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Workplace silence impedes productivity, job satisfaction and retention, key issues for the hospital workforce worldwide. It can have a negative effect on patient outcomes and safety and human resources in healthcare organisations. This study aims to examine factors that influence workplace silence among hospital doctors in Ireland.

A national, cross-sectional, online survey of hospital doctors in Ireland was conducted in October–November 2019; 1,070 hospital doctors responded. This paper focuses on responses to the question “If you had concerns about your working conditions, would you raise them?”. In total, 227 hospital doctor respondents (25%) stated that they would not raise concerns about their working conditions. Qualitative thematic analysis was carried out on free-text responses to explore why these doctors choose to opt for silence regarding their working conditions.

Reputational risk, lack of energy and time, a perceived inability to effect change and cultural norms all discourage doctors from raising concerns about working conditions. Apathy arose as change to working conditions was perceived as highly unlikely. In turn, this had scope to lead to neglect and exit. Voice was seen as risky for some respondents, who feared that complaining could damage their career prospects and workplace relationships.

This study highlights the systemic, cultural and practical issues that pressure hospital doctors in Ireland to opt for silence around working conditions. It adds to the literature on workplace silence and voice within the medical profession and provides a framework for comparative analysis of doctors' silence and voice in other settings.

The aim of this paper is to examine the impact of organisational restructuring on the devolution of HRM to middle managers in the Irish health service.

The study involved interviews with a cross‐section of 48 HR and line managers in one area of the Irish health service.

Decision making by both HR and middle managers was adversely affected by the increased layers of bureaucracy that had resulted from the restructuring process. HR managers were devolving HR activities but were still retaining control of information systems and this was both slowing down middle management decision making and leading to the creation of new databases by the managers themselves. HR managers were emerging as regulators of HR activities.

The study was conducted in only one area of the Irish health service and with a limited number of respondents.

The study examines the way in which organisational context impacts on the devolution of HR activities to line managers and adds to an understanding of the relationship between HR and middle managers in the devolution of HR activities to line managers.

This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.

The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.

Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.

The study’s cross-sectional design limits the strength of its conclusions.

This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.

The study contributes to the leadership and well-being literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.

The aim of this paper is to contribute to understanding the nature of specialist and generalist human capital by exploring the ways in which knowledge workers view their experience of working in specialist and generalist roles in pharmaceutical firms in Ireland and the UK.

The findings are based on interviews with 55 knowledge workers employed in a range of scientific, technical and managerial positions in four Irish and two UK firms located in the pharmaceutical sector. Interviews were also conducted with nine human resource/training and development managers within these six firms.

The findings suggest that the categorisation of human capital as either specialist or generalist is too rigid and does not take account of the fact that individuals may themselves choose to shape their careers by investing in a range of education, training and development opportunities that will enable them to move between specialist and generalist roles.

The paper unpacks the concepts of specialist and generalist human capital from an employee perspective and challenges the sharp distinction that is made between specialist and generalist human capital.

The purpose of this study is to investigate hotel industry employers' expectations of, and satisfaction with, graduate competencies in comparison with graduate perceptions of what is required for their roles and their satisfaction with how well their education experience prepared them.

The research involved a questionnaire survey of 41 employers and 33 graduates in the Irish hotel sector, supplemented by a series of interviews. This sector was chosen because it represents the main destination of graduates who specialise in hospitality and tourism management.

The competencies consistently regarded as important across both samples related to interpersonal and professional knowledge skill domains. However, a number of gaps were evident with regard to satisfaction with how the education experience prepared graduates for careers in the industry.

The study was confined to graduate and employer views on hospitality and tourism management education in Ireland. Its findings would benefit from a future comparative analysis including generic business graduates, as well as support from different national contexts.

The findings highlight the need for greater collaboration and partnership between the industry and education providers in preparing students to meet the needs of the hotel industry. In particular, the focus of the curriculum and the pedagogical approaches used need to be reviewed to ensure closer alignment.

The research focuses not only on the critical competencies needed by hotel managers but also on the level of satisfaction experienced by both graduate and employer samples.