an article by Johny T. Garner (Texas Christian University, Fort Worth, USA) published in Management Communication Quarterly Volume 27 Number 3 (August 2013)
Abstract
Previous research on organisational dissent has explored a number of issues, but that research has been overly focused on the dissenter while neglecting the active role of others in co-constructing dissent.
That line of scholarship has also tended to examine dissent expressions in isolation rather than exploring how previous experiences shape present expectations.
This essay redefines dissent to situate interaction centrally and to focus on dissent interactions over time as a process rather than a one-time event. The success or failure of dissent is conceptualised as part of that process. Such a perspective reveals nuances by including the stories and discourses that are told as part of and in addition to an initial dissent conversation.
A case study demonstrates how this reconceptualisation of dissent recognises the primary importance of interaction in constituting organisations and advances process theory by explicating the value such a perspective adds to this context.
Showing posts with label employee_voice. Show all posts
Showing posts with label employee_voice. Show all posts
Wednesday, 24 July 2013
Friday, 4 January 2013
The Comparative Advantage of Non-Union Voice in Britain, 1980–2004
an article by Alex Bryson (National Institute for Economic and Social Research), Paul Willman (London School of Economics), Rafael Gomez (University of Toronto) and Tobias Kretschmer (University of Munich) published in Industrial Relations: A Journal of Economy and Society Volume 52 Issue Supplement s1 (January 2013)
Abstract
Non-union direct voice has replaced union representative voice as the primary avenue for employee voice in the British private sector.
This study explains this development by providing a framework for examining the relationship between employee voice and workplace outcomes.
Voice is associated with lower voluntary turnover, especially in the case of union voice.
However, union voice is also associated with greater workplace conflict. We argue changes in voice in Britain are not best understood using a simple union/non-union dichotomy.
Union effects on workplace outcomes and the incidence of human resource management hinge on whether it coexists at the workplace with non-union voice in what we term a “dual” system.
In the first part of the 21st century, these dual voice systems were performing at least as well as non-union only regimes, suggesting that the rise of non-union regimes is attributed to something other than clear comparative performance advantages over other forms of voice.
JEL Classifications: J24, J51, J52, J53, J63
Abstract
Non-union direct voice has replaced union representative voice as the primary avenue for employee voice in the British private sector.
This study explains this development by providing a framework for examining the relationship between employee voice and workplace outcomes.
Voice is associated with lower voluntary turnover, especially in the case of union voice.
However, union voice is also associated with greater workplace conflict. We argue changes in voice in Britain are not best understood using a simple union/non-union dichotomy.
Union effects on workplace outcomes and the incidence of human resource management hinge on whether it coexists at the workplace with non-union voice in what we term a “dual” system.
In the first part of the 21st century, these dual voice systems were performing at least as well as non-union only regimes, suggesting that the rise of non-union regimes is attributed to something other than clear comparative performance advantages over other forms of voice.
JEL Classifications: J24, J51, J52, J53, J63
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