Employee voice and work engagement: Macro, meso, and micro-level drivers of convergence?

Kwon, Bora; Farndale, Elaine; Park, Jong Gyu

doi:10.1016/j.hrmr.2016.04.005

Cited by 112 publications

(106 citation statements)

References 69 publications

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“…The multilevel/layer context I propose here builds on but is distinct from existing multilevel (e.g., macro, meso, and micro) frameworks advanced by other authors (e.g., Kwon, Farndale, & Park, 2016) in the analysis of HRM issues or multilocale frameworks of MNCs that straddle host and home countries contexts (c.f. Meyer, Mudambi, & Narula, 2011).…”

Section: Context or Contextualisation?mentioning

confidence: 99%

Concepts, contexts, and mindsets: Putting human resource management research in perspectives

Cooke

2017

Human Res Mgmt Journal

214

210

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Over the past two decades, management scholars have become more like hedgehogs: focused on narrowly specified research questions, and applying a clearly defined, highly sophisticated research methodology (Meyer, 2014: 374).The trend of decontextualisation in research on organisational behaviour (OB) and human resource management (HRM) at the firm and individual level in the past two decades is undoubtedly discernible (e.g., Jackson, Schuler, & Jiang, 2014;Kaufman, 2015). This is perhaps not surprising given the dominance of the U.S. paradigm in management and organisation research, which has been traditionally biased toward the generation of universal, general, or context-free knowledge (Rousseau & Fried, 2001). Although micro-level HRM studies that are increasingly having an OB focus might have become less sensitive to context as critics have observed, research in the international

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Section: Context or Contextualisation?mentioning

confidence: 99%

Concepts, contexts, and mindsets: Putting human resource management research in perspectives

Cooke

2017

Human Res Mgmt Journal

214

210

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“…Instead, we propose that voice, or lack thereof, should be examined on societal (macro), organisational as well as departmental (meso) and individual (micro) levels (see also Kwon, Farndale, & Park, 2016). We argue that the macro level consists of the regulatory framework, which determines organisational policy.…”

Section: Voices Unheard: Employee Voice In the New Centurymentioning

confidence: 99%

Voices unheard: employee voice in the new century

Wilkinson

Gollan

Kalfa

et al. 2018

The International Journal of Human Resource Management

114

145

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“…The critical appraisal chose nine quantitative studies for further analysis. The complete search process is presented in a PRISMA flow chart on Figure: [31,32,33,34,35,36,37,38,39]. The researcher examined the nine studies (EV = 5, AC = 4) that were successfully chosen separately, using the thematic process.…”

Section: Search Strategymentioning

confidence: 99%

The Link between Employee Voice and Affective Commitment: A Systematic Review

Machokoto¹

2019

Asian J. Interdiscip. Res.

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This systematic review aimed to explore the relationship between Employee Voice and Affective Commitment in literature. The researcher approached several databases, including Academic Search Complete, Business Search Complete, Business Search Premier, Science Direct and Google Scholar and found 235 relevant studies. Nine studies were selected for review after a vigorous process that rejected many studies because they were duplicated or not fitting in the inclusion criteria. The chosen studies were put in separate folders; Folder 1: Employee Voice, and Folder 2: Affective Commitment. A thematic process that included careful reading data, coding, identifying trends, establishing themes and confirming themes, was used on material separately. The researcher identified and confirmed “trust”, “employee/work engagement”, “innovation”, “positive relationship” and “communication” as core themes and further analysis of themes as done including sub-themes to validate the outcome. This review found that there was a significant link between Employee Voice and Affective Commitment in literature. Previous studies also supported this connection. Limitations, the vigorous process could have left out some critical studies that could have changed the outcome. Even, the thematic analysis that identified and confirmed themes could have been biased towards the researcher’s understanding. Therefore the researcher recommends further research to confirm these outcomes. Future research should include more qualitative studies and more studies to explore the association between the two concepts. However, the current results help future scholars and practitioners to understand the link between Employee Voice and Affective Commitment.

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Employee voice and work engagement: Macro, meso, and micro-level drivers of convergence?

Cited by 112 publications

References 69 publications

Concepts, contexts, and mindsets: Putting human resource management research in perspectives

Concepts, contexts, and mindsets: Putting human resource management research in perspectives

Voices unheard: employee voice in the new century

The Link between Employee Voice and Affective Commitment: A Systematic Review

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