A study examines the positive and negative outcomes of putting pressure on employees to be creative.
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Jonny Gifford, Senior Adviser for Organisational Behaviour
Jonny has been conducting applied research into employment and people management for a number of years, with previous roles at the Institute for Employment Studies and Roffey Park Institute. Current interests include job quality and behavioural science insights into performance management and other areas of HR. Jonny runs the CIPD Applied Research Conference and actively promotes evidence-based practice, including through systematic reviewing and running randomised trials.
A case study on using evidence-based practice to reinvigorate performance management practices
An examination of how employees’ perception of fairness affect their response to an unsuccessful promotion
Our research explores the definition of knowledge work and the key factors that support knowledge worker performance
Examines the history, principles and current practice around competence and competency frameworks
Why focusing on years of experience could help reduce bias against returners
The case for giving people more working-time autonomy
How applicants’ emotional restraint or exuberance can influence hiring decisions
How do performance-driven organisations impact on employee wellbeing?