With a little coping from my friends: a case study of voice, manager response and collective coping in an organisational context

Abstract

Although research has established the importance of employee voice on job performance, turnover, and job satisfaction, little is known about the impact of voice, particularly group voice, on collective coping. Thus, this study examines the interplay between group voice, managerial responses, and collective coping practices among groups of employees over time. This case study was conducted at two units of a large Danish company, involving worksite observations as well as individual and group interviews over five months. The findings demonstrate that managerial response to voice combined with the prevailing group voice/silence climate impacts collective coping practices. Specifically, a group voice climate combined with managerial openness to voice leads to collective action. In contrast, a lack of managerial openness results in collective resignation, and a group silence climate with managerial unresponsiveness leads to collective adjustment to workplace challenges. Implications to theory and practice are discussed.