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  • High-performance work systems and employee voice behaviour: an integrated model and research agenda

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    Mowbray448640-Accepted.pdf (449.5Kb)
    File version
    Accepted Manuscript (AM)
    Author(s)
    Mowbray, PK
    Wilkinson, A
    Tse, HHM
    Griffith University Author(s)
    Wilkinson, Adrian J.
    Mowbray, Paula K.
    Year published
    2020
    Metadata
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    Abstract
    Purpose: The purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour. Design/methodology/approach: The authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework ...
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    Purpose: The purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour. Design/methodology/approach: The authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework to theorize how the ER climate influences the design of the HPWS and subsequently how the HPWS encourages voice behaviour. Practical implications and recommendations for future studies are provided. Findings: The mutual gains ER climate will influence the design of the HPWS; in turn the HPWS' practices will influence line manager AMO to manage voice and the employees' AMO to engage in voice behaviour, resulting in the encouragement of both employer and employee interest forms of voice. Practical implications: The HPWS-voice behaviour interaction model sheds light on the types of HR practices organisations can implement to optimize employee voice behaviour. Originality/value: The conceptual model demonstrates how ER, HRM and OB factors influence voice behaviour within a HPWS, which has not previously been considered by voice scholars. The integrated conceptual model encourages a multidisciplinary approach to studying employee voice in future research.
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    Journal Title
    Personnel Review
    DOI
    https://doi.org/10.1108/PR-12-2019-0692
    Copyright Statement
    © 2020 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
    Note
    This publication has been entered in Griffith Research Online as an advanced online version.
    Subject
    Human resources and industrial relations
    Publication URI
    http://hdl.handle.net/10072/399180
    Collection
    • Journal articles

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