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This paper aims to describe a review and overview of the issue of developing guidance on implementing recovery and supporting organisational change, focused specifically on seeking to clarify the many different contributions that “lived experience” could make to training and workforce development.

The particular focus of our workshop was to clarify the key issues in workforce development, training for a recovery‐focused service and the contribution of “lived experience”. A particular outcome was to emphasise the benefits of collaborative co‐working between people who use services and practitioners at all levels.

A key element of our learning has been in valuing collaborative co‐working and the synergism of personal experience, professional training, research and evaluation.

The paper draws out what lessons have been learned already and sketches guidance for future practice and service development.

This study aims to perform a systematic literature review to organize the abundance of information on employee relations (ER) and sustainable organizations. Moreover, this study identifies the research gaps by investigating the review of ER’ mediating and moderating variables and the relationship between ER and sustainable organizations.

This study is based on the systematic literature review methodology involving 257 studies in the final stage. The Scopus and Google Scholar databases with search criteria “employee relations” and “employee relations and sustainable organization” were used to achieve the research objective. After applying inclusion and exclusion criteria, researchers come to the distribution of the articles based on the subthemes, geographical region, types of methods, top authors with affiliation and complete research articles based on the citation. In the final stage, this study concluded with the conceptual model comprising mediators and moderators of ER as well as the mediating and moderating variables of the relationship between ER and sustainable organizations.

The reviewed literature shows that employee relation is an optimal strategy for retaining employees via proper disclosure of human resources (HRs) and ER Index. This study included the top six publishers, namely, Emerald, Elsevier, Sage, Springer, Taylor and Francis and Wiley Online Library, to do an exhaustive review on a specific topic. The findings indicate that after COVID-19, the ER index, HR disclosures and the sustainability of ER are among the new and required paradigm shifts needed to manage a crisis impact and perform productively. The mediator and moderator variables that can improve employee–employer relationships are organizational trusts, organizational justice, perceived job satisfaction, organizational structure and firm ownership. On the other hand, variables that mediate and moderate the relationship between ER and sustainable organizations are organizational climate, organization trust, organization culture, perceived organization support, psychological empowerment, firm ownership, leadership behavior and attitude, respectively. The findings concluded that harmonious and cordial ER are pertinent in building sustainable organizations and accomplishing organizational goals.

The mediating and moderating variables that have been identified can be helpful for enthusiastic researchers in contributing to empirical research. Practitioners and managers can use the findings in making an effective organizational model that develops good employee–employer relationships and helps create a culture of trust and harmony. This study focuses on exploring the variables of ER, which strengthens employee–employer relationships and supports organizations to stay agile and attain sustainability to endure in the future.

This study insights on the specific mediating and moderating variables of ER and sustainable organizations. Till date, studies exploring constructs of ER and sustainable organizations are still in deficit. Better employee relation reflects and leads to a more resilient organization. Future researchers should explore the connection between pandemics and ER which is done insufficiently in the present time.

This research contributes to understanding emotional and political challenges experienced by middle managers as they work with contradictions inherent in leading change from the middle. Focus group data from 27 such middle managers based in the UK indicate that, once they have been assigned roles and tasks for leading change, underlying dynamics and processes influence the degree to which they become capable (or unable) to shape and navigate that change. A proposed conceptual framework, illustrated by a case vignette, provides a base of existing knowledge for understanding and explaining these dynamics. We also construct a model of the key tensions that are integral to middle managers leading change. A further contribution to practice involves elaborating the importance of collaborative effort across hierarchical and vertical boundaries, despite emotional and political tensions that undermine middle managers’ roles as change agents.

The Engineering Industry Training Board has just completed a two‐year study on employee relations training for managers. The six‐man project team which undertook the study was composed of industrial relations and personnel specialists and trainers. The team carried out investigations in over three hundred companies, a number of special studies and a survey of the current provision of employee relations training. Their final Report, which contains recommendations on the analysis of employee relations, the development of training materials and the training of trainers, has been accepted as a basis for action by the EITB. This is the first in a series of articles, setting out the findings, conclusions and some of the ideas for new initiatives in this area.

The previous two articles identified some of the critical factors behind employee relations problems and described a new approach developed by the EITB to increase managers' awareness of these factors. However, there are those who regard any ‘packaged’ approach as superficial and who would maintain that the only valid approach is through conducting their own analysis of their employee relations and developing entirely home‐grown remedies. This article, therefore, brings together some of the lessons learnt about the analysis of employee relations and the identification of managers' ER training needs during the two‐year study.

The first article described how the EITB employee relations training for managers project was undertaken and some of the conclusions which were reached. One of the key conclusions was that more emphasis should be given to in‐company training. This second article describes material which is being specifically designed to provide a framework for such training — EMPLOYEE RELATIONS LEARNING RESOURCE MATERIAL (ERLRM). This is illustrated by reference to the ERLRM module entitled ‘Discipline at Work’.

The objective of the first article in this series, which covered the key findings of the EITB's two year study on employee relations training for managers, was to set out a basic agenda for the eighties. The two subsequent articles dealt with specific approaches and products arising from those findings which are now part of the EITB's programme of action in this field. In this, the final article, we discuss other issues arising from special studies undertaken during the course of the project and the implications these have for the future development of ER training ideas and materials.

We examine the roles of sample initial conditions and unobserved individual effects in consistent estimation of the dynamic binary response panel data model. Different specifications of the model are estimated using female welfare and labor force participation data from the Survey of Income and Program Participation. These include alternative random effects (RE) models, in which the conditional distributions of both the unobserved heterogeneity and the initial conditions are specified, and fixed effects (FE) conditional logit models that make no assumptions on either distribution. There are several findings. First, the hypothesis that the sample initial conditions are exogenous is rejected by both samples. Misspecification of the initial conditions results in drastically overstated estimates of the state dependence and understated estimates of the short- and long-run effects of children on labor force participation. The FE conditional logit estimates are similar to the estimates from the RE model that is flexible with respect to both the initial conditions and the correlation between the unobserved heterogeneity and the covariates. For female labor force participation, there is evidence that fertility choices are correlated with both unobserved heterogeneity and pre-sample participation histories.

In elite professional firms, minorities are actively recruited but struggle to move upward. The authors argue that initiatives aimed at general skill development can have unintended consequences for firm diversity. Specifically, the authors contend that approaches that win partner support through motivational significance and interpretive clarity provide a more effective avenue to skill development for minorities, who have less access than White peers to informal developmental opportunities. The authors also argue that a longer “partnership track,” which imposes a time limit on skill development, will benefit minority professionals. Using data on 601 offices of large US law firms in 1996 and 2005, the authors investigate the effects of five developmental initiatives and partnership track length on the representation of African-Americans, Latinxs, and Asian-Americans among partners. Observed effects are consistent with expectations, but patterns vary across racial-ethnic groups.