Employee voice: charting new terrain

Wilkinson, Adrian; Dundon, Tony; Donaghey, Jimmy; Freeman, Richard

doi:10.4337/9780857939272.00008

Cited by 80 publications

(86 citation statements)

References 30 publications

(40 reference statements)

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“…Although further research is required to guide this work, it is clear that for dialogue to be constructive, organizations need to build rapport and gain the confidence of frontline staff who have described feeling powerless (Quilliam et al, ). Future research could draw from the human resource concept of “employee voice” to explore potential models for involving frontline staff in decision‐making dialogue (see Wilkinson, Dundon, Donaghey, & Freeman, ).…”

Section: Discussionmentioning

confidence: 99%

How frontline staff manage paperwork in group homes for people with intellectual disability: Implications for practice

Quilliam

Bigby

Douglas

2018

Research Intellect Disabil

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Section: Discussionmentioning

confidence: 99%

How frontline staff manage paperwork in group homes for people with intellectual disability: Implications for practice

Quilliam

Bigby

Douglas

2018

Research Intellect Disabil

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“…Future research is required to explore the extent to which frontline staff could influence decision making and explore how this could be operationalized in disability services. Concepts such as "employee voice" and "employee participation" in the human resources literature could guide initial work in the area (see Wilkinson, Dundon, Donaghey, & Freeman, 2014). Employee voice mechanisms vary and are broadly characterized as indirect forms, such as joint consultation committees, and direct forms, such as regular meetings between frontline and management (Sablock, Bartram, Stanton, Burgess, & McDonnell, 2013).…”

Section: Discussionmentioning

confidence: 99%

Being a valuable contributor on the frontline: The self‐perception of staff in group homes for people with intellectual disability

Quilliam

Bigby

Douglas

2017

Research Intellect Disabil

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Background Group home frontline staff have a critical role in implementing service policies, yet research typically examines implementation issues from an organisational perspective. The aim of this study was to explore the self‐perception of frontline staff about their role in group homes for people with intellectual disability. Method Constructivist grounded theory methodology guided the study. Data were collected with frontline staff through semistructured interviews and participant observations. Coding and sorting methods were used to analyse participants’ self‐perception. Results Frontline staff felt they were valuable contributors who knew the service setting and residents well. Despite this staff felt powerless in their roles, excluded from organisational dialogue, stressed and exhausted. Conclusions Frontline staff have critical insight into service implementation although disability service organisations may limit their capacity to contribute to this. Further action could explore new ways to better nurture frontline staff engagement in organisational dialogue.

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“…In the past few decades, EV has been investigated by several scholars offering a multiplicity of definitions and measures depending on the purpose of the investigation (see Dundon, Wilkinson, & Marchington, ; Gilman, Raby, & Pyman , ; Wilkinson, Dundon, Donaghey, & Freeman, ). Practitioners, scholars and policy‐makers interchangeably use different terms for EV namely involvement , participation , engagement , or empowerment , often without scrutinizing the meanings or differences used in practice (Dietz, Wilkinson, & Redman , ; Wilkinson & Fay, ).…”

Section: The Link Between Ev and Organizational Innovationmentioning

confidence: 99%

Crowding‐out or crowding‐in? Direct voice, performance‐related pay, and organizational innovation in European firms

Torre

Salimi

Giangreco

2019

Human Resource Management

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Building on motivation crowding theory (MCT), this article contributes to the human resources management (HRM)‐innovation debate by examining the potential trade‐offs between HRM practices targeted to increase employees' intrinsic motivation, such as direct employee voice (EV), and the presence of extrinsic incentives in the form of individual and collective performance‐related pay (PRP). The results of the analysis on more than 22,000 European establishments show support for the positive relationship between EV and a firm's organizational innovation, and that this relationship is weaker in companies that adopted individual PRP schemes (piece‐rate plans). Moreover, while we found that collective PRP (profit‐sharing) does not moderate the relationship between EV and organizational innovation, a positive and significant moderation effect emerged when the combined presence of individual and collective PRP was considered. By advocating that the coexistence of multiple forms of PRP could overcome the crowding‐out effect of individual PRP on EV, the study contributes to the HRM debate by also calling for a better understanding of the potential contingencies between different HRM practices when innovation is focus of the analysis.

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Employee voice: charting new terrain

Cited by 80 publications

References 30 publications

How frontline staff manage paperwork in group homes for people with intellectual disability: Implications for practice

How frontline staff manage paperwork in group homes for people with intellectual disability: Implications for practice

Being a valuable contributor on the frontline: The self‐perception of staff in group homes for people with intellectual disability

Crowding‐out or crowding‐in? Direct voice, performance‐related pay, and organizational innovation in European firms

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