The front-line manager's role in informal voice pathways

Purpose - There is a long line of human resource management and employee relations research that points to the important function that line managers play within organisations. The purpose of this paper is to focus on the level of line manager closest to the employees, the front-line manager (FLM), to understand the role they play in informal voice pathways. Design/methodology/approach - The research project from which these data are drawn is of mixed method design in a multi-site case study organisation. The organisation is a quasi-military, public sector organisation with around 2,000 front-line employees. While this paper focuses primarily on one aspect of data collection, survey results are provided to allow a deeper contextual understanding while the qualitative data progresses the theoretical contribution. Findings - The findings suggest that the FLMs play an important role in informal voice, however, the context of a strong and militant union means that the power dimension is different from previous studies into informal voice that have been conducted in the poorly unionised hospitality sector. In this context, informal voice with the FLM becomes just one pathway for employees to take when raising issues. Research limitations/implications - The single case study used is an exceptional case, therefore, has limited generalisability, nevertheless it does provide the opportunity to progress the theoretical understanding of voice pathways. Originality/value - This paper has originality in that the research focus is the role of FLMs in informal voice in an organisation that is strongly unionised and militant. It provides a conceptual development of employee voice pathways that can be further developed and tested in the future.