Managers' encouragement of Employee voice can lift well being and productivity. -Essay

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Course Code:    1001EHR

Course Name:   Employment Relations

Due Date:   3/09/14 Assessment Item #:   2

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Course Tutor:   Tony Stronge

Course Convenor:    Amie Southcombe

Please provide your STUDENT NUMBER:   2966274

Student Name:   Ibrohim Soliev

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Acknowledged by:   Ibrohim Soliev Date:   3/09/14

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ESSAY PLAN
Name & S number Ibrohim Soliev s2966274	TOTAL / 10
Essay Question: Managers' encouragement of employee voice can lift well-being and productivity. Discuss.
Introduction: employee participation in any organization is a significant part of ensuring organizational productivity. Managers strive to ensure that they provide the best working condition for the employees through motivational strategies. Thomas and Feldman (2012, p. 216) describe employee voice as the expressing change-oriented ideas and suggestions. There are conflicting arguments about the relationship between employee voice encouragement and well-being and productivity. Employee engagement in organizational decision-making refers to the cognitive, emotional, and behavioral energy that the employees direct towards the positive organizational outcomes (Shuck & Reio Jr., 2013, p. 43). Encouraging employee voice encourages these energies in developing employee well-being, thereby enhancing individual and organizational productivity.
Key ideas to introduce the essay	Employee participation, organizational and individual productivity, employee voice, well-being, decision making, and cognitive, emotional, and behavioural energies
State main argument	Managers’ encouragement of employee voice consequently encourages employee engagement in the decision-making processes within the organization through motivating the cognitive, emotional, and behavioural energies aimed at developing employee well-being and individual and organizational productivity.
Body:
Main points that agree – 2-3 main points that you have collected from your research to date. Each point should be accompanied by one in-text reference.	1. Encouraging employee voice in decision-making improves their flexible, creative and critical thinking processes. According to the broaden-and-build theory, positive emotions increase available affective and cognitive resources, allowing expansion of human capital (Shuck & Reio Jr., 2013, p. 44). Research indicates that employees who experience negative psychological climates at work are more likely to report higher levels of depersonalization and exhaustion (Shuck & Reio Jr., 2013, p. 44), which in turn reduces their productivity.
	2. Employee voice encouragement is associated with job satisfaction. Well-being has been associated with performance, presenteeism, and low turnover (Clarke, M. A. & Hill, S. R. (2012, p. 702).
	3. Employee voice encourages proper relationships between well-being and workplace accomplishments. Employee voice shapes the workplace theories that the employees consider to encourage professional development. Employee voice management encourages socially responsible organizational cultures, which care about employee well-being and organizational productivity (Boyd, & Gessner, 2013, p. 260).
Main points that disagree – 2-3 main points that you have collected from your research to date. Each point should be accompanied by one in-text reference.	1. Employees do not support rigorous work processes. Encouraging employee voice in an organization results in underperformance, which reduces productivity (Thomas and Feldman, 2012, p. 219) since high performance systems at times require strict managerial decisions (Menezes, L. M. & Wood, S. (2011, p. 1591).
	2. Employees often have divergent views on decisions made in the organization. Encouraging employee voice in an organization might not result in the general well-being as some employees might differ in opinion. When the minority is neglected in the decision-making process, this population suffers from encouraging employee voice (Clarke, M. A. & Hill, S. R. (2012, p. 705).
	3. The social exchange theory asserts that motivated employees provide constructive change oriented suggestions, which if ignored, might lead to laxity as employees will be seeking to suggest changes that are geared towards relieving them of much responsibilities (Thomas and Feldman, 2012, p. 219)
Conclusion: The main function of the human resource management department of an organization is to ensure that the employees are satisfied with the working environment so that they can actively contribute to organizational productivity. Encouraging employees’ participation in decision-making processes through employee voice both increases and discourages well-being and responsibility. It is important to ensure that the management practices aimed at encouraging employee voice strives to strike a balance between workplace development and job satisfaction to ensure that the employees actively make suggestions that increase their productivity.
Key points made	· Employee voice relates to decision-making process · Managers should encourage employee voice · Mangers should also regulate employee voice · The success of encouragement of employee voice depends of the organization’s system · Minorities should be considered in employee voice · Employee voice encourages the critical thinking processes

References:

Boyd, N., & Gessner, B. (2013). Human Resource Performance Metrics: Methods and Processes that Demonstrate you Care. Cross Cultural Management, 20(2), 251-273. doi:10.1108/13527601311313508

Clarke, M. A. & Hill, S. R. (2012). Promoting Employee Wellbeing and Quality Service Outcomes: The Role of HRM Practices. Journal of Management & Organization, 18(5), 702-713.

Feldman, C. D., & Thomas, W. H., (2012). Employee Voice Behavior: A Meta‐analytic Test of the Conservation of Resources Framework. Journal of Organizational Behavior, 33, 216–234

Menezes, L. M. & Wood, S. (2011). High Involvement Management, High-performance Work Systems and Well-being. The International Journal of Human Resource Management, 22(7), 1586-1610. doi:10.1080/09585192.2011.561967

Reio, T. G., & Shuck, B. (2014). Employee Engagement and Well-being: a Moderation Model and Implications for Practice. Journal of Leadership & Organizational Studies, 21(1), 43-58. doi:10.1177/1548051813494240

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