Table of Contents

Handbook of Research on Employee Voice

Handbook of Research on Employee Voice

Elgar original reference

Edited by Adrian Wilkinson, Jimmy Donaghey, Tony Dundon and Richard B. Freeman

The term ‘employee voice’ refers to the ways and means through which employees can attempt to have a say and influence organizational issues that affect their work and the interests of managers and owners. The concept is distinct, but related to and often overlapping with issues such as participation, involvement and, more recently, engagement. This Handbook provides an up-to-date survey of the current research into employee voice, sets this research into context and sets a marker for future research in the area.

Chapter 1: Employee voice: charting new terrain

Adrian Wilkinson, Tony Dundon, Jimmy Donaghey and Richard B. Freeman

Subjects: business and management, human resource management, organisational behaviour


Voice is a term that has been widely used in the practitioner and academic literature on human resource management (HRM) and industrial relations in recent years. Freeman and Medoff (1984) associated voice with union representation and in particular with the role of unions in articulating concerns on behalf of the collective. As union density has fallen in recent years, analysis of voice in workplaces has often focused on how workers communicate with managers and are able to express their concerns about their work situation without a union, and on the ways in which employees have a say over work tasks and organizational decision-making. But researchers from different disciplinary perspectives often use voice in different ways. Some refer to involvement, others to participation, while yet others refer to empowerment or engagement as if they are interchangeable. As Kaufman (Chapter 2) makes clear, few appreciate the historical pedigree of employee voice, for instance, where Karl Marx and Adam Smith expressed interest in the ways and means through which labour expressed its voice. The deeper antecedents to voice have often been forgotten or eclipsed in a rush towards newer managerial fads, such as engagement or other equally abstract notions of labour offering discretionary effort. This book presents analysis from various academic streams and disciplines that illuminate our understanding of employee voice from these different perspectives. The following chapters show that research on employee voice has gone beyond union voice and non-union voice to build a wider and deeper knowledge base.