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Article
Publication date: 12 June 2019

Reuben Olugbenga Ayeleke, Nicola Henri North, Annette Dunham and Katharine Ann Wallis

Training to improve health management and leadership competence is recommended. However, there is limited evidence showing the impact of training on competence. The purpose of…

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Abstract

Purpose

Training to improve health management and leadership competence is recommended. However, there is limited evidence showing the impact of training on competence. The purpose of this paper is to evaluate the evidence for the impact of training and professional development on health management and leadership competence.

Design/methodology/approach

A systematic review was conducted using a mixed-methods design. Studies using qualitative, quantitative or mixed-methods design were included. The following electronic databases were searched to October 2018: CENTRAL, CINAHL, EMBASE, ERIC, NEDLINE and PsycINFO. Study eligibility and methodological quality were assessed independently by two review authors. Data from qualitative studies were synthesised using thematic analysis. For quantitative studies, odds ratio (OR) or mean difference (MD) and 95% confidence interval (CI) were calculated for each intervention. Where appropriate, qualitative and quantitative data were integrated into a single synthesis using Bayesian methods.

Findings

In total, 19 studies were identified for inclusion in the review. Training and professional development interventions using flexible, multiple training techniques tailored to organisational contexts can improve individual competence and performance. Such training is typified by a leadership development programme. There was insufficient evidence to determine the effects of interventions on organisational performance.

Originality/value

This is the first systematic review evaluating the impact of training and professional development interventions on health management and leadership competence.

Details

Journal of Health Organization and Management, vol. 33 no. 4
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 13 September 2011

Annette H. Dunham and Christopher D.B. Burt

The aim of this paper is to test a model of the relationship between organizational memory and empowerment. The model posited that organizational memory would be related to

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Abstract

Purpose

The aim of this paper is to test a model of the relationship between organizational memory and empowerment. The model posited that organizational memory would be related to requests to share knowledge, psychological empowerment in the workplace (meaning, competence, self‐determination and impact), and organization‐based self‐esteem.

Design/methodology/approach

The model was tested with 134 employees representing six companies using hierarchical regression analysis.

Findings

Significant relationships were found between organizational memory and requests to share knowledge, empowerment, and organization‐based self‐esteem. Findings indicated that a positive stereotype may exist towards older workers and the frequency they are requested to share knowledge, and that a halo‐type effect may operate, where knowledge of an organization's history is generalized to other knowledge domains.

Research limitations/implications

Causal implications cannot be made as this was correlational research. Some of the research measures while achieving acceptable to good reliability were in an early development stage. The study utilized a convenience sample that may limit how the results can be generalized.

Practical implications

The paper indicates that organizations can emphasize positive outcomes for those who are knowledge repositories and mentors. It is also important to consider possible “positive stereotypes” which may be operating when organizational members evaluate older workers as knowledge repositories and mentors.

Originality/value

The paper addresses the assumptions in the human resources literature concerning the role of older workers as repositories of organizational memory and suitable mentors. The study introduces the “requests to share knowledge scale”.

Details

Journal of Knowledge Management, vol. 15 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 8 April 2014

Annette Dunham and Christopher Burt

The aim of this study is to develop a psychometrically sound self-report scale of organizational memory. The scale is planned for use in future research to test the relationship…

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Abstract

Purpose

The aim of this study is to develop a psychometrically sound self-report scale of organizational memory. The scale is planned for use in future research to test the relationship between what employees know and their attitudes to passing on their knowledge.

Design/methodology/approach

A total of 72 organizational memory scale items representing six hypothesised dimensions of organizational memory were developed and tested with 143 participants using exploratory factor analysis. The resulting five-factor model was tested with a further sample of 288 employees using structural equation modelling, and the test-retest reliability was examined.

Findings

Five factors of the organizational memory scale were identified. These were: socio-political knowledge, job knowledge, external network, history, and industry knowledge. The dimensions correlated with tenure variables often used as proxies for experience. Structural equation modelling confirmed the five-factor model and the scale achieved adequate test-retest reliability.

Research limitations/implications

The five organizational memory factors are not an exhaustive list. While the scale enables employees to evaluate their own organizational memory, it may not necessarily be an accurate indicator of their knowledge.

Practical implications

The scale can be used as a knowledge audit instrument for examining attitudes to mentoring and knowledge sharing, as well as for auditing knowledge that may potentially be lost when experienced employees leave organizations.

Originality/value

The scale is a valid and reliable self-report measure of organizational memory. It is an innovative tool for examining employee attitudes to knowledge sharing initiatives. The scale also recognises the contribution made to organizational memory by those with industry knowledge outside the organization.

Details

The Learning Organization, vol. 21 no. 2
Type: Research Article
ISSN: 0969-6474

Keywords

Content available
Article
Publication date: 1 February 2016

21

Abstract

Details

Personnel Review, vol. 45 no. 1
Type: Research Article
ISSN: 0048-3486

Content available
Book part
Publication date: 1 January 2012

Abstract

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78052-196-1

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