In an effort to boost productivity and innovation
Numerous studies linking human resource management and performance have been done during the past ten years. The problem of employee voice, which refers to the manner in which employees express their perspectives on their jobs and managerial issues, lies at the heart of these studies (Wood & wall, 2007). Nita Clarke contends that in this dynamic business environment, encouraging employee voice is essential to fostering economic progress. Although the unions play a significant role in upholding the employee voice, this authority is slowly shifting from the unions to management as circumstances change. Through direct channels, for the formal mechanism, the organization can create and foster the employee’s voice.
The employee voice mechanism
The employee voice mechanism can be classified into two: the informal mechanism and the formal mechanism. The informal arrangement, which is more commonly used as compared to the legal device, refers to the general conversation between employers and their employers. This can take place through various platforms including meetings, social functions in the workplace, email communication, or even employee feedback. The formal mechanism, on the other hand, refers to the structured and organized discussion of employees and their employers. This arrangement makes use of tools like surveys and suggestion boxes. It is the responsibility of the human resource managers to formulate strategies that create and foster the employee voice. Employee voice is not only important because it helps improve individual employee competence but also the workers’ engagement and retaining in the organization.
The success of the voice mechanism
The success of the voice mechanism is crucial to the organization and to enforce this victory the management has to carry out various activities among their employees. Ensuring that the employees practice teamwork is the first step in guaranteeing the success of the voice mechanism (Ingham, 2015). Cooperation helps in solving challenging tasks in the company. Next, the hr. Managers can ensure that the employees are fully engaged, that is, utilize their potential to meet the organizational goals. Lastly, it is essential to put in place the right channels of communication, doing this not only helps in ensuring effective communication but it also avoids conflict that may arise from the unclear connection.
Unions and employee voice
Unions are an essential part of the labor market since they fight for the rights of the workers. They increase the prospect of employee benefits, better wages, and seniority rights. When it comes to employee voice, it is no different; they promote the level of employee voice. However, the promotion of this voice by the union is solely dependent on the decision of the human. The impact of the unions on employee voice enables workers to have a say on issues that distress them (Benson, 2000). As times progress, it is becoming more essential for employees to have a loud voice in the workplace. It is now each employee’s fundamental right to express himself in matters that affect him at work.
Daniel during his captivity
Daniel during his captivity tried not maintain some of the fundamental rights although it was not easy. These power included: right to freedom of thought, right to liberty, right to independence, right to sovereignty of association, right to freedom of expression and right to freedom of conviction. These fundamental rights apply not only to Daniel but also almost all states and countries in the world (Baruchello & Johnstone, 2011). As one would expect life in captivity was not easy, but for Daniel, he had an apparent destiny and integrity that gave him a clear path. Through this future, he was sure that he would achieve his goals regardless of the time it would take.
References
Baruchello, G., & Johnstone, R. L. (2011). Rights and Values: Constructing the International Covenant on Economic, Social and Cultural Rights as Civil Commons. Studies in Social Justice, 5(1): 91-125.
Benson, J. (2000). Employee Voice in Union and Non-union Australian Workplaces. British Journal of Industrial Relations, 38(3): 453-459.
Ingham, J. (2015). The Benefits of Employee Voice at Work. London: Redstone Press.
Wood, S., & Wall, T. D. (2007). Work enrichment and employee voice in human resource management. The International Journal of Human Resource Management, 18(7)
