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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.

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  Organisational Citizenship Behaviour

  Possible Attitude Statements

  Feb 2003 | Institute for Employment Studies

  This paper suggests attitude statements that test organisational citizenship behaviour.

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  Review of Existing Supporting Scientific Knowledge to Underpin Standards of Good Practice for Key Work-Related Stressors, Phase 1

  Rick J, Thomson L, Briner R, O'Regan S, Daniels K | Sep 2002 | Health and Safety Executive

  This study was undertaken to identify the best available evidence on the ways in which nine stressors affect individuals at work.

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  Work-Life Balance: Beyond the Rhetoric

  Kodz J, Harper H, Dench S | Feb 2002 | Institute for Employment Studies

  Many employers now recognise that work-life balance is a key issue and offer employees a range of flexible working options. Nevertheless, take-up of these options remains low. The perceived impact on career prospects, as well as a number of other factors, can be off-putting for employees. Individuals and their managers therefore need to be supported to get over some of the difficulties and barriers they experience to ensure work-life balance policies and practices work effectively.

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  How Can We Manage Work-Related Stress?

  Thomson L | Feb 2002 | Institute for Employment Studies

  Over the past decade, organisations have become increasingly aware of the need to manage stress. There have been two drivers for this. The first is the need for a motivated and productive workforce, where the negative effects of stress on attendance, performance, job satisfaction and commitment are minimised. The second is an organisation's legal responsibilities for the care of their employees.

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  Costing Sickness Absence in the UK

  Bevan S, Hayday S | Sep 2001 | Institute for Employment Studies

  Despite growing concern over sickness absence, organisations appear fundamentally ill equipped to form a comprehensive view of their absence costs. The most usual method of estimation uses only the basic salary of the absent employee, and neglects other significant aspects such as salary oncosts, overtime, payments to replacement workers, and all management costs from both line management or HR functions. This applies even to 'leading edge' UK employers who have the most sophisticated information systems.

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  Managing Staff Retention

  Bevan S | Jul 2001 | Institute for Employment Studies

  It wasn't so long ago that UK employers were worried about labour surpluses. Inevitably, as recession turns into boom, concern about growing levels of employee turnover and skill shortages bubble up once more. So are employers right to press the panic button again? Should they brace themselves once more for long-forgotten turbulence in the labour market?

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  Attendance Management Strategies

  Bevan S | Jul 2001 | Institute for Employment Studies

  Three approaches to managing attendance are discussed in this paper: management policy, preventative measures and rewarding attendance.

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  Does it Pay to be Family-Friendly?

  Exploring the Business Case

  Bevan S | Jul 2001 | Institute for Employment Studies

  Flexible working is one of the most important vehicles for improving employees' ability to balance the demands of work and life. This paper summarises the main elements of a business case for flexible working. In doing so it draws upon labour market forecasts, research on employee demand for flexible working and recent studies of the bottom-line impact of adopting such practices.