Publications

This report by Loudhouse for Adecco, with advisory input from IES, investigates attitudes and opinions towards the workplace today, looking at employee issues, such as motivation and workforce attrition, whilst also addressing the role of workforce management and human resources at a strategic level.

Is your organisation losing its key people? Do you know why, and what might have persuaded them to stay? Are you confident that you can identify your key people and explain what makes them key? Do you know what motivates them, and why they might be looking elsewhere for job satisfaction? This paper aims to help you answer these questions and profiles different kinds of key people, for a practical and strategic approach.

This report documents over a twelve year period (1991-2003) the continued fortunes of 600 independent New Technology-based Firms (NTBFs) which were founded in Germany or the UK between 1987 and 1996. The findings on these firms, often known as 'high-tech start-ups', had significant implications for policy makers in the complementary areas of Entrepreneurship and Innovation.

The term 'organisational justice' refers to the extent to which employees perceive workplace procedures, interactions and outcomes to be fair in nature. These perceptions can influence attitudes and behaviour for good or ill, in turn having a positive or negative impact on employee performance and the organisation's success.

This report presents the results of the 2006 Survey of the Profession, carried out on behalf of the Royal College of Veterinary Surgeons (RCVS). The 2006 survey is the fourth survey carried out by the RCVS. The membership was also surveyed in 1998, 2000 and 2002. Throughout this report, where possible and appropriate, results are compared with those of previous surveys. The aim of these membership surveys is to provide RCVS, and other interested parties, with an evidence-based view of the veterinary profession and the changes taking place within it.

Good employment goes hand in hand with good service standards. For most public service users, contact with an employee is the service they receive. Employment practices that help employees excel are therefore vital to delivering world-class public services. The companies included in this report all saw good employment practice as a priority and sought to create environments where employees felt motivated, valued and involved. This report was based on research by IES. This publication is no longer available.

This report presents five in-depth case studies of organisations with established and progressive employee involvement practices, and relates them to existing literature on the subject.

This paper is a write-up of IES's review of employer CSR websites, both in the private and public sectors. The areas represented by the review are training and development; communication and consultation; health and safety; work-life balance; pay and benefits; and the involvement of the HR function.

The paper asks the following questions: What is business model change, how does is occur, and how is it dealt with? How does business model change affect the employment expectations and how can these be managed? What are the psychological contract effects of business model change? How can change be effectively and appropriately designed and communicated for optimum organisational performance and employee well-being?

This document summarises underlying evidence and issues related to good human resource management in the health sector with reference to: indicators of performance and measurement of nursing outcomes; performance issues related to individuals and teams; and employee engagement, commitment and organisational citizenship behaviour.