What factors drive leaveism?
This paper looks at the prevalence of different types of leaveism practices and the reasons behind them
This paper looks at the prevalence of different types of leaveism practices and the reasons behind them
The authors explore work intensification, ideal worker norms, digital working and how they influence leaveism practices.
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Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.
Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.
Rebecca joined the Research team in 2019, specialising in the area of health and wellbeing at work as both a practitioner and a researcher. Before joining the CIPD Rebecca worked part-time at Kingston University in the Business School research department, where she worked on several research-driven projects. Additionally, Rebecca worked part-time at a health and wellbeing consultancy where she facilitated various wellbeing workshops, both externally and in-house.
Rebecca has a master’s degree in Occupational Psychology from Kingston University, where she conducted research on Prison Officers’ resilience and coping strategies. The output of this research consisted of a behavioural framework which highlighted positive and negative strategies that Prison Officers used in their daily working life.
Listen to episodes from our CIPD Ireland Podcast Series on a range of topical workplace, HR and L&D issues
Listen nowPractical advice for employers on managing and preventing drug and alcohol misuse at work
Guidance for managers on providing support and dealing with disclosures
Guide for people professionals to provide support to those with long COVID
An investigation on how psychological safety experienced by employees changes over time and the reasons for these fluctuations
What are the barriers to the adoption of generative AI tools at work and how can they be overcome?
Algorithms can help speed decisions and help organisations to operate more efficiently or profitably, but what are the pitfalls particularly from an ethical perspective?
How might role ambiguity lead to workplace bullying and what is the impact of leadership support in negating this effect?