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Individual Voice in Employment Relationships: A Comparison Under Different Collective Voice Regimes


  • David Marsden


This article examines the relationship between individual and collective employee voice, and management-led voice (appraisal), under contrasted collective voice regimes. In the first, collective workplace voice depends on voluntary recognition by the employer, and in the second, it is based on statutory rights. It is argued that in the first, individual and collective voice act as substitutes, and in the second they act as complements. Management-led voice is also influenced by whether the preceding forms are substitutes or complements. The argument is tested using data from the British and French workplace employment relations surveys for 2004, combining responses from employees and from management. Within country differences are used to aid identification. In conclusion, it finds broad support for the main hypothesis.

Suggested Citation

  • David Marsden, 2010. "Individual Voice in Employment Relationships: A Comparison Under Different Collective Voice Regimes," CEP Discussion Papers dp1006, Centre for Economic Performance, LSE.
  • Handle: RePEc:cep:cepdps:dp1006

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    References listed on IDEAS

    1. Alex Bryson & Lorenzo Cappellari & Claudio Lucifora, 2004. "Does Union Membership Really Reduce Job Satisfaction?," British Journal of Industrial Relations, London School of Economics, vol. 42(3), pages 439-459, September.
    2. Francis Green, 2008. "Leeway for the Loyal: A Model of Employee Discretion," British Journal of Industrial Relations, London School of Economics, vol. 46(1), pages 1-32, March.
    3. David Marsden, 2006. "Individual Employee Voice: Renegotiation and Performance Management in Public Services," CEP Discussion Papers dp0752, Centre for Economic Performance, LSE.
    4. Clive R. Belfield & John S. Heywood, 2004. "Do HRM Practices Influence the Desire for Unionization? Evidence across Workers, Workplaces, and Co-Workers for Great Britain," Journal of Labor Research, Transaction Publishers, vol. 25(2), pages 279-300, April.
    5. Melvyn Coles & Joseph Lanfranchi & Ali Skalli & John Treble, 2007. "Pay, Technology, And The Cost Of Worker Absence," Economic Inquiry, Western Economic Association International, vol. 45(2), pages 268-285, April.
    6. David Marsden & Richard Belfield, 2010. "Institutions and the Management of Human Resources: Incentive Pay Systems in France and Great Britain," British Journal of Industrial Relations, London School of Economics, vol. 48(2), pages 235-283, June.
    7. Francis Green, 2002. "Why Has Work Effort Become More Intense?," Studies in Economics 0207, School of Economics, University of Kent.
    8. David Marsden, 2004. "The Role of Performance-Related Pay in Renegotiating the “Effort Bargain†: The Case of the British Public Service," ILR Review, Cornell University, ILR School, vol. 57(3), pages 350-370, April.
    9. John T. Addison & Clive R. Belfield, 2008. "The Determinants of Performance Appraisal Systems: A Note (Do Brown and Heywood's Results for Australia Hold Up for Britain?)," British Journal of Industrial Relations, London School of Economics, vol. 46(3), pages 521-531, September.
    10. Michelle Brown & John S. Heywood, 2005. "Performance Appraisal Systems: Determinants and Change," British Journal of Industrial Relations, London School of Economics, vol. 43(4), pages 659-679, December.
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    Cited by:

    1. William Brown & David Marsden, 2010. "Individualisation and Growing Diversity of Employment Relationships," CEP Discussion Papers dp1037, Centre for Economic Performance, LSE.

    More about this item


    Labour-management relations; industrial jurisprudence; individual and collective voice; works councils;

    JEL classification:

    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence

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