Research
In his early research,Dundon examined how paternalistic “family culture”and weak managerial or HR practices in a small non-union firm hindered unionization and worker voice,arguing that state support was needed to extend collective representation. [5] He investigated how organizations in England,Scotland,and Ireland interpreted and implemented employee voice,finding it was shaped by managerial efficiency goals,external regulations,and internal choices rather than employees’rights or formal mechanisms. [6] He also critically examined the psychological contract literature,arguing that its theoretical foundations were flawed and ideologically biased toward managerial interests,and called for a more critical,discursive approach to studying employment relationships. [7]
Dundon studied employee silence as a management-structured phenomenon,showing that organizational agendas and institutional systems actively shaped and sustained silence,offering a dialectical framework contrasting prior views that framed silence solely as employee motivation. [8] He also investigated how employee perceptions of distributive,procedural,and interactional fairness mediated the effects of high-performance work systems on job satisfaction,commitment,and stress,highlighting both positive and negative well-being outcomes. [9] Additionally,he developed an interdisciplinary framework integrating OB,IR,and LP perspectives to explain employee voice and silence,emphasizing structural power dynamics and psychological factors through a critical pluralist lens grounded in structured antagonism. [10] Moreover,he also examined how state and non-state actors shaped gig economy employment regulation through a regulatory space framework,showing that shifting state power ultimately favored corporate interests over workers’rights and broader social equity. [11]
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