Employee voice and job satisfaction in Australia: The centrality of direct voice

Holland, Peter; Pyman, Amanda; Cooper, Brian; Teicher, Julian

doi:10.1002/hrm.20406

Cited by 110 publications

(113 citation statements)

References 58 publications

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“…Similarly, other research has found that involvement in decision-making processes can improve employee satisfaction (e.g. Boxall & Macky, 2014;Cox, Zagelmeyer, & Marchington, 2006;Holland et al, 2011;Macky & Boxall, 2008;Wood, 2008). Hence, we hypothesise the following:…”

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 76%

“…These include practices that encourage involvement in decision-making and the development and exercise of problemsolving skills. Employee involvement practices have been shown to reduce job stress (Mackie, Holahan, & Gottlieb, 2001), increase job satisfaction and organisational commitment (Boxall & Macky, 2014;Holland, Pyman, Cooper, & Teicher, 2011;Macky & Boxall, 2008), and improve productivity and organisational performance (Wood, Van Veldhoven, Croon, & de Menezes, 2012).…”

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Karasek's (1979) Job Demand-Control model, we investigated an important institutional characteristicorganisational ownership -as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1,838 Chinese retail sector employees China, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognize the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper's concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China. IntroductionConsiderable attention has been devoted to the study of workplace stress and job satisfaction; topics of major concern to both human resource (HR) researchers and practitioners. Karasek's (1979) seminal Job Demand-Control (JDC) model has served as a key theoretical basis to explain the effects that work demands have on job satisfaction (Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010;Podsakoff, LePine, & LePine, 2007). In the JDC model, work demands are viewed as stressors, while control is seen as a moderator of stress. The model hypothesises that jobs characterised by high demands and low control threaten individuals' mental and physical well-being, while those that combine high demands with high control positively affect these dimensions (Karasek, 1979). Furthermore, Karasek maintains that the interaction between demands and control should be more predictive than the additive effects of high demands and low control upon employees' well-being, including job satisfaction.Yet, while empirical studies have provided consistent support to the direct effects of job demands and control upon job satisfaction (for example, see meta-analyses by LePine, Podsakoff, & LePine, 2005;Podsakoff et al., 2007), the suggested interactive effect of job demands and control upon job satisfaction (Karasek, 1979), has received limited and even contradictory support (Häusser et al., 2010). While some research supports the buffering hypothesis, which suggests that high levels of job control or social support can buffer against the negative effect of a demanding job (Brown, Pitt-Catsouphes, McNamara, & Besen, 2014;...

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Section: Employee Involvement and Job Satisfactionmentioning

confidence: 76%

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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“…In particular, as alluded to earlier, the Bvoice^mechanism has been promoted in the HRM literature as a productive way to address employee concerns and enhance organizational commitment (e.g., Colvin, 2004b;Farndale et al, 2011;Harlos, 2010;Holland, Pyman, Cooper, & Teicher, 2011). Commonly used voice methods in grievance management include, for example, open-door policy, exit interviews, employee opinion survey, and committee meetings.…”

Section: Approaches To Grievance Managementmentioning

confidence: 97%

From legalism to strategic HRM in India? Grievance management in transition

Cooke

Saini

2015

Asia Pac J Manag

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This study investigates grievance management in India, drawing on data from a survey of 186 managers from companies operating in several different sectors. It examines the changing processes and the role of key institutional actors in the grievance management system. This study reveals varied practices in grievance management in part due to firm history and ownership forms. It highlights the inadequacy of India's public institutions for grievance redressal on the one hand, and the growing space for firms to introduce private and informal practices on the other, leaving employee welfare largely in the goodwill and competence of the management. We argue that future research on grievance management should adopt a finer contextual and temporal approach to uncover processes and the deeper causes of employee dissatisfaction. It should also adopt an interdisciplinary approach to eliminate the demarcation between the existing human resource management (HRM) and industrial relations research domains and provide a more holistic understanding of what HRM practices may be conducive to developing a healthy workplace relationship and productivity enhancement.

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“…Consistently, involvement has been regarded as a determinant of workers' satisfaction (Wood & Wal, 2007;Richardson, Danford, Stewart, & Pulignano, 2010). Research results, however, are not unequivocal on this aspect (Cox, Zagelmeyer, & Marchington, 2006;Diamantidis & Chatzoglou, 2011;Holland, Pyman, Cooper, & Teicher, 2011;Zatzik & Iverson, 2011).…”

Section: Hypothesis 3 Teamwork Has a Positive Impact On Firm Performmentioning

confidence: 99%

A 'Human Growth' Perspective on Organizational Resources, Worker Satisfaction and Firm Performance

Sacchetti

Tortia

2014

SSRN Journal

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Employee voice and job satisfaction in Australia: The centrality of direct voice

Cited by 110 publications

References 58 publications

Challenged and satisfied: the role of organisational ownership and employee involvement

Challenged and satisfied: the role of organisational ownership and employee involvement

From legalism to strategic HRM in India? Grievance management in transition

A 'Human Growth' Perspective on Organizational Resources, Worker Satisfaction and Firm Performance

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