12.2 A Framework for Analyzing Direct
Voice Systems
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Having outlined the contrasting ways in which worker voice has been used in
previous literature, in this section we construct a threefold framework for analyzing
direct voice which draws upon earlier work by the author and colleagues. The three
elements are task-based participation, upward problem-solving, and complaints
about fair treatment; the framework is presented in Table 12. 1.
Interest intask-based participationhas grown enormously over the last decade,
along with the emergence of the high-commitment model and high-performance
work systems (HPWS). Voice through mechanisms such as team working, self-
managed teams, and autonomous work groups is now seen as a major component
of the HPWS model, largely because these forms of work organization provide
workers with an opportunity to use their discretion at work rather than be subject
to close supervision by managers (Appelbaum et al. 2000 ). Task-based participa-
tion has a long history, especially under the guise of Quality of Work Life Programs
in the USA and Sweden in the 1960 s and 1970 s (Heller et al. 1998 ).
Employee voice through task-based participation is where workers have a direct
say in how work is organized. As such it is integral to the job, forming a part of
everyday working life, rather than being bolted on in the shape of oV-line teams or
only experienced through union representatives or managers who choose to involve
workers. It can occur both horizontally and vertically. The former refers to the
number and variety of tasks which workers perform at the same skill level in an
organization. Provided workers are given greater opportunities to exercise discretion
at work and gain some control over their working lives, this enhances voice. In some
cases task-based participation may oVer little more than a way in which to alleviate
the boredom associated with repetitive routines, and at least oVer the opportunity to
do something diVerent, if only for a short period of time. In terms of voice, however,
the improvements may be minimal. Vertical task-based participation comprises two
diVerent forms. Employees may be trained to undertake tasks at a higher skill level or
they may be given some managerial and supervisory responsibilities, such as taking
over the planning and design of work as well as its execution. Teamworking combines
both horizontal and vertical task-based participation, and may even oVer workers
the chance to manage their own teams (Benders 2005 ). Again, these forms of work
redesign can give workers greater inXuence and control over their daily working lives,
and in the case of self-managed teams the opportunity to organize their own
activities in line with broader departmental targets.
Managers are interested in this form of voice to improve levels of quality,
productivity, and customer service through the more eVective deployment of
front-line workers. Under the high-commitment model, managements hope
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