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The meanings and purpose of employee voice

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dc.contributor.author Dundon, Tony en
dc.contributor.author Wilkinson, Adrian en
dc.contributor.author Marchington, Mick en
dc.contributor.author Ackers, Peter en
dc.date.accessioned 2011-07-27T08:55:50Z en
dc.date.available 2011-07-27T08:55:50Z en
dc.date.issued 2004 en
dc.identifier.citation T. Dundon, A. Wilkinson, M. Marchington and P. Ackers, 2004, The meanings and purpose of employee voice, International Journal of Human Resource Management, 15(6): 1150-1171 en
dc.identifier.uri http://hdl.handle.net/10379/2077 en
dc.description.abstract In this paper we present and assess an analytical framework for examining the different 'meanings, purposes and practices' of employee voice. The data were collected from eighteen organizations in England, Scotland and Ireland. Managers defined voice very much in terms of the perceived contribution to efficiency and tended to downplay notions of rights; however, the linkages between voice and performance outcomes remain problematic. Overall, employee voice is best understood as a complex and uneven set of meanings and purposes with a dialectic shaped by external regulation, on the one hand, and internal management choice, on the other. The evidence suggests that the degree to which voice practices are embedded in an organization is much more important than reporting the extent of any particular individual or collective schemes for employee voice en
dc.format application/pdf en
dc.language.iso en en
dc.publisher International Journal of Human Resource Management en
dc.subject Employee voice en
dc.subject Information and consultation en
dc.subject Worker participation en
dc.subject Management en
dc.title The meanings and purpose of employee voice en
dc.type Article en
dc.identifier.doi 10.1080/095851904100016773359 en
dc.description.peer-reviewed peer-reviewed en

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