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  • Learning to manage: development experiences of hospital frontline managers

    Author(s)
    Kellner, Ashlea
    Townsend, Keith
    Wilkinson, Adrian
    Lawrence, Sandra A
    Greenfield, David
    Griffith University Author(s)
    Townsend, Keith J.
    Wilkinson, Adrian J.
    Year published
    2016
    Metadata
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    Abstract
    In high performing human resource management (HRM) systems, much responsibility for managing employees and associated processes is typically devolved to frontline managers (FLMs). Research indicates that undeveloped FLM HRM ability can impact performance, particularly in health-care organisations. We present the incidence and characteristics of HRM-oriented learning and development programs for FLMs in hospitals with high performing systems of HRM, and experiences of FLMs directly participating in them. We combine data from 50 Australian hospital accreditation reports with interviews from eight ‘high performance HRM’ cases. ...
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    In high performing human resource management (HRM) systems, much responsibility for managing employees and associated processes is typically devolved to frontline managers (FLMs). Research indicates that undeveloped FLM HRM ability can impact performance, particularly in health-care organisations. We present the incidence and characteristics of HRM-oriented learning and development programs for FLMs in hospitals with high performing systems of HRM, and experiences of FLMs directly participating in them. We combine data from 50 Australian hospital accreditation reports with interviews from eight ‘high performance HRM’ cases. We find: almost all high performers develop FLM HRM ability; development programs are extremely diverse between hospitals and succession planning is deficient. While primarily focused on understanding ability, the study contributes to the ability, motivation, opportunity framework, proposing a model and new interrelationships between these variables in the FLM context.
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    Journal Title
    Human Resource Management Journal
    DOI
    https://doi.org/10.1111/1748-8583.12119
    Note
    This publication has been entered into Griffith Research Online as an Advanced Online Version.
    Subject
    Human resources and industrial relations
    Publication URI
    http://hdl.handle.net/10072/142454
    Collection
    • Journal articles

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