<![CDATA[This literature review examines how human resource management (HRM) practices, psychological safety, and employee voice contribute to strengthening positive employee relations and improving organizational outcomes. Using a structured narrative review approach, this study synthesizes peer-reviewed literature published primarily between 2023 and 2025, supplemented by seminal works on psychological safety, employee voice, social exchange theory, and organizational justice. The literature search covered major academic databases and publishing platforms, including Scopus-related records, Web of Science-related records, ScienceDirect, Emerald Insight, Taylor & Francis Online, Wiley Online Library, SAGE Journals, Frontiers, SpringerLink, PubMed, JSTOR, and Google Scholar. Of the 312 initial records identified, 45 articles met the eligibility criteria, and 20 studies were selected for in-depth thematic synthesis. The findings indicate that HRM practices shape employee relations by promoting fairness, support, recognition, employee development, inclusion, and participation. Psychological safety reduces perceived interpersonal risks and enables employees to express ideas, concerns, warnings, and suggestions openly. Employee voice is more effective when organizations provide trusted communication channels, responsive leadership, fair opportunities to be heard, and credible follow-up mechanisms. This review contributes to the HRM literature by conceptualizing HRM as a relational system that connects psychologically safe participation with trust, organizational justice, employee engagement, organizational citizenship behavior, innovation, organizational learning, and performance.]]>
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