Studies show most employees appear to want the opportunity to offer opinions and concerns in relation to the work issues that matter to them, and that organisations value employees’ ideas and suggestions for improvements. Employees may seek voice through a variety of means, including unions, grievance procedures, suggestion schemes, etc. Voice is also linked to notions of fairness, employee engagement and organisational climate. In its broadest terms employee voice is about what happens when employees have a say over work activities and decisions within their workplaces.
- Employee involvement and participation
- Employee representation and voice
- Enterprise bargaining
- Management of union relations and partnerships
- Whistleblowing at work
- Professor Adrian Wilkinson
- Professor Fang Lee Cooke (Adjunct)
- Professor Pauline Dibben (Adjunct)
- Professor Bruce Kaufman (Adjunct)
- Professor Geoff Wood (Adjunct)
- Professor Peter Ackers (Adjunct)
- Associate Professor Ariel Avgar (Adjunct)
- Employee-Employer Relations and Workplace Challenges in the United States, Australia and United Kingdom
- Employee Voice in Australia: the Impact of Employee Participation Arrangements and Organisational Performance and Employee Wellbeing
- The Frontline Manager’s Leadership Role
- Protecting Whilst They Prosper? Organisational Responses to Whistleblowing
- Taking the Pulse at Work: Employer–Employee Relations and Workplace Problems in Australia Compared to the USA
Recent research outputs
- Barry, M. & Wilkinson, A. 2015, ‘Pro-Social or Pro-Management? A Critique of the conception of employee voice as a pro-social behaviour within Organizational Behaviour’, British Journal of Industrial Relations, 54(2), pp. 261-284.
- Brown, A.J. and Lawrence, S.A. 2017, Strength of organisational whistleblowing processes - analysis from Australia. Further results of the Whistling While They Work 2 project, Griffith University, Brisbane, May.
- Gollan, P., Kaufman, B.E., Taras, D. & Wilkinson, A. (eds) 2014, Voice and Involvement at Work: Experience with Non-Union Representation, Routledge.
- Gomez, R., Barry, M., Bryson, A., Kaufman, B., Lomas, G. and Wilkinson, A. 2019, 'The “good workplace”', Journal of Participation and Employee Ownership, 2(1), pp. 60-90.
- Kellner, A., Townsend, K., Loudoun, R. and Wilkinson, A. 2019, 'Barriers to frontline manager support for high-trauma workers', Personnel Review, 48(6), pp. 1394-1409.
- Mowbray, P., Wilkinson, A. & Tse, H. 2014, ‘An integrative review of employee voice: Identifying the common conceptualisation and research agenda’, International Journal of Management Reviews, 17(3), pp. 382–400,
- Townsend, K. & Loudoun, R. 2015, ‘The front-line manager’s role in informal voice pathways’, Employee Relations, 37(4), pp. 475–486.
- Wilkinson, A. & Barry, M. 2016, ‘Voices from across the divide: An industrial relations perspective on employee voice‘, German Journal of Industrial Relations, 30(3), pp. 338–344.
- Wilkinson, A., Barry, M., & Morrison, Elizabeth. 2019, 'Toward an integration of research on employee voice', Human Resource Management Review (early online): https://www.sciencedirect.com/science/article/pii/S1053482218307393?via%3Dihub
- Wilkinson, A., Donaghey, J., Dundon, T. & Freeman, R. (eds) 2014, Handbook of Research on Employee Voice, Edward Elgar.
- Wilkinson, A., Townsend, K., & Burgess, J. 2013, ‘Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces’, Journal of Industrial Relations, 55(4), pp. 583-600.