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Learning to manage: Development experiences of hospital frontline managers

journal contribution
posted on 2023-05-18, 20:18 authored by Kellner, A, Townsend, K, Wilkinson, A, Lawrence, S, Greenfield, D
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.

History

Publication title

Human Resource Management Journal

Volume

26

Issue

4

Pagination

505-522

ISSN

0954-5395

Department/School

College Office - College of Business and Economics

Publisher

Wiley-Blackwell Publishing Ltd

Place of publication

United Kingdom

Rights statement

Copyright 2016 John Wiley & Sons Ltd

Repository Status

  • Restricted

Socio-economic Objectives

Evaluation of health and support services not elsewhere classified

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