All Stories

  1. A longitudinal study of employee participation in the context of organisational change
  2. Amplifying Employee Voice? Situating Social Media in the Organisational Voice System
  3. Voice for Learning and Learning to Voice
  4. Disconnected Workers: Can Digital Voice Fill the Gap?
  5. Sexual Harassment and Assaults, Coping, and Posttraumatic Stress Disorder Among Australian Ambulance Personnel
  6. Unpacking Hidden Pathways: How Relational-Oriented Leadership Builds a Psychosocial Safety Climate
  7. Managing Wellbeing in Healthcare: A Paradox Perspective
  8. Introduction: key theories and concepts in work and employment relations
  9. Theories and Concepts in Work and Employment Relations
  10. Identity theory and social identity theory
  11. HRM in Small- and Medium-Sized Enterprises (SMEs)
  12. Using a Process Model to Develop and Expand Employee Voice Scales
  13. Time to voice? A review and agenda for longitudinal employee voice research
  14. Ambulance personnel’s intention to quit and its associations: a multi-group comparison using structural equation modelling
  15. Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19
  16. Frames of Reference: Dynamics of Change and Frame Misalignment Between Employers and Unions
  17. Research Handbook on Decent Work in a Post-COVID-19 World
  18. Employee voice and partnership at work
  19. Introduction: decent work in the post-COVID era
  20. Employee voice in healthcare: a systematic review
  21. Associations between employees’ alcohol consumption, insomnia and HR management strength
  22. Guest editorial: Employee voice and silence in the health sector
  23. The problem with peer review … they say as if there’s only one problem …
  24. Employee voice and silence
  25. A voice system or a voice maze? Navigating employee voice in a hospital setting
  26. Expatriate voice: The effects of nationality and social status
  27. How do tangible and intangible rewards encourage employee voice? The perspective of dual proactive motivational pathways
  28. How power, expertise, and hierarchy influence voice on patient safety: a study of surgeons and anaesthesiologists
  29. Employee voice in times of crisis: A conceptual framework exploring the role of Human Resource practices and Human Resource system strength
  30. Participation, involvement and employee voice in health care
  31. Embedded Bedfellows: Industrial Relations and (Analytical) Human Resource Management
  32. A Guide to Key Theories for Human Resource Management Research
  33. Theory for the HRM discipline: where have we been and where are we going?
  34. How are frontline managers supported in the performance management process?
  35. The role of contextual voice efficacy on employee voice and silence
  36. Employee Voice in Times of Crisis and the Role of HR Practices
  37. Mick Marchington and his contributions to human resource management
  38. Post-COVID remote working and its impact on people, productivity, and the planet: an exploratory scoping review
  39. The complexities of employee voice within a multiculturally diverse aged care workforce setting
  40. Introduction to the Encyclopedia of Human Resource Management
  41. Employee voice
  42. Comparative impacts of the COVID‐19 pandemic on work and employment—Why industrial relations institutions matter
  43. Employee voice on social media — An affordance lens
  44. On the soft side of open innovation: the role of human resource practices, organizational learning culture and knowledge sharing
  45. Missing Voice?
  46. Missing voices? Integrating worker voice and social dialogue in the platform economy
  47. Work, life and COVID‐19: a rapid review and practical recommendations for the post‐pandemic workplace
  48. Mapping employee involvement and participation in institutional context: Mick Marchington's applied pluralist contributions to human resource management research methods, theory and policy
  49. The dual pressures of youth and expansion: revisiting stage theories of growth in SMEs
  50. Human Resource Management: A Very Short Introduction
  51. How difficulties in upward voice lead to lateral voice: a case study of a Chinese hospital
  52. Solidarity in Action at a Time of Crisis: The Role of Employee Voice in Relation to Communication and Horizontal Solidarity Behaviour
  53. Restaurant employees' attitudinal reactions to social distancing difficulties: a multi-wave study
  54. High reliability Human Resource Management (HRM): A system for high risk workplaces
  55. Inside the meetings: The role of managerial attitudes in approaches to information and consultation for employees
  56. Employee voice, psychologisation and human resource management (HRM)
  57. Exploring and investigating sustainable international business practices by MNEs in emerging markets
  58. From product to service quality: the role of managerial mindsets
  59. New Trajectories in Worker Voice: Integrating and Applying Contemporary Challenges in the Organization of Work
  60. Strategic or Silencing? Line Managers’ Repurposing of Employee Voice Mechanisms for High Performance
  61. Old frames and new lenses: Frames of reference revisited
  62. Using unitarist, pluralist, and radical frames to map the cross-section distribution of employment relations across workplaces: A four-country empirical investigation of patterns and determinants
  63. Violence at work in the ambulance service: the role of HRM and other systems
  64. The role of peer‐to‐peer voice in severe work environments: organisational facilitators and barriers
  65. High-performance work systems and employee voice behaviour: an integrated model and research agenda
  66. Employee voice in the Asia Pacific
  67. Tracking employee voice: developing the concept of voice pathways
  68. Is it ‘you’ or ‘your workplace’? Predictors of job‐related training in the Anglo‐American world
  69. Frontline managers' implementation of the formal and informal performance management systems
  70. Ageing academics do not retire - they just give up their administration and fly away: a study of continuing employment of older academic international business travellers
  71. Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces
  72. The psychologisation conversation: An introduction
  73. Case Studies in Work, Employment and Human Resource Management
  74. Worker wellbeing at Jacaranda House
  75. Voice bundles in healthcare: the reciprocal relationship between worker and patient-focused voice
  76. The Future of Work and Employment
  77. The future of employee engagement: the challenge of separating old wine from new bottles
  78. Understanding the future of work
  79. Employee voice: bridging new terrains and disciplinary boundaries
  80. Human Resource Management Journal : A look to the past, present, and future of the journal and HRM scholarship
  81. Employee participation and representation in Central and Eastern Europe
  82. Using the endowment effect to explain managerial resistance towards codetermination: Implications for employment relations from the German case
  83. Forming Effective Employee Information and Consultation: A Five‐Stage Trust and Justice Process
  84. Barriers to frontline manager support for high-trauma workers
  85. The Global Financial Crisis, Work and Employment: Ten Years On
  86. Health service accreditation stimulating change in clinical care and human resource management processes: A study of 311 Australian hospitals
  87. The “good workplace”
  88. Balancing Formal and Informal Support for Psychological Health in Emergency Services
  89. Evaluating the State of the Employment Relationship: A Balanced Scorecard Approach Built on Mackenzie King’s Model of an Industrial Relations System
  90. Toward an integration of research on employee voice
  91. Measuring the Quality of Workplace Relations and Organizational Performance with Alternative Balanced Scorecards from Strategic HRM and Employment-Industrial Relations
  92. The promise, application and pitfalls of big data
  93. Big Data
  94. Data analytics and health services quality: Implementing eHealth initiatives wisely
  95. Creating and Sustaining Involvement and Participation in the Workplace
  96. Regulation, Deregulation or Re-regulation? The Changing Regulative Framework for HRM
  97. Evolution, Separation and Convergence of Employee Voice Concept
  98. HRM and the health of hospitals
  99. TQM and Performance Appraisal: Complementary or Incompatible?
  100. Employee voice in the Asia Pacific
  101. Employee voice
  102. Employment relations and human resource management
  103. The digital society and provision of welfare services
  104. Global supply chains and social relations at work: Brokering across boundaries
  105. Taking the pulse at work: An employment relations scorecard for Australia
  106. Voices unheard: employee voice in the new century
  107. Contemporary Developments in Green Human Resource Management Research
  108. Are new organisations at the cutting edge of employment relations innovation?
  109. The Potential of Labour−Management Partnership: A Longitudinal Case Analysis
  110. Global trends and crises, comparative capitalism and HRM
  111. Opportunity and opportunism: The expatriation practices of Indian information technology multinational corporations
  112. The Academic Game: Compliance and Resistance in Universities
  113. Prelims
  114. The message and the messenger
  115. Voices from across the divide: An industrial relations perspective on employee voice
  116. Learning to manage: development experiences of hospital frontline managers
  117. Global HR Roles and Factors Influencing Their Development*
  118. Internationalization of emerging Indian multinationals: Linkage, leverage and learning (LLL) perspective
  119. The changing world of professions and professional workers
  120. Perspectives on Contemporary Professional Work
  121. Encyclopedia of Human Resource Management
  122. ‘The mission or the margin?’ A high-performance work system in a non-profit organisation
  123. Developing Positive Employment Relations
  124. In Search of Workplace Partnership at Suncorp
  125. Developing Positive Employment Relations: International Experiences of Labour–Management Partnership
  126. Contemporary developments in Green (environmental) HRM scholarship
  127. Global supply chains and social relations at work
  128. ‘We are very focused on the muffins’: Regulation of and compliance with industrial relations in franchises
  129. Global supply chains and social relations at work
  130. Global supply chains and social relations at work
  131. Global supply chains and social relations at work
  132. Special Issue ofInternational Journal of Human Resource Management— Global trends and crises, comparative capitalism and HRM
  133. Global supply chains and social relations at work
  134. Special Issue ofInternational Journal of Human Resource Management: Voices unheard?
  135. Adoption of High-Performance Work Systems by Local Subsidiaries of Developed Country and Turkish MNEs and Indigenous Firms in Turkey
  136. Fatal consequences: an analysis of the failed employee voice system at the Bundaberg Hospital
  137. Pro-Social or Pro-Management? A Critique of the Conception of Employee Voice as a Pro-Social Behaviour within Organizational Behaviour
  138. Erratum:Guest Editors’ Introduction: People Management and Emerging Market Multinationals
  139. Handbook of Research on Managing Managers
  140. Varieties of Capitalism Revisited: Current Debates and Possible Directions
  141. The rules of the game: a short guide for PhD students and new academics on publishing in academic journals
  142. Guest Editors’ Introduction: People Management and Emerging Market Multinationals
  143. Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals
  144. Voice and Involvement at Work
  145. Special Issue ofInternational Journal of Human Resource Management— Global trends and crises, comparative capitalism and HRM
  146. An Integrative Review of Employee Voice: Identifying a Common Conceptualization and Research Agenda
  147. Double-breasting employee voice: An assessment of motives, arrangements and durability
  148. Reconceptualizing the Service Paradox in Engineering Companies: Is HR a Missing Link?
  149. Health service accreditation reinforces a mindset of high-performance human resource management: lessons from an Australian study
  150. Guest Editors' Note: Time to Reconnect the Silos? Similarities and Differences in Employment Relations and Human Resources
  151. Comparative Employment Systems
  152. Institutions and Employment Relations
  153. The Oxford Handbook of Employment Relations
  154. Where are the Voices? New Directions in Voice and Engagement across the Globe
  155. Partnership, collaboration and mutual gains: evaluating context, interests and legitimacy
  156. Handbook of Research on Employee Voice
  157. The role of hospitals' HRM in shaping clinical performance: a holistic approach
  158. Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces
  159. Opening the black box in nursing work and management practice: the role of ward managers
  160. Contingent management plans awaiting a contingency: the GFC and workplace change in the Australian hotels sector
  161. Decaf or double shot? The strength of franchisor control over HRM in coffee franchises
  162. Is Enterprise Bargaining Still a Better Way of Working?
  163. Routes to partial success: collaborative employment relations and employee engagement
  164. Changing patterns of human resource management in construction
  165. Human Resource Management in Construction
  166. Filling the gaps: Patterns of formal and informal participation
  167. Institutions and Employment Relations: The State of the Art
  168. Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies—A conceptual framework
  169. Varieties of Capitalism and Investments in Human Capital
  170. Accidental, unprepared, and unsupported: clinical nurses becoming managers
  171. Managerial Autism: Threat-Rigidity and Rigidity's Threat
  172. The Razor's edge: Managing MNC affiliates in Iran
  173. Company Births, Deaths and Marriages: Flaws in Age Fields in Business Microdata
  174. All we need is a miracle: Using a solution-based approach to human resource management in hospitals
  175. Guest editors' note: Lifting the standards of practice and research - Hospitals and HRM
  176. Mixed signals in HRM: the HRM role of hospital line managers1
  177. Reconceptualising employee silence: problems and prognosis
  178. Reconceptualising employer associations under evolving employment relations: countervailing power revisited
  179. New times for employee voice?
  180. The Future of Employment Relations
  181. Research Handbook of Comparative Employment Relations
  182. Research Handbook on the Future of Work and Employment Relations
  183. The International Handbook of Labour Unions
  184. Developments in HRM in south-eastern Europe
  185. Managing under pressure: HRM in hospitals
  186. Managing and Coping with Organizational Failure: Introduction to the Special Issue
  187. Slash and burn or nip and tuck? Downsizing, innovation and human resources
  188. Applying Budd's model to partnership
  189. Critical incidents of partnership: five years' experience at NatBank
  190. A Study of the Association between Level of Slack Reduction Following Downsizing and Innovation Output
  191. Better than Nothing? Is Non-union Partnership a Contradiction in Terms?
  192. Stuck in the middle with you
  193. What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?
  194. Conceptualizing Employee Participation in Organizations
  195. Direct Employee Participation
  196. The Oxford Handbook of Participation in Organizations
  197. New approaches to employee voice and participation in organizations
  198. The SAGE Handbook of Human Resource Management
  199. Editors' introduction: Australian industrial relations in transition
  200. The British partnership phenomenon: a ten year review
  201. Human Resource Management
  202. Integrating products and services through life: an aerospace experience
  203. Getting to the heart of the debate: TQM and middle manager autonomy
  204. Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK
  205. A STUDY OF THE ASSOCIATION BETWEEN DOWNSIZING AND INNOVATION DETERMINANTS
  206. Age discrimination and working life: Perspectives and contestations - a review of the contemporary literature
  207. In search of ‘product-service’: evidence from aerospace, construction, and engineering
  208. Capturing the aftermarket in engineering organizations: Opportunities and challenges
  209. Mapping the Decision to Quit: A Refinement and Test of the Unfolding Model of Voluntary Turnover
  210. HRM strategies and MNCs from emerging economies in the UK
  211. The tyranny of corporate slenderness: `corporate anorexia' as a metaphor for our age
  212. Worlds colliding: the translation of modern management practices within a UK based subsidiary of a Korean-owned MNC
  213. Contemporary developments in information and consultation
  214. Implications of the EU Information and Consultation Directive and the Regulations in the UK – prospects for the future of employee representation
  215. Information but not consultation: exploring employee involvement in SMEs
  216. Exploring TQM awareness in the Greek national business context: between conservatism and reformism cultural determinants of TQM
  217. Processes, procedures and journal development: Past, present and future
  218. Improving the recruitment and return of nurses and allied health professionals: a quantitative study
  219. How well can the theory of planned behavior account for occupational intentions?
  220. THE IMPACT OF DOWNSIZING ON INNOVATION OUTPUT.
  221. 'Remember I'm the bloody architect!': Architects, organizations and discourses of profession
  222. British Industrial Relations Paradigm: A Critical Outline History and Prognosis
  223. UK emissions trading from 2002–2004: corporate responses
  224. Downsizing, rightsizing or dumbsizing? Quality, human resources and the management of sustainability
  225. Editorial - International Journal of Management Reviews: History, purpose and mission
  226. Organizational Failure
  227. The management of voice in non‐union organisations: managers’ perspectives
  228. Partnership and Modernisation in Employment Relations
  229. Labour reform in a neo-liberal ‘protected’ democracy: Chile 1990–2001
  230. The Role of Shocks in Employee Turnover*
  231. Quality and the Human Factor
  232. The meanings and purpose of employee voice
  233. Changing Patterns of Employee Voice: Case Studies from the UK and Republic of Ireland
  234. Partnership paradoxes
  235. Organisational change and employee turnover
  236. Organizational failure: a critique of recent research and a proposed integrative framework
  237. Perceptions of nursing in the NHS
  238. Attractiveness of Physiotherapy in the National Health Service as a Career Choice
  239. From Kyoto to Singapore: The adoption of quality management in the services sector in Singapore
  240. Corporate Images of the United Kingdom National Health Service: Implications for the Recruitment and Retention of Nursing and Allied Health Profession Staff
  241. Perceptions of radiography and the National Health Service: a qualitative study
  242. The meaning of empowerment: the interdisciplinary etymology of a new management concept
  243. Wish you were here: managing absence
  244. Managing Culture at British Airways: Hype, Hope and Reality
  245. Empowerment: through the smoke and past the mirrors?
  246. The long and winding road: The evolution of quality management
  247. The sustainability debate
  248. In search of quality: the quality management experience in Singapore
  249. Unweaving leaving: the use of models in the management of employee turnover
  250. Industry Change and Union Mergers in British Retail Finance
  251. Rethinking total quality management
  252. CULTURAL CONTROL AND THE ‘CULTURE MANAGER’: EMPLOYMENT PRACTICES IN A CONSULTANCY
  253. Cultural Control and the `Culture Manager': Employment Practices in a Consultancy
  254. Employment relations in SMEs
  255. “Looking out of the black‐hole”
  256. INSTRUMENTS TO SUPPORT SELF‐ASSESSMENT
  257. The state of total quality management: a review
  258. The politics of IT-enabled restructuring and the restructuring of politics through total quality management
  259. Empowerment: theory and practice
  260. Aligning people with PROCESSES
  261. Employee involvement in the financial services sector: problems and pitfalls
  262. Bouquets, Brickbats and Blinkers: Total Quality Management and Employee Involvement in Practice
  263. Control: a contested concept in TQM research
  264. Stuck in the Middle? Managers in Building Societies
  265. Stuck in the Middle? Managers in Building Societies
  266. Changing employment practices in UK banking: case studies
  267. Workplace Trade Union Response to TQM and Teamworking
  268. Cashing In On Quality? Pay Incentives and the Quality Culture
  269. Changing roles of middle management? A case study of bank branch management
  270. Corporate and generic identities: lessons from the Co‐operative Bank
  271. QUALITY AND THE HUMAN RESOURCE DIMENSION
  272. Agents of change?
  273. TQM and Employee Involvement in Context
  274. Quality management, problems and pitfalls: a critical perspective
  275. The long haul: sustaining TQM at British Steel Teesside Works
  276. Looking for quality: A survey of quality initiatives in the financial services sector
  277. Practices and Practicalities In Human Resource Management1
  278. Quality management in services: is the public sector keeping pace?
  279. When two cultures meet: new industrial relations at Japanco
  280. Total Quality: Asking Critical Questions
  281. What is happening in “quality” in the financial services?
  282. In search of TQM
  283. Managing human resources for TQM: possibilities and pitfalls
  284. Tqm: Instant Pudding For the Personnel Function?
  285. Understanding the Meaning of Participation: Views from the Workplace
  286. ESOP's fables: a tale of a machine tool company
  287. Quality Management and the Manager
  288. What Is Happening in Quality Management?: Findings from an IM Survey
  289. The problems with quality management—the view of managers: findings from an Institute of Management survey
  290. The Influence of Managerial Relations on Waves of Employee Involvement
  291. Human resource′s function
  292. Human Resource Management In Building Societies: Making the Transformation?
  293. Refashioning Industrial Relations: The Experience of a Chemical Company over the Last Decade
  294. Holistic total quality management must take account of political processes
  295. Erratum
  296. TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT
  297. The Long and Winding Road: Tracking Employee Involvement at Brown′s Woven Carpets
  298. Conference Review: Quality Concerns for Management
  299. Participation and purpose: Boilermakers to bankers
  300. The Pecularities of the English: Pragmatism and Innovation in Management's Approach to Employee Involvement. Some Evidence from UK Industry
  301. Fitness for Use? Barriers to Full TQM in the UK
  302. NEW DEVELOPMENTS IN EMPLOYEE INVOLVEMENT
  303. TQM and the Management of Labour
  304. From Personnel Management to Human Resource Management? The Case of the Co‐operative Bank
  305. Making Quality Critical
  306. Franchise Firms
  307. New Directions in Employment Relations
  308. Employee voice, partnership and performance
  309. Empowerment
  310. Field of Human Resource Management
  311. Industrial Relations and the Social Sciences
  312. Involvement and Participation
  313. Labour Unionism and Neo-liberalism
  314. Re-examining Comparative Employment Relations
  315. Varieties of Capitalism and Investments in Human Capital
  316. Managing managers: the evolving management story in context
  317. Employee voice: charting new terrain