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Employee dissent in federal government organizations Lessons for managing reputation and fostering employee loyalty

机译：联邦政府组织中的员工异议管理声誉和培养员工忠诚度的课程

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Purpose - The purpose of this paper is to investigate how government employees perceive and react to limits on their right to express public dissent about their employer. Within the context of Canada's federal workplaces, this two-part project sought first to analyse and clarify the nature of complex government rules on dissent, and then to explore federal employees' understanding of those rules, and the balance between the duty of loyalty owed to their employer, and their protected rights as citizens to criticize their government. The goal was to contribute to further research and improve professional practice within the federal public service in addressing employee dissent. Design/methodology/approach - This research is qualitative and exploratory. Documentary and literature analysis was conducted to review Canada's laws, policies and guidelines. These were critically analysed for consistency with each other, and with their stated objectives. Employee views and perceptions were collected through a focus group of communications employees, and three in-depth interviews. Interviews and focus group results were analysed by inference to explore employee perceptions of their duties and rights, and the authority on which their perceptions are based. Findings - Results indicate that respondents base decisions about employee dissent on unconsciously internalized organizational values. Formal policy, training, or legal consequences had less influence on dissent than organizational culture, employee experience, and perceived career and relationship risks. Respondents valued their right to dissent, but were willing to yield it to honour a voluntary moral contract to support a higher cause (public service). The implications are that traditional theories that view employee dissent as largely self-interested may be less relevant when employees perceive the organization's goals to be value-driven, and that employee dissent can be minimized by promoting a value-based organizational culture. Practical implications - This paper's findings suggest that organizations might better manage reputation and minimize external employee dissent by focussing on communications that foster a value-driven organizational culture, rather than by implementing formal limits or policies to control dissent. Originality/value - This paper offers policy analysis that fulfills an identified gap in knowledge in terms of general day-to-day practise when it comes to advising Canada's federal employees regarding their rights and responsibilities, and offers some challenges to traditional theories that suggest employee choices regarding dissent are primarily based on individual self-interest or self-actualization.
机译：目的-本文的目的是调查政府雇员如何表达和回应其表达对雇主的异议的权利限制。在加拿大联邦工作场所的背景下，这个分为两个部分的项目旨在首先分析和澄清复杂的政府异议规则的性质，然后探索联邦雇员对这些规则的理解，以及对忠诚义务的平衡。他们的雇主，以及作为公民批评政府的受保护权利。目标是在解决员工异议方面，为进一步研究和改善联邦公共服务领域的专业实践做出贡献。设计/方法/方法-此研究是定性和探索性的。进行了文献和文献分析，以审查加拿大的法律，政策和准则。对这些文件进行了严格分析，以确保彼此之间以及与指定目标之间的一致性。员工的观点和看法是通过一个由沟通员工组成的焦点小组和三个深入的访谈收集的。通过推断分析访谈和焦点小组的结果，以探索员工对其职责和权利的看法，以及对其看法所依据的权威。调查结果-结果表明，受访者在不知不觉中内部化了组织价值观的基础上做出了有关员工异议的决策。正式的政策，培训或法律后果对异议的影响小于组织文化，员工经验以及所感知的职业和人际关系风险。受访者重视自己的异议权，但愿意放弃该异议权，以履行自愿的道德契约以支持更高的事业（公共服务）。其含义是，当员工认为组织的目标是价值驱动的时候，传统的将员工异议视为主要是个人利益的理论可能就没有那么重要了，并且可以通过倡导基于价值的组织文化来最大程度地减少员工异议。实际意义-本文的研究结果表明，组织可以通过专注于建立以价值为驱动力的组织文化的交流，而不是通过实施正式的限制或政策来控制异议，从而更好地管理声誉并最大程度地减少外部员工异议。独创性/价值-本文提供的政策分析可弥补在一般日常实践中就加拿大的联邦雇员的权利和责任提供建议时所发现的知识空白，并对建议雇员的传统理论提出了一些挑战关于异议的选择主要基于个人的自身利益或自我实现。

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