Ajay M. Pangarkar and Teresa Kirkwood
The purpose of this paper is to address the increasing need to move past the traditional measurement, evaluation methodologies and truly connect the value of learning and…
Abstract
Purpose
The purpose of this paper is to address the increasing need to move past the traditional measurement, evaluation methodologies and truly connect the value of learning and performance to organizational objectives and strategy.
Design/methodology/approach
Though anecdotal research, several industry conference presentations on the topic, and discussions with senior management groups it is highly evident that there is a need for both an organization's learning group and senior management to communicate. Add to the fact that the Balanced Scorecard is becoming the tool of choice for many organizations to translate their mission into tactical outcomes, the learning and growth component is one of the weakest developed areas of this important tool but, according to the creators of BSC, it is the most significant part of the BSC enabling the other components.
Findings
The need for organizations to compete is increasing exponentially. Organizational leaders are quickly realizing that their organizations can no longer compete based on past success factors such as assets, products, or pricing in a knowledge‐based economy. The senior management groups understand that more than equipment, their success lies in the knowledge of their employees to compete. New ideas, innovation, and technology are significantly contributing to the knowledge need.
Practical implications
From this paper, readers, specifically those responsible for training, learning, and human resources along with senior managers, will be able to communicate and begin to connect their learning strategies to the organization's mission and strategic planning process.
Originality/value
Kaplan and Norton stress the need for management to be attentive to the “Learning and growth” component of the BSC and not disregard or minimize its importance to the other perspectives. To date, how to integrate and develop the learning and growth component was not addressed in any depth.
Details
Keywords
Ann-Marie Bright, Agnes Higgins and Annmarie Grealish
There has been a move towards the implementation of digital/e-health interventions for some time. Digital/e-health interventions have demonstrable efficacy in increasing…
Abstract
Purpose
There has been a move towards the implementation of digital/e-health interventions for some time. Digital/e-health interventions have demonstrable efficacy in increasing individual empowerment, providing timely access to psychological interventions for those experiencing mental ill-health and improving outcomes for those using them. This study aims to determine the efficacy of digital/e-health interventions for individuals detained in prison who experience mental ill-health.
Design/methodology/approach
A systematic search of five academic databases – CINAHL, ASSIA, PsycINFO, Embase and Medline – was completed in December 2020 and updated in February 2022. The review was guided by the Whittemore and Knafl (2005) framework for integrative reviews. A total of 6,255 studies were returned and screened by title and abstract. A full-text screening of nine (n = 9) studies was conducted.
Findings
No study met the inclusion criteria for the clinical efficacy of digital/e-health interventions in a prison setting. Subsequently, a review of the literature that made it to the full-text review stage was conducted, and gaps in the literature were identified to inform policy, practice and future research.
Originality/value
To the best of the authors’ knowledge, this is the first integrative review conducted on the efficacy of digital/e-health interventions for mental ill-health in prison settings.