New Models of High Performance Work Systems - Equality Authority

More documents

Recommendations

Info

new models of high performancework systemsFigure 3.11Diversity and Equality Systems x Country of OwnershipCountryof OwnershipIndigenous IrishCompaniesMultinationalCorporations16.7421.920 10 20 30 40 50 60 70 80 90 100Extent of DES UsageFigure 3.12Diversity and Equality Systems x No. of Employees32 >Company size(no. of employees)Less than 100100-50015.4118.97500 plus26.080 10 20 30 40 50 60 70 80 90 100% of Diversity and Equality SystemsFigure 3.13Diversity and Equality Systems x Level of UnionisationLevel ofUnionisation0%>0%
workplace policies andpractices in irish industryDiversity and Equality PoliciesThe majority of companies (84.73%)reported having formal written policies onequal opportunities. Significantly fewercompanies (40%) reported having a formalwritten policy on managing diversity.Taking the two issues together, 51.49%of companies reported that the issues areintegrated into overall corporate strategy,with 37.69% of companies reporting thatthey have a designated senior managerto champion equality and diversity in theorganisation.Diversity and Equality monitoringGenerally, across all monitoring issues(recruitment and selection, promotion, payrates), more companies appear to monitorgender than ethnic background, disabilityand age.In the recruitment and selection ofemployees, 20.8% of companies monitorit with respect to employee gender, withfewer companies monitoring it with respectto ethnic background (11.6%), disability(10.85%) and age (12.4%).In relation to the promotion of employees,13.10% of companies monitor it withrespect to gender, again with fewercompanies monitoring it with respect toethnic background (5.28%), disability (2.31$)and age (3.85%).In relation to the monitoring of pay rateswith respect to gender, ethnic background,disability, and age, the proportion ofcompanies engaged in any form ofmonitoring was universally low, though stillslightly higher in relation to gender paydifferences (3.45%).Diversity and Equality TrainingThe data reveals that 25.3% of employeesreceived diversity/equality training. Furtheranalysis reveals that these tended to belarger multinational organisations ratherthan Irish indigenous companies, pursuing aproduct differentiation rather than low coststrategy, investing significant amounts inR&D, and with an emphasis on partnershipwith employees.3.5 Flexible Working3.5.1 OverviewFlexible working practices are generallyconsidered to entail benefits includingincreased employee satisfaction, improvedstaff retention and reduced turnover,increased employee productivity andenhanced organisational reputation. Dex andSmith (2002) provide a useful review of theliterature on the effects of family-friendlyworking arrangements in the UK. They foundthat the provision of family-friendly policesrelating to working at home and childcarewas associated with greater employeecommitment. Shepard et al. (1996) alsofound that flexible working practices led toan increase in productivity.3.5.2 Flexible Working Systems(FWS) IndexFor this report, five survey items wereselected and compiled to create the FWSIndex, providing a single score representationof FWS. The FWS Index had a Cronbach’salpha reliability rating of 0.712. The averagescore of FWS across all companies is 16.55%.Table 2.4 describes these practices andtheir percentage usage in the respondingcompanies.< 33
Page 1: NewModelsofHigh PerformanceWork Sys
Page 4 and 5: First published January 2008 byThe
Page 6 and 7: Part 4Exploring New Models of High
Page 8 and 9: new models of high performancework
Page 10 and 11: Authors’ Acknowledgements >The au
Page 12 and 13: Executive SummaryThis report highli
Page 18 and 19: Part 2Research Approach16 >2.1 Meth
Page 46 and 47: strength of these correlations must
Page 52: EqualityResearchSeriesISBN 978-1-90

New Models of High Performance Work Systems - Equality Authority

Create successful ePaper yourself

Delete template?

Save as template?