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dc.contributor.authorWilkinson, Adrianen
dc.contributor.authorDundon, Tonyen
dc.contributor.authorMarchington, Micken
dc.contributor.authorAckers, Peteren
dc.date.accessioned2011-07-29T10:50:43Zen
dc.date.available2011-07-29T10:50:43Zen
dc.date.issued2004en
dc.identifier.citationA. Wilkinson, T. Dundon, M. Marchington and P. Ackers (2004) Changing patterns of employee voice: case studies from the UK and Republic of Ireland, Journal of Industrial Relations, Vol 46 (3), pp 298-323en
dc.identifier.urihttp://hdl.handle.net/10379/2097en
dc.description.abstractIn this paper we examine a wide range of employee voice mechanisms from a total of 18 case studies from the UK and Republic of Ireland. We examine how voice is defined by managers and how they link voice with improved economic efficiency. The evidence suggests that employee voice is more extensive in terms of its scope and impact than a decade ago, although the level at which employees have a say remains the preserve of managerial control. The evidence also suggests that the link between voice and organisational performance is problematic. The conclusion argues that organisations now face a diffuse and persistent range of concerns from highly articulate employees. In this respect, managing employee voice will be closely related to managing diversity.en
dc.formatdoi:10.1111/j.0022-1856.2004.00143.xen
dc.language.isoenen
dc.publisherJournal of Industrial Relationsen
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 Ireland
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/3.0/ie/
dc.subjectInternational and comparative employee voiceen
dc.subjectInformation and consultationen
dc.subjectIndustrial relationsen
dc.subjectCase study researchen
dc.titleChanging patterns of employee voice: Case studies from the UK and Republic of Irelanden
dc.typeArticleen
dc.description.peer-reviewedpeer-revieweden
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Attribution-NonCommercial-NoDerivs 3.0 Ireland
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivs 3.0 Ireland