Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior. By: Shipton, Helen; Kougiannou, Nadia; Do, Hoa; Minbashian, Amirali; Pautz, Nik and King, Daniel. 2024. Human Resource Management Journal. Vol. 34 Issue 1, p177-196.

Scholars and practitioners have long emphasised the importance of employees speaking up about workplace issues. Yet, voice research remains divided on fundamental questions such as underlying purpose. Drawing on the Job DemandsResources Model, this study offers an integrative perspective, building on the idea that the interests of employees and managers are distinct concerning the purpose of voice. This article draws on responses from a crosssectional national online survey distributed by YouGov, with a survey design that ensured that only those employed within an organisational setting with a reporting structure would be included in the data. The sample size used for the analysis (N = 1858) was representative of the UK workforce regarding gender, full or parttime work status, organisation size and industry. The exploratory and confirmatory factor analysis provides empirical evidence of two alternative and distinct voice forms: organisational and employeefocused. Results show that while organisational voice is associatedwith significantly higher innovative behaviour and higher levels of burnout, employeefocused voice is significantly and negatively associated with employee burnout. Lastly, our analysis reveals that while the total effect of organisational voice on burnout is positive, employeefocused voice, partially mediating the organisational voiceburnout relationship, exerts a countervailing effect, lowering burnout. Accordingly, organisations are advised to promote both voice forms, given their unique, positive effects, first on the employee (ameliorating burnout) and second on strategically important outcomes (innovative behaviours). Implications for theory and practice are discussed.