Exercised Voice as Management Failure: Implications of Willing Compliance Theories of Management and Individualism for De Facto Employee Voice

The advantages of employee voice for organizations and individuals are well known, but in practice those who exercise voice sometimes face serious sanctions. Tensions surrounding voice are rooted in tacit presumptions of willing compliance embedded in influential theories of management, particularly the works of Chester Barnard and Herbert Simon and those who follow their traditions. Employees who exercise voice demonstrate that management has failed to secure willing compliance, action which managers may take as personal affront. The individualism prevalent in the U.S. may exacerbate managerial tendencies to respond negatively and emotionally to those who exercise voice. Reprisals lead to self-censorship, limit de facto voice and restrict crucial organizational feedback. In addition to being valued as a right and a source of important organizational feedback, employee voice needs to be considered as an ongoing struggle within organizations.