Human resource development in the public sector : the case of health and social care
Author(s)
Bibliographic Information
Human resource development in the public sector : the case of health and social care
(Routledge studies in human resource development, 15)
Routledge, 2007
- : hardback
- : pbk
Available at 9 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references
Description and Table of Contents
Description
Across Europe and the world, countries are attempting to develop their health and social policies and practices to address the global challenge of increasing demand and pressurized supply, created by ageing populations, emerging technologies and finite resources (financial and human).
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, the book is European and international in both scope and appeal.
Table of Contents
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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