Organisational Influences over Voice and Silence

Being able to speak up about thoughts and feelings is important for both employee well-being and organisational performance. However, organisations often do not promote conditions conducive to voice. For example, power differences highlighted by hierarchical structures cause employees to feel that speaking up is risky (Detert & Edmondson, 2011; Detert & Treviño, 2010); employees are often recruited because they are similar to other employees, thereby preventing differences of opinion from being aired (Bowen & Blackmon, 2003; Noelle-neumann, 1974); and, employees and managers in many cases work different shift patterns and cover different geographical locations reducing opportunities for voice. Organisational practices and structures have been highlighted as an important area of influence over voice and silence but have received very little empirical attention. Based on the view that organisational culture and climate are influenced by the actions and decisions of managers, this research is likely to draw heavily on theories of leadership as well as those underpinning voice and silence. Applications are invited for this PhD proposal from strong candidates with experience and interest in both qualitative and quantitative methods.