of Economics. This is the peer reviewed version of the following article: Pro-Social or Pro-Management? A Critique of the Conception of Employee Voice as a Pro-Social Behaviour within Organizational Behaviour, British Journal of Industrial Relations, Volume 54, Issue 2, June 2016, Pages 261–284, which has been published in final form at 10.1111/bjir.12114. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
    Subject
    Human resources and industrial relations
    Publication URI
    http://hdl.handle.net/10072/157962
    Collection
    • Journal articles

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