Influence at work and the desire for more influence

Raymond Markey*, Katherine Ravenswood, Don J. Webber, Herman Knudsen

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

9 Citations (Scopus)


What determines whether workers want more influence in their workplace? Much of the literature on employee voice assumes that employees desire a say in how they do their work, and that where they lack influence they are more likely to desire a greater say. This econometric study of 536 Danish and New Zealand employees in four industries indicates that workers' desire for more influence was not dependent on how much influence they thought they already had. What mattered was age, length of service and specific organisational characteristics. Those who wanted more influence were not learning new things and did not feel that they received sufficient information about the workplace, and those who felt appreciated by management did not desire more influence. The results support human resource management literature that suggests the importance of integrated and mutually supportive 'bundles' of employment practices to support high performance.

Original languageEnglish
Pages (from-to)507-526
Number of pages20
JournalJournal of Industrial Relations
Issue number4
Publication statusPublished - Sep 2013


  • Employee participation
  • employee voice
  • high-performance workplaces


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