Employee engagement and disengagement: The role of employee voice approaches, organizational justice climate, and HRM

Purpose – Engaged communication behaviour of employees generates positive outcomes such as brand building. On the other hand, disengaged communication behaviour of employees, such as not speaking out suggestions to managers, is quite spread. The purpose of this study is to understand why employees engage (or do not) in communication behaviour devoted to positively affect their company. Method – A biannual study including: literature review; 10 interviews with consultants; survey with about 100 internal communication managers of large companies; survey with about 300 employees. Findings – The antecedents of employee communication behaviour are organizational policies, managerial practices, organizational justice procedures, and HR management adopted by companies. Practical implications – Companies should adopt proper approaches to sustain engaged communication behaviour of their employees and prevent the disengaged one.