TheoryThe term "employee voice" originates from Adam Smith's publication, Wealth of Nations (1776/1937). In this book, Smith raised the concept of employee voice, stating that "The voice of the worker...is little heard and less considered; except on particular occasions when his clamor is animated" (pp. 213). The use of the word “voice” shows that the employee's act of speaking and expressing his or her mind originated more than two hundred years ago. From the context of the article, it is evident that Smith visualizes voice as encompassing both individual and group expression. Smith also defines voice to include more than just verbal communication, according to the idea of ​​“animated shouting.” Smith also expresses a difference between voice as communication (the message is heard) and influence (the employer takes action). Smith also suggests that employers do not listen when their employees speak and that this voice has no influence on them. Smith further notes that the interests of employers and employees are "not at all the same" and "in disputes with their workmen, the masters must generally have the advantage" (pp. 60-61). Therefore, Smith suggests that employers may be "hard of hearing" because they are not concerned about employee voices or because they believe there is no need to act accordingly. Karl Marx also used the term voice. Like Smith, Marx indicates that the voice of the worker is often ignored. However, Marx's use of the word “stifled” suggests that employers actively discourage employee voice in part because during the “storm and stress of production,” they either have more important issues to deal with or consider the voice an imposition. Marx sees the divergence of interests between workers and employers as a "struggle" and frames this struggle as a class conflict. In recent years, employee voice has become a topic of interest in the management field. Employee voice behavior is defined as “the discretionary communication of ideas, suggestions, or opinions by a member of an organization intended to influence others to make improvements or changes” (Morrison, 2011, pp. 373-412). Employee voice behavior is essential for organizations to improve their operations and achieve their strategic goals. It is also a crucial factor in employee engagement, or the emotional commitment that an employee has towards their organization and its objectives (Primicias, 2013). In conclusion, employee voice is a concept that has been around for centuries. It is essential that organizations listen to their employees and take into account their opinions and suggestions. Employee voice behavior is a crucial factor in employee engagement and organizational success. Managers must continually seek better ways to execute their organizations' operational strategies by ensuring that KM operations support and optimize the core operational strategies they pursue in an effort to achieve their strategic mission. Works Cited Bruce E. Kaufman, “Employee Voice before Hirschman: Its Early History, Conceptualization, and Practice,” WP 2013-1-4, January 2013. Morrison, Elizabeth. 2011. “Employee Voice Behavior: Integration and Directions for Future Research,” Academy of Management Annals 4: 373-412. QinetiQ takes care of people who know how: The new head of HR is eager to interact directly with employees. (2012). International Digest on Human Resource Management, 20(7), 9-