Employee Voice at Work

2019

A careful analysis of the paper entitled “Integration Between Voice and Silence in Human Resource Management (HRM) Perspective, A Literature Review” (2019), authored by Imam Suwand, Sam’un Jaja Raharja and Rusdin Tahir, published in Volume 1., issue 2. of FABA, pp. 152-174 has led us to the conclusion that this contribution was essentially similar to another paper authored by Eva Nechanska, Emma Hughes and Tony Dundon entitled “Towards an integration of employee voice and silence” (2018), which had been published in Human Resource Management Review, https://doi.org/10.1016/j.hrmr.2018.11.002. In fact, more than 60% of the text, written by Imam Suwand, Sam’un Jaja Raharja and Rusdin Tahir has taken the main intellectual ideas, including simply copying the model/figure presented by the original authors Eva Nechanska, Emma Hughes and Tony Dundon in their article, published in Human Resource Management Review and it was reproduced without any form of authorization in the paper author...

Human Resource Management Journal

Work, Employment & Society, 2011

A growing literature has emerged on employee silence, located within the field of organisational behaviour. Scholars have investigated when and how employees articulate voice and when and how they will opt for silence. While offering many insights, this analysis is inherently one-sided in its interpretation of silence as a product of employee motivations. An alternative reading of silence is offered which focuses on the role of management. Using the non-union employee representation literature for illustrative purposes, the significance of management in structuring employee silence is considered. Highlighted are the ways in which management, through agenda-setting and institutional structures, can perpetuate silence over a range of issues, thereby organising employees out of the voice process. These considerations are redeployed to offer a dialectical interpretation of employee silence in a conceptual framework to assist further research and analysis.

In this review, which also serves as an introduction to this special section, we briefl y discuss the growing interest in employee voice and how and why interest in this topic has emerged over the last few years. "Employee voice" has been used to summarize several different approaches to employee relations, and numerous other terms have been used interchangeably with "employee voice. " In this introduction, we discuss the different approaches to voice, and, relying on the literature of HRM, political science, industrial relations, and organizational behavior, we develop a specifi c conceptualization of voice useful to scholars and HRM professionals. We discuss the direction of research in this area and summarize the papers in this issue.

Work, Employment & Society, 2014

This article shows how both employers and the state have influenced macro-level processes and structures concerning the content and transposition of the European Union (EU) Employee Information and Consultation (I&C) Directive. It argues that the processes of regulation occupied by employers reinforce a voluntarism which marginalizes rather than shares decision-making power with workers. The contribution advances the conceptual lens of 'regulatory space' by building on Lukes' multiple faces of power to better understand how employment regulation is determined across transnational, national and enterprise levels. The research proposes an integrated analytical framework on which 'occupancy' of regulatory space can be evaluated in comparative national contexts.

The International Journal of Human Resource Management , 2017

Based on a comprehensive survey of 766 migrant workers in Guangdong province in 2014, this study empirically examines the factors determining why some Chinese migrant workers remain silent when their rights are violated and the consequences of them doing so. The results of the survey show that the migrant workers who are more vulnerable in demographic factors, family dependency, job insecurity and social networks are more likely to stay silent in such circumstances. The results further indicate that silence leads them to be worse off in relation to social security benefits and labour rights. These results challenge the traditional organisational behaviour perspective on silence. The results imply that silence can be a survival strategy for second-class workers and may be evident whereby the disadvantaged have no say and remain silent in exchange for work opportunity, but by doing so are more likely to suffer unfair treatment.

This working paper explores the transposing of the EU Information and Consultation of Employees (ICE) Directive in the Liberal Market Economies of the Republic of Ireland (ROI) and Northern Ireland (NI) by considering how employers and employees have responded to national information and consultation regulations. We outline the analytical concept of 'regulatory space' and assess the impact of ICE Regulations in both ROI and NI jurisdictions in 4 cross-border case study organisations. The research concludes that an analytical framework to advance the concept of 'regulatory space' enables a refined assessment of employer and employee responses to employee voice regulation. Employer occupancy of regulatory space for voice is explained in part by a reassessment of the regulatory function of the State, from one of employee to employer protection. The UK and Irish governments both closely circumscribed the parameters of the national ICE Regulations to limit encroachment on the terrain of managerial prerogative.

2017

n June 2009 a conference was held at Middlesex University to mark the fact that whistleblowing legislation had been in force in the UK for a decade. This event included a public lecture and attracted delegates from a range of backgrounds, including academics, legal and management practitioners, trade unionists, whistleblowers and students. At the end of the conference the decision to establish an International Whistleblowing Research Network (IWRN) was taken. People can join this network simply by consenting to their email address being put on a list and used for distribution purposes. At the time of writing, October 2017, there are over 200 members of the network. The current convener of the network is David Lewis who can be contacted via [email protected]. Following the IWRN conferences in 2011, 2013 and 2015 two Ebooks ‘Whistleblowing and Democratic Values’ and ‘Developments in whistleblowing research 2015’ and a special issue of the E-Journal of International and Comparative L...

2018

This chapter locates the emergence and significance of key intersections of Human Resource Management (HRM) and Employment Relations (ER) in a threefold manner. First, the chapter traces the origins of HRM, highlighting the importance of longstanding domain assumptions which formed the conceptual heritage of the term. Second, the chapter explores key waves of research that have characterised the field since the mid-1980s, including an emphasis on strategy, HRM-Performance linkages, and employee outcomes. Third, the chapter draws on a 5C framework to provide a critical evaluation of HRM. Overall, this serves to illuminate the value of more employment relations grounded understanding and on-going conversation between related modes of thinking about the management of people at work in contemporary society.

Asia Pacific Journal of Human Resources

Over the past 35 years, since Farrell (1983) first applied Hirschman's (1970) concept of voice in relation to employees and Freeman and Medoff (1984) brought in the role of unions, we have accumulated a vast body of literature concerning employee voice. This research has largely spanned across employment relations, human resource management, organisational behaviour and labor economics disciplines (Wilkinson and Fay 2011). This has provided us with greater insights concerning the institutional and organisational factors that may contribute to the establishment and management of both direct and indirect employee voice mechanisms, along with the delineation of antecedents that may encourage employees to engage in voice behaviour directly with managers. Thus, the notion of employee voice has moved from its traditional roots of indirect, representative union forms of voice, to one that is more inclusive of direct employee-manager interactions (Mowbray, Wilkinson and Tse 2015). Employee voice is now seen, therefore, as the opportunity to have a say over employee and employer interests and to participate in organisational decision-making (Barry and Wilkinson 2016), as well as a discretionary behaviour whereby employees may raise ideas, issues, opinions and concerns in order to bring about change (Morrison 2014).