Strategic or Silencing? Line Managers’ Repurposing of Employee Voice Mechanisms for High Performance

In this paper, we explore how the pressure to deliver high performance influences line managers in their shaping and repurposing of employee voice mechanisms encourage improvement‐oriented organizations. Using qualitative data (50 semi‐structured interviews) from two case studies, including a manufacturing organization university, find were proactive (re)shaping response high‐performance strategy. Where there was less HR support given managers, found more inclined create own mechanisms. However, observed that focus on associated with employer interests diverted employee‐interest away collective formal channels, into informal channels. We indicate dangers prioritizing an employer‐interest, approach.