The management of voice in non‐union organisations: managers’ perspectives

Abstract

Purpose Given the emergence of new legal initiatives for union recognition, declining levels of union membership and the growth of alternative forms of employee representation, this paper aims to examine the management of employee voice in non‐union firms. Design/methodology/approach The research adopts a case study approach in seven non‐union organisations from different sectors of economic activity in the UK. Several themes guided the design of the research instruments. Interviews were conducted with managerial respondents responsible for the design and implementation of employee voice at each case study, including non‐personnel practitioners. Findings Provides information on: the meaning of non‐union voice; the range of practices adopted; the potential outcomes; and apparent barriers to the implementation of non‐union voice arrangements. Research limitations/implications The research collected data from managerial respondents only, and this limitation is noted. Further research in this area is suggested, particularly from employee stakeholders involved in the processes of employee involvement. Originality/value The paper addresses a gap on employee voice in non‐union settings. It suggests that it is too simple to dismiss voice in non‐union organisations as ineffective and inconsequential.