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er it is for the private sector or public sector or charity organization, SMEs et cetera. If it assumed that the research paper is intended for all types of organizations, then the problem is: the empirical analysis in local government in North England or an opinion survey of a particular group of employees working for the government may not be able to represent the views of all types of employees.

Perception on wellbeing differ from organization to organization. Aims and objectives and performance are not the same or similar.

In 1961, Burns and Stalker (Mullins, L.J. (2005). Management and Organization completed a study of 20 UK manufacturing firms to determine the types of structure that existed. Finding concluded that two basically contrasting forms existed - mechanistic and organic.

Mechanistic Structures:

Have a rigid structure

Operate in stable environments

Have tasks that are specialized and functionally differentiated

Have a hierarchical structure in which control and authority predominate.#

Organic Structures:

Have fluid structures that are more responsive to change

Operate in more turbulent/constantly changing environments

Have tasks that change regularly with the business

Have an environment where knowledge is spread throughout the organization

What has structure of an organization got to do with wellbeing? To some extent, structure plays a very important role in the make-up of the organizational personality which is the sum-total of the employees, management style, culture of the organization, type of employees recruited and selected, expectations, industrial relations and the external environment t in which the organization operates.

All these factors may lead to a perceptual difference in which wellbeing is viewed.

Public or government departments are to some extent or similar to Mechanistic structures where employees seem content with job stability (even the government departments are having to face up to recession) - which means the wellbeing package from the perception of the contented employees may be different. This is an assumption and at this moment of time, no empirical evidence can be provided.

On the other hand, private organizations and SMEs, charity organizations have another outlook in relation to wellbeing because, external pressure of competition, the competitive nature in order to survive and sustain, performance related in terms of finance and profit - all seem to suggest, that wellbeing is approached from a more financial perspective like huge salaries taken by the organization leaders which has come under attack by the public and media recently.

At this moment, no empirical evidence can be provided to support the above mentioned assumptions.

On page 3 of the research work, the author has to some extent equated Employee Voice with Grievance by the statement '.........have the opportunity to express their grievances openly and independently,...........'Grievance is not the same as raising an issue. Employee voice is about involvement, engagement, consultations and discussing issues related to work without fear. To use the phrase 'Grievance' seems inappropriate.

The notion of HRM

According to the author 'HRM will