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This book addresses the contemporary aspects of employee voice through theoretical and practical analysis. In addition to case studies of employee voice in the workplace, it also looks at emerging forms of voice associated with the use of technology such as social media. Because of the breadth of the concept of employee voice, the focus of the book lends itself to an international perspective on employment relations and human resources management - analyses and experiences drawn from one country will be usefully considered or applied in relation to others.

While much is known about employee voice in the developed world, much less is known about its operation in emerging economies. This volume explores the nature of employee voice in Argentine, China, India and South Korea, providing a timely challenge to the predominant assumptions that underline our knowledge of employee voice in the Western world.

Employee voice and workplace democracy have a positive impact on employee wellbeing and the performance of organizations. In this paper, we conducted interviews with employees to identify facilitators and inhibitors for voice within the workplace and a corresponding set of appropriate qualities: Civility, Validity, Safety and Egalitarianism. We then operationalised these qualities as a set of design goals – Assured Anonymity, Constructive Moderation, Adequate Slowness and Controlled Access – in the design and development of a secure anonymous employee voice system. Our novel take on the Enterprise Social Network aims to foster good citizenship whilst also promoting frank yet constructive discussion. We reflect on a two-week deployment of our system, the diverse range of candid discussions that emerged around important workplace issues and the potential for change within the host organization. We conclude by reflecting on the ways in which our approach shaped discourse and supported the creation of a trusted environment for employee voice.

peer-reviewed ; Employee voice has been an enduring theme within the employment relations literature. This article profiles the incidence of a range of direct and indirect employee voice mechanisms within multinational companies (MNCs) and, using an analytical framework, identifies a number of different approaches to employee voice. Drawing from a highly representative sample of MNCs in Ireland, we point to quite a significant level of engagement with all types of employee voice, both direct and indirect. Using the analytical framework, we find that the most common approach to employee voice was an indirect voice approach (i.e. the use of trade unions and/or non-union structures of collective employee representation). The regression analysis identifies factors such as country of origin, sector, the European Union Directive on Information and Consultation and date of establishment as having varying impacts on the approaches adopted by MNCs to employee voice. ; ACCEPTED ; peer-reviewed

Employee voice has been an enduring theme within the employment relations literature.This article profiles the incidence of a range of direct and indirect employee voice mechanisms within multinational companies (MNCs) and, using an analytical framework, identifies a number of different approaches to employee voice. Drawing from a highly representative sample of MNCs in Ireland, we point to quite a significant level of engagement with all types of employee voice, both direct and indirect. Using the analytical framework, we find that the most common approach to employee voice was an indirect voice approach (i.e. the use of trade unions and/or non-union structures of collective employee representation). The regression analysis identifies factors such as country of origin, sector, the European Union Directive on Information and Consultation and date of establishment as having varying impacts on the approaches adopted by MNCs to employee voice.

peer-reviewed ; Purpose: This paper presents an exploratory study of speaking up in international auditing firms. We examine two key questions: (i) what is the propensity of employees in training to speak up on workplace problems and (ii) how would management react to employees in training speaking up on workplace problems? Design: We compare and contrast the views of employees on training contracts with management, including partners. Semi-structured interviews were carried out with 8 managers/partners and 20 employees working in 6 large auditing firms in Ireland. Findings: We find that employees on training contracts have a high propensity to remain silent on workplace problems. Quiescent and acquiescent forms of silence were evident. Management expressed willingness to act on employee voice on workplace problems concerning business improvements and employee performance but were very resistant to voice in regard to a change in working conditions or a managers performance. Employees and management couched employee voice in terms of technical knowledge exchange rather than being associated with employee dissatisfaction or having a say in decision making. Originality: We highlight how new professional employees are socialised into understanding that employee voice is not a democratic right and the paper provides insight on the important role of partners as owner/managers in perpetuating employee silence. Previous research on owner/managers has tended to focus on small businesses while the auditing firms in this study have large numbers of employees. ; ACCEPTED ; peer-reviewed

Purpose
– The purpose of this paper is to present an exploratory study of employee voice and silence in international auditing firms. The authors examine two key questions: what is the propensity of employees in training to speak up on workplace problems and how would management react to employees in training speaking up on workplace problems?


Design/methodology/approach
– The authors compare and contrast the views of employees on training contracts with management including partners. Semi-structured interviews were carried out with eight managers/partners and 20 employees working in six large auditing firms in Ireland.


Findings
– The authors find that employees on training contracts have a high propensity to remain silent on workplace problems. Quiescent and acquiescent forms of silence were evident. Management expressed willingness to act on employee voice on workplace problems concerning business improvements and employee performance but were very resistant to voice in regard to a change in working conditions or a managers' performance. Employees and management couched employee voice in terms of technical knowledge exchange rather than being associated with employee dissatisfaction or having a say in decision making.


Originality/value
– The authors highlight how new professional employees are socialised into understanding that employee voice is not a democratic right and the paper provides insight on the important role of partners as owner/managers in perpetuating employee silence. Previous research on owner/managers has tended to focus on small businesses while the auditing firms in this study have large numbers of employees.

Contents: Part I. Perspectives and theories of voice -- 1. Employee voice: Bridging new terrains and disciplinary boundaries / Adrian Wilkinson, Tony Dundon, Jimmy Donaghey and Richard Freeman -- 2. Employee voice before Hirschman: Its early history, conceptualization, and practice / Bruce E. Kaufman -- 3. Hirschman and voice / Matthew M.C. Allen -- 4. Employee voice and the transaction cost economics project / Paul Willman, Alex Bryson, Rafael Gomez and Tobias Kretschmer -- 5. Industrial democracy in the twenty-first century / Catherine Casey -- 6. Labour process / Abigail Marks and Shiona Chillas -- 7. Employee voice and silence in organizational behavior / Chad T. Brinsfield and Marissa Edwards -- Part II. Actors -- 8. Managing voice: An employers perpective / Peter Holland -- 9. Line managers / Keith Townsend and Paula Mowbray -- 10. Union voice / Sarah Kaine -- 11. The missing employee in employee voice research / Dionne M. Pohler, Andrew A. Luchak, & J.M. Harmer -- 12. The expression of worker voice through civil society organizations / Edmund Heery and Stephen Williams -- 13. Employee voice and democracy: A critique of national and transnational laws / Glenn Patmore -- Part III. Voice processes -- 14. Collective bargaining / Virginia Doellgast and Chiara Benassi -- 15. Works councils / Werner Nienhüser -- 16. Joint consultative committees / Amanda Pyman -- 17. Individual voice: Grievance and other procedures / David Lewin -- 18. High performance work systems and employee voice / Bill Harley -- 19. Task-based voice and teamworking / Stephen Procter, Jos Benders and Jonas Ingvaldesen -- 20. Workplace partnership / Stewart Johnstone -- 21. Voice in the mutual gains organization / Ariel C. Avgar, Stacey Sekwao, Phoebe Strom -- 22. Non-union employee representation / Tony Dobbins and Tony Dundon -- 23. Employee and collective voice engagement: Being psychologically present when speaking up at work / Jamie A. Gruman and Alan M. Saks -- 24. Individual voice in informal and formal contexts in organizations / Deirdre O'Shea and Kevin Murphy -- 25. Whistleblowing / Kate Kenny, Wim Vandekerckhov and Muhammad Irfan -- Part IV. Evaluating voice 26. Voice across borders: Comparing and explaining the dynamic of participation in a context of change / Maria González Menéndez and Miguel Martínez Lucio -- 27. Employee silence / Niall Cullinane and Jimmy Donaghey -- 28. Diversity management and missing voices / Jawad Syed -- 29. The internet, the web and social media: The promise and practice of e-voice / Louise Thornthwaite, Craig Macmillan and Alison Barnes -- 30. Charting voice in a developing economy: The case of China / Jenny Chan -- Part V. Future directions on voice -- 31. Workplace voice: Assessing its impact on the individual and the organization / Brian Klaas -- 32. Integrating voice : Voice within hospitals: Reciprocal relationship between employee voice related to patient care with working conditions voice / Adrian Wilkinson, Michael Barry, Paula Mowbray and Ariel Avgar -- 33. The future of employee voice / Senia Kalfa and John W. Budd -- Index.

I examined the relationships among psychological safety, employee voice, and work engagement. Based on a literature review, I hypothesized that psychological safety would directly affect employees' engagement at work, and indirectly affect work engagement via employee voice. A validated
survey was used to collect data from 153 employees of a large manufacturing company in China. The results of structural equation modeling offered support for the full mediating role of employee voice in the psychological safety–work engagement relationship. Employees who perceived psychological
safety were more likely to exhibit voice behavior; employee voice, in turn, promoted work engagement. These findings extend prior research and shed light on how employees' psychological safety affects their work engagement. Discussion and implications of the results are presented.

Previous research has tested the effect of cultural intelligence on voice behaviour by using transformational leadership as a mediating variable. This study presents a different perspective using the ethical leadership variable as a mediation. This study examines the effect of cultural intelligence on voice behaviour with ethical leadership as a mediating variable. Research data were collected from 492 employees of the Ministry of Justice and Human Rights of the Republic of Indonesia. The results showed that cultural intelligence significantly affected employee voice behaviour and ethical leadership, mediating cultural intelligence and employee voice behaviour. This research can be used as a reference for application in multicultural organizations, especially in voice behaviour. ; Previous research has tested the effect of cultural intelligence on voice behavior by using transformational leadership as a mediating variable. This study presents a different perspective by using the ethical leadership variable as a mediation. This study examined the effect of cultural intelligence on voice behavior with ethical leadership as a mediating variable. Research data were collected from 492 employees of the governmental organization in Indonesia. The results showed that cultural intelligence had a significant effect on employee voice behavior and ethical leadership which mediated the relationship between cultural intelligence and employee voice behavior. This research can be used as a reference for application in multicultural organizations, especially in the application of voice behavior.

The competitiveness in the hotel setting around the world is increasingly developing worldwide, as hotels try to follow innovative strategies to cultivate, and as customers have more alternatives to make choices. This paper makes use of 3 and 4 star hotels in the South‐west region of Cameroon. Five‐star hotels were not included in the study because none were found in the region. Leader–member exchange (LMX) induces good employee job performance and innovative outcomes through work engagement. Good behaviour can be seen in their positive innovations and voice contributions. As a result, leadership should be an essential part in the management setting; this work examines the influence of LMX on employees work engagement (EWE), and subsequently the effect of EWE on innovative work behaviour (IWB) and employee voice behaviour (EVB) in the hotels in the South‐west region of Cameroon. Poor relationship between leaders and their subordinates hinders employee's progress and threatens the organizations' productivity and long‐term success. Data used for the present study included 272 usable responses from hotel employees using three waves of collection with self‐administered questionnaire. Correlation, confirmatory factor and path analysis were implored for data analysis. According to the results, it was confirmed that leader's positive interactive behaviour could have an expressive influence on their follower's engagement levels, propagated their innovation and positive voice suggestions. Staffs with EWE can express innovative behaviour and pursue innovation by voluntarily performing behaviours that are not included in their roles. Hence LMX inspired employee's engagement, and the study has great theoretical and practical implications included.