Publications

Local base pay or local allowance systems face common issues compared with using national renumeration structures but there are differences. We consider both the general cases for and against localised pay, and specific points of difference between the alternative routes. We conclude with a checklist of points for employers to consider before they proceed down the local pay route.

The purpose of this document is to try to bring together the existing literature on secondments, so that the process can be accurately defined, its usage assessed, and lessons learnt. What is clear is that the subject is, so far, largely ignored by the academic research community and so the information available is drawn primarily from case study examples.

In the main, managing absence was not a major issue of concern for the employers in this 2001 survey. Indeed, in response to recruitment difficulties, there were instances of organisations introducing initiatives aimed at employees to improve their work-life balance.

This research explores the attitudes of employers towards refugees and highlights the main issues. It aims to inform those who are in a position to make a difference, and to stimulate further debate on an important area of public policy.

There is debate over the extent to which psychosocial hazards really influence occupational ill-health, or whether findings from research reflect individual differences, related to factors such as personality and attitudes. That is, whether work conditions, individual differences, or a combination of both influence stress-related illness. This debate has many implications: for our understanding of work related stress; for the extent to which changes in organisational practice can reasonably be expected to reduce stress-related illnesses; and for the means of assessing stress-related illness to gauge the success or otherwise of interventions. This research seeks to examine aspects of this debate and outline some of the implications for policy and organisational practice.

This paper presents a small selection of a large volume of data collected in a study that investigated the behaviour of managers who are good at developing other people in the workplace. It was conducted in four major UK organisations.

The paper covers: the growing role of the line manager in development; managers as career developers; managers as mentors and coaches for staff; the business importance of managers as developers; developing the competency to develop others; barriers to staff development; and relation to management theories and formal frameworks.

This publication was authored by Helen Gray before she joined IES.

Just what is the evidence for a positive effect of management and leadership on national, organisational or individual performance?

This briefing aims to help you think about employee opinions, specifically: Why collect employee opinions in the first place. Is there are business benefit? What different methods are available for gathering employee opinions, and which is best for your organisation? How can your employee opinion survey really help you in understanding and managing your workforce?