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Research on employee share plans and employee ownership has made an impact in the media and on government policy. Pendleton's research has influenced and increased media discussions of participation in share plans, financial knowledge, and plan outcomes in the specialist reward and financial press. Additionally, the research impacted upon government policy in two ways: one in informing a government decision not to remove the tax benefits connected with share ownership plans; and two, in contributing to an enquiry which has subsequently had a significant influence on the views of the main political parties towards employee ownership.
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).
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.
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 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.
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 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.
Sustained research on managerial labour markets and pay determination has informed and influenced key policy-makers in determining rewards and remuneration for senior medical professionals. As an expert `economist' member of the Doctors' and Dentists' Review Body (DDRB), Professor Steve Thompson has contributed to recommendations that have been endorsed by the UK Government and are used as an evidence base for negotiations between the British Medical Association, the Department of Health and devolved administrations within the UK.
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.