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Work-related stress and work-life conflict are the biggest health and safety challenges in the UK with considerable costs to the economy as well as employees and their families. Research conducted by Professor Kinman over the last 15 years has made a significant contribution to enhancing knowledge of the mechanisms underpinning work-related well-being and ways in which this can be enhanced. In recognition of the unique nature of Kinman's work, the UoB is widely recognised as a centre of excellence in this field. Kinman has advised organisations, predominantly in the public sector, on ways to manage stress and enhance work-life balance and resilience. The significance and reach of this work has been demonstrated, most notably with academic employees and social workers. It has been used to develop interventions and informed changes to policy and practice at a national level in these sectors.
UWE research has informed the implementation of HR policy to support front-line managers more effectively in their role as people managers in diverse organisations (e.g. Selfridges, the Royal United Hospital, Bath, and the MOD). This research has provided empirical evidence that front-line managers (such as team leaders) are critical to organisational effectiveness and makes recommendations on the supportive conditions necessary to improve their behaviour in people management. It has also directly influenced the policies and learning materials of the Chartered Institute of Personnel and Development, as well as advisory materials produced by ACAS, and a variety of public policy documents that have informed organisations' HR practice in supporting and developing front-line managers.
Social work is about making a positive difference to the most vulnerable in society. Since 2008 Bournemouth University's (BU) research-based continuing professional development (CPD) programmes have improved practice for 6,170 health and social care professionals. During this period CPD has taken place in 28 NHS Trusts, 96 Local Authorities and 39 independent, voluntary and private sector organisations. Nurses, social workers, managers and educators have all developed professionally from the self-reflective approach, demonstrating increased confidence and improved management abilities. Evaluations of the effectiveness of post-qualifying social work education are scarce. BU's evaluative method has confirmed the value of this CPD and its impact on the practice of individual health and social care professionals and their organisations.
In the wake of a series of terrorist attacks (e.g. 9/11, the London bombings of 2005), there has been an increased awareness of the importance of governmental, organisational and civil society's preparedness for responding to major catastrophic events. Dr Sullivan-Taylor's research examines risk and resilience management of extreme events by taking a practice-based point of view that seeks to integrate private and public sector management. As a result of the research, policy-makers have a more robust evidence base to draw on and individual organisations are better placed to ensure their own resilience through improved business planning.
Bradford academics developed a research framework to understand equality, diversity and inclusion which health organisations used in formulating policy and practice. This led to more effective engagement in these issues thereby improving community wellbeing and addressing health inequalities. The framework informed changes in the commissioning and delivery of local community health services and in national level human resources rationale. A service provider redesigned their preventive services, incorporated novel employment and peer adviser opportunities and achieved higher levels of engagement and service use within their diverse community. The framework has been used by a range of organisations including Brap and Gateway Family Services, to underpin their participation-based, voice-centred research. Notably McMillan Cancer Support has used the voice-centred approach, developed by Brap using the Bradford framework, to develop their policy and practice.
Impact for the CPHR is derived from its collaborative partnership between their world-leading HR researchers and 20 primary sponsor organisations. Through this network the Centre stays abreast of the current issues facing HR directors. This co-production of knowledge generates performance-driven solutions that have benefit to the wider business community. These are distributed through high-impact white papers, journal articles and initiatives with the CIPD (the professional HR institution). Examples of organisational impact include a new strategy at McDonald's `Trust Based HR' and a 20% increase in job satisfaction of employees aged 60+ and the creation of an Executive Vice-President position at Shell.
Research undertaken by Starkey and colleagues has informed the development of a particular philosophy and practice of research. This has informed policy debates about the nature of effective management research for engaging with practice — now widely referred to as co-production — and led to new insights into the practice of policymaking in government. The research informed (1) the development of a new approach to policymaking adopted by the previous administration in work conducted for and with the Cabinet Office with senior civil servants and representation from the House of Lords; (2) collaborative work on the development of low carbon communities which was conducted with the Department of The Environment and Climate Change.
The impact of the research detailed in this case study has been made at four levels:
Research undertaken at the University of Manchester (UoM) highlights the need to address issues of accountability and reflexivity within the NGO sector, and has contributed towards both performance improvements within individual NGOs, as well as the strengthening of sector-wide policies. Impacts have been achieved through a process of ongoing consultation and feedback: identifying, anticipating and analysing key challenges, generating new conceptual frameworks, and building critical relations between the academy and practitioners. This contribution has been clearly acknowledged by both NGOs and other development agencies. In particular, the research has directly assisted the work of organisations and groups as varied as: governments (e.g. El Salvador's); major international NGOs based in both the global north (e.g. The One World Trust, Mango) and south (SDI, BRAC); and bilateral and multilateral aid agencies (e.g. DFID, UNRISD).
Loughborough University research into the threats and opportunities presented by the growth of shared service centres has directly influenced the strategies and practices of a wide range of organisations confronted by changes in the provision of business support services. It has influenced the educational policy of the world's largest professional body of its kind, the Chartered Institute of Management Accountants, which has acknowledged the work as "an exemplar" that has had a "profound effect" on the industry. Through a pioneering forum for sharing business knowledge, it has also helped to shape the working methods of global companies, including Rolls-Royce, national organisations, including the Post Office, and numerous SMEs and new firms.