Training managers constructing their identities in English health and care agencies

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The ''Training to Communicate'' research (1999Communicate'' research ( -2001 explored ''communication'' training needs and provision in 76 health and social care public and independent sector agencies in London and South East England, including enhancement of work with adults having communication impairments. The focus of this paper is to examine how training managers discussed their activities and constructed their identities as training ''experts''. Design/methodology/approach -Seventeen semi-structured interviews with male and female managers responsible for key aspects of training (workforce development) in public health trusts or social services agencies are analysed using a narrative approach. The wider project included a questionnaire-based survey of agency representatives and documentary analysis of training materials.

La liberté de penser son identité professionnelle : la résistance des responsables de formation au discours managérial en France

“…Le but de cet article est de dépasser cette alternative « loyalty or exit » (Ackroyd et Thompson, 1999) qui occulte la complexité du jeu identitaire des salariés supposés adhé-rer sans réserve et renoncer à leur liberté de penser. Nous analyserons tant le sens donné à ces changements par une sous-population parmi les professionnels RH, ceux de la formation professionnelle, que la manière dont ils s'y adaptent (Keegan et Boselie, 2006;Bell, 2007). En adoptant une posture micro-sociale, nous proposerons une vision réaliste du travail identitaire de résistance face au développement de pratiques RH modelée par l'idéologie de l'enterprise (Du gay, 1991), du managinaire (Aubert et Gaulejac, 1991), c'est-à-dire par une exigence d'identification exclusive à des logiques de performance économique, au détriment de préoccupations collectives, sociales et de liberté de penser.…”

Stakeholders’ roles and responsibilities regarding quality of care

“…The ongoing social and health care integration process is beneficial for both clients and the local social and health care economies, according to Pearson and Chant (2011). Changes and reorganisations will inevitably affect the quality of care (Tepponen, 2009) and create discourses of continuous improvement and quality (Bell, 2007). In this context, the quality of care will require greater emphasis in the future (Antonsson et al , 2012).…”

Impact of Socialized Uncertainty on Group Decision Making

“…We recognized that were was a large body of knowledge about social culture and how those factors impact individual behavior (Bell, 2007;He & Freeman, 2010;Adekola & Sergi, 2007;Bevelander & Page, 2011;Caca, 2010;Chen, Sun, & McQueen, 2010;Cooper, Edgett, & Kleinschmidt, 2009;Fujita, 2002;G. J. Hofstede, 2009;Kirkman, Lowe, & Gibson, 2006;Michailova & Hutchings, 2006;Pheng & Yuquan, 2002;Siakas, Georgiadou, & Balstrup, 2010;Strang, 2012;Vajjhala & Strang, 2014).…”