ABSTRACT
Across Europe and the world, countries are attempting to develop their health and social policies and practices to address the global challenge of increasing demand and pressurized supply, created by ageing populations, emerging technologies and finite resources (financial and human).
This text provides examples of attempts to develop HRD practices in health and social care contexts within France, Ireland, The Netherlands, Romania, Russia, the UK and the USA. Thus, the book is European and international in both scope and appeal.
TABLE OF CONTENTS
part I|133 pages
HRD and organizational issues
chapter 3|40 pages
Transitioning to a strategically aligned HRD function
The case of a health services organization
part II|102 pages
Management development
chapter 8|26 pages
Developing effective managers and leaders within health and social care contexts
An evidence-based approach
chapter 9|24 pages
Management development in healthcare
Exploring the experiences of clinical nurse managers in Ireland
part III|76 pages
HRD and workplace learning
chapter 10|14 pages
Tailoring learning programmes to everyday employee learning
Customisation strategies of HRD practitioners in healthcare
chapter 11|19 pages
What and how do nurses learn on the job?
Similarities and differences among nurses in on-the-job learning
part IV|94 pages
Evaluating learning
chapter 17|21 pages
Making an impact through integrating learning methodologies
A large-scale, collaborative, systems-based learning network in the British National Health Service
part V|11 pages
Conclusions and challenges
