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Employee voice is a term that is coming into wide use with both pratictioners and academics in the context of Human Resource Management (HRM) and Industrial Relations (IR). It was popularised by Freeman and Medoff (1984) who argued that it made good sense for both company and workforce to have a voice mechanism. Voice, the right to be heard and have a say over important workplace issues and at times an acknowledgement of differing interests, may be essential for achieving greater employee satisfaction and commitment’’. UNION VOICE Traditionally employee voice has been achieved via unions, with unions representing the collective interests of employees. NON-UNION VOICE However with union memberships in decline in many industries and as a unions influence over business, other vehicles for voice are starting to emerge. A common concept voice of voice in non unioned companies was a suggestions scheme (used in over half of non unioned companies surveyed (The management of voice in non-union organisations: managers’ perspectives, Tony Dundon) MANAGERS UNDERSTANDING OF THE CONCEPT OF VOICE Feedback from “colleagues” company’s term for employees is probably how I would understand the term {Link without Title} . Comments on the business are vital to our success – which is why we value the suggestion scheme so highly. ''Manager, HiFi Sounds'' The term has a resonance with me. I started off in the ranks myself and have always been very keen that employees have a view. After all, they are actually face-to-face with customers, not the managing director, so I rely very much on what they are able to filter up. ''Managing director, Leisure Co.'' voice as a form of “democracy that exists in the organisation” Personnel Manager, Housing Association Arguably, employee voice (for both union and non-union workers) is part of a shared human rights agenda, predicated on diversity, equality of opportunity and procedural justice. Voice is about having opinions and observations heard. How voice is realised, recognised and acted upon is what matters. There is no “real” voice if it is not listened to” General manager, Consultancy Co. EXPECTED OUTCOME BY GRANTING EMPLOYEE VOICE
PROBLEMS
ORGANISATIONAL SILENCE organisational silence is when the employee’s choice to ‘‘withhold their opinions and concerns about organisational problems’’ and Milliken (2000) Silence is the opposite of voice. It occurs when employees feel scared of, or do not trust their managers, and as a consequence do not approach them with ideas or concerns. The consequence of such is that people only talk about problems in private, (which means managers may not even be aware of it). This should be a major concern to any organisations in the “knowledge economy” which depend of people who are responsive to the challenges of the environment, who are not afraid to share information and knowledge, who can stand up for their own and their team beliefs. Some managers have lived for so long in environments where fear, intimidation and silence are the norms, that they can not imagine an alternative way of working and behaving. (1999) FIXING SILENCE Managers need to identify the silent groups and people within the organisations and identify their key issues, and then do something about them. Some technologies such a polls and surveys via intranets can give employees the ability to by pass their managers to ensure their voice is heard. REFERENCES The management of voice in non-union organisations: managers’ perspectives Tony Dundon, Adrian Wilkinson, Mick Marchington, Peter Ackers Antecedents and consequences of organisational silence: an empirical investigation Maria Vakola, Dimitris Bouradas |
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