How do managers experience and make sense of their differential presence of voice in the workplace?

摘要

This research study focused on the phenomenon of differential presence of voice. Throughout our professional lives most people experience differential presence of voice in the workplace---I certainly have. This research study is focused on occasions when managers bite their tongue and remain silent, or find the will to speak even when it is difficult. As I struggled with understanding these differing experiences on a personal level, I broadened my exploration, seeking to understand how others make sense and understand this phenomenon in their work lives.; Eighteen managers were interviewed for this qualitative research project representing equally, non-profit, private and public organizations. The sample consisted of 9 men and 9 women with varying degrees of education and years of management experience. The data analysis revealed several significant findings regarding how managers make sense of their differential presence of voice in the workplace. Identification of 31 different factors emerged that were distributed between categories related to internal factors and another category identified as relating external to self. Other significant findings include the discovery of motifs, which depict a dominant manner in which managers describe their differential presence of voice. Furthermore the identification of DPV Types recognize how managers make sense of occasions when they do speak and occasions when they choose not to speak. Determination of relational and outcome/task orientations towards speaking up or remaining silent were grouped. The impact of general self-efficacy on use of voice was also a significant finding.