Employee voice and engagement

Connections and consequences

C. Rees, K. Alfes, M. Gatenby

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This paper considers the relationship between employee voice and employee engagement. Employee perceptions of voice behaviour aimed at improving the functioning of the work group are found to have both a direct impact and an indirect impact on levels of employee engagement. Analysis of data from two organisations confirms that the direct connection between perceptions of voice behaviour and engagement is mediated by both employee trust in senior management and the employee–line manager relationship. Key concepts are outlined, and the implications of the findings for future research and for the management of engagement are discussed.
Keywords: employee perceptions, engagement, line managers, trust, voice
Original languageEnglish
Pages (from-to)2780-2798
JournalInternational Journal of Human Resource Management
Volume24
Issue number14
DOIs
Publication statusPublished - 2013

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Personnel
Managers
Employee engagement
Employee voice
Employee perceptions
Voice behavior
Functioning
Line managers
Key words
Employees
Work groups
Senior management

Cite this

Rees, C. ; Alfes, K. ; Gatenby, M. / Employee voice and engagement : Connections and consequences. In: International Journal of Human Resource Management. 2013 ; Vol. 24, No. 14. pp. 2780-2798.
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Employee voice and engagement : Connections and consequences. / Rees, C.; Alfes, K.; Gatenby, M.

In: International Journal of Human Resource Management, Vol. 24, No. 14, 2013, p. 2780-2798.

Research output: Contribution to journalArticleScientificpeer-review

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