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The barrage of corporate scandals has become pervasive such that it collapsed high-profile organizations worldwide. Prior studies show that reporters of corporate scandals encounter a number of challenges which discourages them from disclosing wrongful acts to appropriate authorities to effect action. Thus, this study aims to examine the remediation of the challenges of reporting corporate scandals in governance.

The study used cross-sectional survey design. Primary data was obtained from 400 employees of selected organizations and analyzed using descriptive statistics, correlation and regression techniques in Statistical Package of Social Science.

The results confirm that reporters of corporate scandals are confronted with challenges such as victimization, fear, suspension/dismissal, sideline and high power distance. However, these challenges can be remediated through award, code of conduct, free expression, participation/consultation and safeguard regulations to encourage and protect reporters of corporate scandals.

The findings imply that there should be an award scheme for reporters, and this must be made known to all employees. Furthermore, code of conduct for employees should include reporting of scandals together with its associated benefits and sanctions. Also, organizations would have to practice consultative/participatory governance system to minimize the effect of high power distance. Finally, regulations should be enacted and enforced to safeguard reporters of corporate scandals.

This research consolidated the challenges associated with reporting corporate scandals and provides remedies to curtail such challenges so as to encourage employees to report corporate scandals.

In the context of a changing global environment, governance is understood as one of the main strategic pillars of the shifting paradigm. Governance is an evolved model of governing which is conceptualized as a system to define and implement strategies, in which decisions are the result of interaction between public and private institutions and society. They need to work together within a set of values and principles: openness, participation, consultation, dialogue, innovation, coordination, strong leadership, effectiveness, accountability, and more. In tourism, governance is increasingly becoming a consolidated system to create and implement inclusive management processes. Thus, governance becomes the cornerstone for the success of destinations to achieve sustainable development.

Purpose of This Chapter: In the age of a hyperactive environment, organizations have to find ways to deal with the pressure of low engagement among employees. Hence, the present study aims to explore the types of participative practices for engaging employees in service sector organizations in India and to examine the level of association among the participation practices.

Design / Methodology / Approach: The primary data is extracted from the employees working in the service sector in the northern region of India. An integration of convenience and snowball sampling has been used. Finally, exploratory factor analysis has been employed to analyze the data.

Findings: The analysis emphasizes the effectiveness of engagement-oriented practices for organizations. Financial participation, consultation, and delegation enhance employee inclusion and management decision-making. These practices improve employee engagement, crucial for the well-being of healthcare staff responsible for people’s lives, aligning with the study’s objectives.

Practical Implications: This study offers insights for HRM and development practitioners to improve employee engagement through delegation and respect. Consultation enhances idea generation, reducing conflicts. Financial participation motivates and benefits both employees and management. The implications are valuable for managers and emerging economies, promoting growth through engagement-focused practices.

Originality: This study extends a clear vision to the managers of countries where the governments are trying harder to push the growth of emerging economies. Through the provision of information regarding the utilization of employee participation practices targeted at engagement, economic situations can be enhanced.

Based on a representative survey of German subsidiaries in the UK, their parent companies and a comparative analysis to the Workplace Employee Relations Survey 1998, the article examines the impact of nationality of ownership on employee relations (ER) in German multinational companies (MNCs) operating in an Anglo‐Saxon setting. It also assesses whether in light of heightened international competition and the problems in the German ER model, there has been a weakening of the home country effect over time. The study finds little evidence of a home country effect in relation to ER structures but reveals a pronounced country‐of‐origin effect in the ER approach and style. There is also evidence that German MNCs have responded to the globalisation pressures of the 1990s by a heightened emphasis on the country‐of‐origin collective approach in their UK subsidiaries, whilst at the same time developing comprehensive direct human resource management employee involvement schemes to complement, rather than substitute collective ER.

Leadership perhaps has the unique and dubious distinction of being the most researched and written about and yet the least understood topic in organisational behaviour. Despite or possibly because of the lack of understanding and common agreement on what leadership is and/or should be, the subject continues to attract researchers' interest. The latest comprehensive review by Bass, for example, referenced over 5000 independent studies. This accumulation of research and writing has also resulted in a fair number of controversies in the area. Some of the more prominent issues include the following:

The link between human resource practices and earnings for workers is a notable research lacuna and the purpose of this paper is to address this relationship using a matched data set covering all employees and employers in the Irish private sector.

The analysis is based on the National Employment Survey (NES) (2008). The survey provides measures of individual characteristics such as union membership, collective bargaining coverage, sector, occupation, age, sex and educational attainment. It also provides data on individual employee earnings including overtime and shift allowances, together with weekly hours worked. The particular benefit of the NES is that it is a large-scale matched employer-employee survey.

The results indicate that extensive use of high-involvement practices measured in this study is positively associated with higher earnings for both lower and higher earning employees. The authors also find that for employees covered by a collective agreement, the positive effects of high-involvement work practices are complementary with a union earnings premium.

Some caution is required in the interpretation of the results given the cross-sectional nature of the data. With cross-sectional data it is difficult to establish definitive causal and directional linkages between high-involvement measures and levels of earnings and earnings inequality.

For trade unions and their members, the results imply that the involvement practices as measured in this study are unlikely to substitute for the earnings premium associated with collective bargaining coverage. For human resource, increasing the earnings of low-paid employees may carry relatively marginal costs but the benefits maybe considerable in the form of employee engagement, increased effort levels and productivity gains.

This study extends the literature on the outcomes of high-involvement practices for employees and firms by addressing their association with employee earnings particularly at the lower end of the wage hierarchy.

This article is an account of day service modernisation in Birmingham, describing how a range of innovative approaches to consultation with service users played a key role in reshaping day services in the city.

In working to develop multiagency adult protection policy and procedures in West Sussex, we were looking for ways to increase engagement and ownership across agencies, agree roles and responsibilities and consult in a collaborative way on the draft policy and procedures. A large‐scale event was organised with a ‘whole system approach’, as distinct from a traditional conference. Here we describe the origins, purpose, process and lessons from this approach.

Both guidance to transport planning practitioners and scientific literature advocate the adoption of in-depth and inclusive participation and consultation methods when developing new transport plans and measures. The motivations for this normative stance are however unclear, other than general statements that public participation is inherently a good thing, and that new forms of transport planning must be different from what has gone before. However, these documents cite little or no evidence to demonstrate that more participatory transport planning has produced ‘better’ decisions or outcomes. It is also important to note that the legitimacy conferred on governments from adopting this form of participation and consultation is only one of several forms of legitimacy. The purpose of this chapter is thus to attempt to assess whether more participatory approaches to transport planning do indeed lead to ‘better’ decisions and outcomes. It does this by developing, based on the literature, a number of criteria by which to judge the decisions made and outcomes delivered. It then reviews the experience of consultation and participation in a non-random sample of four pairs of transport plans or measures, and evaluates the experience in each against the criteria developed. It finds little evidence that more in-depth and inclusive participation processes that follow the normative stance found in practitioner guidance and the literature lead to better outcomes, and some evidence that such processes may in some cases compromise legitimacy by slowing and changing measure implementation.

Management industrial relations policy and management style are examined in a panel of 50 highly unionised companies between 1979 and 1991. Management policy in panel firms in 1979 was relatively uniform, centred upon collective bargaining and the closed shop. A much broader spectrum of policies was evident in 1991, although collective bargaining was retained as part of the policy‐making framework in the large majority of companies. A minority of firms had either a strategic planning or financial control management style, which may be associated with tighter regulation of industrial relations. The majority had a strategic control style, the effects of which were more ambiguous.