This text provides examples of attempts to develop HRD practices in health and social care contexts within France, Ireland, the Netherlands, Romania, Russia, the UK and the USA. Thus, this book is international in scope and appeal.
This text provides examples of attempts to develop HRD practices in health and social care contexts within France, Ireland, the Netherlands, Romania, Russia, the UK and the USA. Thus, this book is international in scope and appeal.
Jim Stewart is Professor of Human Resource Development at Nottingham Trent University, UK. Sally Sambrook is Professor of Human Resource Development at Bangor Business School, Bangor University, UK.
Inhaltsangabe
1. Introduction Section 1: HRD and Organisational Issues 2. Multiple Discourses of HRD 3. A Preliminary Exploration into the Context and Processes of Organisational Learning and Corporate Entrepreneurship within Welsh NHS Trust Hospitals 4. HRD and Organizational Commitment in Health and Social Care Section 2: Management Development in the Health and Social Care Context 5. Becoming a Manager in the NHS - Learning Styles and Discourses 6. Environmental, Organisational and Individual Influences on Line Managers Roles as Facilitators of Learning in Social Care Voluntary Organisations 7. Managerial and Leadership Effectiveness within the UK Healthcare Sector 8. Management Development in Healthcare Section 3: HRD and Workplace Learning 9. Tailoring Learning Programmes to Every-day Learning: Customisation Strategies of HRD Practitioners in Health Care 10. What and How do Nurses Learn on the Job? 11. Workplace Learning in UK Hospices 12. Competence-Based Development in Public Hospitals: France and the UK Compared 13. HRD and Continuing Professional Development of Physical Therapists Section 4: Evaluating Learning and Training in the Health and Social Care Context 14. The Limitations of In-Service Training in Social Services 15. Evaluating Health Education and Training in Romania 16. What can HRD offer Russian Social Care Work? An Experiment in Action Learning in Siberia 17. Making an Impact Through Integrating Learning Methodologies - A Large Scale, Collaborative, Systems Based Learning Network in the NHS 18. Action Learning in the American Healthcare Context 19. Conclusions
1. Introduction Section 1: HRD and Organisational Issues 2. Multiple Discourses of HRD 3. A Preliminary Exploration into the Context and Processes of Organisational Learning and Corporate Entrepreneurship within Welsh NHS Trust Hospitals 4. HRD and Organizational Commitment in Health and Social Care Section 2: Management Development in the Health and Social Care Context 5. Becoming a Manager in the NHS - Learning Styles and Discourses 6. Environmental, Organisational and Individual Influences on Line Managers Roles as Facilitators of Learning in Social Care Voluntary Organisations 7. Managerial and Leadership Effectiveness within the UK Healthcare Sector 8. Management Development in Healthcare Section 3: HRD and Workplace Learning 9. Tailoring Learning Programmes to Every-day Learning: Customisation Strategies of HRD Practitioners in Health Care 10. What and How do Nurses Learn on the Job? 11. Workplace Learning in UK Hospices 12. Competence-Based Development in Public Hospitals: France and the UK Compared 13. HRD and Continuing Professional Development of Physical Therapists Section 4: Evaluating Learning and Training in the Health and Social Care Context 14. The Limitations of In-Service Training in Social Services 15. Evaluating Health Education and Training in Romania 16. What can HRD offer Russian Social Care Work? An Experiment in Action Learning in Siberia 17. Making an Impact Through Integrating Learning Methodologies - A Large Scale, Collaborative, Systems Based Learning Network in the NHS 18. Action Learning in the American Healthcare Context 19. Conclusions
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