Employee Relations, Engagement, and Collective Bargaining Assignment Sample

Employment Relationship Management

Introduction: Employment Relationship Management

Navigate through our assignment help offerings, crafted by experts for your success.

In the present business climate, laying out a positive environment is turning out to be progressively important for the creation and operation of hierarchies. A worker-focused culture and high representative contribution are energized by a favourable work environment that fosters good worker connections. Representatives feel good as a result, and they strongly support the execution of authority. In late years, writing on representative Organization relations has developed altogether. Nonetheless, the exploration is divided all through different diaries and disciplines, and it misses the mark on far-reaching writing audit on the point to show what it as of now has some familiarity with the representative relationship with Organization, and what it does not have the foggiest idea. In this review, specialists led a deliberate writing survey, and it dissected their strategic and hypothetical methodologies.

In light of their key discoveries, it constructs a classification of predominant examination discoveries and their associations. Expanding on the survey, it is shown that the examination has been overwhelmed by an emphasis on the hierarchical execution of the Organization and authoritative advantages. Workers have been predominantly seen as implementers of hierarchical manageability arrangements and as arbiters towards authoritative Organization related benefits. Concentrates further talk about the requirement for future examination on the more dynamic job of representatives in Organization relations, particularly based on change cycles and grasping the job of pressures and intricacies.

Task One – Policy Document

Section 1

a) A review of emerging developments to inform approaches to employee voice and engagement (AC 1.1)

Much examination of workers' voices can be followed back to Hirschman, where voice is seen as a vehicle for "changing the questionable situation". Be that as it may, employees quiet remaining parts underexplored, which can be a sign of 'exit' under Hirschman's system or broaden 'faithfulness'. HRM will, in general, utilize OB experiences to make sense of voice and quiet. In this article, it is suggested that HR crowds can acquire further understanding from the coordination of what are frequently contending approaches, specifically authoritative ways of behaving, modern relations and work process viewpoints (Duggan et al. 2020). On the other hand, organisational leaders need to work hard to enhance employee engagement in terms of increasing their company’s profitability (Osborne and Hammoud, 2017). Based on this, effective employee engagement plays a key role in increasing organisational profitability which indicates significance of upholding employee rights and allowing them to speak. This can benefit the organisation in the long-term. 

Upward communication offers significant opportunities to managers and employees exchange views about any issue and also enhance problem-solving with opportunities for employees in terms of providing feedback on different topics (Ruck et al. 2017). Notably, key principles of upward communication promote employee voice. Social media emerged to be one of the most easily available and effective mediums to enhance employee voice. Social media platforms such as WhatsApp and LinkedIn are effective in terms of sharing stories and facilitate their engagement with organisational activities. Wilkinson, characterize voice as the "valuable open doors for employees to have a say and possibly impact hierarchical undertakings connecting with issues that influence their work and the interests of chiefs and proprietors". Quietness might reflect circumstances where employees either do not have open doors for voice or do not involve them in light of multiple factors. The article gives a complex and multifaceted reasonable system of voice and quietness because of the interdisciplinary joining of OB, IR and LP points of view. The article adds to propelling HR information in four significant ways. To begin with, the coordinated system urges HR crowds to expand HRM past any one worldview by integrating circuitous, immediate, casual and formal types of social discourse.

b) Differentiate between employee involvement and employee participation and how it builds relationships (AC 1.2)

Permitting employees to take the role in work-related choices is ostensibly quite possibly of the most famous system utilized by numerous associations to expand employees' degree of occupation fulfilment (Addison et al. 2020). Even though there is a significant group of examination that joins employee contribution in the work environment and occupation fulfilment, there is meagre proof of this relationship among millennials or Age Y labourers (Amerioun et al.  2018). This age, which in this study addresses the people who fell between the years 1980 and 1999 as their birth year, is believed to be essentially disparate concerning standpoints and inclinations, as a rule, and work values, specifically, when contrasted with past ages. Employee engagement is the procedure of obtaining the input of the employees for various tasks, whereas employee engagement is the option offered for workers to contribute in the decision-making process. Employee opinions and emotions are taken into consideration when making decisions when there is employee participation. Employee participation is the process through which all personnel collaborate in order to achieve a certain goal on behalf of the company. As duties are allocated by superiors or leadership, employee empowerment is a one-on-one method between the individual and maintenance. The management welcomes and anticipates employee input, ideas, and opinions when making critical decisions on the company's behalf.

In this period of a hyperactive climate, the detailing and execution of customary human assets, the executive's procedures and practices are sufficient not to hold a capable labour force. With the consideration of increasingly more Age X and Y employees in the labour force, usage of these customary maintenance methodologies is turning out to be less successful in meeting the necessities of these ages. Social exchange relationships are built on trust, norms of reciprocity and feelings of personal obligations (Engelbrecht et al. 2017). Effective employee involvement in organisational process and activities facilitate key traits related to trust, personal obligations and reciprocation which essentially develop positive relationships at the workplace. Associations are constrained to view doors as more versatile, accommodative, and helpful as the difficulties and tensions of rivalry in the worldwide changing business sectors are nerve-breaking and exceptionally serious. Taken in this specific circumstance, a blend of employee cooperation practices and employee remuneration can be an original thought and remarkable strategy that could be useful to associations to make progress and could outmanoeuvre the contenders (Graham et al. 2020).

c) Assess a range of employee voice tools and approaches to drive employee engagement. (AC 1.3)

Investigation for new open doors is about coming up with new and inventive thoughts for further developing work not entirely set in stone by the association's drives to improve the creative working way of behaving. Inventive work conduct prompts the execution of changes and new information that further develops the singular work execution and, in the end, the general business execution. Various variables additionally influence the creative work conduct of employees; these incorporate the employee voice, generational variety of the executives and employee commitment (Nechanska et al. 2020). Employee commitment impacts imaginative work conduct, and their relationship is made sense of by the Social Trade Hypothesis.

The arrangement of assets and administrations by the Organization makes the employees obliged to the firm and work on their presentation. A steady way of behaving from the associations urges the employees to analyze and present new creative thoughts. Additionally, the voice conduct of the employees is impacted by the senior administration of the association, which decides the inventiveness of the specialists. Employees are considered as most important sources of “soft intelligence” about poor care, faulty system and inappropriate conduct (Dixon-Woods et al. 2019). Therefore, it is important to promote employee voice more in terms of overcoming such issues. In that case, major employee voice tools related to effective training, frequent “pulse surveys” and regular one-to-one chatting with the line manager are sign of healthy work culture and also the pathway to long-term success for organisations. Moral administration of the organizations advances employee voice conduct that outcome in the arrangement of certainty and a well-disposed air for the labourers (Wilkinson et al. 2020). Imaginative business thoughts are the primary apparatus of business advancement in the computerized time, which brings about cutthroat advantages to firms.

d) Critically evaluate the interrelationships between employee voice and organizational performance. (AC 1.4)

Employee voice refers to all of the tools at their disposal that allows staff members to attempt to influence both the operation of their association and their work. In any case, these exploration disciplines veer fundamentally by the way they conceptualize and concentrate on the voice, and the examination of voice generally remains inside independent storehouses. This absence of combination is especially clear between the fields of IR and OB, and sadly, it blocks progress toward a complete comprehension of employee voice and enthusiasm for its various purposes, aspects and indications. OB researchers, for instance, have an interest in understanding what persuades individual employees to make some noise when they have assessments, concerns, work-significant data, thoughts or ideas. Many academics argue that management's disregard for employee input or ideas is one of the primary causes of low production in a number of businesses. The methods of employee voice utilised in private or public workplaces around the world have dramatically changed over the last 25 years, with non-union voice expanding at the expense of union voice. This indicates that even in the absence of official or private employer encouragement, personnel officially express their opinions to management in the form of anonymous letters.

The dominating perspective on voice in OB is that it is an optional way of behaving that, while rocking the boat, is pointed toward achieving useful change for the association or the work unit, regardless of whether the current administration could clash. Significant in OB is the way responsive pioneers are to employee voicing, as labourers decipher signals from supervisors and these signs condition future voice ways of behaving. In OB research, there is a fundamental supposition that employees, by and large, need to make some noise since there are issues that they care about and that administration ought to esteem this voice due to its possible advantages for authoritative execution and the likely dangers of not resolving significant issues or taking into account various perspectives (Moletsane et al. 2019).

e) Explain the concept of better working lives and how this can be designed. (AC 1.5)

The ability of workers to choose the times and places they work has greatly increased over time in the majority of developed countries. Additionally, there is growing interest in increased adaptability in the workplace, particularly among younger generations. According to recent statistics, the majority of people between the ages of twenty and thirty would want the prospective opportunity to telecommute and also have flexible hours. Almost probably, flexible working will no longer be the exception but the rule in many roles in the future (Chung and Van der Lippe, 2020). Concerns concerning the orientation differences in the outcomes of flexible work arrangements for the allocation of labour and workers' balance amongst serious and enjoyable activities are anticipated to be examined in the investigation of this particular subject.

Job quality can essentially be assessed through employee perception of leading their lives. In that case, employees are entitled to maintain a healthy work-life balance. Mental health, long working hours and frequency of break from the work should be key metrics to evaluate job quality and good work. Flexible working can be used as a positive capacity-crossing tool that helps workers, especially women, change their employment to meet family needs (Aloisi, 2019). Previous studies have demonstrated that flexible working enables mothers to continue working after giving birth and to hold elevated human resource jobs despite having a large family. Enabling women to participate in both fun and serious activities, this capability may increase the satisfaction that women experience with the balance between them. Adaptable working, however, may end up being traditionalist alignment jobs in the work showcase and the family due to our general public's historical thoughts on orientation employment and the orientation regularising views we have on people's jobs and obligations.

Section 2

a) Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues (AC 3.1)

In many spots and areas, labourers miss the mark on the capacity to on the whole deal and, due to their work status, are not safeguarded by important business regulations. The operationalization of data forefending catches whether an individual has a few favoured wellsprings of data about the main thing in need of attention, not which sources the person in question likes. Additionally, data looking for catches the degree to which an individual effectively searches for data, not which sorts of data the person searches for. This point is vital to note since it is not only people with moral CSR assumptions which may be roused by the claims of corporate wrongdoing yet, in addition, those with financial CSR assumptions.

Scientists have then involved those standards in evaluating work cycles and conditions in the enormous stages of working in Bangalore, India and South Africa. Decency at work is a mind-boggling issue. At a fundamental level, reasonableness includes a fair trade of work time for pay. In any case, fair compensation stays a continuous test, both in additional conventional types of business and stage interceded work. From the trading of time for a pay stream, many convoluted connections are arranged inside specific financial, social, political, and social chronicles. The variables included contrast in light of the sort of work and its specialized creation. These incorporate the work interaction, the exercises in question, how it is made due, and the utilization of innovation.

b) Analyze key causes of employee grievances (AC 3.2)

The board's duties and goals go beyond just recruiting, retaining, motivating, and enforcing sanctions to achieve employee conduct reactions; they also include making sure that a strong complaint against the executive's method is established within the association. A few studies discovered that when employees complain, it is usually because the care they received disappointed them. The conflict between employees and the policy of their employer also leads to complaints. The review presumed that powerful employee complaint from the executives is fundamental for viable agreeable administration work relationship which serves to improve authoritative execution. In general, undesirable working conditions, improper wage structure and adjustment, changes without any prior notice, poor relationship with management and dissatisfactory organisational policies emerge to be key reasons to lead employees grieve at their workplace. Regarding improper management policies, organisations are often accused of setting policies related to overtime, demotions, inappropriate salary structure and unsafe workplace which triggers employee grievance. Apart from that, strict production policies also drive employee grievance. 

It is suggested, among others, that complaints ought to be dealt with as fast, however conceivable as they seem to be accounted for, to guarantee that the adverse results of unsettled complaints are radically decreased in the work environment. Furthermore, there ought to be a set down complaint the executive's technique that directors will use as a manual for overseeing complaint events inside the working environment to guarantee concordance and further develop employee confidence which is significant for hierarchical superior execution. Associations ought to guarantee that those responsible for employee complaints on the board are thoroughly prepared to empower them to deal with the complaint and struggle issues well overall, and ought likewise to teach their employees about complaint system game plans accessible in their association and the need to follow set down complaint technique while introducing their complaints.

c) Explain the skills required for effective grievance and discipline-handling procedures. (AC 3.3)

The complaint dealing with process alludes to how an association looks to give a goal to an oppressed issue. The means help the executives eloquent and proffer goals to the issue of dispute.

The means are expressed beneath:

Characterizing and depicting the idea of the complaint: This step assists with characterizing and portraying the idea of the complaint as plainly as could be expected.

Gather the real factors: The real factors regarding complaints are gathered and examined. This assists with making sense of how, when, where, why and to whom the complaint happened. This step assists with get-together all the data with raw numbers.

Laying out a speculative answer for the complaint: In the wake of getting a reasonable image of the complaint, the subsequent stage includes the foundation of a conditional answer for the complaint.

Take a look at the legitimacy of conditional arrangement: Realities are assembled in light of the provisional arrangements. The board lays out a speculative arrangement and afterwards notices fundamentally whether the theory is correct or wrong. It investigates and looks for various answers to the complaint.

Apply the arrangement: The board might look for a crowd of people with distressed employees and may likewise look for additional data from different employees before applying the arrangement. It, at last, chooses the best achievable and conceivable arrangement and executes something very similar.

Follow-up: Follow-up is the last step. The board may not presume that the complaint has been settled until a check is made to decide if the employee's demeanour has been well changed. Checking should be possible through easy-going perception while the employees are working.

d) Advise on the importance of handling grievances effectively. (AC 3.4)

Employee complaint addresses a sensation of disappointment or discontent concerning a specialist coming about because of the activities or choices of bosses or top administration. It is any genuine or envisioned sensation of individual shamefulness that an employee has concerning his work connection. The sound presentation of any association inside is still up in the air by how fulfilled its labour force is. Subsequently, the significant truth is that no employee could at any point be happy with all complaints. Similar applies to the employees in the financial business, particularly the people who may not be happy with the quickly expanding rivalry in the business in the globalized period (Obiekwe and Uchechi, 2019).

 Particularly in the corporate area, HR can be recognized as the exceptional resource an association has due to its dynamic qualities and the unmistakable upper hand an element can acquire by using it. The work environment accepts that HR ought to be thoroughly prepared to make an upper hand for manageable business execution; subsequently, associations are focused on taking great consideration of their HR. Complaint methodology is a result of employees' sensations of being disregarded by individual employees or the board (Stimmer and Wisken, 2019). At the point when a decent complaint the board methodology is set up, the association is bound to encounter high employee resolve, responsibility, the chance for compromise, and agreeable administration employee relations, which is a fundamental need for working on hierarchical execution (Onkila and Sarna, 2022).

Task Two – Advisory Briefing Note

2.1 Distinguish between organizational conflict and misbehaviour and between informal and formal conflict (AC 2.1)

Misconduct at work has generally centred around work restriction, pilferage, non-attendance and damage. These stay significant; however, the hierarchical scene is evolving. From new types of mocking humour and utilization of online entertainment, work environment harassment and sexual wrongdoing to administrative troublemaking and its ramifications, the second version of Authoritative Bad conduct investigates the most recent types of hierarchical disruption and offers new experiences into the basic elements of the board and hierarchical cycles. Drawing from contemporary exploration, this legitimate text is reasonable for anyone with any interest in the investigation of the executives, work and associations. The struggle is additionally connected with beneficial outcomes: if all around made due, truth be told, positive clash can assume an indispensable part in individual and group advancement regarding individual energy and responsibility, commitment and imagination.

Positive conflict at workplace is often considered constructive. Major advantages of positive conflict include problems-solving and new and innovative idea generation. In addition, it also offers significant opportunities to employees to showcase their creativity and expand skills. Notably, positive conflicts lead to create alternatives and make employees more committed towards the organisation and overall goals. This is especially clear about the group of the board. In particular, on the off chance that, on the one hand, group pioneers will generally view struggle as pointlessly weakening and inefficient of time and assets, then again, it can offer a few significant advantages through making informed agreements helping, for instance, colleagues to figure out the genuine lines of power inside the group. Struggle likewise shows beginning mentalities and feelings among the different practical faculty who are doled out to the group, offering the group chief clear motions toward better dealing with the dissimilar colleagues. In hierarchical life, subsequently, struggle plays the barycentric and conflicted job of enhancer and minimizer of prosperity, imagination and direction.

2.2 Distinguish between official and unofficial employee action. (AC 2.2)

A bounty of global standards impacts state conduct. Ambiguities and strains in the regulating system can bring about contestation. While research on standard contestation has zeroed in on open discussions about standards, we distinguish the second kind of standard contestation, where standards are challenged through specific types of execution. It is thusly recognized contestation through words and activities, or at least, rambling and social contestation. Digressive contestation includes banters about the significance as well as the significance of standards. Conduct contestation, on the other hand, shuns such discussions. All things considered; different standard understandings become evident in the various ways in which entertainers shape the execution of standards.

Not with standing being a possibly strong component of testing and evolving standards, social contestation has fallen external to the domain of writing to some extent since it habitually stays beneath the radar. The two types of contestations cross over when the acts of social contestation are brought to consideration and talked about by the worldwide local area. In this way, rambling and conduct contestation are not unrelated but can occur simultaneously, successively or autonomously of one another. This prologue to an exceptional segment of the May 2019 issue of Foreign Relations on 'The elements of contradiction' fosters the idea of conduct contestation and frameworks triggers and impacts of this up until recently under-explored articulation of dispute (Coetzee, 2021).

2.3 Assess emerging trends in the types of conflict and industrial sanctions. (AC.2.3)

An essential issue in evaluations of the viability of monetary authorizations is that it expects examiners to comprehend and catch not simply the idea of the goal of the assents yet additionally the worldwide range of instruments utilized by shippers and focuses on the power of their utilization, the dissemination of mediations by type and over the long haul, and an obvious metric fit for catching the level of progress. By ideals of its rich dimensionality, the GSDB can assist with resolving these issues. The GSDB covers seven twenty-nine freely recognizable, multilateral, plurilateral, and respective approval cases throughout the 1950–2016-time span. Also, the GSDB arranges these assents based on three significant aspects.

To start with, the kind of authorizations considered (e.g., international embargoes versus monetary approvals versus travel sanctions, and so on.). Second, by the political objective behind the noticed sanction(s). Specifically, the GSDB methodically bunches endorse targets into particular classes (e.g., strategy change, destabilization of a system, war counteraction, common freedoms, and so forth) of recorded approach goals. Third, the apparent level of progress for each distinguished approval is caught by five unmistakable classifications going from bombed authorizations to the objective's full acknowledgement of the source's requests. In addition, employee well-being emerged as one of the major trends at contemporary workplaces. Effective employee well-being includes greater flexibility, performance bonuses and an overall positive experience at the workplace. In that case, contemporary organisations are focused to give employees what they need and drive them to achieve the collective organisational goals. 

The strategy targets that drive endorsement and are accounted for in the GSDB are characterized based on true announcements, including UN goals or potential leader orders. The research features the appropriation of the different approach targets related to distinguished sanctions across entire years and cases. It likewise delineates how the arrangement targets of authorizations have changed over the long run. Curiously, that is what the proof recommends; lately, strategy targets connected with basic liberties and a majority rules system have become more unmistakable as opposed to the many post-war years, which were overwhelmed by goals focused on approach and shifts in power.

2.4 Distinguish between third-party conciliation, mediation and arbitration. (AC.2.4)

Across Europe, outsider mediation in aggregate bartering has been a foundation for settling clashes between capital and work. Every nation has here and there regulated deliberate or obligatory measures for assuagement, intercession or assertion to assist with conquering impasses and clashes. Mollification contains exercises intended to offer parties that might be of some value, ordinarily at a bartering stalemate; these incorporate, for instance, data sharing, pondering and influence. Intercession includes comparable exercises, yet the outsider can propose settlements. Assertion incorporates the chance of making restricting honours, giving the outsider genuine dynamic power. There is possibly a lot to acquire in serious areas of strength.

In the first place, expensive work struggles can be deflected without loss of dealing independence since aggregate haggling is held as the administrative cycle. Second, exorbitant prosecution can stay since CMA is commonly not a legitimate cycle but rather an expansion of dealings. Third, by holding dealing independence, both the procedural and meaningful authenticity of settlements might be expanded. Be that as it may, outsider intercession might be disputable whenever thought about an interruption into free aggregate dealing. Eventually, the regulation of CMA involves political decisions at explicit times in unambiguous settings. Question goal by outsiders is a foundation of modern public relations frameworks across Europe. Nonetheless, the conventional powers of the establishments of appeasement, intervention and assertion shift significantly across nations.

2.5 Explain the main provisions of collective employment law. (AC 4.1)

Irreconcilable circumstances emerge without a trace of arrangements or other formal legitimate justification for claims between the gatherings. Generally, they are related to the prerequisites of laying out new or changing existing working circumstances. Questions about freedoms, then again, emerge from infringement of arrangements or regulations and concern the application or translation of rules laid out by legitimate demonstrations or settlements. As needs are, individual work questions are most frequently debates about privileges, and aggregate work questions are irreconcilable situations. Today our business regulation furnishes labourers with definitely more security than once existed regarding employing, terminating, compensation, and working environment conditions.

For instance, because of mind-boggling cooperations between friendly developments, law-making, and courts' legitimate understandings, propels have been made to destroy lewd behaviour, and better insurance is presently stood to strict, minorities of all races and ethnicities, women, LGBTQ personnel, as well as the elderly and the disabled. Just watching movies or TV shows that portray society there in the 1950s or 1960s might serve as a timely reminder of how much society has changed during a person's lifetime. Instead of those programmes that focus on white male employees and homemakers, TV programs today routinely include female chiefs, remain-at-home fathers, and a variety of many kinds. Despite these additions, proceeded with progress towards equity is presently in peril because of organizations' burden of compulsory mediation on their employees.

2.6 Compare the types of employee bodies, union and non-union forms of employee representation (AC 4.2)

Two of the more significant ideas in labour financial matters and contemporary administration writing are the job of aggregate voice and the executives as an innovation. The previous idea, embracing employee contribution through associations or another kind of conventional working environment portrayal, looks back to the mid-1980s. The last option develops, including the reception of cutting-edge administration practices, for example, employee checking, monetary motivations, and current stock control and work process methods, which likewise shields under the heading(s) of the executives as a science (and administrative capital), is of later classic and dates from the last part of the 1990s.

Aggregate voice and the executives rehearsing are two assumed wellsprings of higher efficiency. The systems are maybe vaguer under aggregate voice (however, unavoidably additionally draw on superior execution work rehearses, which human asset writing is likewise connected with the administration rehearses model) regardless of whether its disciples could contend that the hypothesis of voice is better evolved. Regardless, each model has independently gathered a lot of observational help as of late.

Given the (cross-segment) nature of the information, and part of the way because higher-scoring executives rehearse more normally in plants with work environment portrayal, its objective is less one of picking between the two systems than it is to examine the likely effect of each within sight of the other. Also, we pick a climate that is deduced ideal for aggregate voice by centring upon countries where the lease looking for a job of portrayal is generally recognized to be less unmistakable because the statement of aggregate voice is sole with the help of works boards instead of association bodies.

2.7 Evaluate the purpose of collective bargaining and how it works. (AC 4.3)

Beatrice Webb, a financial expert and one of the forerunners of the modern relations profession in the UK, coined the term "collective bargaining" in 1891. She and her partner Sidney Webb portrayed collective bargaining as an interaction in which workers gather and send members to bargain over their employment contracts (Schulten, 2018). It was seen as a collective alternative to individual dealing or as one of the methods used by corporate career associations to further their fundamental goal of "maintaining or improving the states of their [participants'] working life. The concept provided by Webbs emphasizes the importance of labourers' collective involvement in the planning and arrangement of formal arrangements.

More broadly, various researchers have defined collective bargaining as a means of payment, joint purpose, or joint guidance between groups that takes into account the interests of both managers and employees. This implies the "discussion and continuous application of a fully agreed system of rules to manage the significant and decisional terms of the cooperation." It is distinguishable from dialogue or cooperative critical thinking in that it results in official, haggled arrangements or agreements that the two parties are required to abide by for a predetermined period. Based on this, collective bargaining can be identified as the significant process through working people can strike negotiations with the help of their respective unions. 

Since aggregation haggling frequently takes place inside a framework of guidelines, procedures, and liberties outlined in public and international regulation, it might be considered the most advanced form of delegation or aggregate voice. The state, union guilds, works councils, corporations, centre administrators, and employees are only a few examples of the various entertainers that were covered in another volume. However, the involvement of each of these players in the exchanging framework varies greatly among nations, depending on the type of dealing and the liberties granted to them by law and custom.

References 

Addison, J.T., Teixeira, P. and Bellmann, L., (2020). Management Practices and Establishment Performance under Non-Union Workplace Representation.

Aloisi, A., (2019). Negotiating the digital transformation of work: non-standard workers' voice, collective rights and mobilization practices in the platform economy.

Amerioun, A., Alidadi, A., Zaboli, R. and Sepandi, M., (2018). The data on exploratory factor analysis of factors influencing employees effectiveness for responding to crisis in Iran military hospitals. Data in brief, 19, pp.1522-1529.

Chung, H. and Van der Lippe, T., (2020). Flexible working, work–life balance, and gender equality: Introduction. Social Indicators Research, 151(2), pp.365-381.

Coetzee, S.A., (2021). Promoting fair individual labour dispute resolution for South African educators accused of sexual misconduct (part 1). Journal of South African Law/Tydskrif vir die Suid-Afrikaanse Reg, 2021(1), pp.29-42.

Dixon-Woods, M., Campbell, A., Martin, G., Willars, J., Tarrant, C., Aveling, E.L., Sutcliffe, K., Clements, J., Carlstrom, M. and Pronovost, P., (2019). Improving employee voice about transgressive or disruptive behavior: a case study. Academic Medicine, 94(4), p.579. 

Duggan, J., Sherman, U., Carbery, R. and McDonnell, A., (2020). Algorithmic management and app?work in the gig economy: A research agenda for employment relations and HRM. Human Resource Management Journal, 30(1), pp.114-132.

Engelbrecht, A.S., Heine, G. and Mahembe, B., (2017). Integrity, ethical leadership, trust and work engagement. Leadership & Organization Development Journal, 38(3), pp.368-379.

Graham, M., Woodcock, J., Heeks, R., Mungai, P., Van Belle, J.P., du Toit, D., Fredman, S., Osiki, A., van der Spuy, A. and Silberman, S.M., (2020). The Fairwork Foundation: Strategies for improving platform work in a global context. Geoforum, 112, pp.100-103.

Moletsane, M., Tefera, O. and Migiro, S., (2019). The Relationship between Employee Engagement and Organisational Productivity of Sugar Industry in South Africa: The Employees' Perspective. African Journal of Business & Economic Research, 14(1).

Nechanska, E., Hughes, E. and Dundon, T., (2020). Towards an integration of employee voice and silence. Human Resource Management Review, 30(1), p.100674.

Obiekwe, O. and Uchechi Eke, N., (2019). Impact of employee grievance management on organizational performance. International Journal of Economics and Business Management, 5(1), pp.1-10.

Onkila, T. and Sarna, B., (2022). A systematic literature review on employee relations with CSR: State of art and future research agenda. Corporate Social Responsibility and Environmental Management, 29(2), pp.435-447.

Osborne, S. and Hammoud, M.S., (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), p.4. 

Ruck, K., Welch, M. and Menara, B., (2017). Employee voice: an antecedent to organisational engagement? Public Relations Review, 43(5), pp.904-914.

Schulten, T., (2018). Europeanisation of collective bargaining: Trade union initiatives for the transnational coordination of collective bargaining. In Industrial relations and European integration (pp. 112-136). Routledge.

Stimmer, A. and Wisken, L., (2019). The dynamics of dissent: when actions are louder than words. International Affairs, 95(3), pp.515-533.

Wilkinson, A., Barry, M. and Morrison, E., (2020). Toward an integration of research on employee voice. Human Resource Management Review, 30(1).