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the supervisor (and potentially the larger organization), but this is attributed to neglect rather than over-control. The
tellers of these stories have voice in one realm (with their subordinates) yet lack a sense of connection with the
supervisor that would help them learn to work effectively in their new role.
Discussion
The purpose of this study was to explore the ways in which members of traditionally muted groups were
concerned with voice in negative work experiences. Lack of voice was a salient issue in negative jobs in a number of
ways. Analysis of workplace narratives revealed two narratives about difficult systems and two about difficult roles
and relationships. The systems narratives were the hopeful reformers (Joan-of-Arc stories) and the resigned realists
(Sisyphus stories). The two role and relationship narratives were told by employees with new and difficult
supervisors (Cinderella-and-the-Evil-Step-boss stories) or who were newly in supervisory positions themselves, but
without the support and voice they needed (Alice-in-Wonderland stories). The narratives revealed a connection
between the central problem perceived by the protagonist, their sense of agency, the strategies they used for voice,
and their level of engagement.
While previous studies (e.g., Sheppard et al., 1992) have focused on formal voice opportunities and their
role in preventing or remedying mistreatment or unfair treatment, this study reveals the importance of informal voice
for the participants. It was important to participants in the current study to have interpersonal interactions in which
they felt like they had a chance to express their ideas and be heard. Formal voice mechanisms like suggestions
boxes, employee surveys, or grievance processes were mentioned by a few participants, but all of the interviewees
described the importance of positive interpersonal interactions. This does not mean that formal mechanisms are not
important, but establishes informal voice as a central concern.
Second, voice was important not just in superior-subordinate relationships, but also in interactions with
peers. Voice in the superior-subordinate relationship was important for both validating the employee and giving
them support needed to do their job. In addition, the boss was often described as setting a tone that influenced how
employees interacted. When the main problem within a job was the relationship with the supervisor, the peer
relationships could serve as an alternative source of social and face support. Sias and Jablin (1995) studied coworker
communication and found that relationships with peers are especially important when the relationship with the
supervisor is perceived as unfair. They found an increase in peer interaction and cohesion when the supervisor’s
behavior was perceived to be inconsiderate. This aspect of peer relationships can be seen in the current study as
Convention