Purpose:
This paper presents an exploratory study of ‘speaking up’ in international
auditing firms. We examine two key questions: (i) what is the propensity of
employees in training to speak up on workplace problems and (ii) how would
management react to employees in training speaking up on workplace problems?
Design:
We compare and contrast the views of employees on training contracts with
management, including partners. Semi-structured interviews were carried out
with 8 managers/partners and 20 employees working in 6 large auditing firms in
Ireland.
Findings:
We find that employees on training contracts have a high propensity to remain
silent on workplace problems. Quiescent
and acquiescent forms of silence were evident. Management expressed willingness
to act on employee voice on workplace problems concerning business improvements
and employee performance but were very resistant to voice in regard to a change
in working conditions or a managers’ performance. Employees and management
couched employee voice in terms of technical knowledge exchange rather than
being associated with employee dissatisfaction or having a say in decision
making.
Originality:
We highlight how new professional employees are socialised into understanding that
employee voice is not a democratic right and the paper provides insight on the
important role of partners as owner/managers in perpetuating employee silence.
Previous research on owner/managers has tended to focus on small businesses
while the auditing firms in this study have large numbers of employees.