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dc.contributor.authorHamlin, Robert G.
dc.date.accessioned2008-05-19T09:56:17Z
dc.date.available2008-05-19T09:56:17Z
dc.date.issued2002
dc.identifier.citationHuman Resource Development International, 5(4): 467-491
dc.identifier.issn13678868
dc.identifier.issn14698374
dc.identifier.doi10.1080/13678860210122643
dc.identifier.urihttp://hdl.handle.net/2436/26772
dc.description.abstractThis article describes a programme of practice-grounded empirical management research set within an NHS Trust Hospital in the UK that was conducted as part of an HRD Professional Partnership of the kind advocated by Jacobs (1997). The research was concerned with identifying the criteria of managerial effectiveness at the middle and front-line levels of management using critical incident technique and factor analytic methods. The results are compared against those from an equivalent partnership research study carried out previously by the author within one part of the British Civil Service, namely the Anglia Collection of HM Customs & Excise. The findings lend support to the notion of the 'universally effective manager', and provide empirical support for the potential development of evidence-based and research-informed approaches to management and human resource development within the case-study NHS Trust Hospital, and possibly beyond.
dc.language.isoen
dc.publisherRoutledge (Taylor & Francis)
dc.relation.urlhttp://www.informaworld.com/smpp/content~db=all?content=10.1080/13678860210122643
dc.subjectManagerial effectiveness
dc.subjectLeadership
dc.subjectBehavioural indicators
dc.subjectEvidence-based management
dc.subjectHuman resources
dc.subjectManagers
dc.subjectEffectiveness
dc.subjectBehavioural criteria
dc.subjectUniversally effective manager
dc.subjectHealthcare sector
dc.titleIn support of evidence-based management and research-informed HRD through HRD professional partnerships: an empirical and comparative study
dc.typeJournal article
dc.identifier.journalHuman Resource Development International
html.description.abstractThis article describes a programme of practice-grounded empirical management research set within an NHS Trust Hospital in the UK that was conducted as part of an HRD Professional Partnership of the kind advocated by Jacobs (1997). The research was concerned with identifying the criteria of managerial effectiveness at the middle and front-line levels of management using critical incident technique and factor analytic methods. The results are compared against those from an equivalent partnership research study carried out previously by the author within one part of the British Civil Service, namely the Anglia Collection of HM Customs & Excise. The findings lend support to the notion of the 'universally effective manager', and provide empirical support for the potential development of evidence-based and research-informed approaches to management and human resource development within the case-study NHS Trust Hospital, and possibly beyond.


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