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The Problem of Minority Performance in Organisations
This research concentrates on a key determinant of progression within organizations - the performance management process, and explores the literature on the relationship between ethnicity and performance to help understand issues that contribute to under-performance of minority ethnic employees.
Managing and Developing HR Careers
This Research Report outlines the findings of a research project commissioned by the CIPD to investigate changes to the career paths of HR professionals. Major transformations in the workplace over the past few years have resulted in the HR function experiencing a veritable sea-change. New HR structures, roles and processes such as shared service centres, outsourcing and HR business partners are thought to have altered career paths in a fundamental way. This research: - explores the range and penetration of these changes - identifies the implications for HR professionals and their careers - looks at the impact foron organisations managing and developing the careers of their HR teams - details the findings from a review of the literature examining changes to the HR function and their impact on careers. A multidisciplinary team from the Institute for Employment Studies conducted a survey of around 1,800 HR practitioners about their careers and carried out 9 in-depth organisational case studies into how organisations are managing and developing those careers.
Personal Development Plans
Personal Development Plans are rapidly gaining in popularity as a tool for encouraging employees to think through their own development needs and action plan for their careers and skill development. This report, based on case study research of leaders in this field, gives practitioners clear descriptions of what PDPs really are, how they fit in with other HR processes and how they are working in practice. The eight named case studies include TSB, BP Chemicals, Marks and Spencer and Abbey National. The report also raises some wider policy issues and choices in using PDPs as part of a strategy of self-development.
People and the Bottom Line
Does the way people are treated at work make a difference to the performance of the organisations that employ them? Are there returns to investment in human capital in a similar way to investments in physical capital? These seem straightforward enough questions but they have generated huge amounts of debate. On one side, there is plenty of evidence strongly suggesting that investment in people has important business performance benefits, and yet on the other hand, the research that arrived at this conclusion has been subject to detailed criticism. And whilst academics gather and dispute the evidence, it would seem that practitioners are not completely convinced either. The take-up of what ha...
The Changing HR Function
This is a well balanced and useful guide to transforming HR.The case studies, guidance and discussion of the key issues are very helpful in addressing in considering how you can structure and staff the function to achieve future success.This fills a gap in the literature and is a good buy.The work of the Institute of Employment Studies for whom the authors work is always of a high standard.
From Admin to Strategy
Brings together findings from a number of sources to examine the reality of how the human resource function has had to change itself in helping organizations deal with change.
Employability and Employers
The approaches to employability being taken by United Kingdom employers were examined in a study that included three components: a literature review to develop a definition of employability and isolate its key elements; case studies of six organizations to identify employers' approaches to employability; and examination of related literature on lifelong learning and individual responsibility for career development. Four main elements of employability were identified. The first three are analogous to the concepts of production, marketing, and sales; the fourth element is the marketplace in which they operate. The following four approaches to employability were discovered: (1) explicit recogni...
