All Stories

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