Dea Robinson, Pallvi Arora, Anastasia Kulichyova and Cecilia Vaughn-Guy
The purpose of the paper is to examine how perceived organizational support (POS) for physicians is situated within different hospital physician relationship (HPR) employment…
Abstract
Purpose
The purpose of the paper is to examine how perceived organizational support (POS) for physicians is situated within different hospital physician relationship (HPR) employment structures and to explore human resource development (HRD) implications within these relationships.
Design/methodology/approach
This paper focuses on research in the western context using an integrated literature review methodology, which includes employed (“Employed”), affiliated (“Affiliated”) and Locum tenens physicians [“Locum(s)]” who work in hospitals.
Findings
POS constructs, under the broader purview of organizational support theory (OST), provided evidence for hospital leadership to find intentional ways to support their hospitals physicians within all HPR models. Our review also revealed the strategies adopted by hospitals to align and influence physician practice behaviors, which were researched using economic and/or noneconomic constructs. The findings indicated stronger or isolated alignment with hospitals where the physicians practiced.
Research limitations/implications
The paper focuses on Employed, Affiliated and Locums HPRs in western healthcare contexts. When available, distinctions are made with respect to the US or Europe. Limitations to our review include (a) limited research within healthcare contexts on organizational support, and (b) limited literature about Affiliated and Locums hospital physician populations in the US and Europe written in English.
Practical implications
Though hospital physicians are integral to patient care and economic efficiencies in hospitals, not much is known about how hospital physicians perceive organizational support within different HPRs, and what construct contributions are made to hospital system performance. Accordingly, this study contributes to the HRD literature in the healthcare context starting with confirming HPRs from a POS perspective and extending findings to theories of employee alignment that can contribute to organizational performance. The findings of this study serve HRD theory and practice. Theorists may use this to pursue HPR-related inquiries to explore HRD’s influence in creating hospital policies and culture that make physicians feel supported and satisfies the hospital’s financial and patient care-related goals. Practitioners may use the findings of this article to inform quality improvement and organization development efforts.
Social implications
Hospital physicians are an integral workforce that provides critical patient care across the world. Understanding how organizations can support physicians has a ripple effect from hospitals to communities at large.
Originality/value
This review contributes toward the development of a conceptual model of organizational support for HRD that can help physicians and their hospital employees within different HPRs to reach mutual goals of support, understanding, integration (clinical, economic and noneconomic) and physician alignment evidenced by improved patient care and organizational performance.
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Francesca Speed and Anastasia Kulichyova
The purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.
Abstract
Purpose
The purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.
Design/methodology/approach
The authors draw on a single case study design of UK charitable organisation, the Council for At-Risk Academics, to consider the global talent management of academics in exile.
Findings
This paper finds that specialised intermediaries can facilitate access to and the successful performance (individual and organisational) of refugee talent. Findings reveal a major shift in talent recruitment processes that are required in order for refugees to take up international work opportunities and highlight the importance of viewing individual potential, organisational support and opportunity access as a precursor for talent development and impact.
Practical implications
This paper shows that profession-specific intermediary support that fosters cross-sector partnerships, better addresses the talent development and workforce integration challenges of refugees.
Originality/value
Application of a multi-level relational framework shows the reasons for, and reality of forced displacement for academics in exile. Focusing on the academic sector demonstrates the importance of protecting both individuals and values at the heart of professions subject to persecution during war and unrest. In highlighting how refugee talent intermediaries can support individuals to breach the canvas ceiling and facilitate the global mobility of refugee talent, a contribution is made to existing debates in diversity, global talent management and migration studies.
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Anastasia Kulichyova, Sandra Moffett, Judith Woods and Martin McCracken
Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to…
Abstract
Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to facilitate more creative behaviours, in the international hospitality industry.
Approach: We focus on TM and HRD research exploring how these lenses are conceptually positioned given our current knowledge on creativity. We draw on the system-based approach to creativity and reconceptualise the creativity components by levels of flexibility/plasticity and outline how such approaches can help creative practice development.
Findings: We rationalise the existing conceptual approaches to creativity and propose a simplified model considering the developmental aspects of creativity. First, we theorise the TM/HRD strategies, such as training and development via learning, as a mechanism to connect TM/HRD to creativity in the organisational setting. We inform the current literature on whether and how creative processes emerge at work and affect creative flow in the bottom-top and top-bottom directions. Second, we advance the development of creativity theory by reconceptualising the established creativity components by degrees of flexibility/plasticity. Such re-conceptualisation allows for more nuanced examinations of organisational stimuli (i.e. training and development) on developmental conceptions of creativity.
Originality: This is the first piece of work that has investigated the fit between TM/HRD and creativity research. Our conceptual model illustrates that creativity can be promoted and developed at work by incorporating developmental initiatives such as TM/HRD.