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Employee participation and voice (EPV) concern power and influence. Traditionally, EPV has encompassed worker attempts to wrest control from employers through radical societal transformation or to share control through collective regulation by trade unions. This book offers a controversial alternative arguing that, in recent years, participation has shifted direction. In Employee Voice and Participation, the author contends that participation has moved away from employee attempts to secure autonomy and influence over organisational affairs, to one in which management ideas and initiatives have taken centre stage. This shift has been bolstered in the UK and USA by economic policies that treat regulation as an obstacle to competitive performance. Through an examination of the development of ideas and practice surrounding employee voice and participation, this volume tracks the story from the earliest attempts at securing worker control, through to the rise of trade unions, and today’s managerial efforts to contain union influence. It also explores the negative consequences of these changes and, though the outlook is pessimistic, considers possible approaches to address the growing power imbalance between employers and workers. Employee Voice and Participation will be an excellent supplementary text for advanced students of employment relations and Human Resource Management (HRM). It will also be a valuable read for researchers, policy makers, trade unions and HRM professionals.
This thoroughly revised second edition presents up-to-date analysis from various academic streams and disciplines that illuminate our understanding of employee voice from a range of different perspectives. Exploring the previously under-represented paradigm of the organizational behaviour approach, new chapters take account of a broader conceptualization of employee voice. Written by expert contributors, this Handbook explores the meaning and impact of employee voice for various stakeholders and considers the ways in which these actors engage with voice processes such as collective bargaining, individual processes, mutual gains, task-based voice and grievance procedures
Bringing together research in the US, Canada, the UK, Ireland, Australia, and New Zealand, this text answers a series of key questions such as: What opportunities do employees in Anglo-American workplaces have to voice their concerns and what do they seek?
This book addresses the contemporary aspects of employee voice through theoretical and practical analysis. In addition to case studies of employee voice in the workplace, it also looks at emerging forms of voice associated with the use of technology such as social media. Because of the breadth of the concept of employee voice, the focus of the book lends itself to an international perspective on employment relations and human resources management – analyses and experiences drawn from one country will be usefully considered or applied in relation to others.
As issues of employee involvement and participation once more evoke considerable controversy, this textbook provides an accessible overview of the main strands, perspectives and debates in current thinking and practice. It adopts a comparative international approach, addressing developments in the United Kingdom and mainland Europe, the United States and elsewhere. The authors identify two main strands of evolution: one driven by managerial interests in enhancing and controlling employee commitment and performance; the other deriving from employees' attempts to influence high-level organizational decision-making. In particular, they examine and analyze: the background of key concepts, issues and philosophies underpinning these different strands; the range of current employee involvement methods, from the individualistic and management-led to more regulated collective approaches; and the rationales and responses of employees, unions and employers to the various initiatives. Throughout the book the authors evaluate the contrasting philosophies and practices in the context of the rapidly evolving organizational and economic landscapes of advanced industrialized countries. Relevant factors include declines in manufacturing industries, deregulation of labour markets, intensifying international competition and the ever-increasing globalization of enterprise.
Employee participation encompasses the range of mechanisms used to involve the workforce in decisions at all levels of the organization - whether direct or indirect - conducted with employees or through their representatives. In its various guises, the topic of employee participation has been a recurring theme in industrial relations and human resource management. One of the problems in trying to develop any analysis of participation is that there is potentially limited overlap between these different disciplinary traditions, and scholars from diverse traditions may know relatively little of the research that has been done elsewhere. Accordingly in this book, a number of the more significant disciplinary areas are analysed in greater depth in order to ensure that readers gain a better appreciation of what participation means from these quite different contextual perspectives. Not only is there a range of different traditions contributing to the research and literature on the subject, there is also an extremely diverse sets of practices that congregate under the banner of participation. The handbook discusses various arguments and schools of thought about employee participation, analyzes the range of forms that participation can take in practice, and examines the way in which it meets objectives that are set for it, either by employers, trade unions, individual workers, or, indeed, the state. In doing so, the Handbook brings together leading scholars from around the world who present and discuss fundamental theories and approaches to participation in organization as well as their connection to broader political forces. These selections address the changing contexts of employee participation, different cultural/ institutional models, old/'new' economy models, shifting social and political patterns, and the correspondence between industrial and political democracy and participation.
John W. Budd contends that the turbulence of the current workplace and the importance of work for individuals and society make it vitally important that employment be given "a human face." Contradicting the traditional view of the employment relationship as a purely economic transaction, with business wanting efficiency and workers wanting income, Budd argues that equity and voice are equally important objectives. The traditional narrow focus on efficiency must be balanced with employees' entitlement to fair treatment (equity) and the opportunity to have meaningful input into decisions (voice), he says. Only through a greater respect for these human concerns can broadly shared prosperity, respect for human dignity, and equal appreciation for the competing human rights of property and labor be achieved.Budd proposes a fresh set of objectives for modern democracies--efficiency, equity, and voice--and supports this new triad with an intellectual framework for analyzing employment institutions and practices. In the process, he draws on scholarship from industrial relations, law, political science, moral philosophy, theology, psychology, sociology, and economics, and advances debates over free markets, globalization, human rights, and ethics. He applies his framework to important employment-related topics, such as workplace governance, the New Deal industrial relations system, comparative industrial relations, labor union strategies, and globalization. These analyses create a foundation for reforming employment practices, social norms, and public policies. In the book's final chapter, Budd advocates the creation of the field of human resources and industrial relations and explores the wider implications of this renewed conceptualization of industrial relations.
Trust is an invaluable commodity in any business environment. Organizations benefit from being viewed as transparent, open and human, and one of the best ways of achieving this is through authentic employee advocacy. Participation Marketing takes a detailed look at the benefits that arise when employees are fully subscribed to a brand's ethos, and how this can be used to magnify a brand's voice. After all, it's likely that every individual employee of a company now has several hundred unique social media connections, if not more. So by engaging staff and encouraging them to participate in company activity and share via their own channels, they will be broadcasting trusted brand experiences to entirely new groups of consumers. Employee advocacy has always been worth investing in, but as the combination of constant connectedness and conversation becomes standard in our everyday lives, so too grows the importance of leveraging it. Participation Marketing will convince business leaders to think hard about employee advocacy as a channel that has many positive business outcomes. Internally, it will engage employees and make them feel part of something bigger, which will naturally result in employee satisfaction, retention and an increase in productivity. Externally, it will help brands reach new audiences with trusted and relevant stories.
How much 'say' should employees have in the running of business organizations, and what form should the 'voice' take? This is both the oldest and latest question in employment relations. Answers to these questions reflect our fundamental assumptions about the nature of the employment relationship, and inform our views on almost every aspect of Human Resource Management (HRM) and Employment Relations. Voice can also mean different things to different people. For some, employee voice is a synonym for trade union representation which aims to defend and promote the collective interests of workers. For others voice, is means of enhancing employee commitment and organisational performance. Others advocate workers control as an alternative to conventional capitalist organisations which are run for shareholders. There is thus both a moral and political argument for a measure of democracy at work, as well as a business case argument, which views voice as a potential link in the quest for increased organisational performance. The key debate for employment relations is which of the approaches 'works best' in delivering outcomes which balance competitiveness and productivity, on the one hand, and fair treatment of workers and social justice on the other. Policy makers need pragmatic answers to enduring questions: what works best in different contexts, what are the conditions of success, and what are the drawbacks? Some of the most significant developments in employee voice have taken place within the European Union, with various public policy and employer experiments attracting extensive academic research. The book offers a critical assessment of the main contemporary concepts and models of voice in the UK and Europe, and provides an in-depth theoretical and empirical exploration of employee voice in one accessible and cohesive collection.