Employee Relations

EMPLOYEE RELATIONS
1. Flexible and happiness in NHS
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
2. Performance-related pay in German public services: The example of local

authorities in North Rhine-Westphalia
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.
3. Influence of reward mix determination.
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.
4. Increasing the effectiveness of reward management: an evidence-based
approach
5. 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.
6. 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.
7. 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.
8. 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.
9. Originality/value – The paper extends the pioneering research of Corby et al. to develop
new insights into the process of reward evaluation.
5.“Modernising” away gender pay inequality? Some evidence from the

local government sector on using job evaluation

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EMPLOYEE RELATIONS

1. Flexible and happiness in NHS

Design/methodology/approach – A case study of flexible working within an NHS Acute Trust is

Originality/value – This paper contributes a much-needed employee perspective on the effect of

2. Performance-related pay in German public services: The example of local

Design/methodology/approach – The paper uses an analysis of 215 works and establishment

3. Influence of reward mix determination.

Design/methodology/approach – Interview based research with reward consultants as key

Research limitations/implications – The results question agency theory based explanations of

Originality/value – Academically the work contributes to a programme of research into reward

6. Design/methodology/approach – The paper draws on a study of why organisations do or

5.“Modernising” away gender pay inequality? Some evidence from the

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