Seth A. Kessler, Karissa D. Horton, Nell H. Gottlieb and Robin Atwood
The purpose of this study is to describe preceptors' implementation experiences after implementing a workplace learning program in Texas WIC (women, infant, and children) agencies…
Abstract
Purpose
The purpose of this study is to describe preceptors' implementation experiences after implementing a workplace learning program in Texas WIC (women, infant, and children) agencies and identify implementation best practices.
Design/methodology/approach
This research used qualitative description methodology. Data collection consisted of 11 semi‐structured interviews lasting approximately one hour with all preceptors who piloted a workplace learning program in five Texas local agencies to examine barriers, facilitating factors, best practices, and the workplace learning program's impact.
Findings
This research identified several workplace learning implementation best practices, including the importance of planning at multiple organizational levels, candidate selection, flexible implementation design, managerial buy‐in, preceptor knowledge and availability, open communication, and the establishment of clear expectations and timelines.
Originality/value
Examining implementation of a workplace learning program across a multi‐level public health service organization using a multi‐theoretical approach contributes to the existing workplace learning literature. Recommendations regarding implementation best practices are discussed.
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Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely…
Abstract
Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.
This chapter focuses on the care of our “common home,” emphasizes the complexity of the crisis, and suggests the path to overcome it through renewed environmental, economic…
Abstract
This chapter focuses on the care of our “common home,” emphasizes the complexity of the crisis, and suggests the path to overcome it through renewed environmental, economic, anthropological, and social ecology. Starting from the premise of the Encyclical Letter Laudato Sì (Pope Francis, 2015), the chapter discusses the role of leadership models based on virtues and moral constructs to promote a new business culture. Which leadership models and which business models are necessary to guide companies toward the integral development?
After a review of the Encyclical Letter, the chapter traces the theoretical framework of leadership theories connected with the emergence of a sustainability-oriented business model. The empirical analysis explores three cases of exemplary Italian companies which show how entrepreneurs can promote cultural reorientation, can help others to unlearn the bad habits of “turbo-capitalism,” and place value on humanity, relationships, and the love of the place in which they do business.
This chapter contributes to the development of leadership approaches and models incorporating the orientation toward the common good. Accordingly, it highlights the “roots” of entrepreneurial and managerial behavior which appear to inspire a profound rethinking of business conduct. From the business examples analyzed, the chapter shows models that make integral development possible.
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Presents the first chapter in this work with regard to the search for new ideas and better interpretations in the growth and development of new ideas. Investigates the exchange of…
Abstract
Presents the first chapter in this work with regard to the search for new ideas and better interpretations in the growth and development of new ideas. Investigates the exchange of views between thinkers of different points of view. Invites co‐operation between various factions to investigate unification of all known sciences (natural and economic) and to include the arts. Mentions all the great thinkers in these areas and unreservedly discusses their contribution in the school of thought. Proffers that modern technology cannot and should not be slowed down and that for the social economy of human solidarity should be aimed for, to begin a new era for humanity.
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Valerie Monaghan and Stuart Cumella
Support workers have more day‐to‐day contact with people with a learning disability than any other group of staff, but a high proportion are unqualified and untrained, and there…
Abstract
Support workers have more day‐to‐day contact with people with a learning disability than any other group of staff, but a high proportion are unqualified and untrained, and there are problems in recruitment and retention. This paper uses undisclosed participant observation and life history methods to analyse the experiences of a support worker in six agencies that provide community‐based care for people with learning disabilities. It was found that a lack of training is associated with limited awareness of the needs of people with learning disabilities, and contributes to stress among staff. Some support workers manage stress by disengaging from their clients. Person‐centred approaches had limited impact, and even agencies committed to person‐centred planning can be reluctant to implement it with clients with severely impaired communication. The greatest commitment to staff induction and training and person‐centred approaches was found in small organisations managed by families. It is possible that large residential care providers are more likely than small agencies to have extended lines of management and standardised procedures, and further research is needed to assess whether these factors are associated with disempowerment of staff and clients.