Employee Voice: A Human Resource Management Perspective

McCabe, Douglas M.; Lewin, David

doi:10.2307/41167427

Cited by 85 publications

(54 citation statements)

References 2 publications

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“…However, a 1979 survey of large organizations reported that only 20% to 25% of the organizations explicitly offered employees the opportunity to complain to higher management through open doors (Westin & Feliu, 1988). In another study, McCabe and Lewin (1992) reported that 77 of 78 nonunion businesses surveyed provided employee handbooks, and of these, 62 included an open-door policy. Whether written or unwritten, policies typically involve impromptu discussions that, unlike written grievance procedures, are not officially regulated and are not subject to time limits.…”

Section: Types Of Voice Systemsmentioning

confidence: 99%

When Organizational Voice Systems Fail

Harlos

2001

The Journal of Applied Behavioral Science

130

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Recently, organizations have been introducing greater types and numbers of systems for employees to voice their complaints. Yet academic and popular accounts indicate that some voice systems are causing what they are intended to prevent, exacerbating employees' perceptions of unfairness and discontent. Analysis of interview data from an inductive study of employees' experiences of workplace injustice provides strong evidence of the deaf-ear syndrome (organizational failures to respond to employees' complaints) and frustration effects (the pattern of increased dissatisfaction when people voice). Informal systems, namely, open-door policies, were particularly susceptible to failure. Drawing on organizational justice theory and industrial relations research, these results are explained, and additional avenues for research and theory development are acknowledged. Implications for individuals and organizations also are discussed.The word there was that even though you were told that the door is open, God help you if you walked through it.-Joanne, counselor, nonprofit agency Increasingly, organizations are introducing systems for employees to express their suggestions, complaints, or concerns, particularly in nonunion workplaces (Feuille &

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Section: Types Of Voice Systemsmentioning

confidence: 99%

When Organizational Voice Systems Fail

Harlos

2001

The Journal of Applied Behavioral Science

130

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“…Improved perceived legitimate opportunities for voice and greater perceived access to procedurally fair and neutral processes for resolving disputes should increase employees' organizational commitment and decrease turnover, consistent with the "exit-voice-loyalty" trade-off (Hirschman 1970;Folger 1977;McCabe and Lewin 1992). Resolving conflict internally also reduces costs because litigating disputes is often more expensive than addressing them internally (Estreicher and Eigen 2010).…”

Section: Justice and Workplace Dispute Resolutionmentioning

confidence: 99%

Justice or Just between Us? Empirical Evidence of the Trade-off between Procedural and Interactional Justice in Workplace Dispute Resolution

Eigen¹,

Litwin²

2014

ILR Review

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In this article, the authors examine the relationship between an employer's implementation of a typical dispute resolution system (DRS) and organizational justice, perceived compliance with the law, and organizational commitment. They draw on unique data from a single, geographically expansive, U.S. firm with more than 100,000 employees in more than 1,000 locations. Holding all timeconstant, location-level variables in place, they find that the introduction of a DRS is associated with elevated perceptions of interactional justice but diminished perceptions of procedural justice. They also find no discernible effect on organizational commitment, but a significant boost to perceived legal compliance by the company. The authors draw on these findings to offer a "differentialeffects" model for conceptualizing the relationship among organizational justice, perceived legal compliance, and the implementation of dispute resolution mechanisms.I n this article, we examine the effects of implementation of a typical workplace dispute resolution system (DRS) on employees covered by the DRS, the vast majority of whom are never claimants or participants in a claim submitted through the DRS. This inquiry is made possible by access to a unique set of survey data from a large national company that, at its peak, employed more than 100,000 workers in more than 1,000 locations. The employer implemented the DRS, described in more detail below, in the middle of the eight-year span of the study, enabling a rare glimpse into *Author names are in alphabetical order.

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“…Thus, voice is defined more broadly by McCabe and Lewin (1992) as consisting of two elements. First is the expression of complaints or grievances in a work context by employees to management.…”

Section: The Meaning Of Voicementioning

confidence: 99%