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  • Emerald  (4)
  • 1
    Electronic Resource
    Electronic Resource
    Constructing a new reward strategy: Reward management in the British construction industry (1997)
    Bradford : Emerald
    Employee relations 19 (1997), S. 128-146 
    Details
    ISSN: 0142-5455
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reviews reward management practice in the construction industry, based on a postal survey of larger construction firms. The research results provide little evidence of thorough-going use of reward management to encourage and reinforce organizational change. Collective agreements survive for manual employees. Non-manual employees are loosely grouped in broad-banded grading structures with significant scope for managerial discretion in the treatment of individual salaries. However, there is little evidence of developed performance management systems. The absence of more formalized reward systems may provide a short-term benefit in allowing considerable flexibility but may have negative implications for long-term productivity, the control of wage costs and the availability of skills. Given the uneven gender balance, existing pay systems could also give rise to claims for equal pay.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01425459710171021
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Finding a cure? Pay in England's National Health Service (2003)
    Bradford : Emerald
    Employee relations 25 (2003), S. 504-516 
    Details
    ISSN: 0142-5455
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper explores the consequences of the introduction by National Health Service (NHS) trusts (i.e. hospitals) of their own pay systems. It is based on case studies of ten NHS trusts and involved 73 interview sessions with a variety of stakeholders and the examination of employment data and performance indicators. The research revealed the tensions and countervailing forces inherent in NHS pay: the tension between national and local pay; the tension between simplification and the need to address the different requirements of the many occupational groups in the NHS; the tension between performance pay and feelings of equity; and the tension between equal pay and the traditional pay determination arrangements. These findings are discussed in the context of the proposed new NHS pay system.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01425450310490192
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    Paper (German National Licenses)
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  • 3
    Electronic Resource
    Electronic Resource
    Employment relations and public services "modernisation" under Labour (2005)
    Bingley : Emerald
    Personnel review 34 (2005), S. 629-633 
    Details
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To introduce the papers in the special issue. Design/methodology/approach - Provides a brief review of the papers. Findings - The papers cover a broad variety of human resource topics and the range of separate public services, including the impact of performance indicators on HRM practices in the NHS; the impact of Government policy on employment relations in the Fire Service; the use of 360° appraisal systems to improve performance management in the civil service; the impact of "best value" reviews upon HR in local government; the outcomes of new "partnership" relationships between management and unions in a local authority facing a "best value" review; and experimentation with job re-design in the NHS. Originality/value - Provides a summary of the perspectives considered within the issue.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00483480510772263
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  • 4
    Electronic Resource
    Electronic Resource
    Organisational change and staff participation and involvement in Britain's public services (2003)
    Bingley : Emerald
    International journal of public sector management 16 (2003), S. 434-445 
    Details
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Britain's public sector has undergone a series of radical structural and managerial changes over the past 20 years. These changes are associated with public-sector reform and innovations in public management. They have impacted significantly on the ways in which public employees are recruited, selected, rewarded, assessed, trained and managed. This article outlines the impact of these changes on staff participation and involvement practices in the civil service, National Health Service (NHS) and local government, and highlights some of the major trends.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09513550310492085
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