Worker voice and silence in platform capitalism: a case-study of UK food couriers

This paper explores workers' self-initiated voice as a reaction to managerial driven silence in platform capitalism. The concepts of 'worker silence' and 'worker voice' are used as they can facilitate an understanding of the way in which workers respond to workplace problems, as well as their capacity to respond within this specific context (Good and Cooper, 2014). In this paper we examine when and how food couriers in a British city exercise voice within platform capitalism as a reaction to managerial driven silence. Under what conditions would such workers initiate and create voice mechanisms as a reaction to managerial silencing, and what might the impact be on their working conditions and relationships with the organisation

Mind the Gap: DBA students, knowledge generation, transfer and impact

Increasingly higher education institutions are expected to demonstrate their contribution to academia, society, and the economy. This is pertinent for business schools as a key purpose for them is to provide education that enhances management practice, with Doctorates in Business Administration (DBAs) being the highest-level qualification offered in pursuit of this goal. Yet there is scant research that captures the impact of DBAs beyond the individual and academia. This paper focuses on the important role of DBAs in generating and transferring knowledge from academia to practice and in creating wider impact in society and the economy. Based on 36 semi-structured interviews with DBA students and alumni, our research shows how DBA students are able to generate and exchange knowledge between academia and business, enabling a wide range of impacts to be achieved. We show how knowledge transfer is the outcome of a learning process in which DBA students and their supervisors learn to speak each other’s language, enabling two-way communication. Facilitated by the power and associated credibility and legitimacy of the DBA students as practicing senior managers, the knowledge can then be transferred. Personal development in the form of analytical skills and increased confidence gained through the learning process results in a personal impact that acts as the precursor to other forms of impact, such as improved organisational performance and broader societal benefits. Research generated by DBAs is thus well-placed to offer opportunities for impact and contribute substantially to the research-practice conversation in higher education

Breaking the Managerial Silencing of Worker Voice in Platform Capitalism: The Rise of a Food Courier Network

This paper examines food couriers’ utilization of voice mechanisms as mobilization against employer silencing within platform capitalism. The concepts of ‘worker silence’ and ‘worker voice’ are used to facilitate an understanding of the way in which workers respond to workplace problems, as well as their capacity to respond within this specific context. Findings illustrate the role of technology as a facilitator but also inhibitor of worker voice. In particular, online food delivery companies’ over-reliance on algorithmic management and their online app drove couriers to silence. However, in reaction to managerial silencing, we show that couriers are not passive recipients of forces beyond their control, and attempt to explore new trajectories and modes of voice in order to influence their working conditions. Implications for theory and practice are discussed

Case study report: exploring employee engagement in the police force. Anonymised report

Employee engagement is one of the most significant concepts in the management field (Crawford et al 2014; Fletcher et al 2018). Its importance was emphasised in the MacLeod Review (2009) and lead to the voluntary movement, Engage for Success. Tasked by the UK Government to start conversations on issues of employee engagement, the movement focuses on developing our knowledge of engagement through topic specific groups, and our understanding of engagement through regional and national events. In 2016, Engage for Success launched the Line Manager Thought and Action Group (TAG) with the aim of conducting case study research around the role of line managers in developing and sustaining employee engagement initiatives. The following report focuses on research conducted at PFX using semi-structured interviews and focus groups with participants from senior management to front line officers. Participation in the research was voluntary and confidentiality was ensured. As a result, quotes used in this report have been anonymised. Findings are structured around the four enablers to employee engagement highlighted in the MacLeod Review, specifically strategic narrative, engaging manager, employee voice, and organisational integrity. A persistent theme across interviews and focus groups was the need for a collaborative and consistent strategic narrative on employee engagement. As a concept, it is currently considered as a transactional process, or ‘add on’, and is not integrated as a key focus across the organisation. Instead, there is an apparent ‘them and us’ culture, with a strong divide between front line officers and senior management. In addition, there is a lack of training and support on issues of engagement and leadership. Coupled with issues of miscommunication and a lack of employee voice, a negative impact on organisational integrity and trust is apparent. Our research all case study organisations has highlighted that engagement is everyone’s responsibility. Improving levels of engagement requires a series of roles fulfilled by all stakeholders in the organisation: from senior management to front-line staff. Employee engagement is a two-way process and is not something that HR, or line managers, can change in isolation. It needs a strong, consistent and collaborative strategic narrative, engaging managers that have the necessary skills and training, and an employee voice that is heard and enacted upon. Although there are several areas that are contributing to a negative staff experience, there is a strong sense of purpose throughout the organisation at all levels that is commendable

Exploring employees lived experiences at NHS England during the COVID-19 pandemic: the role of meaningful work

The pandemic has had an unprecedented impact on daily working lives. Lived experiences of the pandemic were complex, with wide variations in experiences, perspectives, and outcomes. Following a human-centred approach and responding to the call for qualitative research, the following abstract discusses the initial findings from semi-structured interviews conducted at NHS England and NHS Improvement (NHSEI) during the pandemic and the national rollout of the UK's vaccination programme. Findings emphasise the importance of meaningful work, highlighting its ability to break down internal barriers to collaboration and cultivating a cultural shift in power dynamics. However, the research also emphasised the call for research into 'too much' meaningful work and its potential negative outcomes (Bailey et al 2017)