Employee Participation in Decision Making

McCabe and Lewin (cited in Dundon et al., 2004) termed employee voice as a way of expressing complaints or grievances or dissatisfaction and the participation and involvement of employees in decision making process of organization. During the last two decades the revolutionary steps that have been initiated to facilitate the high performance working mainly focused on increasing the ways of joint consultation, which attracts both employers (who demand better business results) and employees (who demand recognition and protection of employee rights) (CIPD, 2009).

Employee voice is a very important factor in the success of an organization. Dundon et al. (2004) argues that successful voice regimes not only positively affect the performance of employees in terms of quality and productivity but also help to negate the issues which might explode otherwise. Opportunities of Employee voice are believed to be associated with the employee turnover. According to (Spencer,1986)employees will show more interest in staying with the organization if they have more opportunities to express their dissatisfaction ,grievances and to change the unsatisfactory work conditions.

Collective bargaining and joint consultation have been the main spotlight of industrial relations as far as employee voice is concerned

According to Boxall and Purcell (2003) in the industrial relations, the main focus for representation of employee voice has been on the collective bargaining and consultation. Freeman (1976) defined unions as the institutions of collective voice in the labour market. He further asserted that collective forums, for voicing employee issues are more effective in some situations as they help strengthening worker communities and provide a direct mean of communication between them and management; but Addison and Belfield 's (2004) findings tend to negate these arguments as according to them more formalized union structure may create a communication gap between workers and