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2018 | OriginalPaper | Chapter

Managing Employee Voice

Author : Ashish Malik

Published in: Strategic Human Resource Management and Employment Relations

Publisher: Springer Singapore

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Abstract

At the end of this chapter, you should be able to:
  • Define the terms employee voice, direct and indirect employee voice
  • Identify the reasons for differences in employee voice across geographical boundaries
  • Understand the theoretical basis for employee voice and employee participation
  • Evaluate the contribution of employee voice

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Appendix
Available only for authorised users
Glossary
Employee voice
refers to the conditions where employees are allowed to have a meaningful say in matters affecting their terms and conditions of employment. This may be through individual or collective mechanisms and can also be direct or indirect.
Industrial democracy
is an idea that is rooted in the political economy literature and argues that workers should further their emancipation and involvement in workplace decisions that have an impact on their conditions of employment.
Trade unions
represent a lawful and an institutionalised form of employee representation for the purposes of bargaining the rights and responsibilities of employees towards their organisation. They can operate at a worksite level through an industry to a national level and sometimes may have a wider role than setting the terms and conditions of employment. For example, a number of trade unions in the services industry also provide a platform for skills and professional development and other benefits to their members.
Work councils
is another form of institutionalised employee representative council that seeks to protect the conditions of employment of workers in an organisational setting.
Footnotes
1
It is normal practice for insurance companies to cover their own insurance exposure by having an Insurance Underwriter “underwrite” claims against it to spread the risk of exposure across a much wider base of insurance providers. However, claims must be considered considering the terms and conditions of the underwriting, as well as complying to statute law, including consumer legislation.
 
2
Lending providers generally loan within limited levels of LVR (loan valuation ratio) meaning the amount of money that will be provided as a loan based on a multiple of factors, including equity of the loan, and earnings which determine a borrower’s capacity to repay loan repayments, as well as other considerations.
 
3
WorkCover is a government agency operating in the NSW jurisdiction, responsible for investigating industrial employment issues related to workplace, health, and safety. It has a policy of investigating all complaints made against employers, including complaints made anonymously.
 
Literature
Batt, R., Colvin, A. J. S., & Keefe, J. (2002). Employee voice, human resource practices, and quit rates: Evidence from the telecommunications industry. Industrial and Labor Relations Review, 55(4), 573–594.CrossRef
Benson, J. (2000). Employee voice in union and non-union Australian workplaces. British Journal of Industrial Relations, 38(3), 453–459.CrossRef
Boxall, P., & Purcell, J. (2011). Strategy and human resource management (3rd ed.). London: Palgrave Macmillan.
Budd, J. W. (2004). Employment with a human face: Balancing efficiency, equity, and voice. Itacha/New York: Cornell University Press.
Budd, J., Gollan, P., & Wilkinson, A. (2010). New approaches to employee voice and participation in organizations. Human Relations, 63(3), 303–310.CrossRef
Dundon, T., & Gollan, P. J. (2007). Re-conceptualizing voice in the non-union workplace. International Journal of Human Resource Management, 18(7), 1182–1198.CrossRef
Freeman, R., & Medoff, J. (1984). What do unions do? New York: Basic Books.
Gehlbach, S. (2006). A formal model of exit and voice. Rationality and Society, 18(4), 395–418.CrossRef
Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states. Cambridge, MA: Harvard University Press.
Kaufman, B. (2004). Theoretical perspectives on work employment and the relationship. Champaign: Industrial Relations Association.
Marchington, M. (2007). Chapter 12: Employee voice systems. In P. Boxall, J. Purcell, & P. Wright (Eds.), The Oxford handbook of human resource management (pp. 231–250).
Marchington, M., & Grugulis, I. (2000). ‘Best practice’ human resource management: Perfect opportunity or dangerous illusion? International Journal of Human Resource Management, 11(6), 1104–1124.CrossRef
Marchington, M., & Wilkinson, A. (2005). Direct participation and involvement. In S. Bach (Ed.) Managing human resources: Personnel management in transition (Chapter 15, pp. 398–423). Oxford: Blackwell Publishing Ltd.
Millward, N., Bryson, A., & Forth, J. (2000). All change at work?: British employment relations 1980–98, portrayed by the workplace industrial relations survey series. London: Routledge.CrossRef
Pfeffer, J. (1992). Understanding power in organizations. California Management Review, 34(2), 29–50.CrossRef
Sako, M. (1998). The nature and meaning of “voice” in the European car components industry. Human Resource Management, 8(2), 5–18.CrossRef
Storey, J. (1992). Developments in the management of human resources. Oxford: Blackwell Publishing.
Metadata
Title
Managing Employee Voice
Author
Ashish Malik
Copyright Year
2018
Publisher
Springer Singapore
Book
Strategic Human Resource Management and Employment Relations

Print ISBN: 978-981-13-0398-2

Electronic ISBN: 978-981-13-0399-9

Copyright Year: 2018

DOI
https://doi.org/10.1007/978-981-13-0399-9_11

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