Strategic or Silencing? Line Managers’ Repurposing of Employee Voice Mechanisms for High Performance
Open accessAbstract
In this paper, we explore how the pressure to deliver high performance influences line managers in their shaping and repurposing of employee voice mechanisms to encourage improvement‐oriented voice in organizations. Using qualitative data (50 semi‐structured interviews) from two case studies, including a manufacturing organization and a university, we find line managers were proactive in the (re)shaping and repurposing of employee voice mechanisms in response to the high‐performance strategy. Where there was less HR support given to line managers, we found line managers were more inclined to create their own voice mechanisms. However, we observed that a focus on improvement‐oriented voice associated with employer interests diverted employee‐interest voice away from collective and formal channels, into more informal channels. We indicate the dangers of prioritizing an employer‐interest, improvement‐oriented voice approach.
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The private channeling cell is the least researched cell in Table 1 by repression researchers, but business scholarship readily advises companies on how to craft policies and practices that mitigate business risks through channeling.
“Interestingly, this is the least researched cell in Table 1 by repression researchers, but business scholarship readily advises companies on how to craft policies and practices that mitigate business risks through channeling (89–92).”
From Physical and virtual repertoires of contention (2022) · cites this paper as [91]
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From Physical and virtual repertoires of contention (2022) · cites this paper as [91]
Cites
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Employee Voice Behavior: Integration and Directions for Future Research
Morrison, E. W. (2011) · Academy of Management Annals · doi:10.5465/19416520.2011.574506 · Cited by 1,803 · see citing works
The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice
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Mixed signals in HRM: the HRM role of hospital line managers<sup>1</sup>
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Earl, J. (2022) · Science Advances · doi:10.1126/sciadv.abl8198 · Cited by 250 · see citing works
- Authors
- Mowbray, P. K., Wilkinson, A., & Tse, H. H. M.
- Affiliations
- Griffith University (AU)
- Monash University (AU)
- Corresponding author
- Mowbray, Paula K.
- Venue
- British Journal of Management
- Publisher
- Wiley
- Published
- 2021-01-21
- Volume
- 33
- Issue
- 2
- Pages
- 1054-1070
- ISSN
- 1045-3172 (ISSN-L)
- 1467-8551
- OpenAlex
- W3122773027
- Cited by
- 29
- References
- 4
- Citations by year
- 2026: 5 · 2025: 7 · 2024: 5 · 2023: 6 · 2022: 5 · 2021: 1
- FWCI
- 6.90
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- British Journal of Management (publishedVersion)
- White Rose Research Online (University of Leeds, The University of Sheffield, University of York) (acceptedVersion)
- Griffith Research Online (submittedVersion)
- Topics
- Social Sciences › Public Administration › Labor Movements and Unions
- Social Sciences › Business, Management and Accounting › Industrial relations › Legal and Labor Studies
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Keywords
- employee voice, line managers, voice mechanisms, organizational silence, manufacturing companies, universities
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