Employee voicing facilitates positive changes and experiences for organizations and employees. However, despite a plethora of research on voice in different disciplines, our understanding of the process of employee voicing is still limited. This study seeks to (a) identify the phases that characterize the voicing process and (b) uncover the communicative strategies that characterize the different phases of the voicing process in the renewable energy industry in Kenya. The study utilized a qualitative approach. Namely, semi-structured interviews were conducted with twenty-three renewable energy workers in Kenya who reported to have engaged in voicing. Data were analyzed using a grounded theory approach. The findings revealed five core phases that characterize voicing: idea formation, planning, initial enactment, reflexive enactment, and outcome. Further, the findings uncovered a variety of communicative strategies that are used in the different phases of voicing. These strategies emerged from the perspectives of different actors such as voicers, voicers’ peers, and recipients and their peers who are involved in the voicing process. The findings of this study advance voice theory by reconceptualizing voicing as a process that is highly interactive. Additionally, the findings extend voice theory in three other ways. First, the results demonstrate that power and status disparities in organizations produce hierarchies that inhibit voicing, especially among low power and status employees. Participants discussed how they communicatively navigate these disparities. Second, the results shed light on the ways voicers navigate different risks associated with voicing such as idea stealing and retributions. Third, the findings illustrate the specific ways that positive communicative relationships between peers, and between supervisors and subordinates facilitate voicing. Both supervisors and peers are highly involved in all phases of the voicing process and thus, contribute to the development and enactment of the ideas. Finally, the findings offer practical ways for cultivating and fostering voicing to voicers, voicers’ peers, voice recipients, and organizations in the renewable energy industry.

This study examines the nature of emotion work in a nonprofit organization through qualitative inquiry. The mission of the organization is to provide houses of hospitality and ongoing support to help pregnant and parenting women in need reach their goals, and welcomes them into a community filled with love and dignity. Field observations and participant interviews were analyzed alongside organizational documents to determine if participants were experiencing emotional labor and the ways in which they are compensated for this labor. By extending the concepts of emotional labor to jobs and volunteer positions that do not receive significant financial compensation, the findings suggest that emotional labor is not always performed for a wage. Further, volunteers of nonprofit organizations may find compensation through the fulfillment of personal motivations, unrelated to financial gain.