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)
- Dr Ashlea Kellner (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
- Brown, A.J.' & 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.
- Farndale, E, McDonnell, A, Scholarios, D. & Wilkinson, A. 2020, 'A look to the past, present, and future of the journal and HRM scholarship,' Human Resource Management Journal, 30, pp. 1-12.
- Gomez, R., Barry, M., Bryson, A., Kaufman, B., Lomas, G., & Wilkinson, A. 2019, 'The “good workplace”', Journal of Participation and Employee Ownership, 2(1), pp. 60-90.
- Greenfield, D., Lawrence, S., Kellner, A., Townsend, K., & Wilkinson, A. 2019, ‘Health service accreditation stimulating change in clinical care and human resource management processes: A study of 311 Australian hospitals’, Health Policy, 123(7) pp. 661-665.
- Jones, Liz. 2019, 'Institutional talk: Extending our understanding of intergroup communication in institutional settings,' in Harwood, J., Gasiorek, J, Piersen, H., Nussbaum, J., & Gallois, C. (eds) Language, Communications, and Intergroup Relations, Routledge.
- Kellner, A., Townsend, K., Loudoun, R., & Wilkinson, A. 2019, 'Barriers to frontline manager support for high-trauma workers', Personnel Review, 48(6), pp. 1394-1409.
- Lawrence, S., & Brown, AJ. 2019 ‘Protecting whistleblowers: Creating the optimal environment,’ Governance Directions, ISSN: 2203-4749.
- Prouska, R., Avgoustaki, A., Psychogios, A., & Wilkinson, A. 2019, 'Employee participation and representation in Central and Eastern Europe', Economic and Industrial Democracy, DOI: 10.1177/0143831X19887805.
- Werth S., Peetz D., & Broadbent K. 2018, 'Issues of power and disclosure for women with chronic illness in their places of work,' in Werth S., & Brownlow C. (eds) Work and Identity, Palgrave Explorations in Workplace Stigma. Palgrave Macmillan.
- Wilkinson, A., Barry, M., & Morrison, Elizabeth. 2019, 'Toward an integration of research on employee voice', Human Resource Management Review, 30, DOI: 10.1016/j.hrmr.2018.12.001.
- Wilkinson, A., & Mowbray, P. 2019, ‘Creating and sustaining involvement and participation in the workplace’, in Wilkinson, A., Bacon, N., Snell, S., & Lepak, S., (eds) The SAGE Handbook of Human Resource Management, SAGE Publishing, pp. 253-270.
A comprehensive list of outputs can be found at our member’s Griffith Experts links above.