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This article provides an overview of the regulation of artificial intelligence (AI) in Brazil, with a focus on its impact on labor and employment. While AI adoption in Brazilian industry is still limited, a significant portion of jobs in the country are considered highly vulnerable to AI. The article highlights the challenges and lack of regulation surrounding platform work and the potential impact of AI on agriculture. The Brazilian government has established the Brazilian National Strategy for Artificial Intelligence (EBIA) to promote responsible AI development and the training of qualified professionals. Additionally, there are bills being drafted to regulate AI and establish principles, rights, and duties for its use, as well as to provide rights for individuals affected by AI systems. The article emphasizes the importance of social dialogue and workers' organizations in protecting workers' rights in the face of AI advancements. [Extracted from the article]

This document is an index of articles published in the ILR Review, Volume 77 in 2024. The articles cover a range of topics related to labor and employment, including the size and composition of the independent contractor workforce, the wage premia of refugee immigrants, the impact of manufacturing credentials on earnings, and the use of wearable devices in work processes. Other articles explore issues such as workplace competition, labor market dualization, and the Europeanization of wage policy. The index provides a comprehensive overview of the articles published in this volume, allowing researchers to easily locate and access relevant information. [Extracted from the article]

Reducing human-made greenhouse gas emissions is crucially important for life on earth, but it requires restructuring industries in ways that could disrupt millions of workers' lives globally. Whether this transition is "just" from the perspective of workers depends on the magnitude of job losses, the quality of new jobs, and the transitions workers experience from their current jobs to new ones. Using the example of the German automotive industry, where the shift to electric vehicle production has recently accelerated, the authors identify recommendations for unions and policymakers in North America and beyond. This article provides an overview of the tools for workers and trade unions in Germany to steer the transition and shows how analogous tools could be strengthened or created elsewhere. [ABSTRACT FROM AUTHOR]

The European Social Dialogue (ESD) has served as the platform for European social partners to negotiate parental leave policies at the European Union (EU) level since 1995. The partners' efforts to revise the regulations in 2015, in response to the European Commission's broader approach toward European work–life balance policies, failed, however, and the reasons for and implications of this failure remain insufficiently explored. Drawing on existing ESD literature and leveraging the regulator-intermediary-target (RIT) model, the authors develop a typology of policymaking outcomes based on the analysis of three parental leave directives from 1996 to 2019. The findings demonstrate that divergent preferences among European social partners, particularly when juxtaposed against the Commission's policy objectives and interests, reduced the probability of a successful ESD through which European social partners could generate a framework agreement. Instead of being rule-makers, these conditions relegated European social partners to the role of rule-takers. If this trend continues, it poses a significant challenge to the role and influence of European social partners in EU policymaking. [ABSTRACT FROM AUTHOR]

Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i‐deals) can contribute to individual thriving. We contend that possessing development i‐deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high‐quality leader–member exchange will enhance the function of development i‐deals in triggering approach job crafting and subsequent thriving experiences. Results from a two‐wave survey involving 278 managers in a pharmaceutical firm in China and a three‐wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce. [ABSTRACT FROM AUTHOR]

Understanding how employees respond to HR systems is a critical question in the strategic HR literature and the need for more nuanced theoretical frameworks explaining who responds differentially to HR systems persists. Drawing on a contingency perspective and the theory of purposeful work behavior, we present a theoretical framework that suggests that employee motivational goal strivings interact with commensurate HR bundles (communion‐enhancing HR bundles, status‐enhancing HR bundles, and achievement‐enhancing HR bundles) to predict employee job performance. Based on survey data collected from 362 employees in 84 service units, our findings reveal that the effects of communion and status strivings on job performance are more positive and stronger for employees in units with higher levels of communion‐enhancing HR bundles and status‐enhancing HR bundles, respectively. In contrast, the effect of achievement goal strivings on job performance is weaker in units with higher levels of achievement‐enhancing HR bundles. These findings have significant implications for both theoretical and practical perspectives, shedding light on the role of employee motivations in shaping the effectiveness of HR bundles on employee performance. [ABSTRACT FROM AUTHOR]

It has been claimed that the HR "profession" suffers from a chronic shortage of social legitimacy. In this article, we advance the idea that HR is also to some extent subject to public stigmatization for being immoral. In other words, we maintain that certain aspects of contemporary HR work can be conceptualized as morally dirty work. We provide empirical support for this contention by analyzing a set of 28 films portraying HR practitioners at work. The research results comprise both task‐related and method‐related filmic representations of HR work as immoral, thus furnishing a comprehensive and nuanced picture of the moral issues that can affect the HR profession. Furthermore, the results show that some of the HR characters analyzed—typically those who hold a role as (co‐)protagonists in the story—realize the immorality affecting their work and decide to distance themselves from it by either exiting the role, trying to reform it, or openly raising resistance against their employer. These research results suggest the need to integrate dirty work scholarship into study of the HR profession, while they provide important indications in terms of future HR research, practice and education. [ABSTRACT FROM AUTHOR]

Algorithmic HR systems are becoming a more prevalent interface between organizations and employees. Yet little research has examined how automated HR processes impact employee motivation. In a three‐wave study (NTime1 = 401; NTime2 = 379; NTime3 = 303), we investigated the motivational effects of HR systems that automatically capture—and make decisions based on—employee performance, and whether these effects depend on employee attributions regarding the organization's intended use of its automated HR metric system. Additionally, we test whether these motivational states affect employee task prioritization and emotional exhaustion. Results show that employees whose organizations use algorithmic HR systems, and who also attribute managerial control as intent to that system, experience higher levels of extrinsic motivation at work. This, in turn, predicts greater prioritization of metricized tasks and de‐prioritization of non‐metricized tasks. Conversely, employees who believe the purpose of algorithmic HR systems is to provide them with constructive feedback are more likely to experience intrinsic motivation, leading to reduced feelings of emotional exhaustion, greater prioritization of metricized tasks, but reduced non‐metricized behavior de‐prioritization. These results illustrate the critical importance of employee sensemaking around algorithmic HR systems as a precursor to the impact of such systems on employee motivation, behavior, and well‐being. [ABSTRACT FROM AUTHOR]

Human resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision‐making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization. [ABSTRACT FROM AUTHOR]

Powerful leaders need to be challenged and pushed to consider uncontemplated perspectives. Research has indicated that employees in lower-power positions are best poised to challenge leaders, because these individuals better understand others' perspectives and have a different lens on day-to-day organizational issues compared to powerful leaders. While several well-known leaders rely on a lower-power employee (i.e., right-hand partner) to amplify their efforts, it is unclear how one becomes a right-hand partner or what this entails. Relying on qualitative data from 74 individuals (61 chiefs of staff and 13 leaders), we develop a process of heedful challenging: the process of presenting alternative perspectives to someone in an individualized manner. In this process, the lower-power employee utilizes their knowledge of the leader and their understanding of how organizational issues are impacting employees to thoughtfully challenge the leader by presenting differing perspectives and illuminating the implications of their behavior. We articulate how one becomes a right-hand partner through this process, present the defining characteristics and drawbacks of being a right-hand partner, and describe instances when this process goes awry. This work contributes to theory about unequal-power relationships and provides insight into how lower-power employees can broaden leader's perspectives. [ABSTRACT FROM AUTHOR]

Through an ethnographic study of a manufacturing monitoring technology, the author examines how the relations among workers, managers, and third-party technologists impact the ongoing configuration of cloud-based workplace technologies. Because these technologies are broadly networked, data-driven, and highly malleable, the author argues that technologists have an increasingly prominent role. By tracing issues raised by workers and managers in the focal customer firm, the study shows that the employment relation can explain only a limited set of outcomes. An analysis that accounts for technologists' innovative and economic relations with their users fully explains which issues are resolved and how. In contrast to research that implies technologists amplify institutionalized patterns of labor–management relations through their design choices, this study shows that technologists are complex organizational actors with situated interests, values, and identities. Through the development of a triadic model of relations, the author demonstrates why technologists must be included in analyses of contemporary technologies. [ABSTRACT FROM AUTHOR]

Prior research on career interdependence has focused on how colleague exits shape employees' intraorganizational careers through the creation of job vacancies and vacancy-driven promotion. In this paper, I propose that colleague exits can shape employees' careers through the creation of valuable relational "vacancies." Focusing on employees engaged in collaborative research, and drawing on the vacancy chains literature, I argue that colleague exits create new collaboration opportunities for remaining employees that can enhance learning and facilitate competency-driven promotion. Yet, employees will benefit only when these opportunities arise as a result of their own collaborators leaving—that is, employees must lose to gain. Using longitudinal data on employees within a single research organization, I show that collaborator exits increase the likelihood of employees' competency-driven promotion in a way that noncollaborator exits do not. Furthermore, it is the exit of higher-level collaborators that is most beneficial. These findings highlight a different type of career interdependence and the role of collaborator mobility in shaping the intraorganizational careers of knowledge workers. [ABSTRACT FROM AUTHOR]

The gradual shift in power relations between organized employers and employees since the 1970s has increasingly affected the functioning of national industrial relations systems. According to a broad literature, the most important of these consequences is an increase in employer discretion. This article tests this claim by performing a longitudinal content analysis on three Dutch collective contracts. It develops an analytical framework based on four dimensions of employer discretion. Results show that although employer discretion did increase on all four dimensions between the mid-1970s and the 2020s, significant temporal and sectoral variation has occurred. In addition, the article argues that a loss of democratic influence by employees intensified the increase of the one-sided decision-making powers of employers, and that the collective contract is being transformed from a joint labor–capital effort to solve workplace problems to a management instrument. [ABSTRACT FROM AUTHOR]

Line managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three‐wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research. [ABSTRACT FROM AUTHOR]

"Networks, Labour and Migration among Indian Muslim Artisans" by Thomas Chambers is an ethnography that explores the lives of Muslim artisan woodworkers in Saharanpur, India. The study focuses on their workshops, migration patterns, and the importance of friendships and social ties in their working lives. The article highlights the decline of the industry, the role of Muslim identity in employment opportunities, and the impact of Gulf migration on class differentiation. The author also discusses the contrast between migrant artisans from Uttar Pradesh and returnee migrants from Kerala, as well as the relationship between material constraints and cultural factors in shaping class consciousness. [Extracted from the article]

We document the size and scope of the industry of for‐profit vendors that now handles a considerable proportion of human resource tasks for individual US employers, a collection we describe as the human capital industry. Outsourcing these tasks changes how the human resources function is executed in ways we describe below. This change should matter to researchers if they are interested in choosing topics that have relevance, and it should also matter to teachers of human resources who want to present an accurate description of practice to students. Aside from the now remarkable size of the HR industry, arguably its most important attribute is its marketing efforts, which now drive the agenda for the field of HR. A concern about that agenda is that it often creates the perception of challenges for management when in practice no evidence of those challenges exists. [ABSTRACT FROM AUTHOR]

Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content‐based) understanding of the construct and failure to incorporate its branding‐related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis‐à‐vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions. [ABSTRACT FROM AUTHOR]

Diversity training is a common initiative in organizations, yet also the focus of much debate. Legislative attempts have been made to eliminate diversity training, while research has presented mixed findings and contradictions. Although much is known about designs, pedagogies, and trainee outcomes of diversity training, we know far less about the diversity trainer, who bears the brunt of delivering training amid existing controversies. In this study, we examine the diversity trainer's experience, bringing to light the important use of the trainer's own identities in navigating the emotionally charged minefield of educating about bias and bridging across cultural and demographic differences. Through this qualitative investigation, we develop a grounded model that illustrates the process of brokering identities, a form of identity work diversity trainers engage in that involves their deliberate efforts to call themselves and others in during diversity training. We highlight the brokering self-efficacy trainers gain from their identity work, which helps to explain why diversity trainers continue to engage in the process of brokering identities despite the challenges and controversies they may face. [ABSTRACT FROM AUTHOR]

"Unionizing the Ivory Tower: Cornell Workers' Fifteen-Year Fight for Justice and a Living Wage" by Al Davidoff is a memoir that tells the story of how low-paid Cornell employees organized and fought for better working conditions and wages. The book provides a detailed account of the challenges faced by these workers, including poverty wages, arbitrary bosses, and oppressive conditions. It also explores the process of organizing a union and the strategies employed to gain recognition and negotiate a fair contract. The book addresses issues of race and racism within the context of the struggle for justice. Overall, "Unionizing the Ivory Tower" offers valuable insights into worker organizing, union building, and labor-management relations. [Extracted from the article]

"Stitching Governance for Labour Rights: Towards Transnational Industrial Democracy?" by Juliane Reinecke and Jimmy Donaghey explores the problem of democratizing transnational supply chain governance. The authors argue that private regulation systems in developing countries marginalize worker voice, and propose a new paradigm informed by industrial democracy principles. The book focuses on the garment industry in Bangladesh, where the authors conducted interviews and observations to gather data. The authors analyze the power dynamics in supply chains, examine the role of unions and NGOs, and compare the governance structures of the Accord and the Alliance. They conclude that the Accord and JETI initiatives represent promising forms of democratic governance, but further progress depends on broadening the coalition of progressive forces. Overall, the book offers valuable insights into institutional processes that both facilitate and resist worker representation in transnational supply chains. [Extracted from the article]

Employee mental health is a central issue in today's global workplace. This paper analyzes the effect of high performance work systems (HPWSs) on employee mental health. We integrate HPWS concepts with job demands‐resources (JD‐R) theory to examine competing theoretical perspectives—a positive HPWS influence and a negative HPWS influence on employee mental health. We examine employees' perceptions of psychological empowerment as an indicator of the motivational pathway of the JD‐R and work‐role overload as an indicator of the strain pathway to explain the differential effect of HPWSs on mental health. We also incorporate organizational identification theory to demonstrate how one's identification with the organization can either accentuate or attenuate feelings of both psychological empowerment and work‐role overload. Findings from a study of 999 employees in 174 South Korean organizations indicate that HPWSs are positively associated with employee mental health via employee perceptions of empowerment and that HPWSs are negatively associated with employee mental health through perceptions of work‐role overload. Furthermore, the study finds that organizational identification attenuates the relationship between HPWS and both empowerment and overload. Practice‐level post hoc analyses also reveal that the job design characteristics, pay level, and participative decision‐making are linked to empowerment. In addition, participative decision‐making is most strongly associated with work overload. [ABSTRACT FROM AUTHOR]

Using Chinese data, we examine whether synchronous remote board meetings, which facilitate status equalization among directors and alleviate their pressure for conformity, affect board monitoring effectiveness. We find that compared to face-to-face meetings, synchronous remote meetings are associated with directors' better meeting attendance behavior, a higher likelihood of director dissent on monitoring-related proposals, higher forced CEO turnover-performance sensitivity, and more effective investments. These results hold when we use remote meetings that include both synchronous and asynchronous remote meetings. Proposal-director level analysis further shows that remote meetings reduce the pressure to conform faced by young first-term directors and socially connected directors. Authors have furnished an Internet Appendix , which is available on the Oxford University Press Web site next to the link to the final published paper online. [ABSTRACT FROM AUTHOR]

Employee awards programs are prevalent in organizations. This research examines a group of employees who have received relatively less attention in the employee awards literature: those who are nominated for but fail to receive an award. Integrating social comparison theory with the functional theory of counterfactual thinking, we argue that nonwinner nominees go through complex motivational states and affective experiences, which influence their collaboration responsiveness to colleagues. We conducted a field quasi-experiment using 160,830 collaboration records of 494 employees over eight months (Study 1) and a multisource study using survey data and 34,911 collaborative records of 598 employees over two months (Study 2). The results revealed that, compared to non-nominees, nonwinner nominees have lower collaboration responsiveness to winners following the award announcement, especially when they have a higher structural proximity to winners. However, in the long run, nonwinner nominees have higher collaboration responsiveness to others in general. Furthermore, being nominated for but failing to receive an award simultaneously induces nonwinner nominees to experience higher causal-inference counterfactual thinking and negative affect, which exert opposing impacts on nonwinner nominees' collaboration responsiveness. This research advances the understanding of the impact, influencing mechanisms, boundary conditions, and temporal dynamics of employee awards on workplace collaboration. [ABSTRACT FROM AUTHOR]

We theorize that ally work (actions by employees belonging to advantaged social groups to support employees belonging to disadvantaged social groups) can be organized into three modalities: self ally work that is oriented toward developing skills and capabilities, relational ally work that is focused on building positive work relationships, and organizational ally work aimed at changing organizational practices to support disadvantaged coworkers. Drawing from the theory of political ideology as motivated cognition, across multiple pre-registered field studies we found that employees who were more liberal-leaning (vs. conservative-leaning) reported higher engagement in all three modalities. We also examined whether contextual affordances amplified the liberalism effect. Specifically, we tested whether personal accountability for diversity, colleague diversity, and organizational ideology directed liberals toward greater engagement in self, relational, and organizational work, respectively. As hypothesized, more liberal-leaning employees reported higher engagement in organizational ally work in more ideologically liberal organizations. However, the hypothesized effects of personal accountability were not supported. Notably, personal accountability had a positive effect on self ally work among more conservative-leaning employees. The moderating effects of colleague diversity were also mixed across studies. Highlighting both the plurality and politics of ally work, we discuss theoretical and practical implications of our findings. [ABSTRACT FROM AUTHOR]

Employer Wage Subsidy Caps and Part-Time Work. I See i Kelly, Erin L. Yang, Duanyi, Erin L. Kelly, Laura D. Kubzansky, and Lisa Berkman. I See i Kelly, Erin L. Wright, Chris F. I See i Arnholtz, Jens. Schatz, Ronald W. I The Labor Board Crew: Remaking Worker-Employer Relations from Pearl Harbor to the Reagan Era. i Reviewed by Joseph A. McCartin. Employer Wage Subsidy Caps and Part-Time Work. [Extracted from the article]

This article investigates the relationship between the share of assets held by institutional investors relative to GDP and a synthetic index of union bargaining power in 20 OECD countries from 1980 to 2017. Findings from the use of fixed-effects OLS and instrumental variables regressions show that the share of assets held by institutional investors, especially insurance companies and pension funds, is correlated with a decline in union bargaining power. The authors argue that by contributing to significant changes in corporate strategies and governance through potential effects on jobs and wages, institutional investors in most OECD countries may have weakened the influence of trade unions, thereby leading to a higher decentralization of wage bargaining. Mixed evidence is found, however, when investigating the role of complementarity across institutions to explain cross-country heterogeneity. [ABSTRACT FROM AUTHOR]

This publication is devoted to covering the following issues, namely: what are the inherent features of an employment relationship; what should be understood as self-defense in an employment relationship with an employer; how does the current labor legislation of Ukraine interpret the concept of "reinstatement" and how is an employee reinstated in the presence (absence) o f a court decision. Attention is focused on the fact that in the absence of a clear understanding of what constitutes "labor relations", "self-defense" and "reinstatement" in the current labor legislation of Ukraine, one should be guided by the recommendations of the International Labor Organization and domestic labor scholars, as well as by court practice in resolving labor dispu tes. This leads to the following conclusions: 1) labor relations are the relations between an employee and an employer regarding the performance of certain work for remuneration in accordance with the specialty, qualification or position on the basis of working conditions determined by the employer, provided for by labor legislation, employment contract, collective agreement; 2) self-defense in labor relations is considered to be the refusal of an employee to perform his or her labor duties in order to restore the violated labor right; 3) the right to self-defense is exercised by an employee independently, independently of other employees, and consists of independent active actions to protect their labor rights, life and health without or together with an appeal to the bodies for consideration of individual labor disputes (Commission on Labor Disputes, court) or to the bodies for supervision and control over compliance with labor legislation; 4) reinstatement in the previous job takes place not from the date of the court decision on reinstatement, but from the date of dismissal of the employee, which is declared invalid in accordance with this decision (if the employer reinstates the employee in the previous position without a court decision, the reinstatement also takes place from the date of dismissal); 5) the execution of the court decision is deemed to be completed from the moment the employee is actually allowed to perform his/her previous duties on the basis of the relevant act of the body that made the illegal decision to dismiss the employee; 6) if the reinstated employee is already working in another institution at the time of reinstatement, he/she must terminate the employment contract or enter into a part-time employment contract (unless prohibited by law) with another institution, since the main place of work for him/her is the place of work where the employee was reinstated. [ABSTRACT FROM AUTHOR]

The article is devoted to the study of the procedural aspects of consideration and resolution of labor disputes, the peculiarities of the application of labor law norms in the conditions of martial law based on the analysis of the content of new laws, laws on amendments. With the introduction of martial law, restrictions on the constitutional rights and freedoms of a person and a citizen, provided for in Articles 43, 44 of the Constitution of Ukraine, were introduced for the entire period of its validity, which affected the consideration of all labor disputes. The article analyzes the innovations established by the Law of Ukraine «On the Organization of Labor Relations in Martial Law» regarding the regulation of labor relations, and also draws attention to the inconsistency of some norms of this law and the cur Statistical data on the number of violations of labor legislation on labor issues were studied, examples of judicial practice during the period of martial law were analyzed. Attention is focused on the ambiguous position of the Civil Court of Cassation of the Supreme Court regarding the termination of the calculation of the average salary for employees called up for military service, accepted for service under a contract, etc. It was established that the ambiguity calls into question the implementation of the constitutional principle of equality in one's rights, as well as the principle of equality of labor rights of citizens of Ukraine, prevention of discrimination in the field of work. It is proposed to regulate at the legislative level the issue of maintaining the average salary for employees called up for military service, hired for service under a contract, etc. In order to properly consider and resolve a specific labor dispute, it is necessary to know well not only the general norms laid down in the Civil Procedure Code of Ukraine, but also the special procedural norms contained in the Labor Code of Ukraine and other material laws, which establish exceptions and additions to the procedure of court proceedings. In each specific case, it is necessary to find out all the circumstances, take into account the conclusions of the Supreme Court in order to make a decision on the legality or illegality of the demands of the subject of the protection of labor rights. [ABSTRACT FROM AUTHOR]

The article carries out a complex theoretical and legal analysis of transfer as a form of realization of the right to work by civil servants in Ukraine. In particular, the legal grounds, procedure and consequences of the transfer of civil servants are investigated, taking into account the regulatory framework and the practice of applying the current legislation. The main attention is paid to the study of the features of the transfer, its impact on the labor rights of civil servants, as well as ensuring the effectiveness of the functioning of state authorities. The relevance of the study is determined by the need to improve the legal regulation of labor relations in the field of public service, increase the requirements for professional mobility and adaptability of civil servants in the context of reforming the state apparatus of Ukraine. The scientific novelty of the work consists in the definition and systematization of the legal basis for the transfer of civil servants, the analysis of their compliance with international standards and practice, as well as in the development of recommendations for improving legislation in this area. The article highlights the main forms and types of transfer of civil servants, examines in detail the legal grounds for the transfer, in particular, initiation by the head of the civil service, reorganization and liquidation of state authorities, the need to avoid the subordination of relatives, etc. Particular attention is paid to the analysis of the impact of the transfer on the material situation, career development and realization of the right to work of civil servants. It was found that the transfer to a lower position, although not defined as a significant change in working conditions, actually leads to significant changes that require additional legal regulation and protection of employees' rights. Clear criteria and transfer procedures are proposed, which take into account both service needs and the rights and interests of civil servants themselves. An important place in the work is the analysis of the international experience of the legal regulation of the transfer of civil servants, in particular the models used in the countries of the European Union. The possibilities of adapting such models to Ukrainian realities in order to improve the efficiency of the civil service and protect the labor rights of civil servants have been studied. On the basis of the conducted research, a conclusion was made about the need to improve the legislation in the field of transfer of civil servants, to ensure the transparency and fairness of this process, as well as to create effective control mechanisms for compliance with the relevant procedures. The proposed recommendations can be used for further reform of the civil service system in Ukraine, contributing to increase its efficiency and the professional level of civil servants. [ABSTRACT FROM AUTHOR]

The establishment of a legal, democratic, and social state in Ukraine necessitates updating the doctrinal foundations of labor law in the context of Eurointegration requirements. This article analyzes the specifics of organizing labor relations under martial law based on the review of regulatory acts, scientific sources, and results from legal practice. It has been found that labor freedom implies providing everyone with the opportunity, without discrimination, to enter into labor relations to realize their abilities. The right to work is one of those rights that can be limited for a certain period during martial or emergency situations. It has been established that the introduction of martial law in Ukraine has necessitated amendments to national labor legislation. Provisions of the newly adopted special Law of Ukraine, which defines the organization of labor relations under martial law, take precedence over the codified labor code during the period of martial law. It has been clarified that during the labor activities of individuals subject to compulsory labor, compliance with standards such as minimum wage, minimum vacation time, rest time between shifts, maximum working hours, and consideration of an individual's health condition is ensured. It is noted that the regulation of labor relations under new conditions has revealed problems that hinder the establishment and functioning of an effective system of employer-employee relations. It is important that labor legislation in Ukraine has already undergone changes regarding the organization of labor relations during martial law. The domestic labor market has experienced many changes during the period of martial law, with employers developing new strategies for utilizing hired labor based on flexibility and rapid response to the situation. The practice of applying legal innovations has indicated the need to address issues at the legislative level, which will improve the mechanism for implementing corresponding guarantees for workers and employers. The relevance of this issue also lies in the fact that clarity and definiteness in domestic legislation provide the possibility, in the future, to place relevant compensation payments on the state conducting armed aggression against Ukraine during reparations. [ABSTRACT FROM AUTHOR]