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dc.contributor.authorDundon, Tonyen
dc.contributor.authorWilkinson, Adrianen
dc.contributor.authorMarchington, Micken
dc.contributor.authorAckers, Peteren
dc.date.accessioned2011-07-27T08:55:50Zen
dc.date.available2011-07-27T08:55:50Zen
dc.date.issued2004en
dc.identifier.citationT. Dundon, A. Wilkinson, M. Marchington and P. Ackers, 2004, The meanings and purpose of employee voice, International Journal of Human Resource Management, 15(6): 1150-1171en
dc.identifier.urihttp://hdl.handle.net/10379/2077en
dc.description.abstractIn 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 voiceen
dc.formatapplication/pdfen
dc.language.isoenen
dc.publisherInternational Journal of Human Resource Managementen
dc.subjectEmployee voiceen
dc.subjectInformation and consultationen
dc.subjectWorker participationen
dc.subjectManagementen
dc.titleThe meanings and purpose of employee voiceen
dc.typeArticleen
dc.identifier.doi10.1080/095851904100016773359en
dc.description.peer-reviewedpeer-revieweden
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