Publications

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  CSR Bibliography

  Articles of Interest to the HR Function

  Wolfe H | Jul 2004 | Institute for Employment Studies

  This bibliography lists and details some of the literature which is useful to those looking at CSR practices. It is one of a set of three IES research papers about the topic.

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  Management Capability and Performance

  Tamkin P | Jan 2004 | Institute for Employment Studies

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

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  Survivor Syndrome

  Key Considerations and Practical Steps

  Wolfe H | Jan 2004 | Institute for Employment Studies

  Despite the relative lack of empirical work about survivor syndrome, there seems little doubt of its existence, and the challenges it poses not only to the HR function, but also the organisation as a whole. Strategies for tackling such an issue are highly organisation-specific, but there are several overriding themes and considerations that may help inform approaches to current, and future, organisational change.

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  Knowledge Management in Cable and Wireless

  Mattacks K | Mar 2003 | Institute for Employment Studies

  This paper describes and analyses the work done to take a strategic approach to knowledge management in Cable and Wireless during the 18 months from January 2000 to October 2001, a period of major change in the strategic direction of the company.

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  Productivity: Where HR Fears to Tread?

  Robinson D | Feb 2002 | Institute for Employment Studies

  This article discusses productivity from several angles: how it is measured, the history of the concept, some 'productivity problems', the relationship of productivity to the various initiatives designed to improve organisational performance, and the role played by HR.

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  Flexibility at Work. Balancing the Interests of Employer and Employee

  Reilly P | Oct 2000 | Gower

  Flexibility at Work brings clarity to this misunderstood subject. It will show you how to obtain the business benefits of flexibility through an approach which addresses the needs of both employer and employee. Peter Reilly breaks down flexibility into five different types, from functional through to financial. He introduces a model of how mutual flexibility might be developed and the preconditions necessary to make it successful. Along the way he cites much evidence of how employers are introducing alternative working arrangements that provide benefits to both parties. This publication is no longer available.

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  Stepping Stones

  An evaluation of foyers and other schemes serving the housing and labour market needs of young people

  Maginn A, Frew R, O'Regan S, Kodz J | May 2000 | Department of the Environment, Transport and the Regions

  The most high profile aspect of provision to meet young people’s accommodation, training and employment needs in the 1990s was the introduction, and expansion of, Foyer schemes. These were designed to support young people’s transition to independence by improving their employability and ability to secure and retain their own accommodation. This is the report of a study comparing Foyer with other schemes which had broadly similar aims and served similar client groups. This publication is no longer available.

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  From People to Profits

  The HR link in the service-profit chain

  Barber L, Hayday S, Bevan S | May 1999 | Institute for Employment Studies

  This report presents the results of the most detailed UK work yet to explore how employee attitudes and behaviour can improve customer retention and, as a consequence, company sales performance. It presents compelling data to demonstrate these links, highlights the 'Attitude Chain' model which underpins it, and highlights how other businesses can take this work forward in their own markets.

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  Employers' Perceptions of Key Skills

  Dench S, Perryman S, Giles L | Jun 1998 | Institute for Employment Studies

  This study explores employers' needs for and satisfaction with the level of Key Skills held by their employees. It illustrates the importance of all these skills to employers, and generally high levels of satisfaction with their employees' skills (though not necessarily those of the labour force in general). It explores in detail employers' views of the Key Skill Units, and reveals specific concerns about their coverage.

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  Trust and Transition: Managing Today's Employment Relationship

  Herriot P, Hirsh W, Reilly P | Feb 1998 | John Wiley & Sons

  This book identifies the two key problems facing senior managers and HR directors: employees' feelings of mistrust and insecurity, and their effects on the employment relationship; and the speed of organisational change which requires employees to make continuous transitions. This book shows that the management of careers in organisations is still possible if career transitions are negotiated with employees, supported by management, and hence recreate trust.