High-performance work systems and employee voice behaviour: an integrated model and research agenda

Abstract

Purpose

The purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour.

Design/methodology/approach

The authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework to theorize how the ER climate influences the design of the HPWS and subsequently how the HPWS encourages voice behaviour. Practical implications and recommendations for future studies are provided.

Findings

The mutual gains ER climate will influence the design of the HPWS; in turn the HPWS' practices will influence line manager AMO to manage voice and the employees' AMO to engage in voice behaviour, resulting in the encouragement of both employer and employee interest forms of voice.

Practical implications

The HPWS-voice behaviour interaction model sheds light on the types of HR practices organisations can implement to optimize employee voice behaviour.

Originality/value

The conceptual model demonstrates how ER, HRM and OB factors influence voice behaviour within a HPWS, which has not previously been considered by voice scholars. The integrated conceptual model encourages a multidisciplinary approach to studying employee voice in future research.

Citation

Mowbray, P.K., Wilkinson, A. and Tse, H.H.M. (2021), "High-performance work systems and employee voice behaviour: an integrated model and research agenda", Personnel Review, Vol. 50 No. 6, pp. 1530-1543. https://doi.org/10.1108/PR-12-2019-0692