ABSTRACT
There have long been claims on the part of the UK state (and others internationally) to be – or to aspire to be – a ‘model employer’. Whilst the particular historical usage and meaning of this concept benefit from a much deeper analysis,1 it is the case that this is normally intended to convey the impression of generosity or fairness, with respect to internal arrangements as well as relative to the private sector. If anything, there has been
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a recent renaissance of the use of model employer terminology. For example, the UK Department of Health’s policy guidance currently makes ‘the case for becoming a model employer’ as follows:
There is a wealth of research evidence which demonstrates clear links between good employment practices and business outcomes. Creating an environment where staff are valued, rewarded, appropriately trained and developed, regularly appraised and properly managed has a positive impact on people who use services and their carers. Model employers are also more likely to attract and retain high-quality staff and are also more likely to have high-performing and motivated staff who are more flexible and take less time off work.
