| Abstract | Recently, there has been procreation of non-union organisations, and present business organisations are replacing representative forms of voice with individual communication within the workplace. Several investigations on the factors influencing employee voice have been carried out, but they are primarily established within the context of large organisations and predominantly in unionised firms, without a particular emphasis on the connection of the factors that influence such employee voice channels and with little or no evidence of analysis in Small and Medium Sized Enterprises (SMEs). Despite the rich and growing body of literature on this area and the importance of SMEs as a major driver of economic growth, there is a significant lacuna in the understanding of how composites of organisational factors influence the quality (i.e., depth, scope, level, and form) of employee voice mechanisms in non-unionised firms, which are usually direct. Direct voice mechanisms can be informal or formal, such that employee involvement and participation in the organisation can be done through formal and informal mechanisms. Also, employee participation in SMEs is usually more direct because of their size.
More fundamentally, the SMEs symbolises the shortage of academic research on the role of organisational factors in explaining the quality of direct voice channels in the firm, particularly those operating in less-developed economic environments. The purpose of this thesis is to investigate the factors influencing the quality of employee voice mechanisms in SMEs, in which direct voice mechanisms are the most common means of communication, using Nigeria as a case study with the view of providing situation perceptions. This study employed a qualitative research strategy using a case study design to generate insights from intensive and in-depth research into the topic of this study. From a sample of SMEs
drawn from the national database maintained by Kaduna Chamber of Commerce, Industry, Mines and Agriculture (KADCCIMA) Nigeria, the case study design used incorporated data gathered through in-depth interviews conducted with the CEO, HODs and employees of sample organisations, direct observations and document analysis using six case study firms. A total of 131 interviews, direct observations of meetings and the business environment was carried out within
the case study firms. Also, company documents from the case study firms were collected to support the primary data. The case study data were analysed through thematic analysis.
The findings of the thesis suggest that the type of culture, structure, leadership style and HR practices in the organisation are factors affecting the employee voice channels in SMEs. Specifically, the group and power cultures, decentralised and standardised structures, and transformational and transactional leadership styles impacted on the quality of the direct voice mechanism in the SMEs. The results also portrayed how the interconnection of these factors affected the quality of voice in SMEs. Specifically, supervisory support, formalisation, innovation, training and development (T&D), performance feedback (i.e. rewards) and efficiency were some of the key factors that impacted the quality of the voice mechanisms in SMEs. Finally, the results
concluded that supervisory support and structure of HR practices play a key role in influencing employee voice in SMEs. In SMEs, two-way communication is highly used to communicate and thus, encourage participation at all levels. Obviously, by involving employees in the company decisions through direct methods, regardless of the depth, scope, and level of voice, employees will better understand some business decisions. They may show more commitment to the company’s actions through working efficiently to meet the goals of the firm, which is increased productivity (employee satisfaction, skilled, experienced workforce, and increased productivity).
This thesis contributes to theoretical knowledge by providing insights into the factors that influence employee voice in the SME context by developing a framework. This research is a
significant step further in understanding the factors that influence HRM and employee relationships in SMEs. It underscores the knowledge of the links between the micro-organisational factors influencing voice, namely: organisational culture, organisational structure and leadership style and the quality of direct voice mechanisms. The study also confirms the importance of management in enhancing employee relationships. In practical terms, this study examines the role of organisational factors in influencing the quality of direct employee voice in the context of SMEs using Nigeria. The study also explores how precisely the types of organisational culture, structure, and leadership style in SMEs impact on the quality of direct voice mechanisms in SMEs. Thus, this research will assist SMEs particularly in improving their performance by applying the appropriate HRM practices that support employee involvement and participation in decision-making, thereby ameliorating the quality of employee voice in the organisation. Additionally, it will help improve the managementof employee relations by providing a positive organisational environment, which entails supportive leadership through supervisory support, catering for the welfare of employees and encouraging autonomous and involved employees through training practices and performance feedback. Thus, improving HR and enhancing the quality of direct employee voice in the process. |
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