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Wednesday, 16 August 2023

The employee voice

The employee voice is the "opportunity to have a say" within workplaces (Mowbury et al., 2015, p. 385), but is formally defined as "how employees raise concerns, express and advance their interests, solve problems, and contribute to and participate in workplace decision making" (Pyman et al., 2006, p. 543). The employee voice is often in one of two frames: the 'direct' voice; or the 'indirect or representative' voice.

Unions are often an effective way to hear collective, representative ‘employee voice’, BUT employers and employees can - and should - provide alternative/ additional mechanisms to facilitate 'direct' voice. For example, company, works, or consultative councils, health and safety committees, joint consultative committees (union and non-union).

There are three 'dominant systems' of voice: traditional collectivism ('old fashioned' or militant unionisation); the individualised employee voice (which in Aotearoa is an individually negotiated contract); and the active partnership model (modern unionisation). If we consider each of these in turn:

  1. Traditional Collectivism. Pluralist industrial relations arrangements, e.g. trade or trade unions representing employee members. Unions negotiate collective agreements, represent members in industrial matters (including change processes, redundancies, other employment issues, and represent individual members in relation to personal grievances or disciplinary matters. Unionism has decreased significantly in NZ in the last 30 years. NZ examples of active unions include all levels of education system, public sector, nursing, police. Traditionally been framed through a conflict and resistance basis but nevertheless the expectation is that there is some common ground; shared objectives including, survival of organisation, enhanced performance and/or development Some indication of ‘partnership attempts’ of working with organisations on issues.
  2. Individualised Employee Voice. Formally managed and structured HRM. Unitarist approach based on the idea that the organisation is a team unified around a common purpose that is set by the owners/ organisational leaders. No union: de-recognition or active marginalisation of union. Conflict irrational (pursuit of same goals) therefore third party (such as union) is seen as intrusive and disruptive to an otherwise cohesive system. Employee voice & participation mechanisms as part of organisational structure, decision-making. Linked to strategy of ‘high commitment HRM’, high performance work systems.
  3. Active Partnership.  Unions and organisations work together for mutual gain Where individual contracts exist, the relationship is based on psychological contract between employer and employee. Unions actively involved in shaping organisational policy, strategy, decision-making Benefits may include enhanced communication, improved performance through more relevant and acceptable policies, greater trust, contributes to strategic perspective as a broader agenda is developed. Challenges may include: Ideological tension; concern from unions that partnership is just an extension of management power; employees may be discouraged from raising organisational problems, through their fear of managerial response.

Interesting to see how the voice differs. 


Sam

References:

Mowbray, P. K., Wilkinson, A., & Tse, H. H. (2015). An integrative review of employee voice: Identifying a common conceptualization and research agenda. International Journal of Management Reviews, 17(3), 382-400. https://doi.org/10.1111/ijmr.12045

Pyman, A., Cooper, B., Teicher, J., & Holland, P. (2006). A comparison of the effectiveness of employee voice arrangements in Australia. Industrial Relations Journal, 37(5), 543-559. https://doi.org/10.1111/j.1468-2338.2006.00419.x

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