国外商学院人力资源Employee Voice国外商学院人力资源Employee Voice.ppt

Employee Voice Lecture Dr Andrew Jenkins Programme 1. Introduction 2. Dimensions of employee voice 3. The international context 4. Globalisation and the future of employee voice 5. Questions and answers 6. Reading for next week and questions for discussion Introduction The term “employee voice” is becoming increasingly used in the field of human resource management (HRM) (Wilkinson and Fay, 2011) The term “voice” refers to employees being able to have a say about decision making issues and work activities within the organization in which they are employed (Wilkinson and Fay, 2011) There are different terms used by different authors: some authors use “involvement”, others use “participation”, while others use “empowerment” or “engagement” (Parks,1995). Introduction Employee voice concerns “the ability for employees to have an input into decisions that are made in organisations” (Mathieson and Pendleton, 2006) According to Boxall and Purcell (2003), it is “increasingly used to cover a whole variety of processes and structures which enable, and at times empower, employees, directly and indirectly, to contribute to decision-making in the firm, and occasionally in the wider society” Dundon et al (2004) state that “voice” can serve a number of functions, namely: Introduction 1. An expression of individual dissatisfaction, with the aim of resolving specific grievances 2. An expression of collective organisation among employees aimed at correcting imbalances in employee-employer power-holding 3. Contribute to decision-making by facilitating improvements in work organisation, productivity and quality 4. Facilitate mutuality and partnership with the aim of achieving long-term viability for the organisation 1 2: represent a “contested agenda” 3 4: represent a “shared agenda” Introduction According to Strauss (1998), there are 3 justifications for employee voice: 1. The humanistic rationale (employee needs re achievement and creativity) 2. The power-sharing rationale (worke