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Employee Voice in an Organization
Employee voice refers to the worker’s participation in influencing the decision-making the process of an organization. Employee voice has become vital in every organization as it is key to the successful business process. Articulation of the individual dissatisfaction is regarded as the first voice that seeks to address some immediate issues through proper management (Mowbray et al, 2015).
The employee’s voice will simply imply the two-way exchange where the workers air the issues affecting them with the management. Employees can air their concerns and problems indirectly using representatives or directly through some forums. Employee voice can act as a crucial pillar for the better worker’s engagement, better performance and management styles in a given organization (Mowbray et al, 2015).
Employee voice can be attained through various mechanisms for their effectiveness in a given organization. Informal and formal employee voice mechanisms are the commonly used types of the many organizations. Employee voice can also be categorized as either task-centered or power centered depending on the structure of the mechanism adopted (Townsend et al, 2012). All of these mechanisms are always centered on the team working initiatives, empowerment techniques and also the full engagement of the employers (Townsend et al, 2012).
The informal mechanism is the main type of employee voice employed in this paper. Informal type of voice mechanism mostly entails the use of the communication tools that are mainly implemented by the management of a given firm. The type of employee voice mechanism entails the implementation of the social function meetings, communication e.g. through emails and other forums and finding a proper way of receiving the feedback from workers (Townsend et al, 2012).
The structure of the mechanism is a two way-communication type of employee voice employed in the organization. The structure includes the forum for sharing of information between the employees and the employer after the workers are provided with the right information about the businesses (Burris, 2012). Newsletters, notice boards and staff meeting are used by the employer to disseminate the information to the employees.
Intranet and the email are adopted to ensure the information reaches the workers. The meeting structure will allow the workers to seek clarifications about the certain matter from their bosses. Seek feedback and suggestions structure is to be enhanced through the problem-solving groups, surveys and regular meetings. The atmosphere is to be full of trust where the anxiety of the employees is reduced and make sure they freely provide their feedback about the business operations of an organization (Burris, 2012).
The feedback mechanism is part of the structure that encourages the dialogue with the employees. Evaluate and respond mechanism is to be implemented as part of the structure for ensuring the feedback and suggestions provided do not conflict. A structured way of responding to the feedback and the proper evaluation of the input by the workers is adopted in the informal mechanism of employee voice (Burris, 2012).
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There are various ways that ensure the employee voice mechanism adopted is effective in nature and successful in nature. Elimination of the barriers that hinder the efficient communication between the employer and employee is one factor considered in the many organizations (Morisson, 2014). Such a strategy for working on the various barriers can be made possible through the skip-level meeting or having the numerous feedback processes (Morrison, 2014).
Adoption of this strategy ensures the employees are closer to the managers who will impact the success of the employee voice mechanism positively. Proper evaluation of the ideas and opinions of workers by explaining why some suggestions cannot be adopted is offered as a useful forum that influences success. Adoption of this strategy ensures the organization fully benefits from the employee voice mechanism making it a success.
Enhancing mutuality in the relationship between employees and employers would impact the success of the employee voice mechanism (Morrison, 2014). Use of downward communication and use of the electronic media to ease the process of conveying the relevant information which consequently impacts the success of the employee voice mechanism.
Unions are important as they effectively offer sufficient reasons for their positive effect on productivity. Management behavior is positively impacted by the union where the issues of the employees are handled in the right manner. The union has both the positive and negative impacts on the employee voice mechanism.
Unions offer the collective bargaining for the employee’s voice which is a stronger force that ensures their issues are properly handled thus impacting the mechanism positively (Morrison, 2014). Union presence would lower the effectiveness of the mechanism due to lack of the direct employee involvement which is the major factor in the success of employee voice. Unions with greater monopoly enjoy a more effective employee voice due the pressure they put on the management.
In the formal employee voice mechanism, the employee perspective is mainly reflected in an organization. Reflection on the employee is mainly due to the full workers engagement in the decision-making the process as the main objective of an organization (Morrison, 2014). Formal mechanism aims at ensuring the employees air their grievances in an easier better channel thus making the reflection to be fully in them.
The necessity of the full presentation and the policies that require full safeguarding of the employees makes the employee voice a right that should be accorded to the workers in every organization (Townsend et al, 2012). Employers should grant the workers the freedom to express their opinions especially regarding the matters that affect them as failure to do so is a violation of their privileges.
In this case, the employee voice is a fundamental right that should be provided to the employees by their employers. The privilege of education, training and provision of good meals is a fundamental right identified in the story of Daniel during captivity. The strategy is to acquire as much knowledge as possible through the education rights which impacted his integrity leading to better actions and performances in future (Mowbray et al, 2015). The strategy was to gain during the captivity period and at the end having an uncompromising life full of genuine integrity.
References
Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851-875.
Morrison, E. W. (2014). Employee voice and silence. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 173-197.
Mowbray, P. K., Wilkinson, A., & Tse, H. H. (2015). An integrative review of employee voice: Identifying a common conceptualization and research agenda. International Journal of Management Reviews, 17(3), 382-400.
Townsend, K., Wilkinson, A., & Burgess, J. (2012). Filling the gaps: Patterns of formal and informal voice. Economic and industrial Democracy, 0143831X12448442.
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