The paper 'Employee Voice Covers" is a great example of business coursework. Employment relations are normally concerned with the practice and theory which are associated with the administration and terms of the employment. In normal circumstances, the employment relationship is involved with the socio-political element of expression and incidence of conflict, how the power and responsibilities are distributed between the employees and management and the legislative and social regulatory framework which do exist among the employment relationship. Normally as a business increase in revenue and size, they do face a challenge which is inevitable of communication breakdown between the employees and managers between departments (Gennard & Judge 2005, p.
85). The deficiency in communication gives a result to a “ silo effect” among the departments thereby creating a difficult stratification between the team members and their managers. Typically, these organizations become a victim of lengthy top-down communication which used to work in small organizations in the earlier days but today’ s companies and organizations should come up with ways to convert to bidirectional channel from the one-way communication so that the employees will be in a position to give their feedback to the management.
For the execution of well-informed decisions relating to the business, the managers do require more than a ledger of numbers for the understanding of what is going on the employee’ s arena. The employee’ s deals one on one with the clients and they can provide valuable feedback on firsthand experience. When the managers do create a bidirectional communication between them and employees it provides an organizational culture that helps to breakdown silos and comes with teamwork between the staff and management. Employee Voice Typically, employment relations is apprehensive with control and power in the employment relationship and to what extent the administration is ready to make decisions that are unimpeded.
A key area in employee relation is the way by which the employees are in a position to influence managerial decisions (Torrington 2011, p. 455). Normally the employee voice refers to different variety of structures and processes which do enable and other times empower employees indirectly or directly to contribute to decision making in the firm. There are several mechanisms by which the employees can contribute to making a decision with the management.
Traditionally, the employees have been pressurizing to be allowed to have a say at their place of work and this has been stemmed from notions of industrial democracy. This pressure is normally exerted as a reflection by the employees to show the extent they feel empowered and they are at liberty to articulate management concerns. This was increasingly being supplemented from the employer view that utilizing and allowing employee voice lends to the growth of the business. In the early 1970s, the employee voice that was used in decision making was through the participation of the workers indirectly through the representation of the trade union.
In the 1980s there was a decline in the trade union recognition and membership, direct involvement by the employee was achieved through the establishment of the forums managerially and the usage of the communication channels. In the 1990s there was a shift on the focus to the partnership between the workers and the management and the making of the decision jointly. Channels or mechanisms through which the employees use to communicate can be both informal and formal and do have a variety of intentions which range from simply passing grievances to means by which the employees and employers do share responsibility for their decisions (Rose 2007, p.
482). In order to bring together the outcomes, form, mechanisms and purpose of the employee, voice has been categorized to co-operative and mutuality workplace relations, the contribution of the employee to management decision making, expression of collective organization and individual dissatisfaction articulation. Some of the forms of the employee voice are normally bottom-up which do result not only from the managerial forums but more from the desires of the employees to be listened to whether individually or collectively, informally or formally, through representatives or directly.
Methods for employee voice are normally introduced by the management may be as a part of the plan of involvement in the making of the decisions or maybe the employees pressurizing to have it (Dundon & Gollan 2007, p. 1190). In the normal circumstances, it is the management that dictates the degree of the employee voice and there is a term used known as representation gap that is used to refer to the dissimilarity which can be made by the employee to the management to influence decisions and the extent of the influence they would like to have.
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