Oxford Handbook of Human Resource Management

interdependent work structures, clan-fostering initiatives, and broader skill development initiatives. Anentrepreneurialarchetyp ...

and extend existing sources of value creation? Are there other architectural struc- tures that are ideal for less innovative out ...

manyWrms are increasing their use of both internal and external employment subsystems among their workforce. The key question is ...

Moving forward, a key challenge for strategic HRM research is to better under- stand the nature of knowledge work, the trade-oVs ...

Grant,R.M.( 1996 ). ‘Toward a Knowledge Based Theory of the Firm.’Strategic Manage ment Journal, 17 (Winter Special Issue):109 2 ...

Pfeffer,J.( 1994 ).Competitive Advantage through People. Boston: Harvard Business School Press. Porter,M.( 1985 ).Competitive Ad ...

chapter 12 ..................................................................................................................... ...

indirect voice, this chapter focuses primarily on direct voice for several reasons. First, union and non-union collective voice ...

quality circles, suggestion schemes, and worker input into brieWng groups; and complaints about fair treatment, such as grievanc ...

12.2 A Framework for Analyzing Direct Voice Systems ............................................................................ ...

Table 12.1 Framework for analyzing direct voiceWorker goals Type of voicesystem Typical voicemechanisms Managerial goals Tension ...

that these forms of work organization will add value over and above more traditional methods where workers merely responded to m ...

suggestions encourages an instrumental approach to work (Marchington and Wilkinson 2005 ). Problem-solving groups/quality circle ...

to articulate their concerns directly to managers or through union representatives with the hope this will lead to changes in be ...

but they also tend to draw on management respondents to assess the extensiveness of voice. Accordingly, these measure ‘intended’ ...

Workers may dismiss the latter as merely ‘bolted on’ to or out of line with other elements of voice or broader HR practices, and ...

Krieger ( 1999 ) note widespread direct voice across several European countries, its depth—as indicated by the number of issues ...

12.4 Factors Shaping Voice at the Workplace .................................................................................... ...

Table 12.2 Factors influencing the adoption of voice systemsFactor shap ng vo ce Vo ce cu turePromot ng vo ce Imped ng vo ce Po ...

employment laws that support worker voice in the context of stakeholder needs. This appears to impact on the take-up of voice sy ...