Running head: EMPLOYEE VOICE 1 EMPLOYEE VOICE 7 Employee Voice Brandy Lewis Professor Aaron Lockhart, MBA, PHR BUSI 343-B02 01/22/2017 Introduction Comment by Lockhart, Aaron Scott (School of Business): The introduction should never have a heading that identifies it as the introduction. It is the introduction by virtue of its location (Chapter 2, 2.05, p. 27) (Figure 2.1, pp. 42-43). The management of the company entrusted the Head of Talent Management with the task of establishing a ‘Martini Culture' in the workplace. The Martini culture refers to a situation whereby an employee has the right to work from any place and at any time (Williams, 2015). The introduction of this culture was aimed at boosting the innovative spirit that the company already had at the workplace. Innovation was meant to help the company expand into new areas in the future. The Head of Talent Management came up with a strategy to give the workers the liberty to work where and when they could yield the best results. The main challenge that the head of talent management faced was trying to bring the senior management team on board. The senior management did not trust that the employees would be working efficiently from other places away from the office, where they could not be supervised (Budd, 2012). However, all the team members eventually came on board and agreed to try introducing this culture into the company. Implementation of the Martini Culture Comment by Lockhart, Aaron Scott (School of Business): Level 1 headings are centered, in bold print, and in 'Title Case' (Chapter 3, 3.03, pp. 62-63; see Table 3.1 and Figure 2.1). The Head of Talent utilized the employees who showed interest and organized them into groups in the first stage of implementing the martini culture. He came up with a flexible working system and a performance management mechanism. The first phase was the trial period, and it lasted for three months. During this time the workers were given some flexibility around the working hours which they were used to. The employees were allowed to set the output levels which they wanted to reach. The responsibility of the management was to train them and create an enabling environment for achieving the set goals. The managers were also required to assist the workers in acquiring the necessary skills needed for them to achieve the set goals (Williams, 2015). The managers did this with support from the head of talent. The three-month trials period was a success, and the managers decided to adopt the new ways. Adoption of this culture was in the form of removal of restrictions revolving around where and when the employees would work. The office dress code was also modified to enhance this management scheme (Budd, 2012) further. Challenges There were, nonetheless, some difficulties that were witnessed in the establishment of a martini culture. The primary problem that the implementation faced was that some managers did not understand the culture a ...

1. Running head: EMPLOYEE VOICE 1
EMPLOYEE VOICE 7
Employee Voice
Brandy Lewis
Professor Aaron Lockhart, MBA, PHR
BUSI 343-B02
01/22/2017
Introduction Comment by Lockhart, Aaron Scott (School of
Business):
The introduction should never have a heading that identifies it
as the introduction. It is the introduction by virtue of its
location (Chapter 2, 2.05, p. 27) (Figure 2.1, pp. 42-43).
The management of the company entrusted the Head of Talent
Management with the task of establishing a ‘Martini Culture' in
the workplace. The Martini culture refers to a situation whereby
an employee has the right to work from any place and at any
time (Williams, 2015). The introduction of this culture was
aimed at boosting the innovative spirit that the company already
had at the workplace. Innovation was meant to help the
company expand into new areas in the future. The Head of
Talent Management came up with a strategy to give the workers
the liberty to work where and when they could yield the best
results. The main challenge that the head of talent management
faced was trying to bring the senior management team on board.
The senior management did not trust that the employees would
be working efficiently from other places away from the office,
where they could not be supervised (Budd, 2012). However, all

2. the team members eventually came on board and agreed to try
introducing this culture into the company.
Implementation of the Martini Culture Comment by Lockhart,
Aaron Scott (School of Business):
Level 1 headings are centered, in bold print, and in 'Title Case'
(Chapter 3, 3.03, pp. 62-63; see Table 3.1 and Figure 2.1).
The Head of Talent utilized the employees who showed interest
and organized them into groups in the first stage of
implementing the martini culture. He came up with a flexible
working system and a performance management mechanism.
The first phase was the trial period, and it lasted for three
months. During this time the workers were given some
flexibility around the working hours which they were used to.
The employees were allowed to set the output levels which they
wanted to reach. The responsibility of the management was to
train them and create an enabling environment for achieving the
set goals. The managers were also required to assist the workers
in acquiring the necessary skills needed for them to achieve the
set goals (Williams, 2015). The managers did this with support
from the head of talent.
The three-month trials period was a success, and the managers
decided to adopt the new ways. Adoption of this culture was in
the form of removal of restrictions revolving around where and
when the employees would work. The office dress code was also
modified to enhance this management scheme (Budd, 2012)
further.
Challenges
There were, nonetheless, some difficulties that were witnessed
in the establishment of a martini culture. The primary problem
that the implementation faced was that some managers did not
understand the culture as much as they claimed to do. To help
solve this, a regular management survey was administered. The
survey was done to identify problematic areas and to assist in
the development of the manager’s skills. Although some
changes were being noted, it is essential to point out that the
full utilization of the culture had not yet been achieved. This

3. situation was addressed by having sessions which were to show
employees that they had a significant role to play in achieving
their set goals (Tracy, 2014).
Effect of a Union on Implementation and Effectiveness
If there was a union among the employees it would have been
difficult to negotiate the new terms. This difficulty arises
because of the lengthy negotiations that unions engage in when
it comes to salaries and allowances. A union will also
emphasize working the minimum number of hours agreed upon
in the contract (Freeman et al., 2007). The majority of unions
are also very reluctant when it comes to trying out new
management methods.
Employee Voice as a Human Right
Every employee deserves to be heard and therefore their right to
express themselves in the workplace should be included in the
constitution as a basic human right. The freedom of expression
in this case relates to saying what would help to improve the
individual or group performance. Every worker should be able
to work their way out of such situations because they already
have their account. The employee account is, therefore, a firm
basis (Freeman et al. 2007)
Recommendations
The case study has generated the following important lessons.:
The senior management team should be wholly on board and
also understand what the initiative is about, the workers should
be included in the system design and implementation, it is
important to identify individuals who can deal with matters
arising as soon as they come up, finally it is essential for one to
allow individuals to voice their concerns on any changes as long
as they want what’s best for the organization (Williams, 2015).
Biblical Aspect
King Nebuchadnezzar, the king of Babylon at the time ordered
that Daniel, Mishael, Azariah and Hananiah be given food and
wine from the food that he ate. The king also ordered that they
could be trained in the wisdom of the Babylonians. Daniel,
however, refused to eat and drink the food and wine from the

4. king. Daniel opted to eat vegetables (Holy Bible: King James
Version, 2010). Daniel sought to retain the right to eat whatever
he wanted. This is a strategy for employees to maintain some
aspects of their culture and freedom even though the
management would want them to change (Tracy, 2014.
Retaining of these elements can be seen as an effective strategy
because Daniel ended up being the wisest among the people
working in the palace. Comment by Lockhart, Aaron Scott
(School of Business):
A biblical integration is not an appropriate conclusion as it is
introducing new thoughts and material. An academic paper must
include an introduction, body, and conclusion.
References:
Budd, J. W. (2012). Labor relations: Striking a balance (4th
Ed.). New York, NY: McGraw-Hill Irwin. ISBN:
9780078029431.
Freeman, R. B., Boxall, P. F., & Haynes, P. (2007). What
workers say: Employee voice in the Anglo-American workplace.
Ithaca: ILR Press/Cornell University Press.
The Holy Bible: King James Version. (2010). Comment by
Lockhart, Aaron Scott (School of Business):
Classical works, such as the Bible, are not considered scholarly
sources and should not be included in the reference list. Please
note that the Bible does not count toward the minimum
scholarly source requirements. Comment by Lockhart, Aaron
Scott (School of Business):
All books should be referenced with author name and year first
and title of the work in italics following surname and year (e.g.,
Smith, S. S. (2000). Child learning styles.). Location and
publisher, 'Retrieved from' and a URL, or doi should follow the
book title if applicable depending on availability. In the case of
multiple editions replace the author name with the editor name
and follow editor surname and initials with Ed. In parentheses
(e.g., Samuel, S. S. (Ed.). (2003). Child learning styles.)

5. (Chapter 7, 7.02, pp. 202-205).
Williams. (2015). Effective Management.
Tracy, B. (2014). Management.
Criteria
Points
Possible
Points Earned
Instructor’s Comments
Content
1. All key components of the case study questions are answered
1. Answers bring clarity to issues being discussed, relating
issues to the textbook and scholarly sources
1. A thoughtful analysis (considering assumptions, analyzing
implications, and comparing/contrasting concepts) is included
1. Clear and relevant integration of scriptural principles
50
50
Brandy, thank you for submitting this week’s case study. It is
vital that organizational management understand the importance
of Employee Voice. You do a good job defining employee
voice. You provided a good response to the assignment prompt.
Please be sure that you are referencing at minimum 4 scholarly
sources in addition to the course textbook. The Bible is not
considered a scholarly source and dos not count toward the
scholarly source minimum requirement.
Organization

6. 1. Clear, logical flow to case study response
1. Major points are stated clearly and concisely
20
20
Format
1. A title page is included
1. A reference page is included
1. Four scholarly sources plus the textbook are cited
1. Spelling and grammar is correct
1. Sufficient page count (2–3 pages) is met
1. Current APA format is used
30
25
Total
100
95