New approaches to employee voice and participation in organizations

Abstract

While the history of employee voice and participation is longstanding, there has been a sharp increase in interest in these topics among academics, practitioners, and policy-makers in recent years. The research on employee voice and participation has therefore significantly broadened, expanding from an earlier institutional focus to also include significant behavioural and strategic streams. This article introduces a symposium that extends our knowledge of employee voice and participation in terms of new organizational forms, practices and processes that affect the nature, structure and conditions of work and organizations by showcasing the breadth of contemporary research on voice and participation. Keywords employee consultation, employee involvement, employee voice, information sharing, participation, workplace democracy Employee voice and participation are very broad terms with considerable width in the range of definitions given by authors (see for example, Dietz et al., 2009;Poole, 1986;Sashkin, 1976;Strauss, 2006). This width is particularly sharp across different disciplinary traditions from political science, psychology, law, management and industrial relations that have distinct perspectives on participation, voice, and other overlapping terms such human relations 63(3) 303-310

Employee silence and the authoritarian personality

“…However, employee voice can potentially also be in favour of the status quo and in support of existing organisational practices (Burris et al, 2012). Universally acceptable definitions of voice thus remain elusive, and the relationship with related terms such as participation remains blurred (Budd et al, 2010).…”

Employee Voice Scale: Is There a Need of Reconsideration of Dimensions?

“…Organizations also assign a specific department to address such issues as Human Resource (HR) department [19,38]. The nature and procedure of MEV is a two way communication, in which organizations provide different platforms (medium) and different forms of organizational social media connections where employees can raise their voice regarding issues and suggestions [39] to their supervisor or top management [40]. Supervisors and management are responsible to acknowledge the issues and provide solutions in a certain period of time.…”

“…Medium is one of the important elements for successful communication, and platform plays the role of the medium in MEV. Budd et al [39] suggested that organizations must provide a medium to conduct successful communication between their employees and management. For organizations which provide platform to employees to raise their voice, favourable outcomes have been witnessed such as decrease in absenteeism and increase in job performance and productivity.…”

Örgütsel Adalet ile Örgütsel Sinizm Arasındaki İlişkide Psikolojik Sermaye ve Çalışan Sesliliğinin Ara Değişken Rolü

“…According to Hirchman's perspective, voice can be described as an attempt to change, rather than escape from the issue. Voice as individual dissatisfaction perspective can be focused on a specific problem, but another perspective of voice can be the expression of a collective organization like union membership creates official voice to eliminate dissatisfaction (Budd, Paul, &Adrian, 2010;Dundon, Wilkinson, Marchington, & Ackers, 2004).…”

“…Individual differences such as big five personality traits, self-esteem, and self-efficacy have been examined as predictors of voice (Budd et al, 2010). Top management support for openness, trust in supervisor cause willing to speak up (Landau, 2009).…”