Publications graphicWe author and publish a range of resources to keep you up to date with the latest developments in employment, labour market and human resource policy and practice.

All our pdf publications are free to access, and some are available to purchase as hard copies.

Publications for the IES HR Network are embargoed for three months before being circulated publicly.

  • What makes a coach effective?

    Carter A, Blackman A, Hay, R | Apr 2016 | Institute for Employment Studies

    Much work on coaching to date has highlighted the importance of relationships between coachees and their coaches. Here we’ve looked at both coach factors and coaching relationship factors that affect the achievement of coaching outcomes. The paper also offers some practical advice for organisations and on improving coaching components of everyday work routines for internal coaches and managers.

  • Ethical leadership

    IES Perspectives on HR 2016

    Tamkin P | Apr 2016 | Institute for Employment Studies

    The headlines continue to suggest that poor behaviour from leaders remains a current issue. In fact there has been a regular drip-drip of media stories that suggest organisational leaders have been turning a blind eye to what is right in favour of what is profitable or expedient. The VW emission scandal is the latest in a very long line of eyebrow raising corporate misbehaviour.

  • Can values add value?

    IES Perspectives on HR 2016

    Hirsh W | Apr 2016 | Institute for Employment Studies

    ‘Values’ are all around us, especially these days in relation to employing organisations and behaviour at work. Corporate websites often proclaim ‘Our Values’ although many of them look pretty similar. Values sometimes also appear in recruitment information and other people management processes. Being seen to ‘Live the Values’ is a modern requirement for getting what you want, such as your performance bonus, or promotion.

  • From consultation to co-production: high-involvement change

    IES Perspectives on HR 2016

    Garrow V | Apr 2016 | Institute for Employment Studies

    High-involvement work practices have featured in management research and literature for decades but when it comes to organisational change, people still tend to feel 'done to'. This might be because change is often happening in crisis mode when things need to happen quickly and control is centralised. There is usually some form of consultation but little real involvement in the design and development of structures and processes that will impact people's working lives.

  • Swimming against the tide: getting whistleblowers on board

    IES Perspectives on HR 2016

    Reilly P | Apr 2016 | Institute for Employment Studies

    Peter Reilly highlights the practical, procedural difficulties of whistleblowing for HR, but ends with the deeper, worrying evidence that half of HR leaders are being forced to compromise on their principles and the stark challenge that ‘HR might like to start with acknowledging it has a moral purpose in the organisation and make that the basis for its contribution to difficult business decisions.’

  • Performance management, a tale of two practices?

    IES Perspectives on HR 2016

    Tamkin P | Apr 2016 | Institute for Employment Studies

    Of all HR practices, performance management systems appear to be almost universally embedded in organisational best practice. One CIPD survey found that 95 per cent of organisations have appraisals (Sung and Ashton, 2005). Assuming that organisations behave rationally, we might expect that they use appraisals because they benefit the organisation.

  • Gender pay gap reporting: important, undesirable or irrelevant?

    IES perspectives on HR 2016

    Brown D | Apr 2016 | Institute for Employment Studies

    Duncan Brown offers a detailed description of this year's gender pay reporting requirement and how to maximise the benefits from it.

  • What's the point? The importance of meaningful work

    IES Perspectives on HR 2016

    Fletcher L, Robinson D | Apr 2016 | Institute for Employment Studies

    We spend a lot of our time at work. Around eight hours a day, for at least 40 weeks every year, for 40 years or so.

  • The me and we generations: the impact of intergenerational differences in the workplace

    IES Perspectives on HR 2016

    Parry E, Tamkin P | Apr 2016 | Institute for Employment Studies

    Generational differences and how they play out in the workplace have become a major area of interest to organisations and catalysed articles in the HR and broader business press and much commentary from consultancy organisations. The thrust of many of these articles is that such generational differences are fuelling difficulties in the workplace as different attitudes clash.

  • ORGANISER: A behavioural approach for influencing organisations - Summary

    Fell D, Giorgi S | Mar 2016 | Cabinet Office

    This document is a summary of ORGANISER: a behavioural approach to influencing organisations. It was commissioned by a cross-Government group and has been designed to support better policy making.