Stephen Procter and Jos Benders
Stefan Heusinkveld, Jos Benders and Robert-Jan van den Berg
Jonas A. Ingvaldsen, Jos Benders and Stephen Procter
In this chapter the authors look at how the idea of voice can be applied to the actual work that employees do. Current trends in the restructuring of work - particularly the development of team-based systems - are, on the face of it, consistent with, and to some degree actually based on, the enhancement of employee voice. A full picture of the work-voice relationship, however, requires that we take a number of qualifying considerations into account. Four basic issues are therefore examined: how issues of autonomy play out in work systems based on lean principles; the implications for management of giving employees a greater say in how their work is conducted; the relationship between employee voice at an individual and at a team level; and the relationship between task-based voice and organizational performance. In the light of their consideration of these issues, the authors identify the areas in which organizational practice and academic research might most usefully be focused.