Publications

This publication was authored by Annette Cox before she joined IES.

This publication was authored by Stefan Speckesser before he joined IES.

Incapacity-related benefits provide people who have to stop working because of illness or disability with a measure of earnings replacement. Under the permitted work rules (introduced in April 2002), incapacity-related benefit claimants may work up to 16 hours per week and earn a set amount each week but for a limited period of time only (a maximum of 52 weeks). The research investigated the characteristics and experiences of the people who make use of the new rules; looked at who does and does not make use of the new permitted work rules; explored the extent to which the new rules provide a 'stepping stone' to employment for clients and explored the use of the new rules by Jobcentre Plus staff.

This publication was authored by Kari Hadjivassiliou before she joined IES.

Variable pay, sometimes referred to as 'pay at risk', is the portion of the remuneration package that has to be earned on each occasion, usually by meeting and exceeding individual, team or organisational performance criteria. While the rewards from variable pay schemes can be substantial, employees are forced to shoulder more of the business risks - rewarding the 'upside' and penalising the 'downside' of performance.

This publication is no longer available. This best practice guide by the Institute of Employment Studies and the Institute of Work Psychology summarised the thinking and related evidence on the efficacy of various approaches to managing attendance from academic and practitioner literature from the early 2000s.

Reducing Risks, Protecting People (R2P2) is the document that explains the basis for the Health and Safety Executive's (HSE's) decision-making processes. As such it underpins all HSE regulatory activity. The research summarised here sought to establish the reach of the document amongst the HSE's stakeholder groups and to determine the extent to which R2P2 makes HSE activities transparent and lays the decision making process open to scrutiny.

The question of whether the way people are managed and treated at work contributes to the overall performance of the enterprise has been much debated. The focus of this debate has tended to be on formal processes and procedures within organisations. These high performance working practices (HPWPs) have been the subject of a wide range of studies designed to test their impact.

Workforce planning has been around for a number of years but there has been a resurgence of interest in this HR practice as organisations have begun to realise that the need for planning is greater than ever.

This paper outlines how managers can improve their effectiveness in developing others, and covers setting the climate, building a developmental relationship, feedback and focus, delivering development and active career development. It also demonstrates how these elements relate to each other. The paper outlines what managers should not do when developing others.