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This chapter aims to investigate sentiments of blue-collar workers, specifically couriers, during Covid-19 pandemic. Data are collected from the online review posting platform, where employees and previous employees of a Turkish delivery company posted their comments on the company as an employer. The results reveal that there are mainly four topics on which the reviewers discuss: work environment, compensation, salary and working hours, and lay-off procedures. The analyses indicate that the most discussed topic is compensation, while the most negative sentiments appear to be on lay-off procedures.

Attempts are made to probe into the gaps between the human resource management policies as laid down in company publications and the actual practices, followed by companies in public and private sector and by multinationals in India. The human resources practices of eight firms – two large organisations in the public sector, two medium‐sized firms in the private sector and four multinationals – are examined. The objective was to delineate the similarities and differences among the above eight firms with regard to the actual practices followed by these companies in the Indian environment. An in‐depth case study of these eight firms was conducted. It was found that in India there is no coherent unified management study which can be called Indian management. Inconsistencies are apparent and real contradictions abound. There is a pressure on managers in all organisations in India to get things moving and to keep firms economically viable on a sustained basis. The management techniques and practices were selected which were likely to be congruent with the expectations of people being managed and were in tune with the management styles and value orientation of key managers.

Previous research has shown that perceptions of justice have a relationship with many organizational outcomes, but has concentrated on employees or job applicants who were directly affected. In contrast, the purpose of this study is to investigate work colleagues' perceptions of justice of a personnel selection decision when they were not directly involved themselves.

An experimental design incorporating vignettes provided information about an internal and an external job candidate, and information about who was selected for a position. In total, 297 participants rated the vignettes from the perspective of co‐workers, using a qualitative and quantitative questionnaire.

ANOVA results showed that participants believed there was greater justice when the internal candidate was offered the position. The qualitative results showed that this was due to the perception that previous employment in the position was something positive that needed to be considered.

The findings have implications for selection panels, who may not have considered the impact of previous experience with the organization when making selection decisions.

This paper has investigated the issue from a perspective which has not been given much previous attention. Organizational members, not directly involved in the decision‐making process, but affected by, and with views on, the decision‐making process are the focus of this study into perceptions of justice in selection decisions.

On both sides of the Atlantic, there is much talk amongst academics and practitioners about the “new” industrial relations, based on flexibility, employee involvement, anti‐union strategies and Japanese employment practices. However, the “old” industrial relations lives on; it is concluded that where management is farsighted and unions are strong and vigilant, it has produced benefits for both parties.

Effective human resource planning allows management to recruit, develop and deploy the right people at the right place at the right time, to meet organizational internal and external service level commitments. Firms are constantly looking out for strategies to cope with skill shortages that are particularly acute in the “knowledge intense” industries due to high staff turnover. The purpose of this paper is to describe how system dynamics modeling allows management to plan to hire and develop right level of skills and competencies in the organizational inventory to meet desired service level targets.

An integrated system dynamics framework is used to develop various feedbacks and feed forward paths in the context of competence planning and development. The model is mapped onto an overseas process industry company's recruitment and attrition situations and tested using real data.

Strategies for human resource planning are developed by conducting time‐based dynamic analysis. Optimum design guidelines are provided to reduce the unwanted scenario of competence surplus and/or shortage, and therefore, to reduce disparity in between service level needs and availability of right competencies.

System dynamics type of modeling is usually suited for medium to long range timescale (two to five years scenarios). There is a need for the model to be tested in a high turnover industry such as IT to test its efficacy in short‐term time scale, where shortage in required talent is more acute. Also this model is tested for measuring the generic skill‐sets in here. There is a need to test the model for a mixture of generic and specialized skills‐set in a specific business operation.

The authors anticipate that system dynamics modeling would help the decision makers and HR professionals to devise medium to long‐term human resource planning strategies to anticipate and meet the service level expectations from the internal and external customers.

Such planning exercise will avoid the situation of customer dissatisfaction due to right competence shortages. Also this will reduce the staff surplus scenario that usually leads to knee‐jerk reaction to lay‐off unwanted skills, which is usually a costly exercise and impacts negatively on staff morale.

Use of the systems dynamics model introduced here is a novel way to analyze human resource planning function to meet the target service level demands. The idea that an organization can estimate the service level requirements for medium to long‐term situations, and conduct what‐if scenarios in a dynamic sense, can provide valuable information in strategic planning purposes.

The purpose of this paper is to examine the predictors of perceived job insecurity and motivation among 286 female participants in merged and acquired banks in two capital cities of South West Nigeria.

The participants in this survey were accidentally sampled for convenience of participants and ease of administration because of the tight work schedule. Data collected were analysed using regression and t‐test statistics.

The results of the research indicated joint significant influence of job characteristics and organizational justice in women's perceived threat of job loss and motivation. Specifically, organizational justice (procedural justice) exerted a strong influence on the dependent variables for women in both acquired and merged banks.

Use of accidental sampling is a limitation. Further, studies should adopt other sampling techniques that may capture a significant sample of the population.

These findings implied that unless changes are managed in structured, systematic and constructively in ways perceived by women to be fair, organizations will remain far from realizing the benefits of restructuring and downsizing.

The paper offers insight into job insecurity and motivation among women in the context of Nigerian consolidated banks.

In this paper I utilize ethnographic data from the construction industry to demonstrate that occupational safety must be interpreted as having two different forms: the official policies and the actual operating procedures. This distinction is significant because it highlights the difference between rules that are stated – and may even be formally trained – and the rules that actually govern the workplace. It is this latter set of rules, a complex set of decision-making practices balancing the speed of work against acceptable loss, that actually shapes the worker’s individual decision-making. By illuminating the distinctions between these two forms of training, and the structures in which they occur, I challenge a common assumption of much safety-related research in construction, that worker behaviors and worker cultures are the most common causes of policy violations (e.g. Dedobbeleer & German, 1987; Hoyos, 1995; Hsiao & Simeonov, 2001; Lewis, 1999; Lingard, 2002; Personick, 1990; Ringen, Seegal & Englund, 1995; Rivara & Thompson, 2000; Smith, 1993). I argue here that what is often construed as “worker culture” is actually a structurally determined response to the unwritten rules of the construction industry. This is meaningful because the assumption that workers “choose” to forgo occupational safety protections as a cultural choice (generally construed as an enactment of working-class masculinity) is then used to assume or prove workers’ consent to the larger capitalist exchange of wages for work (e.g. Burawoy, 1979; Marx, 1867, 1977). By drawing on the media coverage of the workplace fatality, I highlight the costs and legal ramifications of such a dual system.

IT was in last June of flaming memory that we posed the question “What will the Bullock Committee achieve?” Well, there is still a little hope that this committee, like so many others in the past, will produce a report that will simply be shelved. But this hope is very small.

The development of a new “high‐tech”, “high involvement” organisation is sketched. It concentrates on the organisational design features of the new culture. These design features are compared and contrasted with those of a theoretical model of a high involvement organisation. Comment is included on progress towards the new culture and some of the difficulties encountered. The broad aim of the article is to help progress organisations′ “people” strategies from “control” to “commitment” and hence improve the effectiveness of organisations′ in an increasingly competitive operating environment.