SlideShare a Scribd company logo
1 of 14
Employee voice: An antecedent
to organisational engagement?
Dr Kevin Ruck
Dr Mary Welch
University of Central Lancashire, UK
Introduction
• Practical inspiration for the study:
– How can internal communication managers contribute to
organisational effectiveness?
• Theoretical underpinnings:
– By influencing employee engagement?
– By enabling employee voice?
• Scholarly contributions needed?
– Gruman and Saks (2014) note that little attention has been
given to the relationship between voice and engagement
– Reissner& Pagan (2013) highlight the need for research
into relationships between communication and
engagement
Literature review
• Employee voice and silence
• Voice concept history stretches back centuries
• However, often depicted as starting with:
– Hirschman's 1970s consumer behaviour work on exit,
voice and loyalty
– Through Farrel's (1983) application of the concept to
employees and addition of neglect
– To Van Dyne, Ang and Botero's (2003) work on employee
silence and voice:
• Employee voice: intentionally expressing work related ideas,
information and opinions
• Employee silence: intentionally withholding work related ideas,
information and opinions
Conceptual framework
• Internal
communication,
dimensions include:
– Team peer, project
group, line-manager
and senior manager
communication
• Internal corporate
communication
• Employee engagement
Kahn (1990), Schaufeli and
Bakker (2004)
Saks (2006) engagement
focus
- Job engagement
• Organisation
engagement
Welch, 2011.
Methodology
• Confidential, anonymous survey strategy
• Self-administrated, cross-sectional questionnaire designed for the study
• The Internal Communication and Organisational Engagement Questionnaire
(ICOEQ)
– Employee information needs gauged
– Internal corporate communication method preferences assessed
– Internal corporate communication satisfaction measured
• Including three questions exploring employee voice, satisfaction with opportunities for
upward communication
• Views of internal communication at three levels drawn from Welch and Jackson's (2007)
internal communication matrix: senior management; line management; and, peer
communication
– Engagement indicated via adaptation of Saks (2006) organisation engagement
approach and synthesis with Kahn's (1990) view of engagement
– One item captured employee views of the organisation as a good place to work
– A qualitative section explored views on communication strengths and weaknesses
– Demographic information
Data collection: five organisations
Organisation Population
(approximate)
Number of
respondents
Response rate
(approximate)
Government department in
Wales
1200 276 23 percent
Local authority in England (1) 420 167 39 percent
Local authority in England (2) 900 159 16 percent
Housing Association in
England
800 205 26 percent
Financial services department
in Scotland
2400 1259 52 percent
Research objectives
1. How satisfied are employees with opportunities to
exercise their voice?
2. How good are line managers and senior managers
at responding to suggestions from employees?
3. To what extent might employee voice be positively
associated with organisational engagement?
Satisfaction with employee voice
The study found a lower level of satisfaction with ‘seeking
views’ by senior managers compared to line managers.
Organisation n Mean* SD Satisfaction**
GovOff 276 3.15 0.78 35%
CouncilA 167 3.28 0.55 39%
FinSvces 1259 3.63 0.72 59%
HousAssoc 205 3.50 0.69 59%
CouncilB 159 2.81 0.80 28%
*Opportunities to feed my views upwards: 1, very dissatisfied, 5 very satisfied.
**Percentages are 4 and 5 scores combined.
Responding to suggestions and allowing
influence
GovOff
SM LM
CouncA
SM LM
FinSvcs
SM LM
HousAssoc
SM LM
CouncB
SM LM
Responding to suggestions
from employees and
representatives
37 50 15 67 63 74 38 66 10 52
Allowing employees and
representatives to
influence decisions
28 45 7 58 56 68 29 56 6 39
n 276 167 1259 205 159
Notes: 1, very dissatisfied, 5 very satisfied; % is combined 4 and 5 results.
SM, Senior Manager.
LM, Line Manager.
The study found very low levels of satisfaction with senior
managers responding and allowing employees to influence
decisions in two organisations.
Correlation comparison of employee voice
and organisational engagement
GovOff CouncA FinSvcs HousAssoc CouncB Average
r r r r r r
Cognitive .24** .21** .39** .24** .21** .35**
Emotional .56** .44** .52** .48** .50** .53**
Behavioural .30** .27** .40** .37** .26** .37**
n 276 167 1259 205 159 2066
**Correlation is significant at 0.01 level (2-tailed).
The average is the combined data set for all five organisations
The study consistently found stronger correlations with ‘emotional organisational
engagement’ than with cognitive and behavioural engagement.
Employee voice: a
possible antecedent
to organisational
engagement?
ORGANISATIONAL
ENGAGEMENT
Allowing
influence
Opportunities
for voice
Responding
to
suggestions
Conclusion
Or is it the
other way
round?
ORGANISATIONAL
ENGAGEMENT
Allowing
influence
Opportunities
for voice
Responding
to
suggestions
References
Farrell, D., 1983. Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A multidimensional scaling study. Academy of
management journal, 26(4), pp.596-607.
Gruman, J.A., Saks, A. 2014. Being psychologically present when speaking up: employee voice engagement. In Wilkinson et al. (Eds)
Handbook of Research on Employee Voice, Cheltenham: Edward Elgar Publishing Limited.
Hirschman, A.O., 1974. " Exit, voice, and loyalty": Further reflections and a survey of recent contributions. Social Science Information,
13(1), pp.7-26.
Kahn, W.A. 1990. Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal.
33(4), pp.692-724.
Reissner, S. and Pagan, V., 2013. Generating employee engagement in a public–private partnership: management communication
activities and employee experiences. The International Journal of Human Resource Management, 24(14), pp.2741-2759.
Saks, A. M. 2006 Antecedents and consequences of employee engagement. Journal of Managerial Psychology. 21(7), pp.600-619.
Schaufeli, W.B. and Bakker, A.B., 2004. Job demands, job resources, and their relationship with burnout and engagement: A
multi‐sample study. Journal of organizational Behavior, 25(3), pp.293-315.
Van Dyne, L., Ang, S., Botero, I.C. 2003. Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal
of Management Studies. 40(6), pp.1359-1392.
Welch, M. 2011 The evolution of the employee engagement concept: Communication implications, Corporate Communications: An
International Journal. 16(4), pp.328-346.

More Related Content

What's hot

Amplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your WorkforceAmplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your WorkforceCasey Lucas
 
CIPR Inside Webinar - Employee engagement and internal communication - a clos...
CIPR Inside Webinar - Employee engagement and internal communication - a clos...CIPR Inside Webinar - Employee engagement and internal communication - a clos...
CIPR Inside Webinar - Employee engagement and internal communication - a clos...CIPR Inside
 
Surveys, sentiment and strategy internal communication measurement summit, CI...
Surveys, sentiment and strategy internal communication measurement summit, CI...Surveys, sentiment and strategy internal communication measurement summit, CI...
Surveys, sentiment and strategy internal communication measurement summit, CI...Rachel Miller
 
Incremental Wins, Exponential Impact
Incremental Wins, Exponential ImpactIncremental Wins, Exponential Impact
Incremental Wins, Exponential ImpactMatthew Evans
 
Communication and Collaboration Best Practices for High-Growth, Dispersed Teams
Communication and Collaboration Best Practices for High-Growth, Dispersed TeamsCommunication and Collaboration Best Practices for High-Growth, Dispersed Teams
Communication and Collaboration Best Practices for High-Growth, Dispersed TeamsBianca Leong
 
Improving Interpersonal Relationship in Workplaces
Improving Interpersonal Relationship in WorkplacesImproving Interpersonal Relationship in Workplaces
Improving Interpersonal Relationship in Workplacesiosrjce
 
Consultant Skills Essay Final
Consultant Skills Essay FinalConsultant Skills Essay Final
Consultant Skills Essay FinalSimrat Kaur
 
Org. Change Management Communication Best Practices
Org. Change Management Communication Best Practices Org. Change Management Communication Best Practices
Org. Change Management Communication Best Practices Navitsumo Consulting Ltd.
 
1. short answer question(200 words) [required] roger s. pr
1. short answer question(200 words) [required] roger s. pr1. short answer question(200 words) [required] roger s. pr
1. short answer question(200 words) [required] roger s. prjasmin849794
 
CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...
CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...
CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...Steven Wardell
 
Employer Brand Credibility Gap - infographic
Employer Brand Credibility Gap - infographicEmployer Brand Credibility Gap - infographic
Employer Brand Credibility Gap - infographicWeber Shandwick
 
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure SuccessWant to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure SuccessStrategy&, a member of the PwC network
 
HR internal Communications Strategy: 3 steps to Increasing Employee Engagement
HR internal Communications Strategy: 3 steps to Increasing Employee EngagementHR internal Communications Strategy: 3 steps to Increasing Employee Engagement
HR internal Communications Strategy: 3 steps to Increasing Employee EngagementPoppulo
 
Leadership communication best practices
Leadership communication best practicesLeadership communication best practices
Leadership communication best practicesKalieCunningham
 
Best Companies Brochure
Best Companies BrochureBest Companies Brochure
Best Companies BrochureOllie Stokes
 
CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...
CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...
CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...Steven Wardell
 

What's hot (19)

Amplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your WorkforceAmplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your Workforce
 
CIPR Inside Webinar - Employee engagement and internal communication - a clos...
CIPR Inside Webinar - Employee engagement and internal communication - a clos...CIPR Inside Webinar - Employee engagement and internal communication - a clos...
CIPR Inside Webinar - Employee engagement and internal communication - a clos...
 
Surveys, sentiment and strategy internal communication measurement summit, CI...
Surveys, sentiment and strategy internal communication measurement summit, CI...Surveys, sentiment and strategy internal communication measurement summit, CI...
Surveys, sentiment and strategy internal communication measurement summit, CI...
 
Research proposal
Research proposalResearch proposal
Research proposal
 
Engaging on Employee Disengagement
Engaging on Employee DisengagementEngaging on Employee Disengagement
Engaging on Employee Disengagement
 
Incremental Wins, Exponential Impact
Incremental Wins, Exponential ImpactIncremental Wins, Exponential Impact
Incremental Wins, Exponential Impact
 
Communication and Collaboration Best Practices for High-Growth, Dispersed Teams
Communication and Collaboration Best Practices for High-Growth, Dispersed TeamsCommunication and Collaboration Best Practices for High-Growth, Dispersed Teams
Communication and Collaboration Best Practices for High-Growth, Dispersed Teams
 
Improving Interpersonal Relationship in Workplaces
Improving Interpersonal Relationship in WorkplacesImproving Interpersonal Relationship in Workplaces
Improving Interpersonal Relationship in Workplaces
 
Consultant Skills Essay Final
Consultant Skills Essay FinalConsultant Skills Essay Final
Consultant Skills Essay Final
 
Org. Change Management Communication Best Practices
Org. Change Management Communication Best Practices Org. Change Management Communication Best Practices
Org. Change Management Communication Best Practices
 
Driving Employee Engagement
Driving Employee EngagementDriving Employee Engagement
Driving Employee Engagement
 
1. short answer question(200 words) [required] roger s. pr
1. short answer question(200 words) [required] roger s. pr1. short answer question(200 words) [required] roger s. pr
1. short answer question(200 words) [required] roger s. pr
 
CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...
CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...
CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Acce...
 
Employer Brand Credibility Gap - infographic
Employer Brand Credibility Gap - infographicEmployer Brand Credibility Gap - infographic
Employer Brand Credibility Gap - infographic
 
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure SuccessWant to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
 
HR internal Communications Strategy: 3 steps to Increasing Employee Engagement
HR internal Communications Strategy: 3 steps to Increasing Employee EngagementHR internal Communications Strategy: 3 steps to Increasing Employee Engagement
HR internal Communications Strategy: 3 steps to Increasing Employee Engagement
 
Leadership communication best practices
Leadership communication best practicesLeadership communication best practices
Leadership communication best practices
 
Best Companies Brochure
Best Companies BrochureBest Companies Brochure
Best Companies Brochure
 
CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...
CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...
CISummit 2013: Rob Cross, How Trust, Energy, and Fear Either Amplify or Paral...
 

Viewers also liked

Kevin Ruck, PR Academy, Measurement. #makinganimpact15
Kevin Ruck, PR Academy, Measurement. #makinganimpact15Kevin Ruck, PR Academy, Measurement. #makinganimpact15
Kevin Ruck, PR Academy, Measurement. #makinganimpact15CIPR Inside
 
Internal communication and employee engagement by Rachel Miller
Internal communication and employee engagement by Rachel MillerInternal communication and employee engagement by Rachel Miller
Internal communication and employee engagement by Rachel MillerRachel Miller
 
How to write an internal communication strategy
How to write an internal communication strategyHow to write an internal communication strategy
How to write an internal communication strategyRachel Miller
 
Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...
Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...
Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...Axero Solutions
 
Thoughts on internal communication via Rachel Miller @AllthingsIC
Thoughts on internal communication via Rachel Miller @AllthingsICThoughts on internal communication via Rachel Miller @AllthingsIC
Thoughts on internal communication via Rachel Miller @AllthingsICRachel Miller
 
The principles of effective internal communications
The principles of effective internal communicationsThe principles of effective internal communications
The principles of effective internal communicationsKenton Larsen
 
Avoid these 10 mistakes in your internal communications strategy
Avoid these 10 mistakes in your internal communications strategyAvoid these 10 mistakes in your internal communications strategy
Avoid these 10 mistakes in your internal communications strategyVing
 
India Strategic Communications Report 2015: Inside the CMO’s Mind
India Strategic Communications Report 2015: Inside the CMO’s MindIndia Strategic Communications Report 2015: Inside the CMO’s Mind
India Strategic Communications Report 2015: Inside the CMO’s MindMSL
 
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...Dubai Quality Group
 
The Five Key Trends Defining Internal Communication in 2013
The Five Key Trends Defining Internal Communication in 2013The Five Key Trends Defining Internal Communication in 2013
The Five Key Trends Defining Internal Communication in 2013IABC Victoria Chapter
 
Internal Communication
Internal CommunicationInternal Communication
Internal CommunicationAnna Rydne
 
Ignite Presentation - Internal Communication: DO IT OR ELSE!
Ignite Presentation - Internal Communication: DO IT OR ELSE!Ignite Presentation - Internal Communication: DO IT OR ELSE!
Ignite Presentation - Internal Communication: DO IT OR ELSE!Kirk Englehardt
 
The Journal of Internal Communication Volume 7
The Journal of Internal Communication Volume 7The Journal of Internal Communication Volume 7
The Journal of Internal Communication Volume 7Tereza Urbankova
 
Mastering Internal Communication: Connect Your Mission and Manpower
Mastering Internal Communication: Connect Your Mission and ManpowerMastering Internal Communication: Connect Your Mission and Manpower
Mastering Internal Communication: Connect Your Mission and ManpowerVing
 
Employee engagement for a diverse workforce - by Harrods
Employee engagement for a diverse workforce - by HarrodsEmployee engagement for a diverse workforce - by Harrods
Employee engagement for a diverse workforce - by HarrodsRachel Miller
 

Viewers also liked (20)

Kevin Ruck, PR Academy, Measurement. #makinganimpact15
Kevin Ruck, PR Academy, Measurement. #makinganimpact15Kevin Ruck, PR Academy, Measurement. #makinganimpact15
Kevin Ruck, PR Academy, Measurement. #makinganimpact15
 
Internal communication and employee engagement by Rachel Miller
Internal communication and employee engagement by Rachel MillerInternal communication and employee engagement by Rachel Miller
Internal communication and employee engagement by Rachel Miller
 
How to write an internal communication strategy
How to write an internal communication strategyHow to write an internal communication strategy
How to write an internal communication strategy
 
Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...
Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...
Internal Communication Ideas - 10 Simple Secrets to Totally Rock Your Interna...
 
Thoughts on internal communication via Rachel Miller @AllthingsIC
Thoughts on internal communication via Rachel Miller @AllthingsICThoughts on internal communication via Rachel Miller @AllthingsIC
Thoughts on internal communication via Rachel Miller @AllthingsIC
 
The principles of effective internal communications
The principles of effective internal communicationsThe principles of effective internal communications
The principles of effective internal communications
 
Avoid these 10 mistakes in your internal communications strategy
Avoid these 10 mistakes in your internal communications strategyAvoid these 10 mistakes in your internal communications strategy
Avoid these 10 mistakes in your internal communications strategy
 
4.8 notes
4.8 notes4.8 notes
4.8 notes
 
India Strategic Communications Report 2015: Inside the CMO’s Mind
India Strategic Communications Report 2015: Inside the CMO’s MindIndia Strategic Communications Report 2015: Inside the CMO’s Mind
India Strategic Communications Report 2015: Inside the CMO’s Mind
 
Inside presentation david & nita
Inside presentation   david & nitaInside presentation   david & nita
Inside presentation david & nita
 
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...
 
The Five Key Trends Defining Internal Communication in 2013
The Five Key Trends Defining Internal Communication in 2013The Five Key Trends Defining Internal Communication in 2013
The Five Key Trends Defining Internal Communication in 2013
 
Antecedants of Job satisfaction
Antecedants of Job satisfactionAntecedants of Job satisfaction
Antecedants of Job satisfaction
 
Internal Communication
Internal CommunicationInternal Communication
Internal Communication
 
Abc analysis (anac & mendoza)
Abc analysis (anac & mendoza)Abc analysis (anac & mendoza)
Abc analysis (anac & mendoza)
 
Ignite Presentation - Internal Communication: DO IT OR ELSE!
Ignite Presentation - Internal Communication: DO IT OR ELSE!Ignite Presentation - Internal Communication: DO IT OR ELSE!
Ignite Presentation - Internal Communication: DO IT OR ELSE!
 
The Journal of Internal Communication Volume 7
The Journal of Internal Communication Volume 7The Journal of Internal Communication Volume 7
The Journal of Internal Communication Volume 7
 
Mastering Internal Communication: Connect Your Mission and Manpower
Mastering Internal Communication: Connect Your Mission and ManpowerMastering Internal Communication: Connect Your Mission and Manpower
Mastering Internal Communication: Connect Your Mission and Manpower
 
Employee engagement for a diverse workforce - by Harrods
Employee engagement for a diverse workforce - by HarrodsEmployee engagement for a diverse workforce - by Harrods
Employee engagement for a diverse workforce - by Harrods
 
Internal communication
Internal communicationInternal communication
Internal communication
 

Similar to Employee voice: An antecedent to organisational engagement?

DeNeve_Wellbeing at Work_OECD.pdf
DeNeve_Wellbeing at Work_OECD.pdfDeNeve_Wellbeing at Work_OECD.pdf
DeNeve_Wellbeing at Work_OECD.pdfStatsCommunications
 
Impact of emotional intelligence on employee engagement
Impact of emotional intelligence on employee engagementImpact of emotional intelligence on employee engagement
Impact of emotional intelligence on employee engagementdeshwal852
 
Enabling Employee Voice through Mentoring Relationships
Enabling Employee Voice through Mentoring RelationshipsEnabling Employee Voice through Mentoring Relationships
Enabling Employee Voice through Mentoring RelationshipsTaylor Rosecrans
 
Understanding the key drivers of engagement for employees in the UK Third Sec...
Understanding the key drivers of engagement for employees in the UK Third Sec...Understanding the key drivers of engagement for employees in the UK Third Sec...
Understanding the key drivers of engagement for employees in the UK Third Sec...CharityComms
 
Research proposal of sohail tariq (ms management science) uol
Research proposal of sohail tariq (ms management science) uol Research proposal of sohail tariq (ms management science) uol
Research proposal of sohail tariq (ms management science) uol SohailTariq16
 
Employee Engagement in Industrial Relationship
Employee Engagement in Industrial Relationship Employee Engagement in Industrial Relationship
Employee Engagement in Industrial Relationship Sornaly Ahmed
 
The effects of cultural dimensions and hr practices on organisational commitment
The effects of cultural dimensions and hr practices on organisational commitmentThe effects of cultural dimensions and hr practices on organisational commitment
The effects of cultural dimensions and hr practices on organisational commitmentAlexander Decker
 
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdf
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdfA Study on Perception of Work Culture and Its Impact on Employee Behavior.pdf
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdfChristine Maffla
 
wondey final thesis presentation .pptx
wondey final thesis presentation .pptxwondey final thesis presentation .pptx
wondey final thesis presentation .pptxYehualashetTeklemari
 
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...OECD Governance
 
Human resource management report engaging employee activities
Human resource management report   engaging employee activitiesHuman resource management report   engaging employee activities
Human resource management report engaging employee activitiesMarcelo Augusto A. Cosgayon
 
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docxoswald1horne84988
 
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docxLynellBull52
 
Employee involvement scontrinopowell
Employee involvement scontrinopowellEmployee involvement scontrinopowell
Employee involvement scontrinopowellNikhil Patidar
 
Mba 592 presentation communication and team dynamics in the workplace
Mba 592 presentation communication and team dynamics in the workplaceMba 592 presentation communication and team dynamics in the workplace
Mba 592 presentation communication and team dynamics in the workplaceColleen Carey
 
6.[46 51]employee empowerment a strategy towards workplace commitment
6.[46 51]employee empowerment a strategy towards workplace commitment6.[46 51]employee empowerment a strategy towards workplace commitment
6.[46 51]employee empowerment a strategy towards workplace commitmentAlexander Decker
 

Similar to Employee voice: An antecedent to organisational engagement? (20)

DeNeve_Wellbeing at Work_OECD.pdf
DeNeve_Wellbeing at Work_OECD.pdfDeNeve_Wellbeing at Work_OECD.pdf
DeNeve_Wellbeing at Work_OECD.pdf
 
Impact of emotional intelligence on employee engagement
Impact of emotional intelligence on employee engagementImpact of emotional intelligence on employee engagement
Impact of emotional intelligence on employee engagement
 
Enabling Employee Voice through Mentoring Relationships
Enabling Employee Voice through Mentoring RelationshipsEnabling Employee Voice through Mentoring Relationships
Enabling Employee Voice through Mentoring Relationships
 
Understanding the key drivers of engagement for employees in the UK Third Sec...
Understanding the key drivers of engagement for employees in the UK Third Sec...Understanding the key drivers of engagement for employees in the UK Third Sec...
Understanding the key drivers of engagement for employees in the UK Third Sec...
 
Research proposal of sohail tariq (ms management science) uol
Research proposal of sohail tariq (ms management science) uol Research proposal of sohail tariq (ms management science) uol
Research proposal of sohail tariq (ms management science) uol
 
Working with people
Working with peopleWorking with people
Working with people
 
Employee Engagement in Industrial Relationship
Employee Engagement in Industrial Relationship Employee Engagement in Industrial Relationship
Employee Engagement in Industrial Relationship
 
The effects of cultural dimensions and hr practices on organisational commitment
The effects of cultural dimensions and hr practices on organisational commitmentThe effects of cultural dimensions and hr practices on organisational commitment
The effects of cultural dimensions and hr practices on organisational commitment
 
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdf
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdfA Study on Perception of Work Culture and Its Impact on Employee Behavior.pdf
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdf
 
B2110814
B2110814B2110814
B2110814
 
wondey final thesis presentation .pptx
wondey final thesis presentation .pptxwondey final thesis presentation .pptx
wondey final thesis presentation .pptx
 
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...
Presentation by Dr. David Guest on "Employee Engagement: A Path to Organisati...
 
Literature review
Literature reviewLiterature review
Literature review
 
Human resource management report engaging employee activities
Human resource management report   engaging employee activitiesHuman resource management report   engaging employee activities
Human resource management report engaging employee activities
 
Employee Engagement
Employee EngagementEmployee Engagement
Employee Engagement
 
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
 
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
® Academy of Management Journal2013. Vol. 56. No. 2. 525-548.docx
 
Employee involvement scontrinopowell
Employee involvement scontrinopowellEmployee involvement scontrinopowell
Employee involvement scontrinopowell
 
Mba 592 presentation communication and team dynamics in the workplace
Mba 592 presentation communication and team dynamics in the workplaceMba 592 presentation communication and team dynamics in the workplace
Mba 592 presentation communication and team dynamics in the workplace
 
6.[46 51]employee empowerment a strategy towards workplace commitment
6.[46 51]employee empowerment a strategy towards workplace commitment6.[46 51]employee empowerment a strategy towards workplace commitment
6.[46 51]employee empowerment a strategy towards workplace commitment
 

Recently uploaded

Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMVoces Mineras
 
Cyber Security Training in Office Environment
Cyber Security Training in Office EnvironmentCyber Security Training in Office Environment
Cyber Security Training in Office Environmentelijahj01012
 
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...ssuserf63bd7
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Anamaria Contreras
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMarket Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMintel Group
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?Olivia Kresic
 
TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024Adnet Communications
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCRashishs7044
 
Chapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditChapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditNhtLNguyn9
 
Annual General Meeting Presentation Slides
Annual General Meeting Presentation SlidesAnnual General Meeting Presentation Slides
Annual General Meeting Presentation SlidesKeppelCorporation
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03DallasHaselhorst
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyotictsugar
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxmbikashkanyari
 
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCRashishs7044
 
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxFinancial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxsaniyaimamuddin
 
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort ServiceCall US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Servicecallgirls2057
 
8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCR8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCRashishs7044
 
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCRashishs7044
 
Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024Kirill Klimov
 

Recently uploaded (20)

Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
 
Cyber Security Training in Office Environment
Cyber Security Training in Office EnvironmentCyber Security Training in Office Environment
Cyber Security Training in Office Environment
 
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMarket Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 Edition
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
 
TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
 
Chapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditChapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal audit
 
Annual General Meeting Presentation Slides
Annual General Meeting Presentation SlidesAnnual General Meeting Presentation Slides
Annual General Meeting Presentation Slides
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyot
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
 
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR
 
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxFinancial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
 
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort ServiceCall US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
 
8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCR8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCR
 
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
 
Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024
 

Employee voice: An antecedent to organisational engagement?

  • 1. Employee voice: An antecedent to organisational engagement? Dr Kevin Ruck Dr Mary Welch University of Central Lancashire, UK
  • 2. Introduction • Practical inspiration for the study: – How can internal communication managers contribute to organisational effectiveness? • Theoretical underpinnings: – By influencing employee engagement? – By enabling employee voice? • Scholarly contributions needed? – Gruman and Saks (2014) note that little attention has been given to the relationship between voice and engagement – Reissner& Pagan (2013) highlight the need for research into relationships between communication and engagement
  • 3. Literature review • Employee voice and silence • Voice concept history stretches back centuries • However, often depicted as starting with: – Hirschman's 1970s consumer behaviour work on exit, voice and loyalty – Through Farrel's (1983) application of the concept to employees and addition of neglect – To Van Dyne, Ang and Botero's (2003) work on employee silence and voice: • Employee voice: intentionally expressing work related ideas, information and opinions • Employee silence: intentionally withholding work related ideas, information and opinions
  • 4. Conceptual framework • Internal communication, dimensions include: – Team peer, project group, line-manager and senior manager communication • Internal corporate communication • Employee engagement Kahn (1990), Schaufeli and Bakker (2004) Saks (2006) engagement focus - Job engagement • Organisation engagement
  • 6. Methodology • Confidential, anonymous survey strategy • Self-administrated, cross-sectional questionnaire designed for the study • The Internal Communication and Organisational Engagement Questionnaire (ICOEQ) – Employee information needs gauged – Internal corporate communication method preferences assessed – Internal corporate communication satisfaction measured • Including three questions exploring employee voice, satisfaction with opportunities for upward communication • Views of internal communication at three levels drawn from Welch and Jackson's (2007) internal communication matrix: senior management; line management; and, peer communication – Engagement indicated via adaptation of Saks (2006) organisation engagement approach and synthesis with Kahn's (1990) view of engagement – One item captured employee views of the organisation as a good place to work – A qualitative section explored views on communication strengths and weaknesses – Demographic information
  • 7. Data collection: five organisations Organisation Population (approximate) Number of respondents Response rate (approximate) Government department in Wales 1200 276 23 percent Local authority in England (1) 420 167 39 percent Local authority in England (2) 900 159 16 percent Housing Association in England 800 205 26 percent Financial services department in Scotland 2400 1259 52 percent
  • 8. Research objectives 1. How satisfied are employees with opportunities to exercise their voice? 2. How good are line managers and senior managers at responding to suggestions from employees? 3. To what extent might employee voice be positively associated with organisational engagement?
  • 9. Satisfaction with employee voice The study found a lower level of satisfaction with ‘seeking views’ by senior managers compared to line managers. Organisation n Mean* SD Satisfaction** GovOff 276 3.15 0.78 35% CouncilA 167 3.28 0.55 39% FinSvces 1259 3.63 0.72 59% HousAssoc 205 3.50 0.69 59% CouncilB 159 2.81 0.80 28% *Opportunities to feed my views upwards: 1, very dissatisfied, 5 very satisfied. **Percentages are 4 and 5 scores combined.
  • 10. Responding to suggestions and allowing influence GovOff SM LM CouncA SM LM FinSvcs SM LM HousAssoc SM LM CouncB SM LM Responding to suggestions from employees and representatives 37 50 15 67 63 74 38 66 10 52 Allowing employees and representatives to influence decisions 28 45 7 58 56 68 29 56 6 39 n 276 167 1259 205 159 Notes: 1, very dissatisfied, 5 very satisfied; % is combined 4 and 5 results. SM, Senior Manager. LM, Line Manager. The study found very low levels of satisfaction with senior managers responding and allowing employees to influence decisions in two organisations.
  • 11. Correlation comparison of employee voice and organisational engagement GovOff CouncA FinSvcs HousAssoc CouncB Average r r r r r r Cognitive .24** .21** .39** .24** .21** .35** Emotional .56** .44** .52** .48** .50** .53** Behavioural .30** .27** .40** .37** .26** .37** n 276 167 1259 205 159 2066 **Correlation is significant at 0.01 level (2-tailed). The average is the combined data set for all five organisations The study consistently found stronger correlations with ‘emotional organisational engagement’ than with cognitive and behavioural engagement.
  • 12. Employee voice: a possible antecedent to organisational engagement? ORGANISATIONAL ENGAGEMENT Allowing influence Opportunities for voice Responding to suggestions Conclusion
  • 13. Or is it the other way round? ORGANISATIONAL ENGAGEMENT Allowing influence Opportunities for voice Responding to suggestions
  • 14. References Farrell, D., 1983. Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A multidimensional scaling study. Academy of management journal, 26(4), pp.596-607. Gruman, J.A., Saks, A. 2014. Being psychologically present when speaking up: employee voice engagement. In Wilkinson et al. (Eds) Handbook of Research on Employee Voice, Cheltenham: Edward Elgar Publishing Limited. Hirschman, A.O., 1974. " Exit, voice, and loyalty": Further reflections and a survey of recent contributions. Social Science Information, 13(1), pp.7-26. Kahn, W.A. 1990. Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal. 33(4), pp.692-724. Reissner, S. and Pagan, V., 2013. Generating employee engagement in a public–private partnership: management communication activities and employee experiences. The International Journal of Human Resource Management, 24(14), pp.2741-2759. Saks, A. M. 2006 Antecedents and consequences of employee engagement. Journal of Managerial Psychology. 21(7), pp.600-619. Schaufeli, W.B. and Bakker, A.B., 2004. Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of organizational Behavior, 25(3), pp.293-315. Van Dyne, L., Ang, S., Botero, I.C. 2003. Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal of Management Studies. 40(6), pp.1359-1392. Welch, M. 2011 The evolution of the employee engagement concept: Communication implications, Corporate Communications: An International Journal. 16(4), pp.328-346.

Editor's Notes

  1. Timing: 30 seconds Gruman and Saks: ‘relatively little attention has been given to the relationship between voice and engagement’ (2014, p. 459) Reissner & Pagan: ‘few studies have examined organizational actors’ lived experiences of engagement activities delivered through management communication’ (2013 p. 2741)
  2. Timing: 60 seconds
  3. Timing: 60 seconds
  4. Timing: 90 seconds
  5. Timing: 90 seconds
  6. Five organisations were involved in the research. One was in the private sector, one was a government department, two were local authorities and one was a housing association. A total of 2066 employees completed the questionnaire.
  7. We were interested in exploring satisfaction with the opportunities to express voice and satisfaction with the way that managers respond to suggestions. But we were particularly interested in addressing the Gruman and Saks observation that ‘little attention has been given to the relationship between voice and engagement’.
  8. The key finding for satisfaction with ‘opportunities to feed my views upwards’ is that the differences in satisfaction vary between the five organisations and these differences are statistically significant. As the slide shows, levels range from 28% to 59%. This suggests that employee voice practice might be patchy.
  9. Figures on this slide are percentages for satisfaction. It is notable that in four out of five organisations, satisfaction for senior managers responding to suggestions is below 50%. Satisfaction with allowing employees to influence decisions in these four organisations is below 30%.
  10. This slide shows correlations between voice and three different dimensions for organisational engagement: cognitive engagement, emotional engagement and behavioural engagement. Employee voice is positively and statistically significantly associated with all three dimensions of organisational engagement, across all five organisations. However, what is most notable is that the strongest correlations are for emotional engagement and this is consistent across all five organisations. This data provides us with a deeper understanding of the relationship between employee voice and organisational engagement and helps to fill the gap in theory highlighted by Gruman and Saks. It suggests that employee voice may have a greater impact on what employees feel about the organisation than what they think about it or what they do to help it succeed.
  11. So, the data in our study provides some new insights into the relationship between employee voice and organisational engagement. It enables us to postulate that voice is a possible antecedent to engagement. This has implications for theory and practice as employee engagement has been found in other studies to be associated with improved performance and better employee well-being.
  12. However, it is possible of course that the relationship is the other way round and this is something that we’ll be exploring more in the next couple of months. Thank you.