Publications

Search results

• 📄

  Learning from the downturn - An employer perspective

  Chubb C, Reilly P | Mar 2010 | Institute for Employment Studies

  The aims of the research were: to see whether organisations were responding to economic problems differently than in the past; and if so, to consider why they were adopting these strategies; to assess how well the strategies had worked; and to consider whether such initiatives might have longer term beneficial impacts, not just on the bottom line but on factors such as employee engagement and workforce flexibility.

• 

  The HR Agenda for 2010

  Ten top trends as we come out of recession

  Garrow V (ed.) | Jan 2010 | Institute for Employment Studies

  The HR team at IES reflected on some of the priorities for organisations as they started to emerge from recession and looked to the future. In these short articles topic leaders provided insights that had emerged from recent consultancy and research practice across the public and private sector.

• 

  Strategies for Effective HE-Employer Engagement

  A South West Higher Level Skills Pathfinder Research Report

  Bolden R, Hirsh W, Connor H, Petrov G, Duquemin A | Jan 2010 | University of Exeter Business School and Council for Industry and Higher Education

  This is the third in a series of reports summarising the outcomes of research to support the South West Higher Level Skills Pathfinder Project 1. This final report complements the two previous publications through a series of case studies of 10 English HE institutions (HEIs) on their institutional strategies to EE.

• 

  The Engaging Manager

  Robinson D, Hayday S | Oct 2009 | Institute for Employment Studies

  All of IES's work on employee engagement to date has pointed to the importance of the relationship between the employee and the line manager. These findings led to this research, which aimed to identify how, in practice, engaging managers behave. We visited seven organisations and interviewed 25 managers, their teams, and their own managers, about their management style.

• 📄

  Business Case for the NHS Staff Survey

  Robinson D, Hayday S, Mercer M | Jul 2009 | Department of Health

  A series of information and guidance resources produced to help NHS organisations and staff understand the benefits of conducting and participating in the NHS staff survey, and to improve services for patients.

• 

  Employee Engagement: A review of current thinking

  Robertson-Smith G, Markwick C | May 2009 | Institute for Employment Studies

  This report brings clarity to the debate. Based on a systematic review of the literature on employee engagement and synthesising current thinking and evidence.

• 

  Employee Engagement: What is the Relationship with Reward Management?

  Reilly P, Brown D | Dec 2008 | Institute for Employment Studies

  This paper (published as ‘Reward and Engagement’, in WorldatWork Journal, November 2008) sets out the relationship between reward and employee engagement as a valid and powerful area for future research and practice in reward management. It considers what employee engagement really means and why it is important (primarily because of the potentially powerful influence on organisation performance). The paper presents a review of research evidence on the complex relationship between reward and engagement, and provides guidelines for practising a more engagement-focused approach.

• 📄

  The RCVS Survey of the Veterinary Nursing Profession 2008

  The findings of a survey of veterinary nurses conducted by the Royal College of Veterinary Surgeons

  Robinson D, Munro M | Jul 2008 | Royal College of Veterinary Surgeons (RCVS)

  The Royal College of Veterinary Surgeons (RCVS) 2008 survey of the veterinary nursing profession was launched in January 2008. Questionnaires were posted to 11,156 people on the veterinary nurse database. This report analyses the findings from the survey. It reports on the following aspects of the veterinary nursing profession: personal profile, status, working practices, position, pay, career plans, continuing professional development and attitudes.

• 📄

  Going the Extra Mile

  The relationship between reward and employee engagement

  Suff P, Reilly P | Jun 2008 | Institute for Employment Studies

  This paper demonstrates how a well designed reward package can encourage employees to 'go the extra mile'. It uses real-life case studies to illustrate how a total reward strategy (encompassing both financial as well as non-financial factors) can accommodate the different wants and needs that determine someone's level of engagement.

• 📄

  Quality of Working Life in the UK

  Denvir A, Hillage J, Cox A, Sinclair A, Pearmain D | Apr 2008 | Sector Skills Development Agency

  This report investigates the elements of the job, workplace and relationships that have a specific bearing on an employee's Quality of Working Life (QWL), and the connections these may ultimately have with employee satisfaction and organisational performance.