Publications

Publications graphicWe author and publish a range of resources to keep you up to date with the latest developments in employment, labour market and human resource policy and practice.

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  • 📄

    CSR for Employers

    Proof of 'Employee Engagement'

    Barber L | Sep 2005 | Institute for Employment Studies

    This paper is a write-up of IES's review of employer CSR websites, both in the private and public sectors. The areas represented by the review are training and development; communication and consultation; health and safety; work-life balance; pay and benefits; and the involvement of the HR function.

  • 📄

    Business Models and Change

    the Effect on Employees and their Psychological Contracts

    Wolfe H | Jun 2005 | Institute for Employment Studies

    The paper asks the following questions: What is business model change, how does is occur, and how is it dealt with? How does business model change affect the employment expectations and how can these be managed? What are the psychological contract effects of business model change? How can change be effectively and appropriately designed and communicated for optimum organisational performance and employee well-being?

  • What Makes a Good Employer?

    Rafferty AM, Maben J, West E, Robinson D | Feb 2005 | International Council of Nurses

    This document summarises underlying evidence and issues related to good human resource management in the health sector with reference to: indicators of performance and measurement of nursing outcomes; performance issues related to individuals and teams; and employee engagement, commitment and organisational citizenship behaviour.

  • 📄

    Managers as Developers of Others - A Practical Framework for Managers

    Hirsh W, Silverman M, Tamkin P, Jackson C | Sep 2004 | Institute for Employment Studies

    This paper outlines how managers can improve their effectiveness in developing others, and covers setting the climate, building a developmental relationship, feedback and focus, delivering development and active career development. It also demonstrates how these elements relate to each other. The paper outlines what managers should not do when developing others.

  • 📄

    Managers as Developers of Others - Main Findings of an IES Research Study

    Hirsh W, Silverman M, Tamkin P, Jackson C | Aug 2004 | Institute for Employment Studies

    This paper is based on a study by IES that investigated the behaviour of managers who are good at developing other people in the workplace. This paper contains: characteristics of good and bad development support; situations where good developers make a difference; what motivates good developers of others; enablers and barriers to developign others; the impact of good and bad development support; a framework for managers as developers; some practical suggestions for managers; and information about the research.

  • 📄

    Managers as Developers of Others

    Hirsh W, Silverman M, Tamkin P, Jackson C | Mar 2004 | Institute for Employment Studies

    Organisations are now placing heavy emphasis on the role of the manager as coach, and on the workplace as a learning environment. This report contains a literature review of ideas about managers as developers of others, presents the IES research findings, including a framework for managers, and relates some of the narrative accounts collected.

  • The Drivers of Employee Engagement

    Robinson D, Perryman S, Hayday S | Mar 2004 | Institute for Employment Studies

    Engagement is a frequently used and fashionable term. Research into engagement, however, is almost non-existent. It appears that 'engagement' is not a recognised academic construct, yet all of us feel intuitively that we understand what it means. The work in this report is built on in 'Engagement: The Continuing Story', an IES report which tests our enagement measure and drivers tool in different settings and sectors.

  • 📄

    Managers as Developers of Others - Personal Experiences of Pleasure and Pain

    Hirsh W, Silverman M, Tamkin P, Jackson C | Feb 2004 | Institute for Employment Studies

    This paper presents a small selection of a large volume of data collected in a study that investigated the behaviour of managers who are good at developing other people in the workplace. It was conducted in four major UK organisations.

  • 📄

    Managers as Developers of Others - A Literature Review

    Silverman M | Feb 2004 | Institute for Employment Studies

    The paper covers: the growing role of the line manager in development; managers as career developers; managers as mentors and coaches for staff; the business importance of managers as developers; developing the competency to develop others; barriers to staff development; and relation to management theories and formal frameworks.

  • 📄

    Understanding Employee Opinions

    Robinson D | Jan 2004 | Institute for Employment Studies

    This briefing aims to help you think about employee opinions, specifically: Why collect employee opinions in the first place. Is there are business benefit? What different methods are available for gathering employee opinions, and which is best for your organisation? How can your employee opinion survey really help you in understanding and managing your workforce?