The UK’s problem of in-work poverty is only partly addressed by pay rises. This report examines how human resources and development (HRM/D) practices could help tackle in-work poverty, and assesses the business case for their adoption. It finds that:
- HRM/D practices offer financial returns through higher productivity, better organisational performance, and lower labour costs and absenteeism, while boosting job satisfaction and well-being;
- training, development and flexible working can improve productivity and employee motivation, but the relationship is complex and depends on the effective deployment of skills;
- not all aspects of HRM/D practices are beneficial to employees. Genuine employee involvement in decision-making is important;
- although the business case for HRM/D is by no means a ‘no-brainer’ for employers, more should be done to promote ‘Good Jobs’, supported by practice advocacy and better leadership.
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