Employee Voice - "You Said, We DId"


In the modern business environment, organizations become successful when they harness human potential. Without strong mechanisms for employee voice, it is impossible to do this effectively. As defined by Boxall and Purcell (2003): ‘Employee voice is the term increasingly used to cover a whole variety of processes and structures which enable, and sometimes empower employees, directly and indirectly, to contribute to decision-making in the firm.’

There are two types of employee voice, both of which are important for sustainable success. The first occurs when, facing dissatisfaction in the workplace, employee voice their concerns openly and honestly rather than leaving the organization, which refers as involvements. The second is about decision-making or participative management: which referred to the extent to which employees have input into the decision-making process.

Practicing good and effective employee voice strategy provide several benefits to the organization. Effective employee vice is correlated with employee retention. This help to reduce organization to knowledge and skill loss. Employee voice can improve collective learning through honest contribution, leverage naturel diversity in team and optimize decision-making (Detert & Burries, 2007). Purpose-driven organizations tend to have high degrees of employee engagement and satisfaction but these benefits only emerge when the purpose and values have been truly co-created with employees, which requires a high degree of employee voice.


Companies follow different mechanisms such as joint consultation, partnership schemes, work councils and unions, collective representation, up word communication and surveys to support employee voice in the organization according to their business model and business content (Marchington, et al., 2001). Brittan’s railway maintainer and owner Network Rail carried out a biennial employee engagement survey called Your Voice. Campaign designed to give everyone an opportunity to give their views on the company, their job, their manager and other key aspects of working for Network Rail. They named this campaign as “you said – we did”. Through this, Network rail enjoyed effective outcomes (engageforsuccess.org, 2019).

References

Boxall , P. F. & Purcell, J., 2013. Stratergy and Human Resource Mangement. 4th ed. Basingstoke: Macmillan.
Detert, R. J. & Burries, R. E., 2007. Leadership Behavior and Employee Voice: Is the Door Really Open.. The Academy of Management Journal , 50(4).
Marchington, M., Wilkinson, A., Ackers , P. & Dundon, A., 2001. Management Choice and Employee Voice, London: CIPD.
Downes, K. (2019), Developing Employee Voice at Network Rail [Online]. Available from: https://engageforsuccess.org/engage-success-case-study-developing-employee-voice-network-rail [Accessed 30 April 2019].



Comments

  1. Ruwan30 April 2019 at 21:21

    In the Democratic leadership style, Coperate management listen to their operational level, getting their ideas for the sake of organization development. It will help to reduce people turn over as well as strengthen the relationship between employee and employer.

    ReplyDelete
  2. Razi Jalaldeen4 May 2019 at 10:00

    If you can add some references to the statements you made in the second paragraph much better.

    ReplyDelete
    Replies
    1. Rashid6 May 2019 at 21:53

      thank for you valuable comments . will do it

      Delete
  3. Apsara Wickramarathne11 June 2019 at 00:41

    In decision making process, employee voice is an essential factor. As you have mentioned if the employee is wise enough how to use his voice according to the two ways then he can support with the sustainable success of the organization as well as his own success.

    ReplyDelete

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