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  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.

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  Pregnancy Discrimination at Work

  A Qualitative Study

  Davis S, Neathey F, Regan J, Willison R | Jan 2005 | Equal Opportunities Commission

  The findings of this study into pregnancy-related discrimination illustrate the breadth of issues that come up during working women's pregnancies and the common threads of their experience, in spite of different backgrounds.

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  Pregnant Employees

  Good Employer Practice

  Robinson D, Newton L | Jan 2005 | Institute for Employment Studies

  This paper aims to: provide recommendations on the basis of current research; highlight the implications for employers; provide a summary of good practice for managing pregnant employees; and give details of how employers can avoid unintentional discrimination.

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  Evaluation of Reducing Risks, Protecting People

  Rick J | Oct 2004 | Health and Safety Executive

  Reducing Risks, Protecting People (R2P2) is the document that explains the basis for the Health and Safety Executive's (HSE's) decision-making processes. As such it underpins all HSE regulatory activity. The research summarised here sought to establish the reach of the document amongst the HSE's stakeholder groups and to determine the extent to which R2P2 makes HSE activities transparent and lays the decision making process open to scrutiny.

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  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.

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  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.

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  Promoting a Healthy Workforce

  Hayday S | Jul 2004 | Institute for Employment Studies

  Workplace health promotion is a subject with which HR professionals are finding themselves involved more frequently these days. It has often been seen as the exclusive preserve of occupational health professionals, but with increasing concern over sickness absence and stress problems among employees, it is an area in which HR staff now need to have more than a passing knowledge.

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  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.

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  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.

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  How Employers Manage Absence

  Bevan S, Dench S, Harper H, Hayday S | Feb 2004 | Department of Trade and Industry

  In the main, managing absence was not a major issue of concern for the employers in this 2001 survey. Indeed, in response to recruitment difficulties, there were instances of organisations introducing initiatives aimed at employees to improve their work-life balance.