Human Resource Management - Research - University of Derby

Human Resource Management Research

HRM Resource Management Research Understanding how and why people behave in the workplace in the way they do

HRM research activity

At the College of Business, Law and Social Sciences we are interested in the management and leadership of people who work in all the many different types, sizes, and forms of organisations.

As jobs change and the contemporary workforce become more accomplished, the challenges of effective human resource management develop and grow too – making research all the more essential.

We are increasing our research and consultancy activities in the field of Human Resource Management. Here, we provide an overview of the HRM research currently being undertaken at The University of Derby.

If you are interested in finding out more about how the research might help your organisation, or in taking part, please contact the researcher by the provided email address.

Leadership and employee behaviour in the public sector

Tracey Wond

Dr Wond's research centres on organisational behaviour (trust, power, politics) principles apply to public organisations. Her research over the past 9 years has focused upon understanding public evaluation settings, and optimising evaluation practice and evidence use.

Tracey has published papers in peer-reviewed public administration journals including Public Management Review, International Journal of Public Administration, and Policy and Society.

For more information please contact

Retaining and developing knowledge workers

Dr Joanne Carlier

The challenge of managing knowledge workers is one which leaves the most accomplished HR Managers scratching their heads and asking questions as to why the usual rewards don’t work, why retention is so difficult and why they care so much about how it feels to work here? 

Dr Carlier’s global study of over 500 Software Developers provides some answers to those questions and helps us to understand how these knowledge workers relate to their work, to their teams and to the wider organisation. 

One of the key findings from the research is that they generally aren’t motivated by how much you reward them, beyond parity with the rest of the market, as their reward comes from the work that they do – it is all about job challenge. This clearly has implications for retaining and developing knowledge workers and the strategies that organisations use to do this.

For more information please contact

Employee development and job role transitioning

Sheena Bevitt

Sheena is interested in the development challenges which inhibit employees from moving successfully into new job roles at a more senior level. 

Her research to date has focused on examining this problem within the HR profession where the difficulties professionals experience moving into more strategic and board room roles is well documented. 

However the research has important implications for the talent management of a wide range of employees given research which suggests that job moves regularly result in ‘post promotion’ performance difficulties and failure.

She is exploring how understanding the individual development process which supports successful job moves as a multifaceted system might enable organisations to develop more holistic solutions to support the successful transition of employees into new job roles. 

For more information please contact