Employee voice can be a discretionary or voluntary behavior in which individuals decide whether to engage and become involved within an organization or not - a choice which is influenced by various aspects. It is constructive and positive in its focus, the aim being to bring out improvements and positive changes, not just criticism or expressions. Employee voice can be observed and inspected in several ways within organizations; a model that simplifies 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 Should Not Be Banned”? Get the original essay Wulandari and Burgess (2011) stated that openness of communication as a form of expression and job satisfaction are positively related. With reference to Herzberg's two-factor theory, he also adds that while it is essential to respect the hygiene elements to reduce job dissatisfaction, it is more necessary to focus on the motivational elements to improve job satisfaction. Genc (2010) argues that openness in communication makes employees feel valued and that, since 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 choose from depending on the form of internationalization and the breadth and depth of the company's involvement in the local market. Companies in advanced countries often prefer ethnocentricity – managing their employees according to their work-from-home models. The advantage here is that as they are tested, there is therefore a coherent and unified approach to human resource management (HRM), avoiding contradictions, imbalances and harmful disorders. However, the complex and diversified world in which subsidiaries operate imposes its own imperatives which 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 with an individualistic culture, and vice versa. Polycentricity comes with a decentralized organizational structure and few international HR policies and guidelines for “best practices.” The advantage here is that subsidiaries' HRM policies and practices are aligned with their own local culture and environment and are therefore easier to implement and achieve results, but a major disadvantage is that some local management practices ( (e.g. corruption and nepotism) can be undesirable and harmful and it would not make sense to overcome them. Furthermore, subsidiaries can become loose canons, acting not in harmony with the rest of the company, but independently and sometimes in conflict with its overall interests and goals. Companies that follow a holistic approach emphasize cohesion and consistency within the company with a centralized hierarchical structure. ; HRM policies are detailed for all subsidiaries and exercised through.