Health Manpower Management

J. Herman Gilligan

1994 Health Manpower Management

doi: 10.1108/09552069410070615

This is the first in a series of three articles which evaluate the use of self‐managed learning (SML) in management development processes in health care settings. This first article, being more general, outlines SML′s philosophical origins, strategic design, and current practice. SML represents a strategic approach to individual and organizational learning, which offers a new synthesis of previous ideas and approaches. Its proven benefits relate to the way in which the process of learning is designed to mirror the process of managing. The second article focuses specifically on a regional NHS case study of the application of SML, while the third provides a complementary US case study in a health care provider organization, where SML has been adopted for a leadership development programme.

Graeme Martin

1994 Health Manpower Management

doi: 10.1108/09552069410070624

Examines the introduction of PRP into occupations like nursing. Essentially a literature review, examines the theoretical case for and practical problems of PRP in its “natural setting” in the private sector and highlights the issues of performance measurement, motivation and control in nursing. Generally concludes that any attempt to force individualized PRP into nursing that does not recognize the contingencies of particular trusts and those who work in them is likely to prove counter‐productive. Neither the theoretical justification nor the empirical evidence supporting PRP is sufficiently strong to warrant wholesale adoption. Instead, trusts which wish to bring about a focus on a more performance‐oriented culture would be better advised to refine performance measures and consider group‐based schemes.

D. Wayne Taylor; Faith Nesdoly

1994 Health Manpower Management

doi: 10.1108/09552069410070642

Using several frameworks for public policy analysis, documents how midwifery in Ontario evolved from being illegal in 1982 to being a self‐regulated health profession in 1990. In 1985, the Ontario Government agreed that midwifery should be “legalized”; but how to do it was the question. The lobbying efforts of two coalitions armed with research‐based evidence influenced the policy decision process. Coalition A favoured midwifery becoming a self‐regulated health profession based on their beliefs that: (1) childbirth should be “de‐medicalized” and (2) the parents have a right to choose. Coalition B favoured the medical model and believed that “treatment was better”; it opposed home births, in general, and midwifery being self‐regulated, in particular. Also examines future implications of the Midwife Act.

Roy Massey

1994 Health Manpower Management

doi: 10.1108/09552069410070651

Examines why strategic human resources management is a critical issue for NHS trusts. Defines “strategic” human resource management in a simple model, and identifies the business risks of not taking this approach. Identifies why Trusts find it difficult to take this approach, and provides some practical advice for both chief executives and HR directors.

Sally Cray

1994 Health Manpower Management

doi: 10.1108/09552069410070660

Describes a piece of largely empirical research, aimed at helping fourth‐wave trust chief executives and chairs with the induction of their non‐executive directors. Four key messages emerge: (1) Clarify the role of the board and agree success criteria, (2) Maximize the role of the non‐executive, (3) Spend time building relationships between members, (4) Set aside time to review board performance against your own success criteria. Three induction challenges are posed as a result: (1) How to set the scene to provide an overview of both the structure policies and priorities of the NHS as a whole and also those affecting the trust, (2) How to organize the board in the most effective way, (3) How to ensure the non‐executive directors make an effective contribution to the work of the trust. The research has enabled practical support to be offered to fourth‐wave trusts with the induction of their non‐executive directors, based on the lessons learned by existing trusts.

John L. Deffenbaugh

1994 Health Manpower Management

doi: 10.1108/09552069410070679

Based on the premiss that the extent of change taking place in health care presents a continuous stream of new ideas, concepts and management tools of which managers and staff must be aware and which they must possibly adopt. Draws an analogy with the difficulty of ordering wine, in that the wine waiter, who is the expert, could make it easier for customers to identify and choose their requirements. Offers a number of tips, including the development of staff and the retention of expertise in‐house, to help make effective use of the experts who can beneficially assist NHS managers.