Employee Voice And Its Links With Organizational Performance

Dundon et al. (2004) claimed that employee voice is a form of contribution to decision-making, an articulation of individual satisfaction or dissatisfaction and a demonstration of collective organisation. Another way of saying, employee voice is the process of employees communicating their thoughts, ideas to employers to provide feedbacks and make improvements. Bryson (2004) described employee voice as a two-way communication between management and employees. This two-way communication between senior managers and employees enables them to exchange ideas. To be more specific, it brings different and new perspectives from employees, give them a sense of ownership towards the decision-making process with relatively higher level of effort and reduced labour cost. Moreover, it has lower cost and reduce risk of disruption due to employee resistance. It is crucial for senior management to understand the importance of ‘employee voice’ since it plays a significant role in constructing a high-involvement working environment and has a crucial impact on organisational performance. There are various advantages of employee voice, however, too strong employee voice will inevitably cause negative impact in the organisation.

The development of the different methods used to engage ‘employee voice’ strongly coincides with the timeline that businesses have endured through in the present/ twentieth century. In the UK in particular, the methods implemented could be correlated to the economic and political climate of the country at that moment in time.

Through these meetings, I will be allowed to ask and answer questions as well as invite comments and acknowledge concerns and ideas from every angle. By creating this open dialog, which will last through the duration of the project, I will be able to better understand what the company needs to improve the quality of its employee’s jobs.

Many organizations have suggestion boxes. One can find a suggestion box in a gas station, a restaurant, and even a work place. It’s an easy and mostly anonymous way to express ideas or concerns regarding an organization and/or its structure. Through the use of a suggestion box, either client or employee would be able to express opinions and make suggestions according to the various attributes of an organization without a high pressure environment such as meetings and

communication upward, downward and laterally with its employees. CVS’ encouragement of open communication between employees, higher management and executives allows innovative ideas, problems and solutions to be heard in a timely manner. In terms of external communication, customer feedback is heard on a regular basis. Communication is integral in any organization…

Soliciting the thoughts, suggestions, and feedback of the people in the trenches along the way will help to create a happy and healthy workforce that feels heard and understood. Providing employees with a forum to voice their thoughts and opinions with no repercussions is also good practice. Providing employees with feedback is then extra critical in keeping the lines of communication open and active. Good communication vs. poor communication in an organization can impact decision making, and can make or break it as its people who are the ones who run it and make it work or not each and every day

Have open house discussions and feedback mechanisms. This was chosen because in the workplace it’s good to have your opinion or ideas valued. Feedback is given to improve the individual or the workplace. In the workplace it would be good to have open house discussions, employee and manager meetings and suggestion boxes because it makes employees feel like they are a part of a team and that their feedback and suggestions are needed and valued by the company. The best practice of open house discussions provides new ideas and suggestions for improvement. The HR must encourage discussions and capture the suggestions and recommendations to help the company to improve its performance.

This article examines union response to employee’s needs and concerns. The writers finding suggest that in the short term, unions adopted a strategy of compliance and requirement through the development of hybrid forms of voice, such as staff consultative committees. They further understand that non-union forms of employee representation may not allow employees to express dissatisfaction with the workplace because of employer retaliation. Unions, the research explain would seek to dominate these committees by ensuring that their members were elected as staff representatives, thereby safeguarding the dominance of union voice. The non-union employee representation that was created, however, was constrained as an expression of employee voice. Despite this constrain unions have actively involved in establishing representative structures that given exposure to a broader set of organizational issues than those normally covered during collective bargaining. However, where unions have been weak or entirely absent from the workplace, employers were motivated to instigate alternative voice mechanisms through non-union representative bodies in order to channel dissatisfaction, facilitate communication and encourage

For an organization to thrive, a clear vision, mission, and set of core values must be developed and instituted. To a certain extent, employees at all levels of the organization should be involved in the process. Solely having upper-level management develop such organizational identities does not accurately reflect the entire organization. Also, having employees contribute to the process allows them to align their own ideologies with that of the company. Studies have found that “workers in the most profitable companies have directly linked their own values, abilities, goals, personalities and interests to what they perceive are the values, abilities, goals, personalities and interests of the companies for which they work.” Consequently, the involvement of the employees results in greater job satisfaction.

When communication revolves around data collected and factual observations instead of managerial opinions or evaluative judgements, employees are given the chance to enter into discussions that can lead to change instead of tuning out or becoming defensive.

Question 6: EXPLAIN WHAT IS MEANT BY EMPLOYEE VOICE AND THE MAIN MOTIVATION FOR ESTABLISHING MECHANISMS FOR VOICE IN THE WORK PLACE.

The first one is the fact that employees still need someone to fight for their rights and for their economic existence while their existence will stimulate the management to be effective. The second reason is the fact that because the organisations and the structure of the economy are changing continuously, the labour needs to be organised, and the need for a workforce voice is needful because the management, in the pursuit of being competitive and ethic, it may ignore the people’s issues.

Aim Objectives Provide an overview for the presented discussion on employee voice Identify voice practices which represent an example of direct employee involvement and an example of representative participation Primary Research Methods Desk based research Analysed and assessed information; data and presented in report format Internet research focussed on Employee Voice Practices, Human Resource Management, Employee Involvement and Employee Participation, Unionised and non-unionised workplaces, Trade unions and collective bargaining Journal articles including Dundon and Wilkinson (2006), Employee Participation, chapter 15; CIPD (2005), (2009); Glover (2001), Communication and

The Voice of the Employee focuses on providing a safe and secures workplace in response to instances of violence and poor employee relations (Evans, 2011). Organization utilizes the Voice of the Employee (VoE) to focus on internal processes as traditionally employees’ perspective wasn’t a top priority and not taken into consideration as far as the business was concerned. As part of an organization strategy to continue to evolve, compete, and improve the businesses’ bottom line, as they are devoted to understanding and communicating an open dialogue with their employees. A business seeks to respond to the needs and condition of

Besides, power imbalance between employer and employee in the workplace seems to be unavoidable. As noted by Wilkinson et al. (2014), employees are citizens who have the right to be informed and consulted; therefore, the aim of employee voice is to communicate with management and express employees’ concerns about their work situation. Nevertheless, in recent years, decreasing union density has gradually shifted the form of voice in most organisations and countries from collective and unionized channels to direct and individualized mechanisms (Wilkinson et al., 2014).