All Stories

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 Exploring Social Media's Contested Role as a Voice Mechanism (WITHDRAWN)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