Annals of Contemporary Developments in Management & HR (ACDMHR) Vol. 3, No. 3, 2021 Kabiru Maitama Kura and Mohamed Alkashami, "Employee Voice, Employee Engagement and Business Performance: Understanding the links in a Mediated Model”, Annals of Contemporary Developments in Management & HR (ACDMHR) , Print ISSN: 2632-7686, Online ISSN: 2632-7694, pp. 10-19, Vol. 3, No. 3, 1 st August 2021, Published by International Association of Educators and Researchers (IAER), DOI: 10.33166/ACDMHR.2021.03.002, Available: http://acdmhr.theiaer.org/archive/v3/v3n2/p2.html. Research Article Employee Voice, Employee Engagement and Business Performance: Understanding the links in a Mediated Model Kabiru Maitama Kura 1,* and Mohamed Alkashami 2 1 Universiti Teknologi Brunei, Brunei Darussalam kabiru.kura@utb.edu.bn 2 Arab Open University, Bahrain Branch, Bahrain alkashami77@gmail.com *Correspondence: kabiru.kura@utb.edu.bn Received: 18 th May 2021; Accepted: 19 th July; Published; 1 st August 2021 Abstract: Employee voice which refers to the collective bargaining of employees in an organization, is gaining much attention and importance. Studies are linking the role and relationship between employee voice with many important individual and organizational outcomes. To understand its current state and influence, the present study tested employee voice and its influence on employee engagement and business performance. Following the relationship hypothesized model, the current study applied structural equation modeling using Smart PLS 3 and found a significant relationship between employee voice and business performance. In addition, the study also found significant influence of employee voice on employee engagement and business performance. The study also found that employee engagement was mediating the relationship between employee voice and business performance. The results confirm that employees who have the freedom and opportunity to share their ideas, opinions, and input in decision-making are likely to show high engagement, which contributes to increasing business performance. The study results offer important findings based on which implications are drawn for theory and practice for businesses aspiring to increase performance. Keywords: Employee Voice; Employee Engagement; Business Performance; Voice 1. Introduction The concept of employee voice has received popularity over the past three decades, referring as collective bargaining and union-ship of employees in an organization (Rees et al., 2013). However, over the years, the concept has evolved. Some recent studies now refer to it as the option of various ways employees can talk about their ideas, aspirations, and issues (Liu et al., 2010). Overall, employee voice provides an opportunity for employees to highlight issues at work with an objective to improve business functioning (Kwon et al., 2016). Hence, it can be seen as a mechanism to engage employees on matters of concern to improve decision-making, particularly regarding the ones affecting their jobs. Literature outlines that employee voice becomes fruitful when organizations uphold an environment in which employees feel comfortable giving opinions, ensuring that they will not be penalized for it (Wæraas & Dahle, 2020). With the growing importance of this concept followed by growing openness towards employees in organizations, scholars has stepped up efforts investigating its benefits (e.g., Ullah et al., (2020). However,