Table 12.1 Framework for analyzing direct voiceWorker goals
Type of voicesystemTypical voicemechanismsManagerial goalsTensions inherent in thesystemLinks with othercomponents of HRMMore nterest ngworkTask-basedpart c pat onH gh-performancework systemsImprovements n qua tyand customer serv ceContested not ons of autonomyand respons b tyJob des gn andorgan zat ona structuresGreater contro andd scret on over jobperformanceSe f-managed teamsAutonomous workgroupsEnhanced workercomm tment andsat sfact onSe f-contro and ncreasedmanager a surve ancePay and rewardsTra n ng and sk upgrad ngOpportun ty tocontr bute deas tomprove workUpwardprob em-so v ngOff- ne teamsQua ty c rc esImprovements n qua tyand customer serv ceEmp oyment secur ty and eanproduct onCommun cat on,consu tat on andrepresentat onRecogn t on ofworker sk sSuggest ons schemesAppropr at on of workersk s and expert seD str but on of rewards fromncreased product v tyRewards and recogn t onTwo-way br ef ngsTra n ng and careerdeve opmentChance to expressd ssat sfact onabout ssuesComp a nts tomanagementGr evance proceduresD rect comp a nt tosuperv sorA ow ng workers toet off steamDes re to removeprob emsManager a prerogat ves andemp oyee r ghtsFa rness at workD sputes procedures andndustr a re at onsEqua opportun t esDes re to rect fyprob emsRecru tment and retent on