How much 'say' should employees have in the running of business organisations, and what form should the 'voice' take? This is both the oldest and latest question in employment relations. Answers to these questions reflect our fundamental assumptions about the nature of the employment relationship. Voice can mean different things to different people. For some, employee voice is a synonym for trade union representation which aims to defend and promote the collective interests of workers. For others voice, is means of enhancing employee commitment and organisational performance. There is thus both a moral and political argument for a measure of democracy at work, as well as a business case argument.
The key debate for employment relations is which of the approaches 'works best' in delivering outcomes which balance competitiveness and productivity, on the one hand, and fair treatment of workers and social justice on the other. The book offers a critical assessment of the main concepts and models of voice in the UK and Europe, and provides an exploration of employee voice in one collection.