This purpose of this paper is to review evidence about the barriers and facilitators to ex-service personnel obtaining employment within social care roles. Social care has…
This purpose of this paper is to review evidence about the barriers and facilitators to ex-service personnel obtaining employment within social care roles. Social care has long-standing, well-recognised problems of staff recruitment and retention. Policymakers and employers are exploring if there are untapped sources of potential employees. Some ex-service personnel may be interested in exploring a move to social care work with older people but may face barriers to such a move which may need to be addressed.
Databases and grey literature were searched systematically to provide an overview of evidence on this topic. In total, 23 articles were included in the review.
A narrative analysis revealed barriers to ex-service personnel obtaining employment within social care not only related to their previous occupation, health status and identity but also facilitators related to the sector’s severe recruitment challenges and the transferable skills of ex-service personnel. Evidence suggests that learning from health services may be highly relevant and transferable.
This review was confined to English language studies published between 2008 and 2018. Few mentioned specific user or client groups.
This review identified evidence suggesting that learning from health services may be highly relevant and transferable to the social care sector so as to facilitate the transition of more ex-service personnel into social care work with older people.
Sets out to look at the career experiences of women in personnel. A survey was undertaken of 149 women studying for examinations leading to membership of the Institute of Personnel Management. The results show that the issues facing women in personnel were the same as those facing other women in organizations. Women in personnel face a glass ceiling around Personnel Officer level. In addition, however, these women identified that the personnel role often lacked status in organizations and that the qualities they possessed, which had attracted them into the personnel profession, were not particularly valued in organizations. However, with the take‐up of human resource policies and the emphasis on “people skills” women in personnel could be in a key position to capitalize on the changing needs of organizations and play an important role in the process. In order to ensure that women in personnel have equality of opportunity, there is a need for positive action from the top of organizations, from the Institute of Personnel Management and from women in personnel themselves.
The paper suggests that traditional descriptive approaches to Personnel Management do not successfully answer the question ‘what is Personnel Management?’, nor do they explain the way in which it actually exists in work organizations. A framework for analysis is proposed, looking at work organizations from the perspective of the Personnel Manager; it is suggested that this framework may help to answer some of these questions, provide a means of exploring the phenomenon of Personnel Management and also of studying it as a subject and a meeting point of disciplines.
The information on which this article is based comes from a major piece of research on the changing nature of personnel management, which is being conducted by the authors…
The information on which this article is based comes from a major piece of research on the changing nature of personnel management, which is being conducted by the authors and Lesley Mackay at UMIST. The work is being funded by the Leverhulme Trust in collaboration with the IPM. The first phase of the research was the completion of extensive and detailed questionnaires about personnel practice in 350 different establishments during the Spring and early Summer of 1984. That data are still being analysed, but the second stage of the research began at the end of 1984. This is a series of interviews with questionnaire respondents. Conclusions from the research will be published progressively until the end of 1986.
This research investigates the relationship between personnel managers and other managers in the organisation. The evidence reported in this study demonstrates that personnel managers, in the main, perceived themselves to be in the forefront with other professionals in contributing to corporate success, whereas managers in sales, finance and production departments have a less impressive view of personnel managers' influence in achieving corporate goals. However, they recognised the importance of personnel managers and their functions in the organisation per se.
The computer systems developed during the 1960s and 1970s made very little impact on management decision. Management Information System design was constrained by three…
The computer systems developed during the 1960s and 1970s made very little impact on management decision. Management Information System design was constrained by three factors — the technology was large‐scale and inevitably centralised and controlled by data processing staff; the systems were designed by specialist staff who rarely understood the business requirements; and managers themselves had little knowledge or “hands‐on” experience of computers. In the 1980s a greater awareness of the need for planning and better use of personnel information, coupled with the development of distributed processing systems, has presented personnel management with opportunities to use computing technology as a means of increasing the professionalism of practising personnel managers. Effective use will only occur if the implementation of technology is matched by appraisal of skills and organisation within personnel departments. Staff will need a minimum level of computing expertise and some managers will need skills in modelling, particularly financial modelling. The relationship between personnel and data processing needs careful redefining to build a link between the two and data processing staff need to design and communicate an end‐user strategy.
Women are kept longer in the lower strata of personnel work and the dissatisfaction expressed by personnel women regarding their opportunities for development and promotion are not without foundation. The findings from a study conducted by the Institute of Personnel Management among a 10 per cent random sample of its membership (900 respondents) shows that women are not given the same opportunities for grounding in industrial relations or general management activities at the earliest stages of their careers, being directed instead to traditional “female” personnel areas such as recruitment and welfare. The tendency for smaller firms to employ women means that their salaries are usually lower than men's, and then they are not encouraged into senior managerial training, due to financial constraints. There is an urgent need for more positive action in the development of female personnel managers' careers.
This paper describes part of a research project into personnel management as an occupation, and argues for the study of personnel managers in the context of the…
This paper describes part of a research project into personnel management as an occupation, and argues for the study of personnel managers in the context of the organisations in which they work. The research draws on Kelly's personal construct theory by examining the way 20 personnel specialists in four organisations interpret and make meaningful the roles of others encountered in their working world. These ‘interpretations’ or constructs were discovered by using a repertory grid technique, and the results are compared between each of the four organisations. Some possible explanations are offered of the ways in which the personnel specialists studied cope with values that conflict with their own, and of how they are able to integrate within their organisations' cultures.
The authors discuss the typology of personnel officers in the National Health Service. On the basis of a survey of Scottish Health Boards they conclude that NHS personnel…
The authors discuss the typology of personnel officers in the National Health Service. On the basis of a survey of Scottish Health Boards they conclude that NHS personnel officers are “insiders” rather than “outsiders” bringing their specialist skills from elsewhere.
It has recently been argued that the use of external consultants isindicative of a crisis in personnel management. However, the use ofconsultants, of whatever type, has…
It has recently been argued that the use of external consultants is indicative of a crisis in personnel management. However, the use of consultants, of whatever type, has not been adequately explained for a number of reasons. The reasons underlying the increasing usage of external consultants by personnel is a form of defence, allowing it to shed some activities thereby strengthening its position within the organisation. To illustrate this argument the reasons for the growth in the use of a particular type of consultant by personnel – executive recruitment consultancies – are considered. The results reported draw on two major surveys. The first was directed at executive consultancies whereas the second was directed at corporate personnel directors in the Times 100 companies. Response rates of 42 per cent and 55 per cent were achieved.