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Equality, Diversity and Inclusion: An International Journal, vol. 29 no. 5
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 9 November 2012

335

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International Journal of Manpower, vol. 33 no. 8
Type: Research Article
ISSN: 0143-7720

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Book part
Publication date: 20 June 2017

David Shinar

Free Access. Free Access

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Traffic Safety and Human Behavior
Type: Book
ISBN: 978-1-78635-222-4

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Book part
Publication date: 26 October 2021

Geoff Hayward, Eugenia Katartzi, Hubert Ertl and Michael Hoelscher

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Degrees of Success
Type: Book
ISBN: 978-1-80043-192-8

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Book part
Publication date: 5 July 2017

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Insights and Research on the Study of Gender and Intersectionality in International Airline Cultures
Type: Book
ISBN: 978-1-78714-546-7

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Book part
Publication date: 6 February 2007

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Strategic Thinking and Entrepreneurial Action in the Health Care Industry
Type: Book
ISBN: 978-1-84950-427-0

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Book part
Publication date: 9 September 2020

Robyn S. Lacy

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Burial and Death in Colonial North America
Type: Book
ISBN: 978-1-78973-043-2

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Book part
Publication date: 19 December 2016

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Strategic Marketing Management in Asia
Type: Book
ISBN: 978-1-78635-745-8

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Book part
Publication date: 7 June 2010

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-126-9

Available. Open Access. Open Access
Article
Publication date: 3 September 2024

Peter Nilsson and Maria Gustavsson

Staff shortages in the healthcare sector increase the competition for qualified staff. A magnet hospital is intended to attract, and retain healthcare professionals. This article…

421

Abstract

Purpose

Staff shortages in the healthcare sector increase the competition for qualified staff. A magnet hospital is intended to attract, and retain healthcare professionals. This article aims to investigate the challenges related to implementation of a magnet hospital model, and given these challenges, to analyse the interplay between different organisational levels in a Swedish hospital.

Design/methodology/approach

The data collection followed the implementation of a magnet hospital model and consisted of 14 meeting observations, 31 interviews and 13 document analyses.

Findings

The model implementation was driven by a top-down approach, with accompanying bottom-up activities, involving healthcare professionals, to ensure adaption to the hospital’s conditions at different organisational levels. The findings revealed that the model was more appealing to top management, seeking a standardised solution to attract and retain nurses. Clinic managers preferred tailor-made solutions for managing their employee resourcing challenges. Difficulties in translating and contextualising the model to the hospital’s conditions created challenges at every organisational level. Some were contained within a level while others spread to the organisational level below and turned into something else.

Originality/value

Apart from unique empirical material depicting the implementation of a magnet hospital model as an effort to attract and retain healthcare professionals, the value of this study lies in the attention given to the challenges that arise when responsibility for implementing a management model is shifted from top management to change agents tasked with facilitating and executing the organisational change.

Details

Journal of Health Organization and Management, vol. 38 no. 9
Type: Research Article
ISSN: 1477-7266

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