Michael Oyelere

“Employee voice”
 Employee voice
 Learning outcomes

 Understand the historical perspectives

 Define and use in appropriate context
 Understand the main techniques use in implementing
employee voice
 Know the benefits to both employers and employees
 Employee voice
 Historical perspective

 In UK, employee voice became pronounced during the

growth of the factory system.
 Trade unionism was its source of strength
 Note: trade unions is not a products of the factory
system. But they had their origins much earlier, in the
mediaeval craft guilds
Webb and Webb (1894, 1897)
Pelling (1992 )
 Employee voice
 Employee voice defined

 There are several definitions for the term. A simplified

definition will includes the following:
 employee voice is defined in terms of two-way
communications or 'having a say' about what goes on in
their organisation.

Dundon, Wilkinson, Marchington, and Ackers, (2004)

 Employee voice
 Implementing employee voice
 Employers employ two main techniques, these includes:
Upward problem-solving: this refers
to methods used by managers to tap
into employee ideas. Through for
example –
• two-way communications,
• electronic media,
• attitude surveys,
• suggestion schemes,
• project teams.
The methods are management-
initiated and normally between
managers and employees.
Representative participation: this take
place under the auspices of employee
representatives, normally trade union
officials. This sometime is on a regular
basis in the case of scheduled
committees, or through more ad hoc
arrangements. Examples are -
• Partnership schemes
• European Works Councils
• Joint consultation
• Collective representation
The main feature of this method is that
it is between employees representatives
and management.
•Geary, (2008)
 Employee voice
 The benefits:
Employer:
• Employees’ skills and knowledge can
be better used, leading to higher
productivity
• Employees feel more valued, so they
are more likely to stay and to contribute
more
• The organisation gains a positive
reputation, making it easier to recruit
good employees
• Conflict is reduced and co-operation
between employer and employee is based
on interdependence.
Employee:
• Having more influence over their
work
• Higher job satisfaction
• More opportunity to develop skills
• More job security if their employer
is more successful as a result of
‘voice initiatives’.
• Batt, Colvin, and Keefe, (2002)
• Dundon, Wilkinson, Marchington, and
Ackers (2004)
 References
 Batt, R., Colvin, A. and Keefe, J. (2002), Employee Voice, Human Resource
Practices, and Quit Rates: Evidence from the telecommunications
Industry. Industrial and Labor Relations Review, 55 (4) pp. 573-594
 Dundon, T., Wilkinson, A. Marchington, M. and Ackers, P. (2004), The
meanings and purpose of employee voice. The International Journal of
Human Resource Management, 15, (6) pp 1149 - 1170
 Geary, J.F. (2008) Do unions benefit from working in partnership with
employers ? Evidence from Ireland. Industrial Relations: a Journal of
Economy & Society. 47 (4) pp 530-568.
 Hoque, K. and Bacon, N. (2008) Trade unions, union learning representatives
and employer-provided training in Britain. British Journal of Industrial
Relations. 46 (4) pp702-731
 Pelling, H. (1992) A history of British trade unionism. 5th ed. London:
Macmillan.
 Webb, S. and Webb, B. (1894), The history of trade unionism. New York, Kelley
 Webb, S. and Webb, B. (1897), Industrial Democracy. UK, Green and Co
Thank you