Employee Voice and the Digitalisation of Work

Jebsen, Simon; Rohlfer, Sylvia; Matiaske, Wenzel

doi:10.5771/0935-9915-2022-3-209

Cited by 3 publications

(3 citation statements)

References 9 publications

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“…Due to need to find an effective antidote to an increasingly unstable socio-economic environment, the past few years have also seen the rapid development of a ‘sustainable HRM’ narrative (Aust et al, 2020). The growing interest in sustainable HRM is for example shown by several Special Issues published in Human Resource Management (Ren et al, 2023), Human Resource Management Review (Westerman et al, 2020), management revue (Ehnert and Harry, 2012), German Journal of Human Resource Management (Jackson et al, 2011) and recent calls for papers in Human Resource Management Review (Shipton et al, 2024) and in management revue (Jebsen et al, 2024). Another indicator is a growing number of review articles on sustainable HRM (e.g.…”

Section: Introductionmentioning

confidence: 99%

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Aust,

Cooke,

Muller-Camen

et al. 2024

German Journal of Human Resource Management: Zeitschrift für Pe

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This introduction to the special issue Achieving Sustainable Development Goals through Common-Good HRM: Context, approach and practice draws the links between the United Nations Sustainable Development Goals (SDGs), the concept of Common-Good HRM and the practice of human resource management (HRM) to extend intellectual and empirical insights into this important field. Particular attention is accorded to the collective social and environmental dimensions of SDGs and the place of HRM in contributing to the ‘common good’ within and beyond the workplace. Firms may create space and incentives for HRM to promote sustainability, or actively work to constrain meaningful action in this regard. This collection brings together a broad cross-section of articles dealing with the SDGs and HRM, identifying emerging common ground and contestation as a basis for future HRM theory building, empirical enquiry and practice.

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Section: Introductionmentioning

confidence: 99%

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Aust,

Cooke,

Muller-Camen

et al. 2024

German Journal of Human Resource Management: Zeitschrift für Pe

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“…Employee voice enhances individual and organizational outcomes and research continues to grow in this area (Bashshur & Oc, 2015; Mathisen et al., 2022; Weiss & Morrison, 2019; Wilkinson et al., 2015). With growing interest in technology and social media (SM) (Kemp, 2020; Martín‐Rojas et al., 2021; Treem et al., 2020), the exploration of employee voice on SM has gained some momentum (Holland et al., 2016; Jebsen et al., 2022; Martin et al., 2015; Parry et al., 2019). This topic is even more salient as the increase of work‐from‐home (WFH) during the COVID‐19 pandemic has accelerated the adoption of all types of SM (Kelly, 2020; Lister & Kamouri, 2020), including internal and formal enterprise social media (ESM), such as workplace and Microsoft (MS) Teams, and/or external and informal applications or platforms, such as WhatsApp/Facebook.…”

Section: Introductionmentioning

confidence: 99%

“…This paper makes several important contributions to the literature. First, given the growth of interest in SM and voice, and a developing stream of literature (Jebsen et al., 2022), it is timely to integrate SM and voice literatures to better understand the value of SM for voice. We use the concept of affordances, drawn from the SM literature, to do so.…”

Section: Introductionmentioning

confidence: 99%

Employee voice on social media — An affordance lens

Khan

Mowbray

Wilkinson

2023

Int J Management Reviews

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Voice mechanisms in organizations provide an opportunity for employees to have a say about their work. As new digital mechanisms, such as social media (SM), are being increasingly adopted by organizations for knowledge sharing, employee engagement and general communication, it is important to consider the extent to which SM may facilitate employee voice. The limited attempts to examine SM and employee voice have mostly focused on identifying the contextual factors that could promote constructive voice on SM. The extant literature does not explore how SM features may (or may not) facilitate all types of voice, such as those which promote employee interests. Adopting an affordance lens, this paper answers the call of voice scholars to explore the potential of SM as a voice mechanism by discussing the perceived value of different SM features for different types of employee voice content. The paper brings together SM and voice literature and explores how different SM affordances may potentially facilitate certain voice content more so over others. In doing so, future directions for research of voice on SM are also discussed.

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Trade‐union engendered employee trust in senior management: A case study of digitalisation

Wang,

Seifert

2024

Industrial Relations Journal

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Trade unions can shape employees' positive perceptions of digital technology introduction, and thus help achieve desirable outcomes. Our understanding of why and how remains limited. This article develops the argument that employees' trust in senior management's digital competency is a central issue, and a power‐sharing trade union can play an important role in mediating that relationship. We propose that workplace trade‐union power enables workers to ‘trust’ the process when they know the union can collectively bargain with senior management. This reduces digitalisation‐induced job insecurity, thereby engendering an engaged workforce to remain in post. This leads to our hypothesis that trade‐union voice has both a stronger direct and indirect effect in reducing employees' intention to exit than direct voice (direct communication with senior leaders). Our sequential mediating model supports the hypotheses on both direct and indirect pathways using 520 valid responses to a staff survey during digitalisation from a major UK public service organisation.

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Employee Voice and the Digitalisation of Work

Cited by 3 publications

References 9 publications

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Employee voice on social media — An affordance lens

Trade‐union engendered employee trust in senior management: A case study of digitalisation

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