Publications

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  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.

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  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?

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  Survivor Syndrome

  Key Considerations and Practical Steps

  Wolfe H | Jan 2004 | Institute for Employment Studies

  Despite the relative lack of empirical work about survivor syndrome, there seems little doubt of its existence, and the challenges it poses not only to the HR function, but also the organisation as a whole. Strategies for tackling such an issue are highly organisation-specific, but there are several overriding themes and considerations that may help inform approaches to current, and future, organisational change.

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  Healthy Attitudes

  Quality of Working Life in the London NHS, 2000-2002

  Robinson D, Perryman S (eds) | Dec 2003 | Institute for Employment Studies

  The first Human Resource Strategy for the NHS ('Working Together') was published in September 1998. This required all NHS employers to carry out annual surveys of the attitudes of their staff. Since then, IES conducted three annual London-wide surveys, on behalf of a total of 99 London employers. A total of 97,000 employees at all levels completed questionnaires. This report encapsulates their views.

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  Working Long Hours: a Review of the Evidence

  Volume 1 - Main Report

  Kodz J, Davis S, Lain D, Strebler M, Rick J, Bates P, Cummings J, Meager N | Oct 2003 | Department of Trade and Industry

  Long hours working is more common in the UK than most other countries, but quite similar to the US, Australia and Japan. After a period of long-term decline, the proportion of employees working over 48 hours a week rose through most of the 1990s (though by the early 2000s it had started to decline again). Excessive long hours working is associated with (though not proved to cause) lower productivity, poor work performance, health problems and low employee motivation.

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  Best Practice in Rehabilitating Employees Following Absence Due to Work-Related Stress

  Thomson L, Rick J, Neathey F | Jun 2003 | Health and Safety Executive

  This report identifies specific examples of best practice following absence due to stress-related illness, and various factors that influence its effectiveness. It considers the historical development of any rehabilitation practices within the case study organisations, and describes the key factors influencing the development of procedures.

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  Employer Perspectives on the Recruitment, Retention and Advancement of Low-pay, Low-status Employees

  Atkinson J, Williams M | Jun 2003 | Cabinet Office

  Low skill, low status jobs in the UK can constitute a first step on a ladder to rising lifetime earnings, in which experience, tacit skills, contacts and know-how can be acquired and used to promote a pay off later. However, in practice, they provide little or no basis for substantial advancement through the labour market: the evidence suggests that short-term mobility in the wage distribution is limited, and that individuals who do progress, do not generally progress very far.

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  A Review of Current Research into Absence Management

  Hill D, Hayday S | Apr 2003 | Institute for Employment Studies

  This paper reviews the most recent findings in absence statistics and attendance management. This will serve as a resource for researchers and HR managers attempting to understand what can be done to improve attendance management, and also to compare and contrast the various absence statistics among different business types, and job functions.

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  Defining and Creating Employee Commitment

  a Review of Current Research

  Robinson D | Mar 2003 | Institute for Employment Studies

  Over the past ten years, the study of commitment has advanced in many different directions. A variety of disciplines have adopted the topic as a theme in their research and these have offered fresh and significant insights. These recent advances include new approaches to both the conceptualisation of employee commitment and the particular human resource practices intended to increase it. This review discusses the definition of commitment and its creation based on IES' extensive experience of working in this area and a comprehensive literature review.

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  Questions to Measure Commitment and Job Satisfaction

  Hayday S | Feb 2003 | Institute for Employment Studies

  As the title suggests, this paper identifies questions measuring employee commitment and job satisfaction. There are limitations to measuring morale and motivation by direct questions about their levels. The more practical approach of using statements about commitment and job satisfaction as indicators was discussed as these provide greater understanding of the issues.