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dc.contributor.authorTownsend, Keith
dc.contributor.authorWilkinson, Adrian
dc.contributor.authorBamber, Greg
dc.contributor.authorAllan, Cameron
dc.date.accessioned2017-05-03T15:38:07Z
dc.date.available2017-05-03T15:38:07Z
dc.date.issued2012
dc.date.modified2013-06-26T03:22:48Z
dc.identifier.issn0958-5192
dc.identifier.doi10.1080/09585192.2011.610963
dc.identifier.urihttp://hdl.handle.net/10072/48398
dc.description.abstractTo what extent have hospitals developed their skilled clinicians to perform the administrative and human resources (HR) manager role of the ward manager? We consider this research question through an analysis of an acute hospital called 'The Hospital' where the executive team is aiming to adopt a form of high-performance work system (HPWS). We focus primarily on explanations in terms of conditions, rather than the personalities of individual managers, which are most powerful in shaping their behaviour. There has long been a failure of hospitals (and other employing organisations) to develop fully the skills required by employees before they become line managers. Line managers are a critical link in the high-performance chain and this study illustrates that, despite their rhetoric, hospitals may still have much potential for implementing schemes to develop nurses further to prepare them for linemanager positions and to support them after they move into such roles. We infer from this study that such hospitals may not yet have completed the journey to having HPWS. Hence, there is still much scope for such hospitals to progress and enjoy the benefits that proponents claim for HPWS.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent228135 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoen_US
dc.publisherRoutledge
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom204
dc.relation.ispartofpageto220
dc.relation.ispartofissue1
dc.relation.ispartofjournalThe International Journal of Human Resource Management
dc.relation.ispartofvolume23
dc.rights.retentionY
dc.subject.fieldofresearchHuman Resources Management
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchPolicy and Administration
dc.subject.fieldofresearchcode150305
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.subject.fieldofresearchcode1605
dc.titleAccidental, unprepared, and unsupported: clinical nurses becoming managers
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resources
gro.rights.copyright© 2012 Taylor & Francis. This is an electronic version of an article published in International Journal of Human Resource Management, Volume 23, Issue 1, 2012, pages 204-220. International Journal of Human Resource Management is available online at: http://www.tandfonline.com with the open URL of your article.
gro.date.issued2012
gro.hasfulltextFull Text
gro.griffith.authorAllan, Cameron R.
gro.griffith.authorTownsend, Keith J.
gro.griffith.authorWilkinson, Adrian J.
gro.griffith.authorBamber, Greg J.


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