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Journal articles on the topic 'Workplace relations'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Callus, Ron, and Russell Lansbury. "Workplace Industrial Relations." Labour & Industry: a journal of the social and economic relations of work 1, no. 2 (June 1988): 364–72. http://dx.doi.org/10.1080/10301763.1988.10669049.

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2

Kitay, Jim. "Analyzing Workplace Industrial Relations: The Australian Workplace Industrial Relations Survey Typology." Journal of Industrial Relations 33, no. 4 (December 1991): 547–63. http://dx.doi.org/10.1177/002218569103300409.

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3

Morgan, David E. "The Nature of Workplace Relations: A Typology of Social Relations and Analysis of Industrial Relations Systems." Economic and Labour Relations Review 4, no. 1 (June 1993): 140–66. http://dx.doi.org/10.1177/103530469300400108.

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There has been growing concern over the role of industrial relations arrangements in the workplace in Australia. In response more industrial relations research has focused on the workplace over the recent past. Although this work has centred on a range of themes, it has however relied on essentially the same theoretical framework or industrial relations paradigm. The basis of which is the analysis of bargained rules — the result of the joint-regulation of employment and workplace practice. In other words, the bargaining paradigm focuses overwhelmingly on one type of labour-management relation — viz. bargaining. This paper proposes a typology based on a number of types of social relations in order to broaden the basis of industrial relations analysis. It is used to analyse the characteristics and dynamics of a number of industrial relations systems currently under debate in Australia over the reshaping of industrial relations.

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4

Terry, Michael. "Workplace unions and workplace industrial relations: the Italian experience." Industrial Relations Journal 24, no. 2 (June 1993): 138–50. http://dx.doi.org/10.1111/j.1468-2338.1993.tb00667.x.

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5

Wazeter, David L., Ali Dastmalchian, Paul Blyton, and Raymond Adamson. "The Climate of Workplace Relations." Industrial and Labor Relations Review 47, no. 1 (October 1993): 147. http://dx.doi.org/10.2307/2524254.

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6

Wood, Stephen, Neil Millward, Mark Stevens, David Smart, and W. R. Hawes. "Workplace Industrial Relations in Transition." Industrial and Labor Relations Review 46, no. 4 (July 1993): 721. http://dx.doi.org/10.2307/2524317.

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7

Davis, Marrie. "Self-Image and Workplace Relations." TEXILA INTERNATIONAL JOURNAL OF NURSING 2, no. 1 (June 22, 2016): 1–7. http://dx.doi.org/10.21522/tijnr.2015.02.01.art008.

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8

Lansbury, Russell D., and Duncan Macdonald. "Workplace Industrial Relations and Deregulation." Employee Relations 16, no. 4 (June 1994): 8–21. http://dx.doi.org/10.1108/01425459410066247.

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9

Kerr, Anthony. "The Workplace Relations Reform Project." European Labour Law Journal 7, no. 1 (March 2016): 126–41. http://dx.doi.org/10.1177/201395251600700107.

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10

Rotemberg, Julio J. "Human Relations in the Workplace." Journal of Political Economy 102, no. 4 (August 1994): 684–717. http://dx.doi.org/10.1086/261951.

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11

Van Gramberg, B., J. Teicber, and G. Griffin. "Industrial Relations in 1999: Workplace Relations, Legalism and Individualization." Asia Pacific Journal of Human Resources 38, no. 2 (January 1, 2000): 4–22. http://dx.doi.org/10.1177/103841110003800202.

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12

Goods, Caleb. "Climate change and employment relations." Journal of Industrial Relations 59, no. 5 (July 18, 2017): 670–79. http://dx.doi.org/10.1177/0022185617699651.

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A central, yet overlooked, aspect of contemporary employment relations is the growing impact climate change is having on workplace relations. This research note outlines how climate change and workplace relations are linked, the minimal academic focus this important research area has received and the limited response from employment relations actors to the climate change challenge. Some examples of ‘climate bargaining’ are given to demonstrate both the connection between employment relations and climate change and to provide possible models for meaningfully advancing climate change actions in the workplace.

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13

Pangestika, Elviera Rosa. "ENHANCING EMPLOYEES PERFORMANCE THROUGH A WORK ETHIC WITH ISLAMIC SPIRITUAL LEADERSHIP BASED, HUMAN RELATION, ORGANIZATIONAL SUPPORT, WORKPLACE SPIRITUALITY, AND ORGANIZATIONAL COMMITMENT." International Journal of Islamic Business Ethics 3, no. 2 (September 3, 2018): 505. http://dx.doi.org/10.30659/ijibe.3.2.505-515.

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This study aims to test and analyze employee performance improvement through work ethos with the influence of spiritual leadership of Islam, human relations, organizational support, workplace spirituality,organizational commitment. Population in this research is employees of Islamic Hospital Nahdlatul Ulama Demak which amounted to 68 people with respondent retrieval through purposive sampling techniquewith census method. Analyzer used is path analysis. From the result of data test by using SPSS, it is found that spiritual leadership of Islam, human relation, organizational support, workplace spirituality,organizational commitment have positive and significant effect to work ethic, meaning if spiritual leadership of Islam, human relation, organizational support, workplace spirituality, then it will increase the work ethic. Spiritual leadership and organizational commitment have a positive and significant impact on employee performance, meaning that if spiritual leadership and organizational commitment increase then it will improve employee performance. The work ethic variables are evident as intervening variables with the mediation of spiritual leadership of Islam, human relations, organizational support, workplace spirituality, organizational commitment to employee performance.Keywords:� Spiritual�� leadership of Islam, human relations, organizational support, workplace�� spirituality, organizational commitment, work ethic, employee performance.

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14

Schmidt, Werner, and Andrea Müller. "Social Integration and Workplace Industrial Relations." Articles 68, no. 3 (September 24, 2013): 361–86. http://dx.doi.org/10.7202/1018432ar.

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This paper tackles the question of how social integration of migrant and native employees takes place in German industry and what role workplace industrial relations play in it. Three company case studies in manufacturing based on expert interviews with management representatives and works councillors, interviews and group discussions with employees of different origin, employee surveys, as well as company statistics, were used to explore this issue. The paper analyzes the social structure of the investigated companies, examines the interaction of employees of different origin and the role workplace industrial relations play in fostering cooperation and social integration. The case studies show that migrants are more likely to be positioned in the lower ranks of the companies’ social structure. Findings suggest, however, that this is primarily a consequence of the migrants having insufficient vocational training, which is probably the result of discrimination outside and at the threshold of the companies rather than a sign of direct discrimination within the companies. Nevertheless, the interviews and surveys show that there is employee resentment against people of different origin. There is a coexistence of resentment on the one hand and good cooperation on the other. Work requirements and the works councils’ and managements’ “internal universalism” (i.e. an orientation towards equal treatment of employees and the interdiction of discrimination within the companies) foster collegial cooperation among employees. German co-determination favours an employee model of interest representation which encourages individuals to choose a work-related identity and labour solidarity to assert their interests rather than identities related to ethnic groups. It is argued that this framework and the daily interaction of the employees eventually evoke feelings of collegiality and foster social integration.

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15

Millward, Neil, and Mark Stevens. "British workplace industrial relations 1980–1984." Policy Studies 7, no. 3 (January 1987): 50–65. http://dx.doi.org/10.1080/01442878708423473.

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16

Willcocks, Leslie, and David Mason. "Managing New Technology and Workplace Relations." Employee Relations 12, no. 3 (March 1990): 3–11. http://dx.doi.org/10.1108/01425459010002430.

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17

Kessler, Ian. "Workplace Industrial Relations in Local Government." Employee Relations 13, no. 2 (February 1991): 1–31. http://dx.doi.org/10.1108/01425459110004347.

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18

Frenkel, Stephen J. "The Embedded Character of Workplace Relations." Work and Occupations 30, no. 2 (May 2003): 135–53. http://dx.doi.org/10.1177/0730888403251516.

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19

Crockett, Geoffrey, and Peter Dawkins. "The Australian Workplace Industrial Relations Survey." Australian Economic Review 27, no. 4 (October 1994): 113–18. http://dx.doi.org/10.1111/j.1467-8462.1994.tb00867.x.

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20

Wooden, Mark. "Workplace Relations Reform: Where to Now?" Australian Economic Review 38, no. 2 (June 2005): 176–81. http://dx.doi.org/10.1111/j.1467-8462.2005.00364.x.

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21

Ryan, Matthew. "Workplace Relations Reform, Prosperity and Fairness." Australian Economic Review 38, no. 2 (June 2005): 201–10. http://dx.doi.org/10.1111/j.1467-8462.2005.00367.x.

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22

Frenkel, Stephen. "Workplace Relations: Past, Present and Future." Australian Journal of Management 27, no. 1_suppl (June 2002): 149–59. http://dx.doi.org/10.1177/031289620202701s15.

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This paper briefly describes and explains a research trajectory that spans 25 years and provides some pointers for future research. Three sets of studies are addressed and organised thematically. The theme of the first research program is industrial conflict and accommodation, and the settings include strike-prone industries in Britain and Australia in the decade, 1973–83. The second set of studies addresses the theme of globalisation and the impact of multinational corporations on workplace relations. Relevant settings include countries in Africa, Europe and especially Asia in the period, 1994–2002. The third research program has the informational economy as its theme. This includes an emphasis on computer technology, services and knowledge work. The research focus is on workplace relations in customer-contact service firms, and in new industries such as biotechnology and software development that are particularly dependent on innovation.

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23

Delbridge, Rick, and James Lowe. "Workplace Relations and the New Shopfloor." British Journal of Industrial Relations 36, no. 2 (June 1998): 161–62. http://dx.doi.org/10.1111/1467-8543.00086.

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24

Willis, Ralph. "The Australian Workplace Industrial Relations Survey." Labour & Industry: a journal of the social and economic relations of work 1, no. 3 (October 1988): 404–6. http://dx.doi.org/10.1080/10301763.1988.10669051.

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25

Millward, Neil, and Mark Stevens. "British Workplace Industrial Relations 1980-1984." British Journal of Industrial Relations 25, no. 2 (July 1987): 275. http://dx.doi.org/10.1111/j.1467-8543.1987.tb00713.x.

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26

Walsh, Janet. "Equality and diversity in British workplaces: the 2004 Workplace Employment Relations Survey." Industrial Relations Journal 38, no. 4 (July 2007): 303–19. http://dx.doi.org/10.1111/j.1468-2338.2007.00450.x.

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27

Zeytinoglu, Isik U., and Gordon B. Cooke. "On-the-Job Training in Canada: Associations with Information Technology, Innovation and Competition." Journal of Industrial Relations 51, no. 1 (February 2009): 95–112. http://dx.doi.org/10.1177/0022185608099667.

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This article focuses on the associations between on-the-job training and new information technology, innovation introduced in the workplace, and competition experienced by the workplace. The study uses Statistics Canada's 2001 Workplace and Employee Survey, a Canada-wide survey of employers and employees. Only about a third of Canadian workers receive on-the-job training. Multivariate results show that innovation introduced in the workplace is significantly associated with providing on-the-job training. To a lesser extent, implementing new information technology and experiencing competition are also positively associated with on-the-job training. Economic growth and prosperity as well as inclusion and equality can be achieved by providing opportunities for workers to learn and develop their skills and abilities. We recommend governments to support workplaces and workers in their initiatives for the broader-focused on-the-job training since it is a social good that will benefit the society as well as the workers and their workplaces.

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28

Aly, Shady, Jan Tyrychtr, and Ivan Vrana. "Optimizing Design of Smart Workplace through Multi-Objective Programming." Applied Sciences 11, no. 7 (March 29, 2021): 3042. http://dx.doi.org/10.3390/app11073042.

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Smart environments have proven very supportive to the improvement of the performance of people in different workplaces. Plenty of applications have been introduced spanning different settings including healthcare, ambient assisted living, homes, offices, and manufacturing environment, etc. However, subjectivity and ambiguity prevail in the majority of research, and still, up to date, rare approaches found quantitatively and objectively constructing or assessing the impact of smart enabling technologies on the performance of the subject environment. Further, no approaches have considered optimizing the adoption of those smart technologies with respect to objectives achievement. This article presents a novel optimization methodology for designing a smart workplace environment in conditions of ambiguity or fuzziness. The methodology begins with defining and weighing the overall goals and objectives of the workplace. The Prometthe multi-criterion decision-making technique is used to weigh the operational objectives with respect to the overall workplace goals. Next, the relation among basic building blocks of the model; namely: the operational objectives, smartness features, and smart enabling technologies are quantified, utilizing fuzzy relations. Then, the fuzzy goal programming techniques will be utilized to optimize the impact relation values while considering the budget constraint. The proposed optimization methodology is implemented on the development and optimization of the smart clinic, as a typical instance of the workplace.

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29

Dawson, Andrew, and Simone Dennis. "Workplace Intimacy." Anthropology in Action 28, no. 1 (March 1, 2021): 1–7. http://dx.doi.org/10.3167/aia.2021.280101.

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Amidst massive economic damage tension between the needs to save lives and save jobs has become the basis of a key political fault-line and a matter of daily on-the-ground management during the COVID-19 pandemic. In this article we consider four especially salient changes to work-life wrought by the pandemic: (1) new workplace praxes pertaining to matters of touch; (2) erosion and degrading of the quality of erstwhile intimate relations in certain workplaces; (3) changes to senses of belonging and homeliness in workplaces; (4) and, reflecting on the particular type of work that we do, how the pandemic (and pandemic lockdown especially) is impacting our pedagogical and research practices. Throughout we reveal how the intimacies experienced within workplaces are being transformed – not always eroded or degraded, but also sometimes adapted, sustained in new ways (especially via new communications technologies), and even enhanced.

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30

Melzer, Silvia Maja, and Martin Diewald. "How Individual Involvement with Digitalized Work and Digitalization at the Workplace Level Impacts Supervisory and Coworker Bullying in German Workplaces." Social Sciences 9, no. 9 (September 10, 2020): 156. http://dx.doi.org/10.3390/socsci9090156.

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Digitalized work has gained importance across industrialized countries. Simultaneously, research investigating the consequences of digitalized work for workplace relations among employees, supervisors, and coworkers, such as workplace bullying, is largely missing. This study is, to the best of our knowledge, the first to investigate how digitalized work influences supervisory and coworker bullying dependent on individual, job, and workplace characteristics. We use representative linked-employer-employee data from 3612 employees located in 100 large workplaces in Germany across all industrial sectors and apply random effects multilevel linear analyses. Individual involvement in digitalized work is related to less supervisory bullying for all employees, and for lower qualified employees to less coworker bullying. At the workplace level, when digitalization has advanced, supervisory bullying increases for highly qualified employees. Neither the individual nor the workplace effects of digitalization are explained by mediating factors such as job autonomy, routine or machine work, competency, or psychological or physical stress. Competence and job autonomy prevent the occurrence of bullying, while routine work, psychological stress, and physically demanding work are positively related to bullying. All effects are more pronounced for supervisory bullying than for coworker bullying. Individual involvement with digitalized work seems to change relational dynamics within workplaces and to protect employees from bullying. For highly qualified employees, this is probably related to the gathering of key competencies; for lower qualified employees, it might be linked to working with digital devices. In workplaces where digitalization has progressed, digitalized work may disrupt and change the established work processes and relations and increase the necessity for new coordination and, thus, the occurrence of conflicts.

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31

Quinlan, Elizabeth, Susan Robertson, Ann-Marie Urban, Isobel M. Findlay, and Beth Bilson. "Ameliorating Workplace Harassment among Direct Caregivers in Canada’s Healthcare System: A Theatre-Based Intervention." Work, Employment and Society 34, no. 4 (September 12, 2019): 626–43. http://dx.doi.org/10.1177/0950017019867279.

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The article reports on a theatre-based intervention designed to address workplace harassment among direct caregivers in Canada. The study is part of a larger analytical project that relies on labour process theory and critical realist evaluation methodology to understand what interventions work, how, for whom, and under what circumstances. Using Theatre of the Oppressed techniques, the reported intervention addresses workplace harassment by challenging the normative codes governing social interactions in participants’ workplaces. The study’s analysis indicates that the intervention’s Theatre of the Oppressed activities energized the participating caregivers to imagine, enact and collectively assess new social interactions. The caregivers developed strategies to resist the oppressive relations of their employment and became competent contesters of dominant discourses circulating in their workplaces. The solidarity developed through the bodily sculptures and enacted scenarios elicited participants’ deliberative exchange about workplace harassment and awakened a collective will to carry their revelations back to their workplaces.

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32

Korczynski, Marek, and Andreas Wittel. "The Workplace Commons: Towards Understanding Commoning within Work Relations." Sociology 54, no. 4 (March 12, 2020): 711–26. http://dx.doi.org/10.1177/0038038520904711.

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One of the most important focuses in social theory within the last decade has been upon the commons. We contribute to the emerging scholarship on the commons. We point out that this literature tends to neglect the workplace. We then argue that the workplace should be included as a potentially important arena of commoning. Going to studies of the workplace, we find that scholarship has implicitly found key emergent elements of commoning within the social relations of work. We develop a concept of the workplace commons, and consider arguments that the workplace commons is merely a fix for capitalism.

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33

Donn, Clifford B., Ron Callus, Alison Morehead, Mark Cully, and John Buchanan. "Industrial Relations at Work: The Australian Workplace Industrial Relations Survey." Industrial and Labor Relations Review 45, no. 3 (April 1992): 605. http://dx.doi.org/10.2307/2524282.

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34

Wood, Stephen. "Book Review: Labor-Management Relations: Workplace Industrial Relations in Transition." ILR Review 46, no. 4 (July 1993): 720–22. http://dx.doi.org/10.1177/001979399304600412.

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35

Yushko, Alla, and Daryna Chekhun. "Mobbing in labor relations." Law and innovations, no. 4 (32) (December 15, 2020): 13–19. http://dx.doi.org/10.37772/2518-1718-2020-4(32)-2.

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Problem setting. The success of any work team depends on the WORK of each employee. One of the destabilizing factors of the work process, which leads to a tense situation in the team, reduce employee efficiency and increase the likelihood of making the wrong decision, is psychological pressure. This phenomenon is called “mobbing”. In modern conditions, the legal regulation of protection against psychosocial risks in the workplace is an important trend in creating safe and healthy working conditions. Analysis of resent researches and publications. Despite recent research and publications as foreign scholars (D. Burton, M. Wilson, F. Gabriel, T. Doyle, R.S. Kessler, I.Y. Kiselyov, X. Leimann, M.A. Murray, R. D. Schwartz) and domestic researchers (V. O. Evdokimov, L. P. Garashchenko, T.A. Kolyada, O.S. Kravchenko, I.V. Lagutina, A.I. Marenich, I.S. Saharuk, S. I. Simakova, M.P. Fedorov, A.V. Shamshieva and others), legal regulation of mobbing in Ukraine is still almost absent. Target of research. The purpose of this article is to identify problems of legal regulation of mobbing in labor relations, highlight the causes of mobbing, as well as the preparation of proposals for legislation in this area on the possibility of preventing harassment in the workplace. Article’s main body. The paper conducts research the problems of mobbing (or harassment in the workplace). The legislation of Ukraine does not provide for liability for harassment in the workplace. Bills submitted to the Verkhovna Rada of Ukraine to regulate this phenomenon have never been adopted. The paper considers the causes of harassment of workers in the workplace, the main types of mobbing (vertical and horizontal), the responsibilities of the manager to detect and combat mobbing among subordinates, suggested ways to prevent it. Conclusions and prospects for the development. Based on the above, the following conclusions are made: (1) the productivity of professional activity of the employee largely depends on the psychological climate in the team. Problems that arise due to misunderstandings with colleagues or management, conflicts of interest of the employee and the company, lack of help, cause psychological discomfort, varying levels of stress or even provoke mental disorders in employees; (2) enshrining in laws, local regulations norms and rules that provide each employee with maximum social and psychological comfort in the workplace and guarantee the inadmissibility of mobbing, is a necessary step in the legal regulation of labor in Ukraine at the present stage; (3) such norms will reflect the level of culture of society, its civilization, as well as a qualitatively new nature of modern labor relations, in which the employee is a well-educated, highly qualified, welldeveloped person with a sense of self-worth.

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36

Yushko, Alla, and Daryna Chekhun. "Mobbing in labor relations." Law and innovations, no. 4 (32) (December 15, 2020): 13–19. http://dx.doi.org/10.37772/2518-1718-2020-4(32)-2.

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Problem setting. The success of any work team depends on the WORK of each employee. One of the destabilizing factors of the work process, which leads to a tense situation in the team, reduce employee efficiency and increase the likelihood of making the wrong decision, is psychological pressure. This phenomenon is called “mobbing”. In modern conditions, the legal regulation of protection against psychosocial risks in the workplace is an important trend in creating safe and healthy working conditions. Analysis of resent researches and publications. Despite recent research and publications as foreign scholars (D. Burton, M. Wilson, F. Gabriel, T. Doyle, R.S. Kessler, I.Y. Kiselyov, X. Leimann, M.A. Murray, R. D. Schwartz) and domestic researchers (V. O. Evdokimov, L. P. Garashchenko, T.A. Kolyada, O.S. Kravchenko, I.V. Lagutina, A.I. Marenich, I.S. Saharuk, S. I. Simakova, M.P. Fedorov, A.V. Shamshieva and others), legal regulation of mobbing in Ukraine is still almost absent. Target of research. The purpose of this article is to identify problems of legal regulation of mobbing in labor relations, highlight the causes of mobbing, as well as the preparation of proposals for legislation in this area on the possibility of preventing harassment in the workplace. Article’s main body. The paper conducts research the problems of mobbing (or harassment in the workplace). The legislation of Ukraine does not provide for liability for harassment in the workplace. Bills submitted to the Verkhovna Rada of Ukraine to regulate this phenomenon have never been adopted. The paper considers the causes of harassment of workers in the workplace, the main types of mobbing (vertical and horizontal), the responsibilities of the manager to detect and combat mobbing among subordinates, suggested ways to prevent it. Conclusions and prospects for the development. Based on the above, the following conclusions are made: (1) the productivity of professional activity of the employee largely depends on the psychological climate in the team. Problems that arise due to misunderstandings with colleagues or management, conflicts of interest of the employee and the company, lack of help, cause psychological discomfort, varying levels of stress or even provoke mental disorders in employees; (2) enshrining in laws, local regulations norms and rules that provide each employee with maximum social and psychological comfort in the workplace and guarantee the inadmissibility of mobbing, is a necessary step in the legal regulation of labor in Ukraine at the present stage; (3) such norms will reflect the level of culture of society, its civilization, as well as a qualitatively new nature of modern labor relations, in which the employee is a well-educated, highly qualified, welldeveloped person with a sense of self-worth.

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37

Mitchell, Richard, and Joel Fetter. "Australian Workplace Agreements and High Performance Workplaces: A Reply." Journal of Industrial Relations 45, no. 4 (December 2003): 528. http://dx.doi.org/10.1111/j.0022-1856.2003.00098.x.

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38

Pendleton, Andrew. "Characteristics of workplaces with financial participation: evidence from the Workplace Industrial Relations Survey." Industrial Relations Journal 28, no. 2 (June 1997): 103–19. http://dx.doi.org/10.1111/1468-2338.00047.

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39

Peng, Yen-Chun, Liang-Ju Chen, Chen-Chieh Chang, and Wen-Long Zhuang. "Workplace bullying and workplace deviance." Employee Relations 38, no. 5 (August 1, 2016): 755–69. http://dx.doi.org/10.1108/er-01-2016-0014.

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Purpose – The purpose of this paper is to examine the relationship between workplace bullying and workplace deviance. This study also examined the mediating effect of emotional exhaustion and the moderating effect of core self-evaluations (CSE) in the relationship between workplace bullying and workplace deviance. Design/methodology/approach – Convenience sampling was used in this study; 262 caregivers at a long-term care institution in Taiwan participated in the study. Findings – The results of this study showed that workplace bullying positively and significantly influenced workplace deviance; emotional exhaustion fully mediated the relationship between workplace bullying and deviance; and CSE significantly moderated the relationship between workplace bullying and deviance. Research limitations/implications – The self-reporting method and cross-sectional research design adopted in this study might have resulted in common method variance and limited the ability to make causal inferences. This study suggest future studies to obtain measures of predictor and criterion variables from different sources or ensure a temporal, proximal, or psychological separation between predictor and criterion in the collection of data to avoid the common method bias. Practical implications – Businesses should establish a friendly work environment and prevent employees from encountering workplace bullying. Next, an unbiased process for internal complaints should be established. Finally, this study suggests recruiting employees with high CSE. Originality/value – This study was the first to simultaneously consider the effect of emotional exhaustion (a mediator) and CSE (a moderator) on the relationship between workplace bullying and workplace deviance.

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40

Howell, Chris, Jacques Belanger, P. K. Edwards, and Larry Haiven. "Workplace Industrial Relations and the Global Challenge." Industrial and Labor Relations Review 49, no. 3 (April 1996): 553. http://dx.doi.org/10.2307/2524204.

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41

Deyo, Frederic C., Jacques Belanger, P. K. Edwards, and Larry Haiven. "Workplace Industrial Relations and the Global Challenge." Contemporary Sociology 25, no. 1 (January 1996): 105. http://dx.doi.org/10.2307/2076999.

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42

Fells, R. E., and C. Mulvey. "The Hancock Report and Workplace Industrial Relations." Journal of Industrial Relations 27, no. 4 (December 1985): 529–43. http://dx.doi.org/10.1177/002218568502700409.

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43

Gilman, Mark, and Jim Arrowsmith. "Modernising the Workplace? Labour's Employee Relations Agenda." Competition & Change 5, no. 3 (September 2001): 291–310. http://dx.doi.org/10.1177/102452940100500303.

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44

Blanchflower, David G., Alex Bryson, and John Forth. "Workplace industrial relations in Britain, 1980?2004." Industrial Relations Journal 38, no. 4 (July 2007): 285–302. http://dx.doi.org/10.1111/j.1468-2338.2007.00449.x.

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45

Hawke, Anne, and Mark Wooden. "The 1995 Australian Workplace Industrial Relations Survey." Australian Economic Review 30, no. 3 (September 1997): 323–28. http://dx.doi.org/10.1111/1467-8462.00032.

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46

Slater, Gary, and David A. Spencer. "Workplace relations, unemployment and finance-dominated capitalism." Review of Keynesian Economics 2, no. 2 (April 2014): 134–46. http://dx.doi.org/10.4337/roke.2014.02.01.

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47

Lee, Margaret, and David Peetz. "Trade Unions and the Workplace Relations Act." Labour & Industry: a journal of the social and economic relations of work 9, no. 2 (December 1998): 5–22. http://dx.doi.org/10.1080/10301763.1998.10669190.

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48

Christian, Julie, Lyman W. Porter, and Graham Moffitt. "Workplace Diversity and Group Relations: An Overview." Group Processes & Intergroup Relations 9, no. 4 (October 2006): 459–66. http://dx.doi.org/10.1177/1368430206068431.

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Frege, Carola M. "Transforming German Workplace Relations: Quo Vadis Cooperation?" Economic and Industrial Democracy 24, no. 3 (August 2003): 317–47. http://dx.doi.org/10.1177/0143831x030243002.

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Weatherall, Ruth, Mihajla Gavin, and Natalie Thorburn. "Safeguarding women at work? Lessons from Aotearoa New Zealand on effectively implementing domestic violence policies." Journal of Industrial Relations 63, no. 4 (March 4, 2021): 568–90. http://dx.doi.org/10.1177/0022185621996766.

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Abstract:

Although domestic violence is increasingly acknowledged as a workplace issue and a gender equality issue, a gap remains in the effective implementation of domestic violence policies in workplaces. The Domestic Violence – Victims Protection Act passed in 2018 in Aotearoa New Zealand was a global landmark for holding workplaces accountable for safeguarding victims through a codification of employer responsibility. While the legislation is a milestone, such moves are nascent compared with other workplace gender equality initiatives. In this article, we assess ‘where we are now’ in relation to domestic violence policy initiatives, arguing that knowledge necessary for successful policy implementation is limited by the historical ‘gender blindness’ of industrial relations scholarship. For successful implementation, scholars and practitioners must understand domestic violence as a public issue embedded in broader patterns of gender inequality, reinforced by a gendered labour market. Drawing upon vignettes of victims’ experiences from empirical data on intimate partner stalking in Aotearoa New Zealand, a research and practice agenda is proposed to consider ‘where to next’ for implementing domestic violence policies. Our agenda proposes recognising domestic violence as a gendered, public issue which blurs boundaries between work, home and society in order to truly safeguard women at work.

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