Increased competitive pressures have lead many organisations to aspire to develop high performance organisational cultures, as a means to engage employees and improve productivity and performance. While employee voice mechanisms can provide employees with an opportunity to have a say over employee interests and provide a means for employee input, organisations and their managers are increasingly seeing employee voice systems as a valuable mechanism to encourage suggestions and ideas that may be of benefit to the organisation. It is important, therefore, to understand how organisations, and their individual managers, manage the employee voice systems and how the behaviour of managers and employees may influence their design and implementation, in order to meet these dual purposes. However, the study of employee voice has been conducted in disciplinary silos, which has resulted in unanswered questions concerning how the employee voice architecture is managed. The human resource management/employment relations (HRM/ER) discipline, which considers these dual purposes of voice, has primarily studied the opportunities that organisations provide employees to voice, through the provision of formal voice mechanisms. Accordingly, HRM/ER scholars adopt a systems and macro organisational level perspective of studying employee voice and do not account for individual differences that may occur at the micro individual manager level, or how behaviour may effect the implementation of employee voice.