Most studies on employee involvement and participation, particularly those in Western Europe, North America, Britain and Japan, are conceived within a landscape that opens up the mechanism of giving employees a voice. By contrast, researchers have called for studies to look at developments in employee involvement and participation in limited or non-trade union settings in order to determine the route they follow and their implications. Addressing this call, this chapter presents an account of the development of employee involvement and participation in a public sector organisation in Brunei Darussalam, framed against the backdrop of organisational change—particularly in a system that offers minimal outlet for employees’ voice in its governance process, borne from an assertive government presence. Key findings reveal that employee involvement and participation in such a context could be interpreted as part of an efficiency control programme, which takes the form of managerial and operational-oriented processes and structures such as autonomous meetings and teamwork. Brunei is generally ruled by a strong sense of conformity and consensus in which human resource management practice in the public sector is shaped by general orders and state circulars that date to the early 1960s, covering key elements such as appointments, promotions, benefit entitlements, work etiquette and discipline. This practice seems to paint a picture of a system based on ‘unity’, where everyone allegedly strives jointly towards a common objective, following the leadership of an appointed manager or supervisor. Given such unitarist employment relations, employee involvement and participation in Brunei are primarily focused on fostering ideas to help improve organisational effectiveness rather than being about grievance procedures.