Edited by Adrian Wilkinson, Jimmy Donaghey, Tony Dundon and Richard B. Freeman
Chapter 28: Being psychologically present when speaking up: employee voice engagement
Employee voice has important implications in organizations. Many serious organizational calamities, such as the crash of United Airlines flight 173, the Columbia space tragedy, and BP's Deepwater Horizon drilling rig explosion, were caused or intensified by the failure of employees to engage in voice about problems and anomalies (Morrison, 2011). In addition to having consequences for organizations, voice is also associated with individual-level outcomes such as job satisfaction and affective organizational commitment (Thomas et al., 2010). Employee voice has been the subject of scientific inquiry since Hirschman's (1970) pioneering work on the outcomes associated with customer dissatisfaction (for example, Brinsfield et al., 2009). In this chapter, we extend the literature on employee voice by incorporating ideas from the employee engagement literature and introduce a new construct that we call employee voice engagement. First, we review the research on voice behavior and employee engagement and make note of some similarities between the two areas. Second, we introduce the construct employee voice engagement. We then develop a model of employee voice engagement in which we integrate the literature on employee engagement and employee voice. The chapter concludes with a discussion of the implications of our model for research and practice.
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