Publications

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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.

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  A Critical Review of Psychosocial Hazard Measures

  Rick J, Briner R B, Daniels K, Perryman S, Guppy A | Jun 2001 | Health and Safety Executive

  This report focuses on the research tools used to quantify factors causing stress in the workplace. The report identifies existing approaches and looks for evidence of their reliability (do they produce consistent measures) and the validity of their results (do they measure what they are supposed to).

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  Workplace Consultation on Health and Safety

  Hillage J, Kersley B, Bates P, Rick J | May 2000 | Health and Safety Executive

  The Health and Safety Executive (HSE) reviewed the regulations on health and safety consultation and representation arrangements. To support the review it commissioned IES to examine: awareness about the requirements for consultation on health and safety among employers, safety representatives and employees; the process of consultation; the forms of consultation about health and safety in the absence of trade union appointed/elected employee representatives; the impact of consultation and representation on employers' approaches to the management of health and safety; and the extent to which employers do not consult employees and why.