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This case study focuses on the impact of a significant body of empirical, evidence-based research on managing electronic records (ERM) which involved global participation. The impact relates primarily to the behaviour change of information and records professionals in terms of their practice (e.g. strategic planning, service delivery, advice, and education), ways of thinking/decision-making, and their engagement with and/or conduct of research. It is both incremental and transformative in nature. The beneficiaries are practitioners in the UK and internationally. Specific examples are the Chief of Archives and Records Management, United Nations, and those receiving training in six countries.
University of Bath research into employee attitudes and behaviours has underpinned changes at Alexander Mann Solutions (AMS), a global provider of Human Resource (HR) outsourcing and consultancy services to 45 major clients in 6 countries. The research has improved AMS's ability to understand and to manage employee commitment across organisational boundaries. As a direct result of this research, AMS have developed new processes and approaches that balance commitment to clients with commitment to the company. Specifically, they have enhanced their induction programme; increased training hours for technical staff by 15% and for managers by 45%; initiated a global teamwork award; introduced an electronic knowledge base; and established senior management development. Results have shown a 9% improvement in employee commitment, an 8% reduction on intention to quit, and a 5% increase in internal promotions.
Loughborough University research into Problem Structuring Methodologies has resulted in PEArL, a device for framing the manner in which change occurs in organisations. The application of PEArL has changed organisational practice and policy in a variety of environments — including manufacturing, community and scientific settings — with far-reaching and long-lasting consequences. It has been used by the British Association for Chemical Specialities to achieve improved biocidal labelling; in homeless shelters to enhance outcomes for residents in adopting more stable lifestyles; and by Jaguar Land Rover to improve governance and achieve better oversight for senior management across product creation pipelines.
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 at Kingston University into employee engagement was taken up by the Chartered Institute of Personal Development (CIPD), a major international HR professional institute, which changed its policies and professional training offerings as a result of the research findings. This had a consequent effect on the practice of HR professionals.
Two large UK firms also made substantial changes to their HR practices as a result of engaging with the research, improving employee engagement and satisfaction and reducing staff turnover and absenteeism.
This case study focuses upon research surrounding knowledge management (KM) practice and implementation (organisational change). The case study utilises research and impact from the Systems Thinking and Organisational Change Research Group (SYTOC), which existed in Derby Business School between 2007 and 2012.
Impact included enhanced business process and practice for many organisations through the significant dissemination of the research. The core group of SYTOC includes Longbottom, Dexter, Marshall and Seddon, visiting professor and a leading authority on change in the public sector.
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.
Research led by the Cardiff School of Psychology first revealed a `governance trap' hindering decisive long-term action by the UK government on climate change. Nick Pidgeon co-authored a Parliamentary Research Report that identified a solution to this problem, which was the creation of an independent expert Committee to advise the government of the day on long-term climate change targets and to evaluate progress. This recommendation was enshrined in the 2008 Climate Change Act, which formalised the scope and composition of the UK Climate Change Committee. Since its inception the committee has shaped the future energy strategy of the UK and devolved administrations. The committee is also providing a blueprint for approaches in other countries.
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.
Research conducted at the University of Bath has helped in the design and implementation of effective service recovery interventions, leading to improvements in the delivery of public services. The research has addressed an on-going question for changes to service delivery: what can be done by central government when it determines that local government performance is unacceptable? The findings of a detailed empirical study of English and Welsh central government interventions led to a typology of intervention options designed to guide actions based on the type of problem and the improvement capability available. Recommendations from the research have led to improvements in the effectiveness of Welsh Government interventions when local government service delivery is (or is at risk of) failing. The research has established a set of pragmatic operating principles for all Welsh Government interventions with corresponding benefits for policy makers, practitioners, communities and citizens.