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Reconceptualising employee silence

Author

Listed:
  • Jimmy Donaghey
  • Niall Cullinane
  • Tony Dundon
  • Adrian Wilkinson

Abstract

A growing literature has emerged on employee silence, located within the field of organisational behaviour. Scholars have investigated when and how employees articulate voice and when and how they will opt for silence. While offering many insights, this analysis is inherently one-sided in its interpretation of silence as a product of employee motivations. An alternative reading of silence is offered which focuses on the role of management. Using the non-union employee representation literature for illustrative purposes, the significance of management in structuring employee silence is considered. Highlighted are the ways in which management, through agenda-setting and institutional structures, can perpetuate silence over a range of issues, thereby organising employees out of the voice process. These considerations are redeployed to offer a dialectical interpretation of employee silence in a conceptual framework to assist further research and analysis.

Suggested Citation

  • Jimmy Donaghey & Niall Cullinane & Tony Dundon & Adrian Wilkinson, 2011. "Reconceptualising employee silence," Work, Employment & Society, British Sociological Association, vol. 25(1), pages 51-67, March.
    • Handle: RePEc:sae:woemps:v:25:y:2011:i:1:p:51-67
    DOI: 10.1177/0950017010389239
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    References listed on IDEAS

    as
    1. Frances J. Milliken & Elizabeth W. Morrison & Patricia F. Hewlin, 2003. "An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1453-1476, September.
    2. Xu Huang & Evert Van de Vliert & Gerben Van der Vegt, 2005. "Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally," Management and Organization Review, International Association of Chinese Management Research, vol. 1(3), pages 459-482, November.
    3. Frances Bowen & Kate Blackmon, 2003. "Spirals of Silence: The Dynamic Effects of Diversity on Organizational Voice," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1393-1417, September.
    4. repec:bla:jomstd:v:40:y:2003:i:6:p:1353-1358 is not listed on IDEAS
    5. Paul Edwards & Jacques Bélanger & Martyn Wright, 2006. "The Bases of Compromise in the Workplace: A Theoretical Framework," British Journal of Industrial Relations, London School of Economics, vol. 44(1), pages 125-145, March.
    6. Patrick C. Flood & Bill Toner, 1997. "Large Non-Union Companies: How Do They Avoid a Catch 22?," British Journal of Industrial Relations, London School of Economics, vol. 35(2), pages 257-277, June.
    7. Huang, Xu & de Vliert, Evert Van & der Vegt, Gerben Van, 2005. "Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally," Management and Organization Review, Cambridge University Press, vol. 1(3), pages 459-482, November.
    8. Linn Van Dyne & Soon Ang & Isabel C. Botero, 2003. "Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1359-1392, September.
    9. Sandy Kristin Piderit & Susan J. Ashford, 2003. "Breaking Silence: Tactical Choices Women Managers Make in Speaking Up About Gender‐Equity Issues," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1477-1502, September.
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