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Research on employee ownership (EO) conducted by Professors Lampel and Bhalla at City University London has made a substantial contribution to the evidence base used by the UK government to formulate and introduce policies aimed at boosting employee ownership. Evidence on the resilience and flexibility of EO firms, as well as the barriers that they confront, played an important role in the launch on 4th July 2013 of a new government policy to make employee ownership more accessible, including the injection of £50M annually to support EO models. Greater adoption of the EO model in the private sector benefits employees and employers and improves the wider economy. The evidence provided by this research has also led to a greater focus on EO in the public sector, with government policies now being formulated to encourage greater adoption of EO, specifically in the areas of health and social care, benefiting additionally the recipients of services and their families.
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.
Research by Prof Iraj Hashi has had a significant impact on the development of policies on Employee Financial Participation (EFP) by the institutions of the European Union. The impact has been achieved through the preparation of two major reports for DG V (Employment), a study for the European Parliament, and a study for the European Commission (currently underway). As a result of these works, various institutions of the EU have proposed policies to encourage employee participation in the results of their work (in the form of share ownership, profit sharing, share options, etc.). Most recently, the Commission has issued a call for tender for a "Pilot Project - Promotion of Employee Ownership and Participation", and has also included EFP as an element of its Action Plan to reform European company law and corporate governance. These reports and the associated policy proposals have been informed by, and in turn facilitated, the research by Prof Hashi; in particular, Hashi (1998), Hashi and Hashani (2011) and Hashi and Hashani (2013).
Employee relations in Britain have undergone fundamental change in the last three decades. Research by Lewis, Upchurch, Croucher and other colleagues has tracked these changes identifying the decline of collective bargaining and the rise of alternative forms of employee voice. The impact of this programme of research has been evident in influencing the evolution of wider public debate on issues of employee voice and shaping the development of policy frameworks and specific policy initiatives in the UK and abroad, particularly concerning whistleblowing. Impact has been apparent through influencing the development of employment culture and the respective practices of employers, unions, and human resources/industrial relations practitioners.
The impact of the Hull University Business School`s (HUBS) research on ESV emerged out of a project with Yorkshire Bank and Irwin Mitchell Solicitors (August 2010-July 2011) and a separate project with the Co-operative Group and the Federation of City Farms and Community Gardens (FCFCG) (February 2012 - January 2013). These led to wider impacts on:
1) Corporate ESV policies of the case study companies.
2) Hull and East Yorkshire Community Foundation (HEYCF) approaches to ESV and engagement with business.
3) Securing new funding from the ESRC Knowledge Exchange Opportunities Grants Scheme in partnership with HEYCF.
The UK's adoption, and implementation in 2004, of the European Union's (EU) Information and Consultation of Employees (ICE) Directive had profound implications for industrial relations in the UK, which historically had no provision for works councils (a representative structure where management meet with employee representatives to discuss working conditions). Professor Mark Hall's research on the impact of the ICE Regulations on organisations has had an impact on both policy and implementation of the Regulations at the UK and European levels. The outputs from the research have helped to inform UK policy-making, and supported significant European reviews of the legislation as well as contributing to improving professional practice through training and information.
The Centre for Management Buyout Research (CMBOR) pioneered a unique live platform that has informed and influenced the work of UK, European and International government agencies, industry, policy makers, practitioners and researchers. For the first time, CMBOR provided systematic research evidence on private-equity buyouts which is an area that is often misunderstood among policy makers and the wider public. The provision of extensive data on over 30,000 European private equity buy-out transactions and quarterly reports / analyses on buy-out activity has served to enhance government, industry and the wider public's understanding and inform the development of policies and practice on a strategic and operational level in the UK, Europe and US.
Julian Franks has studied corporate governance with reference to international experiences. He has revealed that free-rider problems in the dispersed ownership model (large corporations with many small shareholders) generate dysfunctional outcomes; concentrated ownership models (such as family businesses) fare better. Activist investors have a role to play, and corporate governance practices should reflect this. Via the Corporate Governance Centre at LBS he has conveyed these key evidence-based messages to business leaders and regulators in the United Kingdom and elsewhere. In summary: this research has enabled corporate leaders to make better governance decisions and has alerted regulators to the governance risks which require most scrutiny.
King's research on interactive service work changed understanding of the causes of absenteeism at the Metropolitan Police's Central Communications 999 emergency call centres in London. This led to the implementation of new human resource policy initiatives to tackle the problem and, as a result, reduced absenteeism by approximately one third, from 17.47 days per staff member in April 2011 to 11.13 days in April 2013 and saved the emergency 999 Service in excess of £1 million in sick leave payments. The Metropolitan Police commissioned this research on the basis of long-term, continuing research on interactive service work at King's. The human resources initiatives associated with the marked reduction in absenteeism included an extensive training programme to facilitate a more participative form of supervision and the introduction of new shift arrangements.
This research into treatment for employees with disabilities provides one of the UK's Equality Performance Indicators and recommendations from it have been incorporated into UK legislation. Hundreds of organisations have used the research to promote better treatment for employees with disabilities; public-sector employers, including government departments, have relied on it to meet their statutory duties and it has helped the UK to fulfil its international treaty and convention obligations in respect of people with disabilities. This research has helped the Equality and Human Rights Commission (EHRC) to fulfil its statutory role to promote equality and human rights.