Oxford Handbook of Human Resource Management

(Steven Felgate) #1

Whilst the above factors hinder voice, it is likely to be promoted when labor costs
form a small part of overall costs, workers routinely operate in teams, and direct
worker voice is a critical part of the employment relationship. In this situation,
employers are more likely to derive beneWts from voice through greater levels of
worker commitment, whilst employees may gain from the opportunity to use their
discretion (Appelbaum et al. 2000 ). However, as Korczynski ( 2002 ) notes, voice in
the service sector often occurs when front-line staVare encouraged to speak-up
merely in order to convey the views of customers rather than their own concerns.





    1. 4 Labor Markets and Industrial Relations




Voice is likely to be promoted when workers have high levels of technical or other
skills because employers want to reduce ‘exit’ due to the time it takes to train new
staV. With knowledge workers in particular, the opportunity to exercise discretion
is thought to be a key factor impacting on satisfaction and retention levels (Allen et
al. 2003 ; Kinnie et al. 2005 ). Moreover, the prompt settlement of grievances might
reduce labor turnover and help to retain staVwhen skills are in short supply
(Osterman et al. 2001 ). By contrast, given the ease with which low-skilled workers
can generally be replaced, employers have less incentive to encourage voice, either
to reduce the likelihood of exit or to improve product quality.
Voice can also be shaped by employer policies towards industrial relations and
trade unions (Purcell and Ahlstrand 1994 ). In a non-union environment, for
example, there is little pressure on employers to ensure the adoption of eVective
voice systems unless management feels it is worthwhile for other reasons. Similarly,
if trade unions are hostile to direct voice, viewing it as a device to undermine
collective organization, it is likely to be impeded. On the other hand, organizations
with partnership deals are more likely to work together to promote direct voice as
part of a drive to increase mutuality and the promotion of trust within organiza-
tions (Kochan and Osterman 1994 ; Guest and Peccei 2001 ). Furthermore, several
authorsWnd representative and direct forms of voice interact positively with one
another, and that voice is more eVective if it is developed across dual channels
(Sako 1998 ; Delbridge and WhitWeld 2001 ; Purcell and Georgiadis 2006 ).





    1. 5 Management Style and Supervisory Skills




The extent to which line managers are able and willing to use people management
skills is critical in making voice meaningful at workplace level (Marchington and
Wilkinson 2005 ). However, their ability in this area depends crucially on the
approach taken by employers and their preparedness to recruit, develop, and
promote supervisors with the conWdence to encourage voice. Employers need to


employee voice systems 245
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