Employee voice could be a discretionary or voluntary behavior in which individuals decide whether to engage and involve themselves within an organization or not – a choice that is influenced by various aspects. It is constructive and positive in its purpose where the goal is to bring out improvements and positive changes, not just criticism or venting. Employee voice can be observed and verified in different ways within organizations; a design that streamlines and enables employee voice, an environment that encourages employee ideas and opinions, and finally, the impact of employee voice where ideas truly influence the outcome of decisions (Farndale and Awamleh, 2011 ). Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Wulandari and Burgess (2011) stated that communicative openness as a form of voice and job satisfaction are positively related. Referring to Herzberg's two-factor theory, he also adds that while it is essential to satisfy the hygiene elements to reduce job dissatisfaction, it is more necessary to focus on the motivating elements to improve job satisfaction. Genc (2010) argues that openness in communication gives employees the feeling of being taken into account and because it creates an atmosphere of active participation in the organization, it results in employee job satisfaction. This indicates that the more engaged employees feel in the work environment, the more likely they are to have higher levels of satisfaction which can lead to greater performance and productivity for organizations. International Human Resource Management (IHRM) Multinational companies have three broad strategic options to pursue. choose based on the form of internationalization and the extent and depth of the company's involvement in the local market. Companies in advanced countries often prefer ethnocentrism, managing employees according to their work-from-home model. The benefit here is that, as they are tested, there is a coherent and unified approach to human resource management (HRM) that prevents harmful contradictions, imbalances and disorders. However, the complex and diverse world in which the subsidiaries are located imposes its own imperatives that cannot be ignored; for example, subsidiaries located in a collectivist culture may require a different motivation policy than a parent company located in a country based on individualistic culture, and vice versa. Polycentricity is accompanied by a decentralized organizational structure and few international HR policies and guidelines for “best practices”. The advantage here is that subsidiaries' HR policies and practices are aligned with the local culture and environment and are therefore easier to implement and achieve results, but a main disadvantage is that some local management (e.g. corruption and nepotism) could be undesirable and harmful and it would not make sense to overcome them. Furthermore, subsidiaries may become splinters, acting not in harmony with the rest of the company but independently and sometimes in conflict with its overall interests and objectives. Companies that follow a global approach emphasize cohesion and consistency within the company with a centralized hierarchical structure. ; human resources management policies are set out in detail for all controlled companies and exercised through standardized procedures, rules and regulations. Again, the branches here are quasi-independent organizations that develop the.