Research with the Network
The HR Network research programme is devised by IES with member organisations. Other research papers associated with member events are produced throughout the year.
Current Network research projects
- Engaging Manager (phase 2): assessing engaging behaviours
IES’s Engaging Manager research, funded by the HR Network, was published in 2009. Using the material we collected about engaging (and disengaging) behaviours exhibited by managers, we shall now move on to a second phase – measuring these behaviours (using self assessment, senior manager assessment and team assessment) and developing a simple tool that can be used to help managers to identify the behaviours they should adopt, and those they should discard.
- Performance Management Practice: is the practice delivering on the promise?
Has performance appraisal and management become too complex to work? The aim is to connect organisational goals with personal performance, and business direction with employee communication. But despite the available technology, is there just too much to assimilate in the systems and techniques used to bring talent, development, succession, reward, diversity and equality into a coherent whole to serve business objectives? Would we have a clearer idea of high performance and achieve better results through simpler approaches? Interim findings now available.
- Global HR
How are international organisations confronting important HR issues? Are organisations aiming towards a single service delivery model? Are they standardising systems, processes and policies against a global template, and how are they developing talent internationally? We also want to find out whether they are constructing an international employee value proposition, and how change is managed in a global context, especially during mergers and acquisitions.
- Coaching and employee well-being
Coaching is being increasingly used by organisations to improve employees’ skills and performance at work. However, most evaluations of coaching to date have focused on behaviour change in individuals and/or the benefits to their organisations. Occasionally, ROI has been attempted. This research is at the initial phase of a two-year project that will assess the specific impact of coaching on employee engagement and psychological well-being.
- Evaluating management and leadership development: New ideas and practical approaches
Management and leadership development is a critical activity for organisations, and one of considerable spend. It needs effective evaluation both to ‘prove’ it adds value and also to ‘improve’ development interventions. But many organisations are daunted by how to conduct such evaluation in practice. The challenge is greater now that management learning often consists of numerous activities and includes embedded and personalised forms of learning, such as coaching, action learning sets, and talent programmes. This research is collecting practical examples of evaluation projects to help professionals to think about and design their own evaluation with more confidence.
- Managing the workforce during economic difficulties
There are a number of initiatives that HR functions are taking to reduce redundancy and protect skills (eg pay deferment, extended shutdowns, sabbaticals, redeployment etc.), but do we know how well these initiatives are working? This research takes a case study approach to define the HR initiative, clarify its business purpose and over a year establish what sort of effect it has on organisational performance and employee morale (or indeed other indicators of the objectives set by the organisation).
- Reward Effectiveness: how do we move to more evidence-based reward management?
Prior research indicates a remarkable lack of evaluation of pay and reward initiatives such as bonuses and flexible benefits. Using survey and case-based research, this study will be looking at how organisations such as KPMG, McDonalds, NSPCC and Standard Chartered assess and monitor their rewards, producing practical guidance and tools to further improvements more generally in this field.
- What do organisational values do for organisational performance?
There is a vast amount of research into organisational values and values-based management approaches, but surprisingly little that addresses the role of the HR function in managing organisational values. This HR network project explores the connections between organisational values and organisational performance focussing on tackling the challenges that HR practitioners encounter in this area.
Previously published Network research projects
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Organisational Values and the Role of HR: A review of current thinking
Culliney M, Robertson-Smith G; HR Network Paper MP92, Institute for Employment Studies; April 2013
Impact of coaching: An empirical longitudinal study into coachee well-being, engagement and job satisfaction
following a coaching programme at work
Hicks B, Carter A, Sinclair A
; Institute for Employment Studies; September 2012
Images of engaging management
Robertson Smith G, Robinson D; Report 490, Institute for Employment Studies; July 2012
Teams and the engaging manager
Tamkin P, Robinson D; Report 491, Institute for Employment Studies; July 2012
Obtaining Customer Feedback on HR: Finding out what managers and employees think of HR services and the HR function
Carter A, Hirsh W, Mercer M, Reilly P; Report 479, Institute for Employment Studies; September 2011
Evaluating Management and Leadership Development: New Ideas and Practical Approaches
: Key research findings
Hirsh W, Tamkin P, Garrow V, Burgoyne J; HR Network Paper MP91, IES HR Network; June 2011
Performance Management: Literature Review
Chubb C, Reilly P, Brown D; HR Network Paper MP90, IES HR Network; May 2011
Performance Management: The Implementation Challenge
: Key research findings
Hirsh W, Brown D, Chubb C, Reilly P; HR Network Paper MP89, IES HR Network; May 2011
Learning to swim, learning to fly?: A career in organisational development
Garrow V, Varney S; Report 481, Institute for Employment Studies; April 2011
Team Coaching: a literature review
Hicks B; HR Network Paper MP88, Institute for Employment Studies; October 2010
Should I Stay, or Should I Go?: Older employees’ later life planning in a business context
Strebler M, Baldwin S; Report 467, Institute for Employment Studies; June 2010
Learning from the downturn: An employer perspective
Chubb C, Reilly P; HR Network Paper MP86, Institute for Employment Studies; April 2010
The Recession: Policy and employer responses
Usher T, Dewson S, Cox A; HR Network Paper MP87, Institute for Employment Studies; December 2009
The Engaging Manager
Robinson D, Hayday S; Report 470, Institute for Employment Studies; November 2009
Increasing business benefits from in-house coaching schemes
Carter A, Miller L; HR Network Paper MP85, Institute for Employment Studies; July 2009
Measuring the effectiveness of pay and reward practices: How do we achieve more evidence-based reward management?
Brown D, Reilly P; HR Network Paper MP84, Institute for Employment Studies; April 2009
Employee Engagement: What is the Relationship with Reward Management?
Reilly P, Brown D; HR Network Paper MP83, Institute for Employment Studies; January 2009
What Customers Want From HR: The views of line managers, senior managers and employees on HR services and the HR function
Hirsh W, Carter A, Gifford J, Strebler M, Baldwin S; Report 453, Institute for Employment Studies; September 2008
Human Capital Measurement: Approaches, issues and case studies
Robinson D, Hooker H, Mercer M; Report 454, Institute for Employment Studies; August 2008
Going the Extra Mile: The relationship between reward and employee engagement
Suff P, Reilly P; HR Network Paper MP79, Institute for Employment Studies; July 2008
All Together Now: Group reward strategies
Suff P, Reilly P, Cox A; HR Network Paper MP81, Institute for Employment Studies; April 2008
Managing an Age Diverse Workforce: Research and Practice in the Run-Up to the Employment Equality (Age) Regulations
Baldwin S, Strebler M; HR Network Paper MP80, Institute for Employment Studies; December 2007
Paying for Performance: New trends in performance-related pay
Suff P, Reilly P, Cox A; HR Network Paper MP78, Institute for Employment Studies; December 2007
Engagement: The Continuing Story
Robinson D, Hooker H, Hayday S; Report 447, Institute for Employment Studies; October 2007
IES Labour Market Overview 2007
Usher T, James L, Tuohy S; Report 445, Institute for Employment Studies; September 2007
The Going Rate: Paying for Specialist Skills
Suff P, Reilly P; HR Network Paper MP77, Institute for Employment Studies; May 2007
Mental Health and Work
Sinclair A, O’Regan S; HR Network Paper MP75, Institute for Employment Studies; February 2007
Merging Rewards: Paying for Business Change
Suff P, Reilly P; HR Network Paper MP76, Institute for Employment Studies; February 2007
IES Labour Market Overview 2006
Bates P; Report 429, Institute for Employment Studies; December 2006
Practical Methods for Evaluating Coaching
Carter A; Report 430, Institute for Employment Studies; November 2006
Selling Rewards: Paying for performance in your sales force
Reilly P; HR Network Paper MP74, Institute for Employment Studies; November 2006
Agents of Delivery: managing agency workers
Reilly P, Mercer M; HR Network Paper MP72, Institute for Employment Studies; October 2006
Organisational Justice
Baldwin S; HR Network Paper MP73, Institute for Employment Studies; October 2006
Well-being and Call Centres
Akroyd K, Gordon-Dseagu V, Fairhurst P; HR Network Paper MP69, Institute for Employment Studies; October 2006
Changing Skill Mix: A Recipe for Success
Tuohy S, Reilly P, Hayday S; HR Network Paper MP68, Institute for Employment Studies; September 2006
Customer Views of the HR Function: A Literature Review
Baldwin S; HR Network Paper MP71, Institute for Employment Studies; September 2006
Pulling Together: Getting the Most out of Teams
Suff P, Reilly P; HR Network Paper MP70, Institute for Employment Studies; September 2006
Career Development of Knowledge Workers: Facing the Challenge
Hirsh W; HR Network Paper MP60, Institute for Employment Studies; April 2006
Carers in the Workplace
Hillage J, Hunt W; HR Network Paper MP61, Institute for Employment Studies; April 2006
eRecruitment Developments
Barber L; HR Network Paper MP63, Institute for Employment Studies; April 2006
Bullying and Harassment: Building a Culture of Dignity and Respect
Suff P, Strebler M; HR Network Paper MP59, Institute for Employment Studies; March 2006
The Application of an Inexact Science: Job Evaluation in the 21st Century
Suff P, Reilly P; HR Network Paper MP58, Institute for Employment Studies; February 2006
Business Models and HR: Logic or Fashion?
Robinson D, Wolfe H; HR Network Paper MP57, Institute for Employment Studies; February 2006
Employee Involvement: Information, Consultation and Discretion
Gifford J, Neathey F, Loukas G; Report 427, Institute for Employment Studies; December 2005
Beyond the Screen: Supporting eLearning
Pollard E, Willison R; Report 425, Institute for Employment Studies; October 2005
CSR for Employers: Proof of ‘Employee Engagement’
Barber L; HR Network Paper MP55, Institute for Employment Studies; October 2005
Appreciative Enquiry: a Practical Guide
Newton B, Hartley V; HR Network Paper MP53, Institute for Employment Studies; September 2005
CSR: Doing Good or Doing Good Business?
Barber L, Wolfe H; HR Network Paper MP54, Institute for Employment Studies; September 2005
Planning Training for Your Business
Hirsh W, Tamkin P; Report 422, Institute for Employment Studies; September 2005
Whither Performance Management?
Ward A; HR Network Paper MP52, Institute for Employment Studies; September 2005
Your Call: Managing Reward and Performance in Call Centres
Suff P, Reilly P, Mercer M; HR Network Paper MP51, Institute for Employment Studies; September 2005
Business Models and Change: the Effect on Employees and their Psychological Contracts
Wolfe H; HR Network Paper MP50, Institute for Employment Studies; July 2005
Action Learning: Principles and Issues in Practice
Gifford J; HR Network Paper MP49, Institute for Employment Studies; May 2005
360 Degree Feedback: Beyond the Spin
Silverman M, Kerrin M, Carter A; Report 418, Institute for Employment Studies; April 2005
Age Discrimination: the Issues for Employers
Hurstfield J, Akroyd K; HR Network Paper MP44, Institute for Employment Studies; April 2005
The Changing Role of Recruitment Intermediaries
Wolfe H, Hartley V; Report 420, Institute for Employment Studies; April 2005
Employee Assistance Programmes
Newton L, Hayday S, Barkworth R; HR Network Paper MP45, Institute for Employment Studies; April 2005
In the Know: Reward and Performance Management of Knowledge Workers
Suff P, Reilly P; HR Network Paper MP47, Institute for Employment Studies; April 2005
New Reward II: Issues in Developing a Modern Remuneration System
Reilly P (ed.); Report 419, Institute for Employment Studies; April 2005
Reporting on Human Capital Management
Hartley V, Robey D; Report 423, Institute for Employment Studies; April 2005
Stress Audits: What you Need to Know
Newton L, Hayday S, Silverman M; HR Network Paper MP48, Institute for Employment Studies; April 2005
Providing Coaching Internally: a Literature Review
Carter A; HR Network Paper MP43, Institute for Employment Studies; March 2005
Is Graduate Recruitment Meeting Business Needs?: an Audit of Recruiters’ Websites
Hill D; HR Network Paper MP42, Institute for Employment Studies; February 2005
Pregnant Employees: Good Employer Practice
Robinson D, Newton L; HR Network Paper MP41, Institute for Employment Studies; February 2005
Building Coaching Capability
Carter A; HR Network Paper MP40, Institute for Employment Studies; January 2005
Flexing your Remuneration: Variable Pay at Work
Suff P, Reilly P; HR Network Paper MP39, Institute for Employment Studies; December 2004
High Performance Work Practices
Tamkin P; HR Network Paper MP36, Institute for Employment Studies; October 2004
Managers as Developers of Others: a Practical Framework for Managers
Hirsh W, Silverman M, Tamkin P, Jackson C; HR Network Paper MP38, Institute for Employment Studies; October 2004
Workforce Planning: A Literature Review
Sinclair A; HR Network Paper MP37, Institute for Employment Studies; October 2004
Managers as Developers of Others : Main Findings of an IES Research Study
Hirsh W, Silverman M, Tamkin P, Jackson C; HR Network Paper MP35, Institute for Employment Studies; September 2004
CSR Bibliography: Articles of Interest to the HR Function
Wolfe H; HR Network Paper MP33, Institute for Employment Studies; August 2004
Promoting a Healthy Workforce
Hayday S; HR Network Paper MP34, Institute for Employment Studies; August 2004
Job Families: an Integrating Approach to Reward and Development?
Reilly P; HR Network Paper MP32, Institute for Employment Studies; June 2004
Facing the Market: How Best to Align Remuneration Levels
Reilly P, Silverman M; HR Network Paper MP31, Institute for Employment Studies; May 2004
HR Outsourcing in the UK
Reilly P, Wolfe H; HR Network Paper MP30, Institute for Employment Studies; May 2004
The Drivers of Employee Engagement
Robinson D, Perryman S, Hayday S; Report 408, Institute for Employment Studies; April 2004
Managers as Developers of Others
Hirsh W, Silverman M, Tamkin P, Jackson C; Report 407, Institute for Employment Studies; April 2004
Pay and Location: What are the Key Issues for Employers?
Reilly P; HR Network Paper MP29, Institute for Employment Studies; April 2004
Secondments: a Review of Recent Research: A Background Paper for IES Research Network Members
Barkworth R; HR Network Paper MP66, Institute for Employment Studies; April 2004
Tackling Poor Performance
Strebler M; Report 406, Institute for Employment Studies; April 2004
Managers as Developers of Others: Personal Experiences of Pleasure and Pain
Hirsh W, Silverman M, Tamkin P, Jackson C; HR Network Paper MP64, Institute for Employment Studies; March 2004
Managers as Developers of Others: a Literature Review
Silverman M; HR Network Paper MP65, Institute for Employment Studies; March 2004
Management Capability and Performance
Tamkin P; HR Network Paper MP26, Institute for Employment Studies; February 2004
Survivor Syndrome: Key Considerations and Practical Steps
Wolfe H; HR Network Paper MP28, Institute for Employment Studies; February 2004
Understanding Employee Opinions
Robinson D; HR Network Paper MP27, Institute for Employment Studies; February 2004
e-Recruitment: Is it Delivering?
Kerrin M, Kettley P; Report 402, Institute for Employment Studies; November 2003
New Reward I: Team, Skill and Competency Based Pay
Reilly P (ed.); Report 403, Institute for Employment Studies; November 2003
Your Graduates and You: Effective Strategies for Graduate Recruitment and Development
Connor H, Hirsh W, Barber L; Report 400, Institute for Employment Studies; October 2003
Competency-Based Pay
Neathey F, Reilly P; HR Network Paper MP25, Institute for Employment Studies; August 2003
eHR: An Introduction
Kettley P, Reilly P; Report 398, Institute for Employment Studies; July 2003
How Flexible is Total Reward?
Silverman M, Reilly P; HR Network Paper MP24, Institute for Employment Studies; July 2003
Measuring Up: Benchmarking Graduate Retention
Tyers C, Perryman S, Barber L; Report 401, Institute for Employment Studies; June 2003
Chore to Champions: the making of better people managers
Tamkin P, Hirsh W, Tyers C; Report 389, Institute for Employment Studies; May 2003
The IES Annual Graduate Review: 2003 update: Business as usual? Trends in student and graduate numbers
Perryman S; Report 399, Institute for Employment Studies; May 2003
A Review of Current Research into Absence Management
Hill D, Hayday S; HR Network Paper MP23, Institute for Employment Studies; May 2003
Supporting Workforce Learning: a Background Paper for IES Research Network Members
Silverman M; HR Network Paper MP22, Institute for Employment Studies; May 2003
Defining and Creating Employee Commitment: a Review of Current Research
Robinson D; HR Network Paper MP21, Institute for Employment Studies; April 2003
Knowledge Management in Cable and Wireless
Mattacks K; HR Network Paper MP20, Institute for Employment Studies; April 2003
Organisational Citizenship Behaviour: Possible Attitude Statements
HR Network Paper MP67, Institute for Employment Studies; March 2003
Questions to Measure Commitment and Job Satisfaction
Hayday S; HR Network Paper MP19, Institute for Employment Studies; March 2003
The Link between Pay and Performance
Reilly P; HR Network Paper MP18, Institute for Employment Studies; February 2003
Resourcing the Training and Development Function
Carter A, Hirsh W, Aston J; Report 390, Institute for Employment Studies; November 2002
Kirkpatrick and Beyond: A review of models of training evaluation
Tamkin P, Yarnall J, Kerrin M; Report 392, Institute for Employment Studies; October 2002
The Trainer as Executive Coach
Carter A; HR Network Paper MP17, Institute for Employment Studies; September 2002
The IES Annual Graduate Review, 2002 update: Part 1: Higher Education: the New Status Quo
Perryman S; Report 393, Institute for Employment Studies; June 2002
The IES Annual Graduate Review, 2002 update: Part 2: Graduates’ Early Careers
Perryman S; Report 393, Institute for Employment Studies; June 2002
New Directions in Management Development
Hirsh W, Carter A; Report 387, Institute for Employment Studies; June 2002
The Agile Manager
Tamkin P; HR Network Paper MP13, Institute for Employment Studies; March 2002
How Can We Manage Work-Related Stress?
Thomson L; HR Network Paper MP16, Institute for Employment Studies; March 2002
Job Families and Other Taxonomies
Robinson D; HR Network Paper MP15, Institute for Employment Studies; March 2002
Productivity: Where HR Fears to Tread?
Robinson D; HR Network Paper MP14, Institute for Employment Studies; March 2002
Work-Life Balance: Beyond the Rhetoric
Kodz J, Harper H, Dench S; Report 384, Institute for Employment Studies; March 2002
The Value of eLearning: How Can you Tell?
Kerrin M; HR Network Paper MP12, Institute for Employment Studies; February 2002
Partnership Under Pressure: How Does it Survive?
Reilly P; Report 383, Institute for Employment Studies; January 2002
Management Development
Hirsh W, Carter A; HR Network Paper MP10, Institute for Employment Studies; September 2001
Reward Strategy: a Practical Guide
Bevan S; HR Network Paper MP11, Institute for Employment Studies; September 2001
Attendance Management Strategies
Bevan S; HR Network Paper MP8, Institute for Employment Studies; August 2001
Does it Pay to be Family-Friendly?: Exploring the Business Case
Bevan S; HR Network Paper MP9, Institute for Employment Studies; August 2001
Managing Staff Retention
Bevan S; HR Network Paper MP7, Institute for Employment Studies; August 2001
People, Positions and Places: Using Labour Market Information to Improve Locational Decision Making
Williams M, Maginn A, Reilly P; HR Network Paper MP5, Institute for Employment Studies; August 2001
What Does Team Pay Have to Offer?
Cummings J, Reilly P, Bevan S; HR Network Paper MP6, Institute for Employment Studies; August 2001
Executive Coaching: Inspiring Performance at Work
Carter A; Report 379, Institute for Employment Studies; June 2001
The Problem of Minority Performance in Organisations
Tackey N D, Tamkin P, Sheppard E; Report 375, Institute for Employment Studies; June 2001
Exploring e-Learning
Pollard E, Hillage J; Report 376, Institute for Employment Studies; May 2001
A Share of the Spoils: employee financial participation
Reilly P, Cummings J, Bevan S; Report 373, Institute for Employment Studies; April 2001
The IES Annual Graduate Review, 2001 update: Part 1: The Diverse Graduate Supply
Pearson R, Perryman S; Report 374, Institute for Employment Studies; March 2001
The IES Annual Graduate Review, 2001 update: Part 2: Graduating into Employment
Pearson R, Perryman S; Report 374b, Institute for Employment Studies; March 2001
The IES Annual Graduate Review, 2001 update: Part 3: Science, Technology and Computing Graduates
Pearson R, Perryman S; Report 374c, Institute for Employment Studies; March 2001
Performance Review: Balancing Objectives and Content
Strebler M T, Bevan S, Robinson D; Report 370, Institute for Employment Studies; February 2001
Non-Financial Recognition: the Most Effective of Rewards?
Silverman M; HR Network Paper MP4, Institute for Employment Studies; January 2001
What’s Happening in Recruitment?
Wolfe H; HR Network Paper MP3, Institute for Employment Studies; January 2001
Learning from Cross-functional Teamwork
Kettley P, Hirsh W; Report 356, Institute for Employment Studies; October 2000
Succession Planning Demystified
Hirsh W; Report 372, Institute for Employment Studies; October 2000
Reward Strategy: Ten Common Mistakes
Bevan S; HR Network Paper MP2, Institute for Employment Studies; September 2000
Free, Fair and Efficient? Open internal job advertising
Hirsh W, Pollard E, Tamkin P; Report 371, Institute for Employment Studies; August 2000
HR Shared Services and the Realignment of HR
Reilly P; Report 368, Institute for Employment Studies; July 2000
Learning from Employee Development Schemes
Lee C; HR Network Paper MP1, Institute for Employment Studies; June 2000
Employee Returns: Linking HR Performance Indicators to Business Strategy
Carter A, Robinson D; Report 365, Institute for Employment Studies; March 2000
The IES Annual Graduate Review 2000: a diverse and fragmented market
Pearson R, Aston J, Bates P, Jagger N; Report 367, Institute for Employment Studies; March 2000
Employability and Employers: the missing piece of the jigsaw
Tamkin P, Hillage J; Report 361, Institute for Employment Studies; November 1999
The Fifties Revival
Kodz J, Kersley B, Bates P; Report 359, Institute for Employment Studies; August 1999
From People to Profits: The HR link in the service-profit chain
Barber L, Hayday S, Bevan S; Report 355, Institute for Employment Studies; June 1999
The IPD Guide on Choosing Your Computerised Personnel System
Robinson D, Edward A; Institute of Personnel and Development; June 1999
The IPD Guide on Using Your Computerised Personnel System
Robinson D, Edward A; Institute of Personnel and Development; June 1999
The IES Annual Graduate Review 1998-1999: the Key Facts
Pearson R, Perryman S, Connor H, Jagger N, Aston J; Report 354, Institute for Employment Studies; January 1999
Attendance Management: a Review of Good Practice
Bevan S, Hayday S; Report 353, Institute for Employment Studies; December 1998
Breaking the Long Hours Culture
Kodz J, Kersley B, Strebler M T, O’Regan S; Report 352, Institute for Employment Studies; December 1998
Learning to Manage
Tamkin P, Barber L; Report 345, Institute for Employment Studies; July 1998
The IES Annual Graduate Review, 1997-1998: the Fragmenting Graduate Market
Pearson R, Perryman S, Connor H, Jagger N, La Valle I; Report 340, Institute for Employment Studies; November 1997
Keeping the Best: A Practical Guide to Retaining Key Employees
Bevan S, Barber L, Robinson D ; Report 337, Institute for Employment Studies; November 1997
Stress: Big Issue, but what are the Problems?
Rick J, Hillage J, Honey S, Perryman S; Report 331, Institute for Employment Studies; July 1997
From Admin to Strategy: the Changing Face of the HR Function
Tamkin P, Barber L, Dench S; Report 332, Institute for Employment Studies; June 1997
Getting the Best out of your Competencies
Strebler M T, Robinson D, Heron P; Report 334, Institute for Employment Studies; June 1997
HR Information Systems: Stand and Deliver
Robinson, D; Report 335, Institute for Employment Studies; June 1997
The IPD Guide on Implementing Computerised Personnel Systems
Edward A, Robinson D; Institute of Personnel and Development; June 1997
Outsourcing: a Flexible Option for the Future?
Reilly P, Tamkin P; Report 320, Institute for Employment Studies; January 1997
Personal Feedback: Cases in Point
Kettley P; Report 326, Institute for Employment Studies; January 1997
The IES Annual Graduate Review, 1996-1997
La Valle I, Jagger N, Connor H, Rawlinson S; Report 324, Institute for Employment Studies; November 1996
Human Resource Planning: an Introduction
Reilly P; Report 312, Institute for Employment Studies; September 1996
Strategies for Career Development: Promise, Practice and Pretence
Hirsh W, Jackson C with Tamkin P, Kettley P, Jackson C; Report 305, Institute for Employment Studies; June 1996
Further Education: an Employer’s Factfile
Rawlinson S; Report 303, Institute for Employment Studies; April 1996
Competence Based Management Training
Strebler M T, Bevan S; Report 302, Institute for Employment Studies; March 1996
Women in the Labour Market: Two Decades of Change and Continuity
Court G; Report 294, Institute for Employment Studies; October 1995
The IES Annual Graduate Review, 1995-96
Court G, Jagger N, Connor H; Report 296, Institute for Employment Studies; September 1995
Careers in Organisations: Issues for the Future
Hirsh W, Jackson C, Jackson C; Report 287, Institute for Employment Studies; July 1995
Employee Morale During Downsizing
Kettley P; Report 291, Institute for Employment Studies; July 1995
Is Flatter Better? Delayering the Management Hierarchy
Kettley P; Report 290, Institute for Employment Studies; July 1995
Measuring the Personnel Function
Hirsh W, Bevan S, Barber L; Report 286, Institute for Employment Studies; June 1995
Measuring and Monitoring Absence from Work
Seccombe I; Report 288, Institute for Employment Studies; May 1995
Measuring the Effectiveness of Training
Spilsbury M; Report 282, Institute for Employment Studies; May 1995
Team Working and Pay
Thompson M; Report 281, Institute for Employment Studies; May 1995
Personal Development Plans: Case Studies of Practice
Tamkin P, Barber L, Hirsh W; Report 280, Institute for Employment Studies; February 1995
The IES Graduate Review, 1994
Court G, Connor H, Jagger N; Report 278, Institute for Employment Studies; November 1994
The Role of Job Evaluation
Hillage J; Report 269, Institute of Manpower Studies; August 1994
Implementing NVQs: the Experience of Employers, Employees and Trainees
Toye J, Vigor P; Report 265, Institute of Manpower Studies; April 1994
Towing the Line: Helping Managers to Manage People
Bevan S, Hayday S; Report 254, Institute of Manpower Studies; April 1994
Development Centres: Assessing or Developing People?
Jackson C, Yeates J; Report 261, Institute of Manpower Studies; December 1993
The IMS Graduate Review, 1993
Connor H, Court G, Jagger N; Report 252, Institute of Manpower Studies; November 1993
The Information Gap: A Human Resource Management View
Morgan I; Report 246, Institute of Manpower Studies; July 1993
Beyond the Career Break
Hirsh W, Hayday S, Yeates J, Callender C; Report 223, Institute of Manpower Studies; October 1992
The IMS Graduate Review 1992
Pike G, Connor H, Jagger N; Report 232, Institute of Manpower Studies; October 1992
Introducing Flexible Benefits
Stock J; Report 231, Institute of Manpower Studies; October 1992
Family Friendly Working: Hope or Hype?
Hillage J, Simkin C; Report 224, Institute of Manpower Studies; July 1992
Pay and Performance: the Employer Experience
Thompson M; Report 218, Institute of Manpower Studies; June 1992
How to Analyse Your Labour Market
Meager N, Everett M; Report 225, Institute of Manpower Studies; 1992
Should Employers Fund Undergraduates?: A Study of Employers’ Views and Experiences
Pike G, Pearson R; Report 214, Institute of Manpower Studies; October 1991
Teleworking – Flexibility for a Few
Wilson A; Report 210, Institute of Manpower Studies; August 1991
Last in the Queue: Corporate Employment Policies and the Older Worker
Thompson M; Report 209, Institute of Manpower Studies; July 1991
Biodata in Selection: Issues in Practice
Strebler M T; Report P160, Institute of Manpower Studies; January 1991
The IMS Graduate Review 1991
Pearson R, Pike G, Holly S; Report 206, Institute of Manpower Studies; 1991
Careers Counselling in Organisations: The Way Forward
Jackson C; Report 198, Institute of Manpower Studies; October 1990
Defining Managerial Skills
Hirsh W; Report 185, Institute of Manpower Studies; February 1990
Performance Appraisal: A Guide for Design and Implementation
Yeates J; Report 188, Institute of Manpower Studies; February 1990
The European Labour Market Review: The Key Indicators
Pearson R, Andreutti F, Holly S; Report 193, Institute of Manpower Studies; 1990
European Law: Its Impact on UK Employment
Leighton P; Report 196, Institute of Manpower Studies; 1990
Good Practices in the Employment of Women Returners
Rajan A, van Eupen P; Report 183, Institute of Manpower Studies; 1990
The IMS Graduate Review 1990
Pearson R, Pike G; Report 192, Institute of Manpower Studies; 1990
You and Your Graduates: The First Few Years
Connor H, Hirsh W, Strebler M T; Report 191, Institute of Manpower Studies; 1990
School Leaver Decline and Effective Local Solutions
Waite R, Pike G; Report 178, Institute of Manpower Studies; 1989
Graduate Supply and Demand into the 1990s
Pearson R, Pike G; Report 150, Institute for Employment Studies; 1988
Information Needs for Manpower Supply Models
Bryant-Mole M; Report 126, Institute of Manpower Studies; November 1986
Personnel Led Planning: Supply Side Influences on Manpower Targets
McGill D, Hirsh W; Report 119, Institute of Manpower Studies; July 1986
Graduate Supply and Availability to 1987 and Beyond
Pearson R; Report 114, Institute of Manpower Studies; March 1986
Technology Agreements in Practice: The Experience So Far
Hillage J, Meager N, Rajan A; Report 113, Institute of Manpower Studies; February 1986
Career Management in the Organisation: a guide for developing policy and practice
Hirsh W; Report 96, Institute of Manpower Studies; February 1985
Salary Structures and Careers – The Way Ahead
McGill D; Report 95, Institute of Manpower Studies; February 1985
Employer Liaison with Schools
Ball B, Gordon A; Report 108, Institute of Manpower Studies; 1985
Temporary Work in Britain: Its Growth and Changing Rationale
Meager N; Report 106, Institute of Manpower Studies; 1985
Understanding Wastage
Forbes A, McGill D; Report 101, Institute of Manpower Studies; 1985
Flexibility, Uncertainty and Manpower Management
Atkinson J ; Report 89, Institute of Manpower Studies; 1984
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