(Solution) 5HR01 A critical evaluation of the interrelationships between employee voice and organisational performance (AC 1.4)

From the reviewed literature, it is clear that employee voice is directly related to organisation performance. For instance, Badru et al. (2022) argued that an increased employee voice contribute to an increased effectiveness of organisation performance. To support this, the aspect of high-Performance Work Practices (HPWP) was introduced by Fiedler et al. (2021) informed the level in which inform the level of employee voice contributing to employees being able to leverage on feeling valued, high-trust levels and influencing organisation practices. This is while job satisfaction increasing and performance management. The positives of this process entails employees collective bargaining attained successfully. This is while integrating the management operations critical employees views from their voice. The negatives include lack of clarity in the data sourced since the different players have their interests.

Another example of the impact of employee voice on organisation performance is informed by what Findlay et al. (2021) as contributing to increasing a holistic L&D strategy, total rewards, resourcing and career growth. This has a direct implication on establishing a high performing organisation. For example, in MNGHA case, in their operations, a major strategy is facilitating an improved performance working strategy to manage their issues. This is while the employee voice being promoted to source a timely feedback. Nevertheless, in the same level, the employee voice can negatively lead to lowered employees willingness of participating in the organisation operations. This is while expecting to be recognised for taking part in these activities which is cost-effective.

Further, considering psychological contract, Saleem et al. (2019) argued that this has a positive implication in promoting their commitment level, expectation and employees relations improvement. For MNGHA case, this positively influence best practice to contribute on promoting openness and mutual recognition of their input. The negative impact of this however include the employees feeling as special to their organisation. As such, they assume a feeling that their organisations cannot dismiss them from their function. In long-term, this affect the sustainable relations of all stakeholders engaged.

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