Abstract
Developing a culture of voice, in which employees routinely speak up and organizations capitalize on the ideas from rank-and-file workers, is central to success in modern business. Such a culture enables organizational leaders to identify and correct problems they might have otherwise overlooked, to innovate in ways they would not have considered without employee input, and to more readily gain employee buy-in for organizational changes. Yet employees routinely withhold their ideas. When ideas do bubble up, managers frequently fail to act on them. Leveraging the literature on employee voice, we offer insights into why employees do not speak up and why managers often resist acting on ideas from below, and we suggest how organizations can develop policies that promote employee voice and its many benefits.
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