employee voice
what is employee voice?
employee voice/ behaviour inside workplace
employee voice/ behaviours outside workplace
legality
The informal and discretionary communication by an employee of ideas, suggestions, concerns, or information about problems to persons who might be able to take appropriate action with the intent to bring about improvement or change.
providing opportunities for employees to exercise their voice: through organisational policies and culture (corporate social responsibility initiatives)
employee voice influences:
(NEG) violence at a community level and corruption/ unrest at a country level.
(POS) level of peace and attitudes/ behaviours of employees both within and outside the organisation.
modern reality of employee voice:
majority feel unsafe to exercise their voice.= fraud, sexual harassment or medical negligence)
hierarchies limited protection for employees.
employees remain silent due to the belief that their input will be ignored or will not make a tangible difference.
perceptions of procedural justice (informal meetings):
lack of employee input (an opportunity for) may lead to reduced levels of organisational identification, commitment, trust, job satisfaction, OCB and increased turnover.
self-efficacy and self control: lack of opportunities for exercising voice can lead to decline in motivation, dissatisfaction, physical and psychological withdrawal.
cognitive dissonance: inconsistency between one's beliefs and one's behaviour.
feelings of helplessness, apathy, and anger: For those who value self-control, lack of voice could lead to anger.
community engagement: opportunities for self-direction and to exercise one's voice is likely to increase community engagement.
affective states: voice opportunities impact employee emotions (life dissatisfaction and stress) which in turn influence their level of community engagement.
while advocating democratic values for the governance of society, most organisations located within democracies do not advocate the same approach for the governance of themselves.
increase in intuitional shareholders and concurrent decline or organised labour has resulted in declining employee voice.
frameworks that places the voice of shareholders on average reduces employee voice.
opportunities available for managers to encourage employee voice can be viewed as beneficial for shareholders
Policy makers should consider developing legislation pertaining to organisations that provides flexibility for organisational decision-makers to think beyond shareholders.