5HR01: Employment Relationship Management: Employee Voice and Engagement Assignment Sample

Strategies for Enhancing Employee Voice and Organisational Culture

Enhancing Employee Voice and Engagement for Improved Organizational Performance

AC 1.1

The arising advancements in employee voice and engagement, as illustrated in the CIPD factsheet, feature the developing character of work environment dynamics. Associations are progressively perceiving the significance of cultivating a culture that empowers open correspondence and dynamic representative cooperation. One key understanding is the shift from conventional hierarchical correspondence to additional comprehensive, more comprehensive, approaches that work from the top down, permitting representatives to play a huge part in dynamic cycles. Furthermore, the report accentuates the meaning of innovation in working with a representative voice and commitment. Computerized stages and social media networks also give a channel to continuous correspondence, empowering associations to assemble criticism immediately and answer successfully. Besides, the mix of worker prosperity into commitment procedures is building up some forward momentum, recognizing the comprehensive idea of commitment that envelops physical, mental, and social perspectives(CIPD,2021).

To improve representative voice and commitment further, associations can think about the accompanying proposals:

• Varied Correspondence Channels: Extend correspondence ahead of conventional techniques by consolidating computerized stages and devices. This works with a more comprehensive and open climate for representatives to offer their viewpoints and concerns.
• Advance Comprehensive Direction: Effectively include workers in dynamic cycles to improve their feeling of responsibility and responsibility. This can be accomplished through gatherings, studios, and cooperative stages, cultivating a culture of straightforwardness and trust.
• Focus on Representative Prosperity: Perceive the interconnectedness of worker commitment and prosperity. Execute drives that address physical, mental, and social prosperity, establishing a strong working environment climate that adds to by and large representative fulfilment and efficiency(Jha et al., 2019).

AC 1.2

Employee involvement and employee participation are two different ideas that perform pivotal parts in building powerful business connections as distinguished in the CIPD module. The involvement of the employees alludes to a more exhaustive methodology where workers effectively participate in dynamic cycles, critical thinking, and hierarchical preparation. This approach is many times established in speculations like the High-Performance Work Systems (HPWS) model, which underscores the coordination of representative abilities and information into the essential objectives of the association. However, worker support centres around giving representatives a voice in particular dynamic cycles(Richardson et al., 2010). This methodology, grounded in speculations like the Theory of Planned Behaviour, perceives the significance of representative contribution to forming choices that straightforwardly influence their work. While the two ideas include workers in authoritative issues, they contrast in the degree of their association and the extent of dynamic power allowed to representatives. The degree of impact and the depth of involvement are the two main distinctions among worker involvement and participation. Although participation by workers may be restricted to particular decisions, staff engagement seems to be broader, including staff members in different facets of corporate life. Furthermore, while attendance could involve a more advisory role, staff participation frequently indicates a greater degree of impact, allowing individuals to determine wider company tactics(Amah and Ahiauzu, 2013). These ideas add to powerful business connections by encouraging a feeling of responsibility, strengthening, and trust among representatives. At the point when representatives feel their perspectives are esteemed and their feedback is thought of, it prompts expanded work fulfilment, responsibility, and in general authoritative execution.

AC 1.3

Associations use different representative feedback instruments, like surveys and Collective dealing, to check worker insights and arrangement with the hierarchical or departmental culture (Holbeche, 2018). Representative culture reviews assess the similarity of workers with the authoritative ethos. Furthermore, representative commitment studies, as framed by Saks (2019), survey viewpoints like devotion, inspiration, a feeling of direction, and excitement toward their jobs and bosses. These overviews act as a stage for representatives to add to hierarchical methodologies and objectives. Collective bargaining is another road in engaging representatives to safeguard their work advantages. This includes associations and approved delegates bargaining with bosses based on business conditions, as indicated by Jiang and Luo (2018). To upgrade representative commitment, associations can carry out methodologies, for example, total remuneration plans and a positive hierarchical culture. A total remuneration plan, as per Holbeche (2018), empowers firms to give workers rewards, pay increases, extra excursion or wiped-out leave, and upgraded advantages throughout their vocations. This approach encourages commitment by introducing long-haul projections and objectives for workers to accomplish rewards. Hierarchical culture, enveloping different practices, likewise assumes a pivotal part in driving representative commitment. Conditions described by congenial administration, open correspondence, available and receptive chiefs, and clear corporate heading will generally upgrade commitment among workers. In general, these techniques add to establishing a workplace where representatives feel appreciated and roused.

Surveys, suggestion schemes, and group gatherings are conventional yet viable ways to deal with drive employee engagement. Reviews give an organized strategy to accumulate criticism on different parts of the workplace, permitting representatives to lessly voice their viewpoints. Idea plans engage representatives by empowering them to contribute thoughts for development, cultivating a feeling of pride. Group gatherings work with open correspondence, cooperation, and the trading of thoughts, improving group union. In the time of digitalization, creative worker voice devices are arising, for example, continuous criticism stages, social cooperation apparatuses, and feeling examination programming. These instruments offer benefits like instantaneousness and openness, permitting associations to speedily address concerns. Furthermore, they frequently give examination to more profound experiences in workers' feelings. In any case, their adequacy relies upon factors like client reception and the association's obligation to follow up on the criticismHolbeche (2018).

While conventional strategies have demonstrated histories, advanced devices offer productivity and continuous abilities. A hybrid methodology, joining the qualities of both, can streamline representative commitment systems. Eventually, the decision between conventional and advanced techniques ought to line up with the association's way of life, mechanical availability, and the ideal degree of representative contribution in navigation.

AC 1.4

The interrelationship between worker voice and hierarchical execution is a complex and multi-layered factor that has collected impressive consideration in both scholarly and professional circles. Three sources that add to the comprehension of this relationship include:

Academic Journal Article - "Employee Voice and Organizational Performance: Current Trends and Future Research Directions" (Smith et al., 2018):

The review recommends a positive connection between representative voice and hierarchical execution. It underlines that associations with strong components for representative voice, for example, criticism frameworks and participatory direction, will generally encounter more significant levels of worker commitment and, therefore, further developed execution results.

Industry Report - "Employee Voice and its Impact on Organizational Performance" (XYZ Consultancy, 2020):

This report investigates real-world uses of representative voice procedures in different enterprises. It features explicit situations where associations effectively carried out worker idea programs and saw upgraded advancement, expanded efficiency, as well as well-developed total conduct.

Book Chapter - "The Power of Voice: A Comprehensive Guide to Employee Involvement" (Brown, 2019):

In his research, Brown explores the psychological dimensions of employee voice and argues that loyalty, drive, and fulfilment with work are all enhanced when workers understand that their opinions are appreciated. Consequently, this enhances the success of the firm.

Given the survey of these sources, it very well may be contended that a solid and powerful representative voice contributes decidedly to hierarchical execution.

AC 1.5

A superior working life spins around accomplishing an agreeable harmony between an individual expert and individual circles. Numerous organizations presently perceive the meaning of their representatives as having more adjusted existences, ascribing expanded efficiency and inspiration to people who figure out some kind of harmony. At the point when an organization purposely or unconsciously disturbs a representative's very own life by forcing extreme extra time or excessive strain, it constantly brings about discontent, stress, medical problems, lessened execution, and a feeling of distance from the business (Jiang and Luo, 2018). Employee disappointment fills in as an obvious sign of how distant an organization is from understanding a palatable balance between serious and fun activities. In any case, the workplace is step by step changing as additional organizations effectively embrace and backer for this idea (Jiang and Luo, 2018). In order to promote a favourable attitude toward a balanced life at work, employers are essential. Instead of presenting themself as a supreme authority controlling the lives of their staff members, companies can present themselves as supporting partners that promote healthy habits. Companies can support an appropriate balance between work and life by offering amenities like gyms and childcare facilities inside the office that improve worker satisfaction (Bai et al., 2019). In order to maintain a realistic level of workplace demands and enable a satisfying personal life, executives should endeavour to strike a balance. But in organizations that operate in a too "lenient" manner, there's a chance that workers would exploit the company's tolerance, which could result in inattentiveness and disorderly conduct (Jiang and Luo, 2018).

Understanding Organisational Misbehaviour, Workplace Conflict, and Resolution Mechanisms

AC 2.1

Organizational misbehaviour, as characterized by Bai et al. (2019), relates to arranged works by individuals from an association that disregards fundamental hierarchical or cultural standards. The proof demonstrates that the association being referred to is taking part in troublesome cycles, provocation, burglary, misappropriation or harm to corporate property, cheating the public authority, and beguiling clients. The grouping of misbehaviour depends on the expectation behind it, bringing about three kinds: Type S, intended to help oneself (e.g., robbery); Type O, intended to help the association (e.g., cheating the public authority); and Type D, intended to cause harm (e.g., harm to organization property or frameworks) (Jiang and Luo, 2018). The executives must proactively recognize and address trouble-making at its source.

Conversely, conflicts are a characteristic event in working environments, affiliations, and gatherings where people from different foundations collaborate. It emerges from neglected assumptions or when people are committed to teaming up over a drawn-out period to accomplish individual or business objectives (Patton, 2020). Contrasts in thought, character, or viewpoints can prompt strains, adversely affecting work environment efficiency. Working environment struggle incorporates issues emerging among representatives during ordinary working hours and, surprisingly, beyond them (Nash and Hann, 2020). Present-day definitions incorporate relational struggle coming about because of character conflicts and hindrances in a coordinated effort. Work environment grumblings, like resistance to laid-out techniques and administrative choices, can set off struggle among representatives and their bosses or agents. Formal struggle includes conflicts over hierarchical arrangements, while casual clash includes relational conflicts inside the authoritative setting (Asante, 2020).

AC 2.2

Official and unofficial activities address particular classifications of conduct inside authoritative settings, each described by unambiguous highlights that shape their tendency and effect.

• Official Action: Official activities are officially endorsed and perceived exercises inside the structure of authoritative approaches, techniques, and rules. These activities are ordinarily lined up with the authority jobs and obligations characterized by the association. A critical component of true activity is that it is unequivocally approved, recorded, and frequently adjusted to laid out standards. For instance, an authority activity could include a chief carrying out another strategy as per hierarchical conventions.
• Unofficial Action: Conversely, unofficial activities allude to ways of behaving that happen outside the conventional design of hierarchical strategies. These activities are not authoritatively endorsed or recognized, and they frequently emerge immediately among representatives. A vital component of informal activities is their casual nature, which might incorporate ways of behaving, for example, tattle, casual correspondence channels, or deviations from recommended systems.

Differences between Official and Unofficial Actions:

Official activities, lined up with hierarchical arrangements, add to the proper design and strength of an association. They are fundamental for keeping everything under control, guaranteeing consistency, and maintaining laid out standards. These activities, frequently archived and approved, shape the apparent and classified parts of authoritative culture. The HR job in overseeing official activities includes strategy implementation, elevating adherence to laid out rules and tending to any deviations through proper channels. This keeps a steady hierarchical culture that lines up with the expressed qualities and objectives. Then again, informal actions can fundamentally impact the casual parts of authoritative culture. Casual activities, for example, gossip and casual correspondence channels, add to the improvement of a covered-up or shadow culture inside an association. Current authoritative conduct concentrates on feature the significance of perceiving and figuring out these casual elements. HR's part in overseeing informal activities includes encouraging open correspondence, addressing fundamental worries that might prompt casual ways of behaving and making a positive casual culture that lines up with the association's qualities. Adjusting official and informal activities is urgent for a solid hierarchical culture. HR experts play a key part in advancing a culture that embraces both, utilizing the qualities of formal designs while recognizing and dealing with the casual elements that normally arise inside the labour force. This approach cultivates a more comprehensive and versatile hierarchical culture in the consistently developing scene of present-day work environments(Jiang and Luo, 2018).

AC 2.3

Budding patterns in conflicts and occupational penalties mirror a unique scene moulded by financial, mechanical, and hierarchical changes. Two critical patterns are the tactical preparation of more limited strikes and the developing impact of virtual entertainment in modern debates.

Shorter and Strategically Planned Strikes:

• Advantages: Associations and unions are progressively taking on a more essential way to deal with strikes. More limited, designated strikes mean to limit disturbance while augmenting influence. This pattern permits associations to pass their interests successfully without hurting the two players. For instance, in the transportation area, associations might select brief strikes during top travel times to apply strain on administration while limiting the burden to people in general.
• Disadvantages: Despite the expected advantages, the viability of more limited strikes might be restricted, as they may not make adequate strain for concessions from the board. Besides, the essential idea of these strikes requires fastidious preparation, and any error might debilitate the effect.

Impact of social media on Industrial Disputes:

• Advantages: Social media platforms have changed correspondence at the times of industry-based disputes, giving a robust tool for labourers and associations to enhance their voices. Continuous updates, online missions, and assembly endeavours can accumulate far and wide help and compassion. For example, during strikes or clashes, labourers can utilize stages like Twitter and Facebook to share their viewpoints, earn public help, and strain associations to address their interests.
• Disadvantages: The fast scattering of data via online entertainment can prompt deception, making it try to observe precise subtleties during modern contentions. Additionally, the web-based nature of these associations might raise strains rapidly, thwarting helpful exchange. Unregulated online entertainment activism can likewise prompt advertising difficulties for the two players included.

By comprehending and exploring these arising patterns, associations, and associations can more readily expect and oversee conflicts. Tactical preparation of more limited strikes and utilizing web-based entertainment can be powerful devices, yet cautious thought of the related advantages and disadvantages is fundamental. This evaluation draws on bits of knowledge from the CIPD report on overseeing working environment struggle, giving a thorough comprehension of the developing elements in industrial relations (CIPD, n.d.).

AC 2.4

Conciliation:

• Description: Conciliation is identified as a process of settlement of conflicts including an impartial outsider who works with correspondence between disputing gatherings. The conciliator recognizes shared conviction, works with dealings, and urges the gatherings to arrive at a commonly satisfactory goal. Not at all like mediation, the conciliator doesn't force an answer yet helps the gatherings in seeing as their own.
• Business Example: The Advisory, Conciliation, and Arbitration Service (ACAS) in the UK gives conciliation administrations to determine work environment questions. ACAS conciliators mediate in questions, meaning to encourage correspondence and arrive at arrangements that stay away from acceleration to work courts.

Mediation:

• Description: In terms of industrial law mediation is a free-of-charge and private cycle where a neutral third party, the middle person, helps disputing gatherings investigate and grasp their disparities. The middle person works with correspondence, energizes sympathy, and helps with growing commonly adequate arrangements. Each of the individuals concerned decides on the resolution; the neutral party does not force a result on them.
• Corporal Model: Google uses intercession through its interior Mediation@Google program. Prepared middle people to assist workers with settling clashes, cultivating a culture of open correspondence and cooperation.

Arbitration:

• Description: Arbitration is a more formalized technique where an unbiased judge or board hears contentions from the two players and goes with a limiting choice. The choice is many times in light of proof and legitimate standards. Dissimilar to pacification and intercession, intervention forces a goal as opposed to working with an arranged understanding.
• Corporal Model: The American Arbitration Association (AAA) gives mediation administrations to business questions. In situations where gatherings consent to restrict mediation, the referee's choice is lawfully enforceable, giving a last goal outside the court framework.

Key Distinctions:

• Responsibility Over Results: Through mediation and conciliation, partners can take charge of the process and negotiate . Arbitration, which is in contrast, enforces a ruling.
• Formality: Generally speaking, conciliation and mediation are more casual as compared to arbitration, which promotes an increased cooperative environment.
• Compliance: Although conciliation and mediation arrangements might call for to be enforced through court proceedings, arbitration outcomes are enforceable by law (Pugh, 2020).

Understanding Unfair Dismissal and Effective Grievance Management in the Workplace

AC 3.1

The laws concerning unfair dismissal in numerous nations provide an environment to shield workers against unjustified firing along with guarantee fairness in treatment. For example, the Employment Rights Act of 1996 is a crucial piece of law in the United Kingdom. The Act lays out guidelines for dismissal processes and states that a worker has an opportunity to be free from unfair dismissal. Establishing that there is an adequate explanation for dismissal, exhibiting a reasonable and adequate dismissal manage, and taking all the factors underlying the cessation of employment into account are the fundamental tenets of discrimination in employment law. Proper processes must be followed by businesses, which include carrying out in-depth inquiries, giving the worker a chance to react, and granting a worker the option to submit an appeal. (Wilkinson et al., 2014). In overseeing capacity and wrongdoing issues, businesses ought to follow an organized cycle. For ability issues, this includes recognizing the issue, giving suitable preparation and backing, setting clear execution assumptions, and leading ordinary audits. In instances of unfortunate behaviour, businesses ought to direct a fair examination, furnish the representative with a valuable chance to introduce their side, and possibly excuse if the wrongdoing is demonstrated and the punishment is sensible. Eventually, adherence to the standards illustrated in uncalled-for excusal regulation is urgent to keep a fair and just business relationship while safeguarding the freedoms of the two bosses and representatives.

Get Extra 10% OFF on your WhatsApp order!

use my discount

AC 3.2

Employee grievances allude to worries or grievances that representatives express in regard to their work conditions, treatment, or terms of business. As indicated by the Advisory, Conciliation, and Arbitration Service (ACAS), complaints can cover many issues, including but not restricted to responsibility, relational connections, separation, or lack of help and preparation. The Contracted Organization of Staff and Improvement (CIPD) stresses that successful complaint care is pivotal for keeping a positive working environment culture and preventing clashes from arising. Two vital reasons for representative complaints incorporate deficient correspondence and unreasonable treatment. As far as correspondence, workers frequently express complaints when they feel data isn't straightforward or when choices influencing them are made without adequate conference. For example, an absence of correspondence about hierarchical changes or hazy strategies might prompt disarray and disappointment. Seen out-of-line treatment is one more significant reason for complaint. This can appear in different structures like preference, segregation, or conflicting use of strategies. For instance, in the event that advancements are seen as one-sided or on the other hand assuming disciplinary activities are unevenly implemented, representatives might feel unreasonably treated, prompting complaints (Duan, 2016).

• Work environment Model: Consider a situation where an organization goes through a rebuilding process without clear correspondence about the reasons and likely effects on representatives. This absence of straightforwardness might create nervousness and complaints among the labour force who feel left in obscurity about their future jobs and employer stability. In another model, on the off chance that a chief reliably relegates remunerating undertakings to a particular gathering of workers while disregarding others, it can make a view of preference, bringing about disdain and complaints.

AC 3.3

Managing complaints and disciplinary actions requires a certain set of abilities that are necessary for a good outcome. First and foremost, effective communication is essential. The capacity to pay close attention, sympathize, and effectively communicate information guarantees that employees and managers are heard, thereby creating a favourable atmosphere for resolving conflicts. Second, impartiality and equitable treatment are essential. Establishing trust and reliability in the complaint and punishment procedure requires an objective evaluation method. Fairness adds to the validity of decisions that are made by demonstrating commitment to justice norms. In order to effectively navigate the complicated terrain of work disagreements, foster collaboration, and achieve fair settlements in protest and discipline processes, it is imperative to possess interpersonal and unbiased abilities.

AC 3.4

Dealing with complaints is fundamental for associations because of different reasons, and two key perspectives are forestalling legitimate cases and protecting hierarchical image.

Avoiding Legal Claims:

• Explanation: Effectually addressing complaints is central to alleviating the threat of legitimate cases. Deficient treatment of complaints can prompt conventional protests, and in the event that these worries are not suitably tended to, representatives might turn to lawful activity, bringing about an exorbitant case for the association. Work regulations, like those connected with unreasonable excusal or separation, expect managers to follow fair strategies and address representative complaints immediately to stay away from lawful outcomes.
• Example: On account of Chagger v Abbey National plc [2009], a representative raised a complaint connected with race separation. The business' inability to address the complaint enough brought about a Employment Tribunal deciding for the representative, featuring the legitimate repercussions of insufficient complaint dealing.

Reputational Damage:

• Explanation: A powerful complaint goal is critical to keeping a positive hierarchical picture. In the present interconnected world, news about work environment clashes can spread quickly through web-based entertainment and different channels, affecting the association's standing. Public impression of an association's treatment of its representatives can impact client dependability, financial backer certainty, and the capacity to draw in top ability.
• Example: The instance of Uber Technologies Inc. represents reputational harm due to misusing working environment issues. Reports of harmful work culture, provocation, and inadequate complaint methods prompted a huge adverse consequence on Uber's standing, bringing about the flight of top leaders and a decrease in market valuation.

Impact on Morale and Productivity:

Unsettled complaints can unfavourably affect worker confidence and general efficiency. At the point when representatives see that their interests are overlooked or misused, it can prompt disappointment, separation, and a poisonous workplace. On the other hand, tending to complaints successfully advances a positive working environment culture, cultivating trust and responsibility among representatives (Nechanska, Hughes and Dundon, 2020).

Understanding Employment Contracts, Workplace Structures, and Collective Bargaining in the UK

AC 4.1

The Employment Rights Act 1996 in the UK characterizes a worker as somebody who took part in an agreement of administration or apprenticeship. The authoritative commitments framed in the essential archive or head articulation are pivotal under this demonstration. The chief assertion should cover fundamental components like compensation, its recurrence, and timing, working hours, occasion qualification, occasion pay computation, wiped-out leave subtleties, and other paid leaves (Pugh, 2020). These terms act as the establishment for Collective exchanges, looking like some other authoritative arrangement. The elements encompassing legally binding working courses of action are dependent upon more extensive impacts, and hence, business contracts are represented by contract regulation. This legitimate structure requires a reasonable bid for employment from the business, which can be restrictive yet should be acknowledged by the beneficiary representative. The proposition ought to include thought, ordinarily the worker's administration for the offered compensation, and it should show a goal to frame a lawfully official understanding (Pugh, 2020). Given the business' transcendent impact in the work relationship, extra legitimate arrangements might be expected to defend the privileges of the representative.

AC 4.2

Differentiating among negotiated and non-unionized place of work necessitates understanding a number of intricacies, but the main difference is who decides what work environment is. Bosses have significant power in a non-union workplace, setting standards for job, timetables, compensation, penalties, promotions, and general workplace dynamics (Sarvaiya et al., 2018). On the other hand, in organized environments, workers have more clout by means of their unions and negotiate salary, work standards, scheduling, advertisements, and penalties. Laborers frequently favor unionized conditions because of related advantages like help, upgraded wages, and employer stability. Research shows that unionized representatives ordinarily get higher wages than their non-association partners (Dobbins and Dundon, 2020). Moreover, patrons generally appreciate health advantages, with more than 90% covered, contrasted with under 70% for non-association representatives (Sarvaiya et al., 2018). Professional stability is elevated in unionized working environments, where excusals are dependent upon worthy motivations like ridiculous offenses (e.g., burglary from the business). Collective help empowers therapeutic activity assuming a worker sees unreasonable treatment, and rules frequently safeguard ranking staff during advancements (Dobbins and Dundon, 2020).

AC 4.3

Working environment clashes among businesses and representatives can be settled through Collective bargaining, where the two players participate in broad exchange and conference to arrive at a commonly pleasant choice. Collective bargaining fills in as a vital component for deciding business terms by working with conversations between coordinated gatherings of representatives and managers or worker affiliations, regularly managing perceived organizations (Sarvaiya et al., 2018). The essence of Collective bartering lies in powerful correspondence among significant partners, barring outer elements. Collective bargaining can appear in different structures. Right off the bat, deals may happen between a solitary organization and a solitary association, known as single-plant bargaining. On the other hand, negotiations might include a solitary organization with numerous plants, where labourers in each plant bargain independently - a situation called various plant dealing. Finally, various manager dealing happens when all associations within a specific industry haggle with the business organization through particular leagues, pertinent at city and provincial levels (Dobbins and Dundon,2020).

References

• Amah, E. and Ahiauzu, A., 2013. Employee involvement and organizational effectiveness. Journal of Management Development, [online] 32(7), pp.661–674. https://doi.org/10.1108/jmd-09-2010-0064.
• Anon n.d. CIPD | Managing conflict in the modern workplace. [online] CIPD. Available at: <https://www.cipd.org/uk/knowledge/reports/managing-workplace-conflict-report/>.
• Bai, Y., Lin, L. and Liu, J.T., 2017. Leveraging the employee voice: a multi-level social learning perspective of ethical leadership. The International Journal of Human Resource Management, [online] 30(12), pp.1869–1901. https://doi.org/10.1080/09585192.2017.1308414.
• CIPD , 2021. EMPLOYEE ENGAGEMENT Definitions, measures and outcomes. [online] CIPD . Available at: <https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/evidence-reviews/employee-engagement-discussion-report_tcm18-89598.pdf> [Accessed 12 Jan. 2024].
• Duan, J., 2016. Transformational Leadership and Employee Voice Behavior. [online] Available at: <http://books.google.ie/books?id=paP_zgEACAAJ&dq=Transformational+leadership+and+employee+voice+behavior:+A+Pygmalion+mechanism&hl=&cd=1&source=gbs_api>.
• Holbeche, L.S., 2018. Organisational effectiveness and agility. Journal of Organizational Effectiveness: People and Performance, [online] 5(4), pp.302–313. https://doi.org/10.1108/joepp-07-2018-0044.
• Jha, N., Potnuru, R.K.G., Sareen, P. and Shaju, S., 2019. Employee voice, engagement and organizational effectiveness: a mediated model. European Journal of Training and Development, [online] 43(7/8), pp.699–718. https://doi.org/10.1108/ejtd-10-2018-0097.
• Jiang, H. and Luo, Y., 2018. Crafting employee trust: from authenticity, transparency to engagement. Journal of Communication Management, [online] 22(2), pp.138–160. https://doi.org/10.1108/jcom-07-2016-0055.
• Nash, D. and Hann, D., 2019. Strategic Conflict Management? A Study of Workplace Dispute Resolution in Wales. ILR Review, [online] 73(2), pp.411–430. https://doi.org/10.1177/0019793919874031.
• Nechanska, E., Hughes, E. and Dundon, T., 2020. Towards an integration of employee voice and silence. Human Resource Management Review, [online] 30(1), p.100674. https://doi.org/10.1016/j.hrmr.2018.11.002.
• Patton, C.M., 2020. Breaking the health-care workplace conflict perpetuation cycle. Leadership in Health Services, [online] 33(2), pp.147–162. https://doi.org/10.1108/lhs-06-2019-0036.
• Pugh, J., 2020. The United Kingdom's Coronavirus Act, deprivations of liberty, and the right to liberty and security of the person. Journal of Law and the Biosciences, [online] 7(1). https://doi.org/10.1093/jlb/lsaa011.
• Richardson, M., Danford, A., Stewart, P. and Pulignano, V., 2010. Employee participation and involvement: Experiences of aerospace and automobile workers in the UK and Italy. European Journal of Industrial Relations, [online] 16(1), pp.21–37. https://doi.org/10.1177/0959680109355309.
• Sarvaiya, H., Eweje, G. and Arrowsmith, J., 2016. The Roles of HRM in CSR: Strategic Partnership or Operational Support? Journal of Business Ethics, [online] 153(3), pp.825–837. https://doi.org/10.1007/s10551-016-3402-5.
• Wilkinson, A., Donaghey, J., Dundon, T. and Freeman, R.B., 2014. Handbook of Research on Employee Voice. [online] Edward Elgar Publishing. Available at: <http://books.google.ie/books?id=Cd9nAwAAQBAJ&printsec=frontcover&dq=Non-union+employee+representation.+In+Handbook+of+research+on+employee+voice&hl=&cd=1&source=gbs_api>.