Managing Employee Relationship: Employee Voice

In any organization, employees encounter problems that affect their way of operation. In this regard, workers have a voice that they use to articulate and raise their issues to employers or the government. The voice of employee is divided into two categories that include participation and involvement.

Participation implies that workers can be allowed to make decisions in the firm. This implies that workers are capable to influence the activities of the management. The situation when the voice of employee is direct is when they converse with their managers without intervention from unions. Evaluating direct involvement, it is clear that the staff discusses their challenges with their supervisors when approved by the authority. This procedure promotes various communication methods. It helps to improve the connection between workers and their employers.

According to Armstrong (2007), the participation procedure allows the staff to contribute their ideas towards firm’s development. This incorporates a free way to communicate that does not restrict views of employees. Team briefing is a good example of team involvement while collective bargaining represents participation. Quality circles reflect a number of workers who meet often to resolve matters that affect workers. It incorporates representatives who are trained properly to handle issues of their group.

These circles are vital because they create responsibilities for the staff. Furthermore, it promotes team work in job places especially when employees encourage each other. Quality circles also enable the staff to share their experiences and leads to high performance in the firm. However, research indicates that these circles contribute to a gap between the supervisor and the subordinates. Collective bargaining refers to a form of cooperation that exists between the employer and workers. This procedure promotes relationship between the management and trade unions. Through collective bargaining, workers unite to fight for their employment rights in the organization.

References

Armstrong, M., (2007). A handbook of human resource management practice. London [u.a.], Kogan Page.

Dundon, T. and Wilkinson, A., (2009). “Chapter 17: Employee Participation”, Redman, T. and Wilkinson, A. Contemporary human resource management: text and cases, 405-525, Pearson Education LLC.

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