Multinational Corporations have been facing extremely tricky situations due to the distinctive nature of their businesses. They operate in extremely varied environments before any nation provides a distinctive business environment for a given multinational corporation. Achieving consistency in a way that workers of the same multinational corporation are treated has been one challenging issue (Marginson & Sisson, 2004). Normally, labour environments are exceptional because of various labour legislations in various hosting nations. Currently coca-cola happens to be among the largest MNCs in the world. The different operational environments have led to various techniques to employee voice and thus it becomes frequently essential for multinationals such as Coca-Cola to fine-tune their business cultures so as to be in alignment with diversity. The objectives of the business remains the same, even though other features of organizational culture like human resource guidelines, techniques of business operations as well as leadership styles vary from one nation to another. These 3 are the biggest contributors to the varying company-employee associations from one nation to another (Lawler & Hundley, 2008).Previously, most MNC management preferred direct voice as a method of engaging the workforce in issues regarding their wellbeing. They were rarely permitted to have any authoritative contribution to major decisions regarding policy issues. Thus voice technique happened to be extremely pleasant to the multinationals since workers could get influenced from their standpoints on issues which the managements of MNCs can ignore (Lawler & Hundley, 2008).The technique mostly never lead to a 50-50 position for all the employees and multinational management. Workers at that point lacked any other alternative at their disposal which would assist them in voicing out their opinions and plight most efficiently. Definitely, there were misgivings from the employees.Thus, employee voice is an issue that has been persistently growing as well as mutating. With changes in time, workers got a bit insistent with their requirements. There have been growing demands for extra inclusion and participation .Such confrontations swept across the world, proving to be a game-changer factor, not only for the MNC management but also for the MNC workers. When the employees realized they were on the direct voice technique’s receiving end which confirmed to be vulnerable to
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