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This paper addresses a highly under-research question of employee voice in Belarus using labour process theory, specifically, Ramsay’s (1977) cycles of control theory to assess the evolution of voice at transitional periphery. Using the sample of 10 industrial enterprises, the paper explores the degree of management control over formal voice and the role of trade unions in defending of independent voice at the collective level. Informal voice at the individual level is also analysed. The findings demonstrate that the degree of direct control over formal voice in Belarus exceeds that in the Soviet Union due to suppression of independent trade union voice. The loss of workers’ control over the labour process has led to decreasing informal voice at the individual level. However, the earlier argument on workers’ patience is not supported due to a growing number of organised workers protests.

The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions. The inclusion of direct voice mechanisms is noteworthy as these are forms that have received much less attention vis-à-vis indirect voice.

A mixed-method approach was utilized comprising focus groups and questionnaires from over 350 respondents in nine call centres in Australia.

The most pervasive type of employee voice found across all call centres was through direct channels. The team leader was viewed as especially important in terms of employees asserting that they have some influence over workplace issues. There was evidence that the greater the number of voice mechanisms available the higher the perception of autonomy and influence over work tasks, pace of work and quality standards.

Greater consideration is needed in the voice literature at how employees perceive different mechanisms and how institutionalized and legitimate these are within organizations. There appeared to be minimal positive feedback on how union's influenced the workplace, even in unionized environments. We call for further research on how union representation and direct voice channels work together and the impact on key individual and organizational outcomes.

Employees may view the provision of multiple voice channels more favourable than any particular mechanism. The role of the team leader appears especially crucial in positive perceptions of employee voice.

Call centre environments may be changing for the better and effective team leader/employee relationships appear to be at the heart of these changes. The paper demonstrates that direct voice mechanisms dominate the case study sites and that employee perceptions of “being heard” are as important as the actual voice mechanisms.

Employees are increasingly speaking out against their employer on relevant social issues, which raises the human factor to a next level in organisational affairs. The aim of this chapter is to shed light on the concept of employee activism and locate it in the academic and professional discussion about employees' active role as organisational communicators. After scrutinising some of the most popular cases from recent years, the relevant literature in the fields of social activism and employee communication as well as strategic organisational communication and public relations is critically reviewed with the idea to (1) provide a terminological clarification regarding employee activism, (2) outline the unique characteristics of its current forms, (3) discuss several factors that may trigger externally directed employee activism and (4) elaborate on the communicative nature of this phenomenon as well as its implications for organisational development and reputation. As a result, five propositions are suggested to explain what constitutes employee activism as a specific form of employee communication behaviour. The chapter also calls particular attention to related risks and opportunities for organisations and opens up questions for further research.

The purpose of this study was to investigate the relationship between psychological capital, employee voice behavior and innovative work behavior. The employee voice behavior was studied as a mediator. The study also studied high-performance work system (HPWS) as a moderator between psychological capital and voice behavior.

The human resource department of organizations was approached for data collection facilitation. The sample consisted of full-time employees at the managerial and supervisory level of India's manufacturing and services organizations. 321 managers and 193 supervisors responded to the questionnaire. Standard questionnaires were used to collect data. Moderated mediation analysis was used to study the relationships among variables.

Findings indicated significant direct and indirect relationships. The presence of HPWS acted as a catalyst for relationship between psychological capital and employee voice behavior. The moderated mediation analysis findings showed the variation in outcome variable, innovative work behavior, when HPWS was low versus when HPWS was high.

Employee voice behavior has not yet been studied extensively in Indian context. Researcher examined the effect of employee voice behavior under high and low HPWS.

To investigate how HRM in an established organization can support employee voice and engage employees to be innovative in their everyday lived experience.

The research is based on a case study of an innovation event in an organization, where 27 employees were interviewed about the emotional, cognitive and behavioral aspects of their engagement in innovation.

Findings highlight the importance of continuing HRM's involvement during an entire event process to connect innovation events with everyday work. HRM has a central role in initiatives that intend to support voice and stimulate the engagement of diverse employees in innovation in established firms.

This was a qualitative and cross-sectional case study of one organization and one event offered two years in a row.

In order to promote innovation, HR and senior management should foster an environment that motivates employees and promotes voice behavior (Morrison, 2014). HRM can create multiple methods of engagement, acknowledging the diversity of the workforce profile and its specific needs. HRM has an important role within an innovation strategy; as it can, together with other areas, create, develop and maintain actions that support and recognize innovative ideas and encourage employees to become actively engaged with the inclusion of innovation in their daily work life. Specifically, innovation exercises are an activity with much potential to foster voice and promote engagement towards innovation.

We develop a model proposing relationships between HRM, employee voice, employee engagement, cross-department collaboration and innovation. The study also considers the engagement of a diverse group of employees in an established company context.

This study sought to advance understandings of migrant worker labor outcomes by examining (1) the relationship between migrant employees’ motivational cultural intelligence (CQ) and employee well-being and (2) whether voice behavior at work mediates this relationship.

Working with leader–member exchange (LMX) theory and conservation of resources theory, the author proposed a multiple mediation model to explain the relationship between motivational CQ and employee outcomes and how employee voice may mediate this relationship. LMX and voice behavior were tested for the mediating effects in a cross-cultural context. To test the model, a questionnaire was conducted with Vietnamese migrants working in Taiwan (343 valid responses were collected). The results were analyzed using regression and bootstrapping.

Higher motivational CQ was associated with higher levels of work engagement and lower levels of job burnout. Strong employee voice mediated this relationship: high motivational CQ enabled workers to learn cultural nuances that helped them speak up in appropriate ways (in part by building strong relationships with leaders), which positively influenced work engagement and job burnout.

This study is one of the first to clarify and contribute to the research domain of cross-cultural management and motivational CQ among Vietnamese migrant workers living in Asian cultures. Past studies regarding CQ have seldom studied Southeast Asian migrant workers and the impact of motivational CQ on job burnout and work engagement. This study fills this gap and provides empirical evidence that may prove helpful for international human resources and organizational leaders.

In the deregulated public sector upper secondary school field in Oslo, Norway, teachers’ voice is found to be restricted. The purpose of the present paper is to examine human resource management (HRM) approach, satisfaction with the performance appraisal (PA) system and concern for reputation as possible antecedents to voice restrictions.

The present study is based on a survey (N = 1,055) carried out among upper secondary school teachers in one urban, one suburban and one rural area of Norway. Data were analyzed with path analysis, including analyses of mediation, moderation and moderated mediation.

Analyses reveal that there is a positive relationship between voice restrictions and control-oriented HRM, PA dissatisfaction and reputation concern, respectively. Low-quality leader–member exchange (LMX) mediates the relationships between voice restrictions and control-oriented HRM, and voice restrictions and PA dissatisfaction, but not between voice restrictions and reputation concerns. No moderation or moderated mediation effects were found.

While there is a broad literature on deregulation and marketization of public sector schools, research on its consequences is limited, and scholarship on the consequences for teachers’ voice is in its infancy. To the best of the author’s knowledge, this study is among the first to explore these issues, and, in addition, makes a rare contribution by unveiling that both PA satisfaction and reputation concern is related to voice restrictions.

The purpose of this paper is to examine the nature of relationship between ethical leadership and employee voice behavior. Study of employee voice behavior is important, because leaders in organizations make numerous decisions based on employees’ work-related inputs which do influence the decision quality and team performance.

Survey data were collected through structured questionnaire from Indian organizations. Data were analysed through statistical techniques such as confirmatory factor analysis and structural equation modeling.

The findings showed that ethical leadership did impact the employee voice in a positive and significant but moderate manner. The study also found no significant differences in ethical leadership and voice behavior across demographic variables such as gender, age, educational qualification and job level in the Indian context.

The study is conducted using single cross-sectional research design, and for better causal inferences of the relationship between various variables, future research studies may be conducted with longitudinal research design, multiple data sources and variety of industries with large sample size.

With erosion of ethical values and corporate scandals, managers need to develop and display ethical leadership as employees emulate their leaders’ ethical behavior because ethical leadership, or its perception, relates positively and significantly to employee voice behavior.

There is less study to understand ethical leadership and its influence on voice behavior in developing countries, especially in India. Ethical leadership behavior encourages employees to voice their work-related constructive opinions and concerns for improved decision-making and reduced unethical practices. Also, there is scarcity of research that explores the impact of demographic variables and this study is an effort to understand this gap.

Healthcare professionals are key in healthcare organisations but are subject to long working hours and may have to make complex life-and-death decisions. As frontline agents dealing with human lives, giving them a voice is paramount. This study explores the impact of employee voice (assessed based on employee perceptions on how much they are consulted and how much influence they have on task-related decisions) on health professionals' work engagement and burnout when mediated by relational outcomes (perceived organisational support, workplace trust, workplace recognition and meaningful work).

A sample of 3,266 health professionals retrieved from the European Working Condition Survey was used. The quantitative analysis was performed using the partial least square structural equation modelling and multiple regression analyses.

The results indicate that employee voice has a direct positive impact on work engagement, but employee voice's direct effects on burnout still need to be confirmed. Relational outcomes are found to mediate the relationship between employee voice and burnout (decreasing it) and between employee voice and work engagement (increasing it).

Practices of employee voice in the workplace are fundamental to promoting health professionals' well-being. Trust, recognition, support and the feeling of doing meaningful work increase the influence of employee voice, especially in reducing the levels of burnout.

This is the first study that assesses, at a European level, the importance that ‘giving health professionals a voice' has on crucial employee outcomes: work engagement, burnout and relational outcomes.

The paper seeks to report on the results of a regional survey of public sector HR and union representatives' views and experiences of employee voice techniques in the workplace.

The research was based on a descriptive survey and subsequent statistical analysis of significant difference between HR and union representatives in terms of their views on the aims and efficacy of various forms of employee voice initiatives.

A broad range of employee voice mechanisms, both direct and indirect, was identified, many running concurrently, across the sample organisations. The European Union was identified as a significant influence in encouraging voice initiatives in the workplace.

The research, whilst engaging with the views and experiences of representatives from a larger group of organisations, will require subsequent case study research to investigate some of the findings in greater depth.

There are clear implications for management in terms of the potential effect of EU regulations around involvement and participation. There is also evidence that the unions are not being marginalized by more individually‐focused voice initiatives but, conversely, some union representatives' lack of knowledge of the regulations could hamper union long‐term voice strategies.

The paper applies existing employee voice case study theory to a broader range of organisations through a survey approach, whilst demonstrating the practical application of those concepts and models to increase one's knowledge of employee voice techniques currently in use in the public sector.