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Edited by Adrian Wilkinson, Jimmy Donaghey, Tony Dundon and Richard B. Freeman

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Edited by Adrian Wilkinson, Jimmy Donaghey, Tony Dundon and Richard B. Freeman

This thoroughly revised second edition presents up-to-date analysis from various academic streams and disciplines that illuminate our understanding of employee voice from a range of different perspectives. Exploring the previously under-represented paradigm of the organizational behaviour approach, new chapters take account of a broader conceptualization of employee voice. Written by expert contributors, this Handbook explores the meaning and impact of employee voice for various stakeholders and considers the ways in which these actors engage with voice processes such as collective bargaining, individual processes, mutual gains, task-based voice and grievance procedures
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Brian Harney and Tony Dundon

Amazon is one of the world’s most recognised organisations. It was the first to leverage on-line platforms for selling and distribution, making its first book sale on-line in 1995 before diversifying into CD, DVDs and electronics and ultimately becoming the ‘everything store’. As Google is to internet search, Amazon is to e-commerce, practically inventing this category of shopping. Amazon’s overriding goal is ‘to be Earth’s most customer-centric company, where customers can find and discover anything online’.

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Peter Prowse, Tony Dobbins and Ray Fells

While the concept of a Living Wage is not new, the modern Living Wage movement is viewed as having developed in America in the municipal government sector. In 1994, seeing full-time employees coming to their soup kitchens, Baltimoreans United in Leadership Development (a coalition of churches, trade unions and neighbourhood groups) started campaigning for a Living Wage (Luce, 2017). Their campaign spread and Lammam (2014) reported that more than 140 American municipalities have Living Wage laws. In contrast, the modern campaign for a Living Wage in the UK emerged in the commercial district of London’s Canary Wharf. The East London branch (TELCO) of the community organisation Citizens UK launched the campaign in 2001, staging protest actions which led to payment of the Living Wage at prominent city banks. The campaign became national and is coordinated by the Living Wage Foundation, established in 2011 by Citizens UK. As a direct result of these campaigns, wage increases have been secured in universities, banking and financial services, healthcare, cleaning, hospitality, catering and retail (Wills and Sims, 2004; Lopes and Hall, 2015).

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Edited by Tony Dundon and Adrian Wilkinson

This comprehensive book offers a fascinating set of over 40 evidence-based case studies derived from international research on work, employment and human resource management (HRM).
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Rory Donnelly

KnowledgeLtd is one of the world’s largest and most successful professional service firms. Originally established over a century ago, it has enjoyed substantial growth through a combination of mergers, acquisitions and organic expansion. The firm is headquartered in the UK, but has offices in over 150 countries from Australia to Zimbabwe and employs over 200 000 people worldwide. In 2018, its global revenues exceeded US$40 billion. As an organisation, it is held in high esteem and consistently features in the ‘top employer’ lists of many countries.

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Mathew Johnson

County Council is located in the South East of England, serving a population of over half a million residents in mostly rural locations with a number of small towns (where council offices are typically concentrated). It is a high wage area with high property prices owing to the relatively short commuting distance to central London by rail and road. The council itself employs nearly 4000 workers covering a wide range of occupations including professionals such as social workers, town planners, and solicitors, as well as operational roles such as cleaners, catering staff and waste operatives. The council has a board of corporate directors that reports to the Chief Executive of the council, who in turn is accountable to democratically elected political leaders (currently the Conservative political group that holds more than 80 per cent of ward seats across the area).

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Willam Despotovic

HerbalCeuticals was established in 1986 to manufacture and sell high quality herbal supplements and vitamins within the Australian market. Over the last 10 years their Australian operations have been performing well. HerbalCeuticals’ growth has been possible due to their capacity to keep up with market trends and use of evidence-based research in the development of their herbal supplements and vitamins. HerbalCeuticals’ product line is highly regarded by both consumers and their respective suppliers. Until 2010 HerbalCeuticals operated from Brisbane; however, they have since expanded operations, with several smaller offices and distribution centres located across the country. In 2013 HerbalCeuticals attempted to enter the market in the People’s Republic of China but failed due to a number of bad business dealings with suppliers, which left their small sales office and distribution centre with a poor reputation. HerbalCeuticals had failed to understand and acknowledge the cultural differences when working in a new context and struggled to form and sustain long-standing relationships with local stakeholders. The owners of the company, Bella and Sasha, admit they were very naive about the challenges of operating in new cultural environments and knew very little about the politics, business practices and social customs required to operate successfully in China. Bella and Sasha acknowledge that they were very aggressive in their business style and short-term focused, and did not work satisfactorily with their local partners in establishing trust and long-term relationships.

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Alan Roe and Alexandra Athelstan-Price

An analysis of the British Workplace Behaviour Survey by Fevre et al. (2013) found that ‘employees with disabilities and long-term illnesses were more likely to suffer ill-treatment in the workplace and experienced a broader range of ill-treatment. Different types of disability were associated with different types of ill-treatment’ (p. 288). The authors concluded that such treatment was ‘embedded in the social relations of the workplace’ and came from co-workers, supervisors and managers. Furthermore, they found that people with ‘invisible disabilities’ were as likely, if not more likely, to suffer from ill-treatment or discrimination (p. 303).

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Ashlea Kellner

There are some different – and interesting – characteristics about HRM in franchises that make for a unique case study. Franchises straddle contrasting business types, and hence, their approach to managing people is distinctive. Franchises systems are managed by a ‘franchisor’ (the owner of the brand, business systems and intellectual property), and supported by a Corporate Office that generally operates like a large business. The Corporate Office maintains functions like marketing, finance, IT, operations, site development, and sometimes – HRM. Often, the franchisor also owns and manages corporate ‘units’ (stores) whose employees are legally employed by the franchisor. Other units are owned and managed by ‘franchisees’, essentially independent business people who purchase the rights to use the franchisor’s trademarked name and business model to sell a product or service in their own unit. Typically, these franchised units are small businesses operating in the framework of a large business system.