Key building blocks for the Shaping the Future Research and Engagement Programme
CIPD research to date
This document summarises CIPD Research over the last 10 years which has informed the development of this new research programme investigating the drivers of sustainable high performance.
It is not an exhaustive list of CIPD Research but rather is intended to provide background information to the design, aims and objectives of our programme. It also describes the link between previous work and the current plan of activity.
This investigation will include two key work strands:
- A ‘ground-up’ theory-building process based on action research
- Testing existing hypotheses about sustainable high performance.
Our research to date on people management and development offers considerable insights on building sustainable high performance. This research was ground breaking and acts as the foundation for the Shaping the Future research. The challenge, however, is to bring together the various strands of our previous work. We need to determine a way forward, creating a stronger link between theory and practice and a greater understanding of the alignment between the various systems and practices and how they come together to build value.
Central research related to sustainable high performance
People and performance
A large-scale research programme looking at how people management impacts upon performance commenced in 1997. The culmination of this was the development of the people and performance model. This is described more fully in a 2003 research report, Understanding the People and Performance Link: Unlocking the black box.
You can find further information in our factsheet The people and performance link
and in our practical tool People and performance: designing the HR processes for maximum performance delivery.
The model was developed from the work at Bath University led by Professor John Purcell. This team was commissioned to look at how the relationship between HR practice and performance operates in practice, tracking intention through action and outcomes. The model asserts that HR practice alone does not result in business performance. Such practices have their effect through the intervening variables of AMO. AMO describes:
- the Ability to perform above the requirements of the job because they possess the necessary knowledge and skills, including how to work with other people
- the Motivation to do the work and do it well
- the Opportunity to deploy skills both in the job and more broadly, contributing to work group and organisational success.
The model also emphasises the role of front-line managers in delivering, enacting and enabling HR practices and the importance of developing a supportive culture that fosters job satisfaction, motivation and commitment, which in turn reinforces the positive behaviours that are associated with discretionary behaviour. This behaviour is the ultimate goal of the people and performance model and describes the willingness of individuals to perform above the minimum requirement of the job, or to willingly exhibit behaviour associated with high performance.
One of the key messages of the research was that the combination of HR practices that would make a difference would vary from situation to situation. HR professionals need to design a strategy that would work for their organisation.
Improving health through HR management
In February 2008 the results of a major research project were published as Improving Health through Human Resource Management: The process of engagement and alignment.
The study was jointly sponsored by the CIPD and the Healthcare People Management Association (HPMA). The work was undertaken by Manchester Business School; over 170 interviews were carried out in six NHS case study organisations.
As the subtitle of the project report indicates, valuable insights emerged on the central issues of engagement and alignment, and in particular with regard to the psychological contract. The central question of the research was: ‘how can HRM help NHS organisations achieve their goals?’ It was concluded that HRM can help by:
- identifying the process by which HRM helps organisations to achieve their goals
- engaging in the various parts of the process, especially the individuals in the organisation and any partner organisations
- aligning elements of the process, especially the links between organisational strategy and individual roles.
The research concluded that, at all stages, the enablers of engagement and alignment – as well as the constraints – have to be identified and managed appropriately. This is not a role solely for the HR function, although HR can lead in ensuring that the processes are enabled effectively. However, there is no one ‘best way’ to do this. This project, as with people and performance, led to the production of a model that linked the constituent elements of HRM engagement through to performance.
An integrative model
The people and performance model and Improving Health through HRM offered similar conclusions. The link from HR practices through to performance is achieved through the discretionary efforts of a committed and capable workforce. HR systems and processes are critical but there are many situational and intervening variables. Most importantly one size does not fit all as organisations differ in their ambitions, objectives and starting points.
Both these projects looked at how practice builds engagement and commitment. To move on we need to consider the following. First, how do the drivers of engagement and commitment operate in a fast-moving, changing business context? Second, how are engagement and commitment translated into organisational performance? Once this understanding has been gained, we need to appreciate and articulate the implications for organisational design and leadership.
To date, when considering how sustainable high performance can be built in practice, all the significant CIPD research projects point in the same direction. Some of the more significant are summarised in the next section of this document.
This commonality of conclusions has convinced us that we should take our investigations to the next level and look for the organisational drivers which will enable the translation of individual performance into sustainable high performing organisations.
Other contributory research
Although no other CIPD research is as central to the investigation of sustainable high-performance working as the two projects described above, there have been a number of recent research investigations undertaken by or commissioned by the CIPD that can offer insights on the underlying issues. The most important are:
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Smart working
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Training to learning
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How engaged are British employees?
We report the findings of a nationwide survey of employee attitudes and engagement and demonstrate the importance of engagement to high performance
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The changing HR function
Looking at the skills and capabilities HR professionals will need in the future
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Human capital
We examine how human capital information about employees can add value to an organisation and consider its impact on both management decision making and business performance
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Rewarding customer service
We examine how reward and recognition practices can support good customer service, a crucial role within organisations
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Managing diversity
We explored how managing diversity can contribute to business performance.
Smart working
This research area is concerned with designing high value-adding jobs, looking at what employers can do in terms of redesigning jobs to release high performance, in order to release employees' performance potential.
We commissioned the Capgemini consultancy to undertake research to establish how changes in the workplace are feeding through into organisational thinking and structures, and what impact they are having on both performance and employee well-being.
For details of this research and downloads of publications
Training to learning
Over an extended period we have considered the implications of the shift from training, a top–down intervention delivered mainly through instruction, to learning – a process that lies in the domain of the learner. Two publications were completed in 2007 and 2008, bringing this strand to a conclusion.
The first, Learning and the line: the role of line managers in learning, training and development, is a considered review of the central role of line managers in the process, which further emphasised the need to move away from an exclusively trainer-centred perspective on the acquisition of knowledge and skills in the workplace.
The second, a factsheet drawn from our ‘Value of Learning’ research, considered the topic of alignment. It argues that learning is increasingly expected to equip people in an organisation to help it become ‘strategically unique’. Aligning learning to strategic priorities, therefore, is about achieving strategic differentiation as well as operational efficiency and effectiveness. For details and links to other relevant research
How engaged are British employees?
This report, published in December 2006, is based on the findings of a nationwide survey of employee attitudes and engagement that was conducted using a stratified sample of 2,000 employees from across the UK. The report provides an independent picture of the experience of work in the UK. It finds the main drivers of employee engagement are:
- having opportunities to feed your views upwards
- feeling well informed about what is happening in the organisation
- thinking that your manager is committed to your organisation.
It also finds that:
- 35% of employees are engaged with their work
- engaged employees perform better than others, are more likely to recommend their organisation to others, take less sick leave and are less likely to quit
- engaged employees also experience increased job satisfaction and more positive attitudes and emotions generally towards their work.
The report provides an indicative model of how employee engagement influences business performance and a framework for employers to measure it.
The main publication detailing the findings of this work is:
TRUSS, C., SOANE, E. and EDWARDS, C. (2006) Working life: employee attitudes and engagement 2006. London: CIPD. Available for purchase at:
http://www.cipd.co.uk/Bookstore/_catalogue/EmployeeRelations/1843981793.htm
A summary of this report is available at: http://www.cipd.co.uk/subjects/empreltns/general/_hwngdbremp.htm
Details of other related reports can be found at:
http://www.cipd.co.uk/research/_psychcntr.htm
The changing HR function
In 2005 we highlighted the HR function as a key area for research for various reasons, and have subsequently undertaken a two-year research project, which included both a survey of HR practitioners and also a number of case study reviews. We felt the subject to be intrinsically interesting for those working in people management, particularly at a time when major challenges are facing HR functions. We look at the impact on the HR function of the structural reorganisations and role changes which are taking place in the majority of large organisations. Key messages emerging from the research include:
- HR’s main contribution comes from two sources: its service delivery and its facilitation roles.
- The three-legged stool model (shared services, centres of expertise and business partners), widely attributed to Dave Ulrich, was the most common structure, but fewer than 30% had introduced this model in full.
- The primary driver for structural transformation is the desire for HR to be a more strategic contributor.
- The division of people management responsibilities between line managers and HR was largely unchanged (since 2003) despite HR’s desire to have more work transferred to the line. HR professionals reported the principal reasons for this as: line priorities, line manager skills, the time they have and poor manager self-service.
- The skills gaps (in particular those of the business partners, for example political and influencing skills) were of particular concern.
The main publication detailing the findings of this work is:
REILLY, P. and TAMKIN, P. (2007) The changing HR function: transforming HR? Research into practice report. London: CIPD. Available for purchase at:
http://www.cipd.co.uk/Bookstore/_catalogue/CorporateAndHRStrategy/9781843981978
A summary of the above report is available at:
http://www.cipd.co.uk/subjects/hrpract/hrtrends/_chnghrfncn
Other publications related to this research include:
CIPD. (2007) The changing HR function. Survey report. Available at:
http://www.cipd.co.uk/NR/exeres/630F706F-573B-4B5C-BDEF-3705E71BF4E8
CIPD. (2006) The changing HR function: the key questions. Change Agenda. Available at:
http://www.cipd.co.uk/subjects/hrpract/general/_chnghrkyqs
Further information can be found at http://www.cipd.co.uk/research/_chnghrfnn
Human capital
Our work in the area of human capital has demonstrated the value of having good-quality information about its people and how this can add value to decision-making, as well as provide a means by which progress against strategy can be measured. In particular, human capital data can be extremely useful in guiding management action and behaviour to implement and enact people management practices to best effect and ensuring that they contribute to the development of engagement and commitment.
A number of publications are available, including three reports listed below from the Human Capital Panel on the development and use of data and measurement tools.
CIPD. (2006) Human capital evaluation: getting started. Available at:
http://www.cipd.co.uk/subjects/corpstrtgy/hmncapital/_hmcpevgtst
CIPD. (2006) Human capital evaluation: evolving the data. Available at:
http://www.cipd.co.uk/subjects/corpstrtgy/hmncapital/_hmncpevolv
CIPD. (2007) Human capital evaluation: developing performance measures. Available at: http://www.cipd.co.uk/subjects/corpstrtgy/hmncapital/_hmncpdvpm
Further information and details of related publications can be found at http://www.cipd.co.uk/research/_humcap
Rewarding customer service
Research commissioned by the CIPD and the Institute of Customer Service investigated the crucial role of customer service in organisations and how appropriate reward and recognition practices support good customer service.
The year-long research project was carried out by Aston Business School and involved analysing the reward and recognition practices in a range of 22 customer service sites. Some 800 staff, in both front-line and management roles, were included, located in 15 private, public and voluntary sector organisations.
The findings indicated that:
- Organisations with the best customer service make extensive use of performance-related pay and team-based rewards and recognition.
- These organisations also emphasise the career development of staff and work–life balance issues.
- There are few, if any, differences between reward and benefit policies for managers and customer service staff in these organisations.
- Contingent pay is much more likely to be based on customer satisfaction and service quality than on productivity alone in the organisations providing the best customer service.
- Employees in these organisations generally indicate a high level of satisfaction with their supervision and like a strong emphasis on customer service.
- When employees perceive their organisation is treating them fairly and looking after them, encouraging open discussion about improvements to ways of working and involving them in decision-making, employees in customer-service-based organisations are more likely to be satisfied with their pay.
The research indicated that just getting the reward aspects right isn’t enough. Successful reward and recognition policies can contribute to organisational effectiveness, and the report confirmed that team rewards, warm and supportive supervisors, valuing and respecting staff, and providing equitable and fair payment systems all enhance customer service.
The publication detailing the findings of this work is:
WEST, M., FISHER, G. and CARTER, M. (2005) Rewarding customer service? Using reward and recognition to deliver your customer service strategy. London: CIPD. Available for purchase at:
http://www.cipd.co.uk/Bookstore/_catalogue/PayAndReward/1843981424
A summary of this report is available at:
http://www.cipd.co.uk/research/_rwdgcstrsrvc
Managing diversity
A variety of research methods, including a literature review, action research, case studies and a national-level survey, have been used to explore the business case for managing diversity and how it adds value to business performance.
The evidence identifies the complex nature of the business case and a diverse range of business drivers, including compliance with legislation, the importance of addressing contextual issues and organisational circumstances, and customising responses to drive change that are linked to and support organisational objectives and goals. Treating people with dignity and respect and having a zero tolerance of harassment, bullying and intimidating behaviour are key to delivering a good psychological contract and ensuring people feel valued, engaged and able and willing to contribute their discretionary effort.
The conclusions from the work the CIPD has carried out show that failing to address diversity effectively will hinder sustaining high-performance working. Diversity needs to inform and influence all aspects of people management and be rooted in fair treatment.
Following an extended programme of research on managing diversity and the business case, which has informed a number of CIPD publications, we published Managing diversity and the business case in September 2008 reflecting on the overall findings and spotlighting issues to help support future progress.
For details and downloads of other publications produced in the course of our research on diversity issues