Health Manpower Management: Volume 21 Issue 1


Table of contents

Whose job is it anyway? The doctor/nurse debate

Barbara Hewett‐Silk

The reduction in junior doctors′ hours is a key objective for theNHS. Reports on the activities of junior doctors during randomlyselected shifts over a four‐month period…


Evaluating self‐managed learning – part 2: accelerating management development in an NHS region

J. Herman Gilligan, Ros Boddington

Evaluates the use of self‐managed learning (SML) in managementdevelopment processes in health‐care settings. Focuses on theapplication of SML to region‐wide management…


Managing change: an emerging new consensus

John Edmonstone

The management of change has been a continuing concern for NHSmanagers. Suggests that many of the change processes over the last 25years have been subject to fundamental…


Evaluating National Vocational Qualifications: a European view of the experience of Mount Vernon Hospital

Annabelle Mark, Virgine Rottier

Evaluates an in‐house National Vocational Qualification scheme atMount Vernon Hospital. Examines the main issues of differing managementand trainee perspectives, time and…


Managing temporary nursing staff: nurse banks in Scotland

James Buchan, Siân Thomas

Nurse banks are locally organized in‐house sources of temporarynursing staff. Reports on a study of policy and practice in themanagement of nurse banks in the National…


The death (and rebirth?) of organization development

John Edmonstone, Maggie Havergal

Reviews the origins and development of organization development(OD) in health care. Examines how a set of original OD assumptions andvalues has changed through time, and…



This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000003926. When citing the…




Online date, start – end:

1992 – 1998

Copyright Holder:

Emerald Publishing Limited