MARC Record from Library of Congress

LEADER: 02663cam a22002897a 4500
001 2006623397
003 DLC
005 20070109161226.0
007 cr |||||||||||
008 070104s2006 enk sb 000 0 eng
010 $a 2006623397
040 $aDLC$cDLC$dDLC
050 00 $aHC10
100 1 $aMarsden, David.
245 10 $aIndividual employee voice$h[electronic resource] :$brenegotiation and performance management in public services /$cDavid Marsden.
260 $aLondon :$bCentre for Economic Performance, London School of Economics and Political Science,$cc2006.
490 0 $aCEP discussion paper ;$vno. 752
538 $aSystem requirements: Adobe Acrobat Reader.
538 $aMode of access: World Wide Web.
500 $aTitle from PDF file (viewed on Jan. 4, 2007).
500 $a"October 2006."
530 $aAlso available in print.
520 3 $aPeriodically, the 'zone of acceptance' within which management may use its authority to direct employees' work needs to be adapted to the changing needs of organisations. This article focuses especially on the non-codified elements of employees' work, such as those commonly the subject of 'psychological contracts', and considers the role of individual employee voice in the process of adaptation, and how it relates to more familiar forms of collective employee voice. It is argued that the process can be analysed as a form of integrative bargaining, and applies the framework from Walton and McKersie. Employee voice enters into this process by virtue of consideration of the respective goals and preferences of both parties. The element of employee voice may be very weak when new work goals and priorities are imposed unilaterally by management, and they may be strong when full consideration is given to the changing needs of both parties. Two examples from work on performance management in the public services are used to illustrate these processes. The article concludes with a discussion of the ways in which collective employee voice may help to reinforce individual level integrative negotiation. The article seeks to contribute to the recent work on why employers choose employee voice mechanisms by broadening the range of policies that should be taken into account, and in particular looking at the potential of performance management as one such form.
504 $aIncludes bibliographical references.
653 $aEmployee voice;$aPerformance management;$aRenegotiation of employment contracts;$aPsychological contracts
710 2 $aLondon School of Economics and Political Science.$bCentre for Economic Performance.
856 40 $uhttp://cep.lse.ac.uk/pubs/download/dp0752.pdf