We author and publish a range of resources to keep you up to date with the latest developments in employment, education and skills, labour market and human resource policy and practice. All our pdf publications are free to access.
What is 'poor performance', and who defines levels of acceptability? There are many reasons why people perform poorly, each of which can be tackled in a different way, ranging from formal to informal approaches, and with intentions to either improve or remove. This report looks at the approaches by seven large employers and offers strategic choices in understanding and tackling poor performance.
Just what is the evidence for a positive effect of management and leadership on national, organisational or individual performance?
This is a short note examining the relationship between performance and remuneration. We have concentrated on the link at individual (rather than group or corporate) level and we have focused on pay, not any other forms of reward. Finally, we have not looked specifically at the different techniques for relating performance to pay.
Flexible working is one of the most important vehicles for improving employees' ability to balance the demands of work and life. This paper summarises the main elements of a business case for flexible working. In doing so it draws upon labour market forecasts, research on employee demand for flexible working and recent studies of the bottom-line impact of adopting such practices.
This research brief concentrates on one of the key determinants of progression within organisations: the performance management process. It explores the literature on the relationship between ethnicity and performance in order to understand the issues that may contribute to the frequently observed under-performance of minority ethnic employees.
This report looks at factors affecting performance marks across the Civil Service and was carried out by Capita and IES. Some 180,000 personal records were analysed and 500 people interviewed.
This publication is no longer available. This research for the National Council for Voluntary Organisations (NCVO) was part of a three-year project ‘Building Social Partnerships in the Workplace’.
This report examines the performance review (PR) systems and processes of seven organisations in the public and private sectors and the views of 1,000 managers. How do employers position their PR processes to improve both individual and organisational performance? How can PR be introduced in a way which truly engages employees? Does linking pay to PR make a difference? How can we transform PR from a tired beast of burden into a thoroughbred?
