Employee Relations: An International Journal

Carol Atkinson; Laura Hall

2011 Employee Relations: An International Journal

doi: 10.1108/01425451111096659

Purpose – This paper aims to explore the influence of flexible working on employee happiness and attitude, and the role of this within a high performance work system (HPWS). Design/methodology/approach – A case study of flexible working within an NHS Acute Trust is presented. A qualitative study is undertaken based on 43 employee interviews across a range of directorates within the Trust. Findings – Employees perceive that flexible working makes them “happy” and that there are attitudinal/behavioural links between this happiness, discretionary behaviour and a number of performance outcomes. Research limitations/implications – This paper presents a single case study with a relatively small sample which uses an inductive approach based on emergent data; it explores one element of a HPWS rather than an entire employment system. Respondents were volunteers, which raises the possibility of sample bias. Practical implications – There may be a need for organisations to focus more on employee happiness to encourage performance. HR practitioners could reflect on the impact of HR practices on happiness and which features of a job role are likely to promote happiness. Originality/value – This paper contributes a much‐needed employee perspective on the effect of HR practices, specifically that of flexible working, and explores the neglected employee attitude of happiness.

Michael Armstrong; Duncan Brown; Peter Reilly

2011 Employee Relations: An International Journal

doi: 10.1108/01425451111096668

Purpose – This paper seeks to explore the reasons why many organisations do not evaluate the effectiveness of their reward policies and practices, examines the approaches used by those organizations which do evaluate, and develops a model of evidence‐based reward management which describes how evaluation can take place. Design/methodology/approach – The paper draws on a study of why organisations do or do not evaluate reward and an examination of what organizations taking evaluation seriously were doing about it. The study was based on a survey of 173 reward and HR practitioners and 13 case studies. Findings – The survey found that only 46 per cent of respondents carried out a full evaluation. Other surveys have established that an even lower proportion evaluated. Those organisations which evaluate reward do so because they recognise that it is necessary to obtain value for money from their considerable expenditure on pay. Those who do not evaluate offer a number of reasons, but the most important was lack of resources or time. It was established that while an evidence‐based approach was desirable there was no set pattern of conducting an evaluation. Practical implications – Information about the evaluation practices of the case study organisations and the concept of evidence‐based reward management as an approach to evaluation provide guidance to practitioners on how they can measure the effectiveness of their reward policies and practices. Originality/value – The paper extends the pioneering research of Corby et al. to develop new insights into the process of reward evaluation.

Jonathan Chapman; Clare Kelliher

2011 Employee Relations: An International Journal

doi: 10.1108/01425451111096677

Purpose – Reward research has focussed on level (what individuals are paid) and structure (relationship between different levels of reward). Less emphasis has been given to reward mix decisions, i.e. the relative proportions of each element making up overall reward. This paper seeks to examine the determinants of reward mix. Design/methodology/approach – Interview based research with reward consultants as key organisational observers and participants in reward mix decision making. Findings – Benchmarking has led to the development of reward mix norms. Organisations are under pressure to conform to these norms, moderated by leadership beliefs, the occurrence of events and the extent to which organisations' change capability can overcome strong institutional forces. Research limitations/implications – The results question agency theory based explanations of reward mix determination and point towards resource dependence and institutional theory perspectives being more suitable theoretical frameworks. Practical implications – The model developed allows reward managers to consider how the moderating variables, to the dominant mimetic pressure faced, could be manipulated for their firm to allow greater differentiation of the reward mix. Originality/value – Academically the work contributes to a programme of research into reward determination from a constructionist perspective and aims to provide greater theoretical robustness to the subject. Practically, the findings may prompt practitioners to think more consciously about the drivers of their firm's reward mix. Policy makers may use the stronger theoretical base for understanding the determinants of reward mix choices and the extent to which organisational free choice and institutionally determined choice influence final choices in reward policy decision making.

Werner Schmidt; Nele Trittel; Andrea Müller

2011 Employee Relations: An International Journal

doi: 10.1108/01425451111096686

Purpose – This article seeks to examine the experiences of the recent introduction of performance‐related pay (PRP) in German public services. From an industrial relations perspective, it addresses the question of how different designs of PRP schemes and the circumstances under which PRP is implemented influence its functionality and its acceptance by employees. Design/methodology/approach – The paper uses an analysis of 215 works and establishment agreements, 17 case studies in municipalities of the federal state of North Rhine‐Westphalia (including employee attitude surveys in three cases), and interviews with experts from the employers' federation and the trade union. Findings – It is shown that – in accordance with the literature – enhancing employee motivation is not the only objective pursued by the collective actors in the introduction of PRP. Different PRP schemes have differing effects: highly selective PRP schemes tend to fail; schemes resembling conventional appraisal systems have little positive effect on motivation and performance, whereas participative systems focusing on the inclusion of employees can offer an opportunity to renegotiate performance objectives in the public services. Practical implications – Factors such as balancing material interest and social recognition, and strengthening participative elements could be crucial for improving the acceptance and functionality of PRP schemes. Originality/value – This paper provides first findings on the recent introduction of PRP in the German public sector and contributes to the discussion on the functionality of PRP in public services.

Angela Wright

2011 Employee Relations: An International Journal

doi: 10.1108/01425451111096695

Purpose – This paper aims to focus on the use of job evaluation used as a mechanism to increase gender pay equality, drawing on data from the UK local government sector. Design/methodology/approach – Several research methods are used to collect data, including requesting information from local councils using the Freedom of Information Act , 2000, together with document analyses and interview data. Findings – While the paper questions the effectiveness of job evaluation in achieving pay equality objectives, within a pay and labour market that tends to favour male‐dominated jobs, it nevertheless finds some pay improvements for women resulting from job‐evaluated pay system changes and suggests the use of pay progression systems could lead to further pay advancements for women. Research limitations/implications – This research has a number of limitations and further inquiries are needed to assess the impact of the slow progress of pay and grading reviews within local government. Methodologically isolating the effect of job evaluation from that of the other pay determination factors presents a significant challenge. Originality/value – Focuses on the implementation in the local government sector of the 1997 single status agreement (SSA), which has been very slow. While overall funding and resources to implement the agreement have been low, there are, it is argued in this paper, other issues, centering on assumptions about job evaluation and its use to reduce gender pay inequality, which contribute to implementation difficulties.