Although it is crucial for managers to actively solicit input from their employees when making decisions, it is equally important that managers follow up by acting on concerns and ideas of employees that subsequently come their way. Unfortunately, managers often seek employee voice with no real intention to change the status quo by implementing it. Scholars have suggested a plausible strategy to increase managers’ willingness to implement solicited voice: Educate managers that employees are key assets or resources who can provide benefits to the organization through their knowledge and inputs. This approach makes a compelling business case for managers to heed solicited input as it emphasizes the tangible contributions employees can make to decision making. I argue that this framing also leads to employee objectification, where employees are viewed and treated as mere tools to achieve organizational goals. I posit that employee objectification indeed strengthens the link between managers’ solicitation of voice and their willingness to act upon it. However, it paradoxically weakens the link between voice solicitation and employees’ willingness to speak up as the experience of being objectified diminishes their sense of responsibility to respond constructively to voice solicitation. To test my theory, I conducted a multi-source survey-based field study in India. I plan to conduct experiments, involving online working adults and undergraduate students, to replicate my findings from the field. I discuss potential theoretical and practical implications of my expected findings for research and practice.