The negotiating model or framework adopted at the formation of the International Labour Organisation (ILO) in 1919 placed the representatives of workers and employers on an equal footing with government representatives in decision making (Maupain 2013). The tripartite arrangement makes the ILO a unique agency within the United Nations system (Simpson, 1994). However, the configuration of the government group evolved during and after the cold war resulting in complex multi- layers of negotiating units (Newman et al, 2006; Muldoon et al; 2010; Hampson & Heinbecker 2011). Furthermore, there are issues around the ?paper? balance of power between governments and social partners in the negotiation processes let alone the representativeness of those that negotiate on behalf of the workers and employers (Thomas, 1996; Muldoon et al, 2010; Standing, 2010). The contemplated research will explore and analyse the inter-actor relationships and the attributes of the negotiating model or framework in the ILO

Managers have to ensure the engagement of four different generational groups as part of the workforce. The conflict between generations and its negative impact on workforce productivity, company progress and overall advancement has long been acknowledged. The millennial problem, which refers to the set of ideas that the individuals born between 1975 and 2000 are ill-fit for the work environment, is correlated with an ambiguity surrounding Generation Z; There is a lack of information about the generational groups born after Millienials, from 1995 to 2009. Therefore, ensuring an operationally functional work environment is believed to be problematic and difficult. The contemplated research intends to examine the values, work condition inclinations and preferred managerial style of Generation Z employees.