Voice in Change: Understanding divergent perceptions of employee voice amidst organisational change

Abstract: This thesis explores the phenomenon of divergent perceptions of employee voice in an organisation where managers and employees have different views on the frequency and effectiveness of employee voice. The study aims to provide insights into how these divergent perceptions originate and the factors that contribute to them. By using a qualitative approach, the study examined the case of a multinational organisation undergoing multiple change processes resulting from an organisational merger. Conducting and analysing ten semi- structured, in-depth interviews resulted in four factors contributing to the divergent perceptions; the poor reception of voice, attributed to the factors of labelling of voice as resistance to change and the busyness of managers. Additionally, the introduction of new hierarchical structures and the presence of socially acquired fear of managers are believed to hinder the clarity of raised concerns. Consequently, the combination of inadequate voice reception and limited clarity in expressed concerns gives rise to divergent perceptions of voice.