Employee voice and engagement: connections and consequences

This paper considers the relationship between employee voice and employee engagement. Employee perceptions of voice behaviour aimed at improving the functioning of the work group are found to have both a direct impact and an indirect impact on levels of employee engagement. Analysis of data from two organisations confirms that the direct connection between perceptions of voice behaviour and engagement is mediated by both employee trust in senior management and the employee–line manager relationship. Key concepts are outlined, and the implications of the findings for future research and for the management of engagement are discussed.