Publications

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  Organisational Justice

  Baldwin S | Sep 2006 | Institute for Employment Studies

  The term 'organisational justice' refers to the extent to which employees perceive workplace procedures, interactions and outcomes to be fair in nature. These perceptions can influence attitudes and behaviour for good or ill, in turn having a positive or negative impact on employee performance and the organisation's success.

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  The Measurement of Organisational Performance

  Page R, Jagger N, Tamkin P, Henwood N | Sep 2006 | Sector Skills Development Agency

  This research project emerged from 'The Contribution of Skills to Business Performance' which developed a model of the relationship between HR activities and business performance. This report examines how organisations might measure any changes resulting from their investment in training and skills development, on their activities, outputs and outcomes. This publication is no longer available.

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  Evaluation of the Intensive Activity Period 50 plus Pilots

  Atkinson J, Casebourne J, Davis S, Dewson S, Gifford J, Tuohy S | Sep 2006 | Department for Work and Pensions

  This research provided qualitative evidence towards the evaluation of the IAP 50 Plus Pilots, which trialled the benefits of making participation in the Intensive Activity Period mandatory for New Deal 25 plus participants aged between 50 and 59. The research focused on four of the 14 pilot sites, and was principally based on face-to-face interviews involving 75 staff, 23 providers and 182 participants, in two waves, in spring 2005 and winter 2005/06.

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  Changing Skill Mix

  A Recipe for Success

  Tuohy S, Reilly P, Hayday S | Aug 2006 | Institute for Employment Studies

  This report outlines key aspects of the changing skill mix agenda which has been witnessed in recent years, particularly in the public sector, as part of workforce modernisation. The private sector has also been involved in changing the skill mix of its staff, more often through creating a more flexibly skilled workforce.

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  Pulling Together

  Getting the Most out of Teams

  Suff P, Reilly P | Aug 2006 | Institute for Employment Studies

  The majority of UK organisations use some form of teamworking. When it operates effectively, working in groups produces improvements in productivity, quality and customer satisfaction levels, as well as enhanced employee flexibility and commitment. When it goes wrong, efficiency and productivity fall as conflict and rivalry replace group cohesion and co-operation.

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  Northern Ireland Student Income and Expenditure Survey 2004/05

  NatCen, IES | Aug 2006 | Department for Employment and Learning

  The 2004/05 Student Income and Expenditure Survey (SIES) in Northern Ireland, commissioned by the Department for Employment and Learning, provides an authoritative assessment of students' financial position before the changes introduced by the Higher Education Act (2004).

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  Barriers to Employment for Pakistanis and Bangladeshis in Britain

  Tackey N D, Casebourne J, Aston J, Ritchie H, Sinclair A, Tyers C, Hurstfield J, Willison R, Page R | Aug 2006 | Department for Work and Pensions

  This report presents the findings from research commissioned by the Department for Work and Pensions and carried out by IES on the barriers to employment for Pakistanis and Bangladeshis in Britain. The research study comprised five discrete stages: a review of the literature and other relevant information; interviews with key experts and informants in the field; an analysis of the labour markets of five selected locations in Britain: Birmingham, Bradford, Bristol, Glasgow and Tower Hamlets in London; a survey of 1,000 employing establishments in the five locations; and in-depth interviews with Pakistani and Bangladeshi jobseekers and non-jobseekers.

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  Customer Views of the HR Function

  A Literature Review

  Baldwin S | Aug 2006 | Institute for Employment Studies

  This paper looks at literature on customer views of HR and addresses the following questions. Does the HR function know what is wanted by customers and can it be discerned why customer views vary? How does the function measure customer opinion? What techniques seem most successful? Does the HR function evaluate the impact on customers of changes it makes (eg to HR structure, processes, relationships, policies)? Do senior managers perceive HR is meeting organisational needs? What do line managers want from HR, and has it changed? What do employees want from HR, and has this changed? From a customer perspective, what distinguishes a good HR function?

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  Managing Absence Effectively

  Sue Hayday | Aug 2006 | Institute for Employment Studies

  Virtually all organisations have absence management policies in place but absence continues to cost the UK economy many millions of pounds each year. There is some debate about whether the approach to tackling absence should be punitive or well-being focused. This paper investigates the causes of absence and demonstrates how to achieve a successful absence management policy.

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  Learning through Work: Literacy, language, numeracy and IT skills development in low-paid, low-skilled workplaces - Literature review

  Newton B, Miller L, Bates P, Page R, Akroyd K | Jul 2006 | Institute for Employment Studies

  The SEEDA-funded basic skills programme created learning partnerships centred on the low-paid workplace in NHS Trusts across the south east region. These learning partnerships delivered literacy, English language, numeracy and IT (LLNIT) skills in NHS workplaces. This report presents findings from the first stage of the project: a data analysis of low pay and low skills in the south east, and a literature review, which sought to characterise low-pay, low-skilled work and workplaces, and to identify practices and opportunities to develop LLNIT skills.