Publications

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  Creating a Well Workforce

  A case study

  Alice Sinclair | Jan 2007 | Institute for Employment Studies

  To what extent is it employers' responsibility to look after their employees? What is the best approach to take and what benefits are they likely to see? This report seeks to answer these questions by presenting a case study of one organisation currently involved in health promotion activities. British Gas Business, part of Centrica, has been running a series of activities to promote health and well-being amongst its workforce for a number of years.

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  Danger: UK at Work!

  Cowling M, Sinclair A | Jan 2007 | Institute for Employment Studies

  With the Lords ruling allowing employees to sue their bosses for negligence if they are subject to violence or harassment at work, IES questioned whether UK employers were facing a potential glut of litigation in the courts from distressed employees. Our evidence showed that the UK had a very poor record in comparison to most core EU countries on violence and intimidation in the workplace, although it had cleaned up its act to a degree since the very violent 1990s.

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  Still at Work?

  An Empirical Test of Competing Theories of the Long Hours Culture

  Cowling M | Jan 2007 | Institute for Employment Studies

  In this study we use a large-scale European worker survey to test the validity of several competing hypotheses of why people work long hours. Our results show that there is a labour/quality of leisure trade-off for women, but not for men. Other key determinants of long working hours are industry sector, occupational status, gender and job security proxied by employment contracts.

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  The survival and growth of 'adolescent' high-tech firms in Germany and the UK, 1997-2003

  Cowling M, Murray G, Fryges H, Licht G | Dec 2006 | Anglo-German Foundation for the Study of Industrial Society

  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.

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  Early Intervention Following Trauma

  a controlled longitudinal study at Royal Mail Group

  Rick J, O'Regan S, Kinder A | Oct 2006 | Institute for Employment Studies

  The British Occupational Health Research Foundation (BOHRF) commissioned this research to investigate safe and effective trauma management practices within organisations. It includes evidence on the effectiveness of specific mechanisms for the provision of support for organisations whose employees experience serious incidents at work.

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  Well-being and Call Centres

  Akroyd K, Gordon-Dseagu V, Fairhurst P | Sep 2006 | Institute for Employment Studies

  The number of people working in call centres within the UK has been increasing dramatically in recent years. At the same time, there has been a growing awareness that the work can be stressful and repetitive with little individual discretion. This report seeks to understand why, and in what ways, call centre employment can reduce employees' well-being. It also details practices and research findings that suggest ways to positively influence the well-being of workers.

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  Organisational Justice

  Baldwin S | Sep 2006 | Institute for Employment Studies

  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.

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  Managing Absence Effectively

  Sue Hayday | Aug 2006 | Institute for Employment Studies

  Virtually all organisations have absence management policies in place but absence continues to cost the UK economy many millions of pounds each year. There is some debate about whether the approach to tackling absence should be punitive or well-being focused. This paper investigates the causes of absence and demonstrates how to achieve a successful absence management policy.

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  Third Work-Life Balance Employees' Survey

  (Revised Edition with corrected figures)

  Hooker H, Neathey F, Casebourne J, Munro M | Jul 2006 | Department of Trade and Industry

  This report presents findings from the third Work-Life Balance Employee Survey, conducted in early 2006 amongst employees of working age living in Great Britain working in organisations with five or more employees at the time of the survey. The research was undertaken by IES in partnership with ICM Research. Using computer-assisted telephone interviewing, 2,081 telephone interviews were conducted in February and March 2006.

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  Impact Evaluation of Five Steps to Risk Assessment

  Neathey F, Sinclair A, Rick J, Ballard J, Hunt W, Denvir A | Jun 2006 | Health and Safety Executive

  This report, which presents an evaluation of the impact of the HSE's Five Steps to Risk Assessment leaflet as well as the Five Steps approach more generally, is based on survey and case study research on risk assessment behaviour in establishments across Great Britain.