Article 5 - Ethical Employee Relations and Voice: Building Trust and Participation in the Workplace
Ethical employee relations and employee voice are the two intertwined concepts that support effective and fair workplaces. Ethical employee relations refer to those practices which ensure that employees are treated with dignity, equity, and respect. The voice of employees represents the ability to express opinions, concerns, and ideas of employees about workplace matters. Employee relations and voice together help to build organisational trust, reduce conflict, and improve performance. In any organisation, employees' inputs are taken into consideration and treated in a fair manner; their motivation, commitment, engagement and loyalty significantly increase (CIPD, 2025; ILO, 2021).
The Imperative of Ethical Voice
Employee voice is the way of communicating problems and views of the people to the employer and influencing the factors which affect them in day-to-day working. For employers, effective voice leads to building trust with employees, innovation, productivity, and organisational improvement. In the case of employees, self-expression in voice has often resulted in feeling valued, increased job satisfaction, greater influence, and better development opportunities. Employee voice is important in creating inclusive working environments. (CIPD, 2025). When organisations have a strong ethical practice, leaders who listen, act, and give feedback to employees who raise concerns (Khan, 2021).
Key Pillars of Ethical Employee Relations
According to Tivazo (2024), strong employee relations are built on four key pillars that enhance both employee welfare and organisational success.
1. Communication:
There is no effective organisation without communication. This means that the organisations should have clear channels for open dialogue at any level. The process of conflict management makes everyone aware of what's going on, goals are adjusted, and conflict is resolved. Misunderstandings are reduced when communication is direct, thereby establishing an open organisational culture.
2. Trust:
It leads to an understanding amongst the workers that all is well, thus bringing about psychological safety. Workers are willing to be proactive, contribute innovative concepts, and work beyond their normal expectations where there is mutual trust with their leaders and co-workers. Poor motivation, short working tenure, and a rude working environment are brought about when there is mistrust.
3. Respect:
Respect is good etiquette in the workplace, which allows all employees to go to work knowing their employer cares for them based on their identity and not productivity only. This requires it for purposes of managing conflicts within the workplace as well as promoting teamwork.
4. Recognition: You will also remember that recognition boosts workers' morale, and want reinforces and strengthens retention. When people feel that their employers appreciate what they do at work, they do more than anticipated.
By following these principles in employee relations, employers can build a productive environment at the organisation. Ensuring good employee relations and benefiting the success of an organisation.
Globally, many companies have institutionalised ethical voice through structured systems. For example, works councils and co-determination laws in Germany give employees a formal role in decision-making that creates trust and cooperation (Brewster et al., 2019). Likewise, the John Lewis Partnership in the United Kingdom operates under a co-ownership model wherein workers—also referred to as “partners” take part in management decisions and profit-sharing. The system ensures that the relevant principles of ethical employee relations, such as fairness, equality, and shared responsibility (Storey and Salaman, 2017). Global initiatives like the ILO Better Work Programme have equally demonstrated how the practices of ethical voice improve labour standards and employee wellbeing in manufacturing and export industries (ILO, 2021).
Sri Lankan Context and Examples
In Sri Lanka, voice has evolved through trade unions, labour laws, and informal workplace practices. Trade unions remain a critical channel of employee representation; however, their effectiveness varies across industries (Amerasinghe, 2009). Research on Export Processing Zones (EPZs) studies indicate that formal mechanisms of employee voice are normally at a low level, and workers make use of informal channels such as peer groups, supervisor relationships, or collective discussions to raise grievances or put forward suggestions for improvement. The ILO has also suggested that Sri Lankan organisations enhance ethical employee relations through better grievance procedures, leadership training, and gender-inclusive dialogue forums.
Challenges
Despite all the critical aspects, ethical employee relations face a lot of challenges. Fear of retaliation and large hierarchical power gaps usually discourage employees to speak up. Some of the cultural barriers in Sri Lanka that impede open dialogue are deference to authority and job insecurity (Gunawardana, 2014; Amerasinghe, 2009). In the global context, the challenge is for genuinely effective employee voice mechanisms rather than symbolic ones. Ethical leadership and management training can help a lot in overcoming such dilemmas by presenting authentic opportunities for participation (Cheng, 2022).
Conclusion
Ethical employee relations and employee voice are interdependent pillars that reinforce each other in responsible management. Creating clear, equitable practices while ensuring safe opportunities for expression puts employees in a position where they can contribute much toward organisational success. This type of approach shows Employee Relations Theory, which emphasises fair treatment, dignity, and positive relationships between management and staff (Budd, 2017). Also, the Employee Voice Theory highlights the importance of structured channels for employees to express opinions and influence decision-making (Fatoki, 2024). What is imperative here is that Sri Lanka and all countries will need to focus on developing systems of inclusion, responsiveness, and ethical underpinning where dignity and participation, rather than compliance, take centre stage. If employees can have their say without fear, then the building of trust and productivity becomes inevitable (CIPD, 2025; ILO, 2021).
Amerasinghe, F. (2009) The Current Status and Evolution of Industrial Relations in Sri Lanka. International Labour Organization. Available at: https://www.ilo.org/media/339456/download Brewster, Croucher, R. and Prosser, T. (2019) Employee voice and participation: The European Perspective. University of Reading. Available at: https://centaur.reading.ac.uk/82480/; Brewster et aal European chapter 110118.pdf Cheng, J. (2022) ‘Relationship between ethical leadership and employee voice: The roles of error management climate and organisational commitment’, Journal of Management & Organization, 28(3), pp. 415–432. Available at: https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/relationship-between-ethical-leadership-and-employee-voice-the-roles-of-error-management-climate-and-organizational-commitment/E68D269A40DFCFD1699005F7B9BDCAEB CIPD (2025) Employee Voice Factsheet. Chartered Institute of Personnel and Development. Available at: https://www.cipd.org/en/knowledge/factsheets/voice-factsheet/ Gunawardana, S.J. (2014) ‘Reframing employee voice: A case study in Sri Lanka’s export processing zones’, Work, Employment & Society, 28(3), pp. 452–468. Available at: https://journals.sagepub.com/doi/10.1177/0950017013491451
Tivazo, 2024. What Are the 4 Pillars of Employee Relations? Tivazo. Available at: https://tivazo.com/blogs/employee-relations/#:~:text=The%20answer%20lies%20in%20the%20four%20pillars%20of,from%20the%20personnel%20and%20enhance%20the%20organization%E2%80%99s%20welfare International Labour Organization (ILO) (2021) Worker Voice and Labour Standards. Better Work Discussion Paper No. 41. Available at: https://betterwork.org/wp-content/uploads/Discussion-Paper-41.pdf Khan, M. (2021) Worker Voice and Labor Standards: Discussion Paper 41. Better Work Programme. Available at: https://betterwork.org/wp-content/uploads/Discussion-Paper-41.pdf OHCHR (n.d.) A Guide for Business: How to Develop a Human Rights Policy. Office of the United Nations High Commissioner for Human Rights. Available at: https://www.ohchr.org/Documents/Publications/DevelopHumanRightsPolicy_en.pdf Storey, J. and Salaman, G. (2017) ‘A study of the John Lewis Partnership’, Open Research Online. Available at: https://oro.open.ac.uk/48119/1/OJER%20JLP%20article%20Storey%20and%20Salaman.pdf UN Global Compact (n.d.) Human Rights and Labour Principles. United Nations Global Compact. Available at: https://unglobalcompact.org/what-is-gc/our-work/social/human-rights
Budd, J.W. and Bhave, D.P. (2017) ‘The employment relationship: key elements, alternative frames of reference, and implications for HRM’, in Wilkinson, A., Barry, M. and Bacon, N. (eds.) SAGE Handbook of Human Resource Management. 2nd edn. London: SAGE, pp. 3‑24. Available at: https://www.researchgate.net/publication/320470862_The_Employment_Relationship_Key_Elements_Alternative_Frames_of_Reference_and_Implications_for_HRM Fatoki, O. (2024) ‘Inclusive Leadership and Employee Voice Behaviour: Serial Mediating Effects of Psychological Safety and Affective Commitment’, Administrative Sciences, 14(9), 199. Available at: https://www.mdpi.com/2076-3387/14/9/199
This is an excellent article. You have discussed about the Imperative of Ethical Voice with clear balance of theory and real time perspective. And also, you have discussed about Key Pillars of ethical employee relations, such as communication, trust, respect, and recognition which offers a practical and actionable framework for any organization. Furthermore, you have discussed about concluding with a realistic discussion of challenges like fear of retaliation and cultural barriers, the article offers a holistic and credible perspective.
ReplyDeleteDilrangi, thank you for your comment. I'm glad you recognised the balance between theory and real-world perspective in discussing ethical voice. I appreciate your understanding on the key elements like communication, trust, respect, and recognition provides a practical framework for organisations. Also, your comment on addressing challenges such as fear of punishment and cultural barriers ensures a realistic view. I agree that these elements are essential for building ethical employee relations. Applying them can strengthen both organisational culture and employee engagement in different workplace settings. Your feedback encourages continued work in this important area of ethical HRM.
DeleteThis article offers a thoughtful overview of ethical employee relations and voice. The reference to Tivazo (2024) on the four pillars of employee relations and CIPD (2025) on the importance of employee voice enrich the discussion and provide a strong foundation for further exploration of inclusive workplace practices. Excellent work!
ReplyDeleteDilrukshi, thank you for your comment. I appreciate that you recognised the focus on ethical employee relations and voice. I am glad to see that highlighting the four pillars and the importance of employee voice provides a solid foundation for promoting inclusive and fair workplace practices. Your feedback encourages exploring more in Ethical Employee Relations and Voice.
DeleteThis article offers a compelling and well-rounded exploration of how ethical employee relations and employee voice serve as the foundation for trust, inclusion, and sustainable organizational success. It effectively links theory with real-world examples—showing how open communication, respect, trust, and recognition are not only moral imperatives but also performance enablers.
ReplyDeleteMahesh, thank you for your comment. I appreciate that you found the article well structured. You are absolutely correct in highlighting how ethical employee relations and employee voice build trust, inclusion, and sustainable success is key. I appreciate your recognition that real-world examples ensure the relevant principles of ethical employee relations, such as fairness, equality, and shared responsibility. If employees can have their say without fear, then the building of trust and productivity becomes inevitable.
DeleteThank you for sharing this insightful article. It effectively highlights how ethical employee relations & employee voice are interconnected pillars that drive trust, engagement & organizational success.
ReplyDeleteAsanka, thank you for your comment. I appreciate that you found the article highlighting that ethical employee relations and employee voice are interconnected pillars. These elements are important to drive trust, engagement, and overall organisational success. Ethical practices are not only about compliance but also enhance performance, inclusion, and long-term sustainability within organisations. Examples further illustrate how organisations can implement these principles to strengthen employee relationships.
DeleteThis blog article offers a careful and captivating examination of how moral employee relations and authentic employee voice can foster more wholesome and trustworthy work environments. It describes unequivocally that workers become more motivated and devoted when they feel valued, heard, and respected. The discussion of international examples, such as the John Lewis Partnership and Germany's co determination model, adds context and demonstrates what is achievable when inclusion and fairness are given top priority. In contemporary workplaces, the emphasis on communication, trust, respect, and acknowledgment seems particularly pertinent. All things considered, it serves as a motivating reminder that listening to others is not only morally right, but also necessary for long term organizational success.
ReplyDeleteDanushka, thank you for your thoughtful comment. I agree with your comment that ethical employee relations and employee voice are key to make positive and trustworthy work environments. In an organisation, employees' inputs are taken into consideration and treated in a fair manner increases motivation and commitment. Thank you for identifying the examples, like John Lewis Partnership and Germany’s co-determination model, which clearly show how inclusion and fairness can be achieved. As you have discussed, Communication, trust, respect, and recognition are important in Ethical Employee Relations. Overall, these practices are not only ethical but also essential for long-term organisational success and sustainable employee engagement.
DeleteThis article offers a valuable look at how ethical employee relations built on communication, trust, respect, and recognition create a positive workplace. I especially appreciate the honest discussion of challenges like fear and cultural barriers. The real-world examples make it clear that creating a safe space for employee voice is about more than policy. it’s about human respect and connection. A thoughtful and practical read.
ReplyDeleteChanika, thank you for your feedback. I agree with your comment that ethical employee relations based on communication, trust, respect, and recognition are important for a positive workplace. I am glad that you have identified the challenges like cultural barriers that prevent open discussion are respect for authority, and fear of losing jobs. As you mentioned, the examples show that creating a safe place for employee voice in the organisations requires more than just rules. It requires genuine respect and human connection. These practices not only support ethical behaviour but also enhance engagement, trust, and long-term organisational success. I’m glad you found the discussion thoughtful and practical.
DeleteReading this article made me pause and think about how often we underestimate the power of simply listening at work. Ethical employee relations aren’t built through policies alone they grow through everyday conversations where people feel seen and heard. I really connected with the part about Sri Lankan workplaces, because cultural norms often make “speaking up” feel uncomfortable or even risky.
ReplyDeleteFor me, ethical voice isn’t just about giving people a platform, it’s about creating leaders who genuinely care enough to listen without judgment. Maybe the real question we should be asking is . How do we build workplaces where courage and empathy exist on both sides of the conversation?
Shashi, thank you for the comment. This helpful feedback shows that good ethical relationships with employees come from normal, daily talks where people feel noticed and truly listened to, not just from written rules. You correctly highlighted the credibility and local relevance of using global practices and Sri Lankan corporate examples. The main idea is that ethical voice needs leaders who truly care and listen without judging. Your point on how to build workplaces where both courage and empathy exist, organisations must train leaders in empathic listening and create safe ways for employees to give feedback.
DeleteThis article highlights the adoption of ethical employee relations, particularly with respect to voice articulation. The communication process demonstrates the importance of trust, respect, and recognition, highlighting the synergy between ethical relations and the incorporation of open dialogue. The articulation of the principles of ethical relations establishes inclusive and borderless structures, creating and sustaining organizational effectiveness. The increased employee satisfaction, as noted in the text, highlights the closed relationship between engagement and organizational success. The explanation of the cultural and social challenges of retaliation and Sri Lankan culture are particularly appreciated. Improvement of organizational culture and employee well-being is the outcome of ethical leadership. The examples of John Lewis Partnership and the German co-determination model strengthen applicable ethical relations universally. The ethical voice advocates cooperation and a collaborative organizational ecosystem. The ethical relations espoused in this text demonstrates organizational effectiveness and efficiency as a fundamental priority. This serves as a fundamental shift as ethical relations integrate organizational voice as a central feature of communication.
ReplyDeleteDishan, thank you for your thoughtful feedback. I appreciate your recognition of how ethical employee relations and employee voice truly help to build trust, respect in our daily workplace. I agree that this strong partnership creates open and fair structures to make the organisation more successful and increase employee engagement. I like your acknowledgement of the Sri Lankan context, especially the cultural barriers and fear of retaliation. The examples like the John Lewis Partnership and the German co-determination model clearly show that these ideas work well everywhere. Overall, your comment reinforces the idea that ethical leadership and open communication are central to improving employee well-being and sustaining a healthy organisation.
DeleteThis is a well written and insightful discussion that clearly explains how ethical employee relations and employee voice work together to build trust, fairness, and engagement in the workplace. It effectively connects global and Sri Lankan perspectives, highlighting both the benefits and challenges of implementing ethical voice. The examples and references strengthen the argument, and the structure makes it easy to follow. Overall, it’s a thoughtful piece that shows a strong understanding of the topic.
ReplyDeleteLuckmee, thank you for your kind feedback. I appreciate your recognition of how ethical employee relations and employee voice build trust, fairness, and engagement. I am glad the global and Sri Lankan perspectives, along with real examples, contributed clarity. Your comment encourages further reflection on how organisations can strengthen ethical voice in both policy and everyday practice.
DeleteThis article provides an excellent and comprehensive exploration of how ethical employee relations and employee voice are essential for building trust, engagement, and productivity in the workplace. I appreciate the clear breakdown of key pillars—communication, trust, respect, and recognition—which offers both practical guidance and theoretical grounding. The inclusion of international examples, such as Germany’s works councils and John Lewis Partnership, alongside the Sri Lankan context, demonstrates a nuanced understanding of how ethical voice can be implemented across different organizational and cultural settings. Highlighting challenges like hierarchical barriers, fear of retaliation, and cultural norms adds realism to the discussion. Overall, this article effectively shows that creating ethical, inclusive, and participative workplaces is not just a compliance exercise, but a strategic approach to fostering trust, motivation, and long-term organizational success.
ReplyDeleteNadeesha, thank you for your generous comment. I appreciate your recognition of the Key Pillars of Ethical Employee Relations, which are communication, trust, respect, and recognition. I am glad of your comparison between international examples like Germany’s works councils and John Lewis Partnership and the Sri Lankan context. I am glad that you have identified the challenges like cultural barriers that prevent open discussion are respect for authority, and fear of losing jobs. As you noted, ethical employee voice is not only about compliance, it is a strategic foundation that strengthens motivation, engagement, and long-term organisational success. Your feedback is truly encouraging.
DeleteI appreciate your thoughtful post. I concur that developing trust, engagement, and organizational effectiveness depend heavily on ethical employee relations and voice (Blyton and Turnbull, 2004; Farnham, 2015). A useful framework for encouraging meaningful participation is provided by the four pillars: communication, trust, respect, and recognition (Tivazo, 2024). Examples from around the world, like co-ownership at John Lewis and works councils in Germany, successfully illustrate how structured voice mechanisms advance inclusion and fairness (Brewster et al., 2019; Storey and Salaman, 2017). However, the Sri Lankan context draws attention to issues like fear of reprisals, hierarchical barriers, and a lack of formal channels, demonstrating that ethical practices must take into account relational and cultural dynamics in addition to policy (Amerasinghe, 2009; Gunawardana, 2014). The discussion is more practically relevant when practical strategies for overcoming these obstacles are strengthened (CIPD, 2025; ILO, 2021).
ReplyDeleteSashini, thank you for your comment. I agree that treating employees ethically and letting them share their opinions helps build trust and engagement, which leads to a successful organisation. The four key elements of Ethical Employee Relations you mentioned, communication, trust, respect, and recognition, are very important. Using examples like John Lewis shows that these ideas work in different countries. Your point about challenges in Sri Lankan workplaces, such as fear of punishment and strict hierarchies, is important to discuss. This shows that ethical practices need practical solutions that work with local culture.
DeleteThis is an excellent article which provides a very clear and meaningful explanation of why ethical employee relations and employee voice are essential for modern workplaces. Also, highlights the human side of employment showing that trust, communication, respect, and recognition are not just “soft” ideas but core drivers of productivity and organizational success.The examples from global practices and local focuses make this discussion more practical. Also this blog clearly shows that when employees are valued, respected and feel appreciated, the entire organizations’ performances will retain in a top level and the organizational goals also may achieved with a minimal effort.
ReplyDeleteSaliya, thank you very much for the thoughtful comment. I truly appreciate your recognition on the human side of employment, and I agree that trust, communication, respect, and recognition enhance both employee welfare and organisational success. I am glad the global and local examples helped make the discussion more practical and relevant. As you noted, when employees feel valued and appreciated, their motivation, commitment and performance naturally increase. This reinforces the idea that ethical employee relations are not optional, but essential for sustainable success.
DeleteStrong framework linking communication, trust, respect, and recognition to employee voice. Your integration of Germany's works councils and John Lewis Partnership alongside Sri Lankan EPZ contexts effectively demonstrates how ethical voice mechanisms build trust and participation across diverse organizational settings
ReplyDeleteLivan, thank you for your comment. I am glad that the framework connecting communication, trust, respect, and recognition to employee voice was clear to you. I am glad of your comparison between international examples like Germany’s works councils and John Lewis Partnership and the Sri Lankan context. These examples show that ethical voice is effective only when it fits the cultural and organisational environment. I appreciate your observation that strong voice mechanisms help build trust and genuine participation across different settings. Your comment encourages further reflection on how organisations can strengthen ethical voice in both policy and everyday practice.
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