(Solution) CIPD 5HR01 1.3 Relationship between employee voice and organisation performance
Solution
Executive Team in AnchorBridge need to understand that employee voice is defined in CIPD (2025c) as employee’s communication formally and informally. The nature of their communication is sharing insights, areas challenging them and influence organisation decisions. Hence, for AnchorBridge, Executive Teams need to appreciate the employee voice as an appropriate opportunity for building relations of the employees and organisation hence increased performance. With the employee’s current dissatisfaction with the 3% pay increase, participation in ‘the bridge’ and sickness absenteeism not fairly awarded would be understood by the Executive Teams. The findings would assist them in improving the services, be fair and make employees eel appreciated. Investing time and resources is hence important for the Executive Teams as this would mitigate uncertainties, trust enhanced and aligned staff behavioural tendencies based relations
Positive Relationships
In available research publications, they have noted existence of a positive correlation of employee’s voice and organisation performance. This is since the voice is core for enhancing how employees are engaged, committed and readiness in practicing discretionary behaviours. This is aligned with increase in how employees perform. Executive Teams in AnchorBridge need to consider that the organisation operates in an environment demanding immense service-level quality. Being accountable is core as they serve institutions (schools, hospitals and governments installations). The voice of their employees therefore assists in improved decisions made. All the risks are appropriately noted, inefficient areas and scope of delivery of services enhanced.
In AnchorBridge, the Executive Teams need to appreciate that previously, the discontentment on involvement in ‘the bridge’ and the increased absenteeism cases is a major challenge. Hence, using the employees voice would have meant these challenges are mitigated before-hand hence less sickness absenteeism cases. According to CIPD (2023), Executive Teams need to appreciate that investing in employees’ voices contribute to inclusivity building trust-based relations of the managers and the employees. In these two-way benefits, the results include compliance with policy works and input in continuously improving their operations. This lead to improved performance, service delivery effective and management of reputation damage potential.
Negative Relationship
For Executive Teams, there are issues which would validate a contrary decision of failing to invest time and resources for their different employee voice approaches. The existing approaches for employee voice such as whisteblow, surveys failure to address the comments or information shared would have devastating effects. Also, according to CIPD (2023),…
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