- The Oxford Handbook of Human Resource Management
- List of Figures
- List of Tables
- List of Contributors
- Human Resource Management: Scope, Analysis, and Significance
- The Development of HRM in Historical and International Perspective
- The Goals of HRM
- Economics and HRM
- Strategic Management and HRM
- Organization Theory and HRM
- HRM and the Worker: Towards a New Psychological Contract?
- HRM and the Worker: Labor Process Perspectives
- HRM and Societal Embeddedness
- Work Organization
- Employment Subsystems and the ‘HR Architecture’
- Employee Voice Systems
- EEO and the Management of Diversity
- Recruitment Strategy
- Selection Decision-Making
- Training, Development, and Competence
- Remuneration: Pay Effects at Work
- Performance Management
- HRM Systems and the Problem of Internal Fit
- HRM and Contemporary Manufacturing
- Service Strategies: Marketing, Operations, and Human Resource Practices
- HRM and Knowledge Workers
- HRM and the New Public Management
- Multinational Companies and Global Human Resource Strategy
- Transnational Firms and Cultural Diversity
- HRM and Business Performance
- Modeling HRM and Performance Linkages
- Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain
- Social Legitimacy of the HRM Profession: A US Perspective
Abstract and Keywords
Employee voice appears to be the latest in a long line of terms used to describe employment practices designed to allow workers some ‘say’ in how their organizations are run; previous variants include worker participation, industrial democracy, employee involvement, and empowerment. The term is rarely defined precisely, and voice tends to incorporate HR practices of both a direct and an indirect form, in unionized and non-union settings, and in task-related and off-line teams. This article first develops a framework within which different forms of voice can be considered. Second, it discusses links between embedded voice and worker perceptions, focusing on the use of multiple and ‘deep’ techniques. Third, it analyzes a number of factors promoting or impeding voice at national, organizational, and workplace levels, in so doing noting the tensions surrounding the concept. Finally, some conclusions are drawn.
Mick Marchington is Professor of Human Resource Management at the University of Manchester where he has also served as Dean of Management Studies. His research traverses worker participation and voice and the changing nature of work, and his most recent book is Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies (Oxford University Press), co-edited with Damian Grimshaw, Jill Rubery and Hugh Willmott.
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