The interests of employees and managers do not always align on the question of voice. This study, based on 1858 responses, reveals how organisational voice and employee-focused voice impact employee burnout and innovative behaviours.   

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Reviewed by

Helen Shipton

Helen Shipton is Professor of Human Resource Management (HRM) at Nottingham Business School, Nottingham Trent University. Her research is focused on employee perceptions of HRM, employee voice, learning, creativity and wellbeing. Helen has published in leading journal including Human Resource Management Journal, Human Resource Management, Journal of Organizational Behavior and the British Journal of Management. She is co-director of the NBS Centre of People, Work and Organizational Practice, associate editor of Human Resource Management Journal, Academic Fellow of the CIPD and elected member of the Academy of Management HR Division Executive Committee. Helen served two terms as vice chair of the British Academy of Management 2017-21. 

Daniel King

Daniel King is Professor of Organization Studies at Nottingham Trent University, UK and co-director of the Centre for People, Work and Organizational Practice. Dr King’s research focuses on three main, inter­connected areas: the contribution critical perspectives of management can make to transforming organizational practice; alternative organizations and alternative ways of organizing; and critical perspectives of managing in the Third Sector. He has published in Organization Research Methods, Organization Studies, Human Relations, Management Learning and Nonprofit Voluntary Sector Quarterly. Daniel reviews for a number of leading journals and is an editorial board member and Deputy Chair for Work Employment and Society and co-series editor of Organizations and Activism, Bristol University Press. He has recently written an undergraduate textbook Organizational Behaviour 4th Edition, with Scott Lawley (Oxford University Press). 

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