Publications

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  How Can We Manage Work-Related Stress?

  Thomson L | Feb 2002 | Institute for Employment Studies

  Over the past decade, organisations have become increasingly aware of the need to manage stress. There have been two drivers for this. The first is the need for a motivated and productive workforce, where the negative effects of stress on attendance, performance, job satisfaction and commitment are minimised. The second is an organisation's legal responsibilities for the care of their employees.

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  Costing Sickness Absence in the UK

  Bevan S, Hayday S | Sep 2001 | Institute for Employment Studies

  Despite growing concern over sickness absence, organisations appear fundamentally ill equipped to form a comprehensive view of their absence costs. The most usual method of estimation uses only the basic salary of the absent employee, and neglects other significant aspects such as salary oncosts, overtime, payments to replacement workers, and all management costs from both line management or HR functions. This applies even to 'leading edge' UK employers who have the most sophisticated information systems.

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  Managing Staff Retention

  Bevan S | Jul 2001 | Institute for Employment Studies

  It wasn't so long ago that UK employers were worried about labour surpluses. Inevitably, as recession turns into boom, concern about growing levels of employee turnover and skill shortages bubble up once more. So are employers right to press the panic button again? Should they brace themselves once more for long-forgotten turbulence in the labour market?

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  Attendance Management Strategies

  Bevan S | Jul 2001 | Institute for Employment Studies

  Three approaches to managing attendance are discussed in this paper: management policy, preventative measures and rewarding attendance.

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  Does it Pay to be Family-Friendly?

  Exploring the Business Case

  Bevan S | Jul 2001 | Institute for Employment Studies

  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.

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  A Critical Review of Psychosocial Hazard Measures

  Rick J, Briner R B, Daniels K, Perryman S, Guppy A | Jun 2001 | Health and Safety Executive

  This report focuses on the research tools used to quantify factors causing stress in the workplace. The report identifies existing approaches and looks for evidence of their reliability (do they produce consistent measures) and the validity of their results (do they measure what they are supposed to).

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  Workplace Consultation on Health and Safety

  Hillage J, Kersley B, Bates P, Rick J | May 2000 | Health and Safety Executive

  The Health and Safety Executive (HSE) reviewed the regulations on health and safety consultation and representation arrangements. To support the review it commissioned IES to examine: awareness about the requirements for consultation on health and safety among employers, safety representatives and employees; the process of consultation; the forms of consultation about health and safety in the absence of trade union appointed/elected employee representatives; the impact of consultation and representation on employers' approaches to the management of health and safety; and the extent to which employers do not consult employees and why.

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  Family-friendly Employment: the business case

  Bevan S, Dench S, Tamkin P, Cummings J | Sep 1999 | Department for Education and Employment

  An important theme in current and emerging government policy is the importance of practices that allow individuals to combine employment and caring responsibilities. These 'family-friendly' practices also have direct and measurable business benefits: reduced casual sickness absence, improved retention, productivity and recruitment, and improved morale and commitment. Recognising these benefits can help overcome the fears in small to medium sized enterprises that family-friendly policies are costly, impractical or a threat to stability. 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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  Reviewing Attendance in the NHS

  Causes of absence and discussion of management strategies

  Bevan S, Heron P | Feb 1999 | Health Education Authority

  IES carried out an evaluation of workplace health in the NHS in 1995 which collected data from employees in 14 NHS Trusts. Subsequent reanalysis of the data, coupled with a comprehensive review of the academic literature on sickness absence, has resulted in a series of findings about the common causes of sickness absence which lead, in turn, onto discussion about the management strategies most likely to reduce it.