Towards evidence-based HRD practice

Understanding Human Resource Development: A Research-Based Approach

Volumn , Issue , 2003, Pages 93-121

  Hamlin, Bob ^a  

^a UNIVERSITY OF WOLVERHAMPTON   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 85025319879     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4324/9780203361191-12     Document Type: Chapter

References (106)

1. Alexander, L. (1991) ‘Strategy implementation: nature of the problem’, in D. Hussey (ed.) International Review of Strategic Management, Chichester: Wiley.
2. Alimo-Metcalfe, B. and Alban-Metcalfe, R. (2000) ‘Heaven can wait’, Health Service Journal, 12 October, pp. 26-9.
3. Alimo-Metcalfe, B. and Alban-Metcalfe, R. (2001) ‘The development of a new Transformational Leadership Questionnaire’, Journal of Occupational and Organisational Psychology, 74(1): 1-23.
4. Altman, D.G. (1994) ‘The scandal of poor medical research’, British Medical Journal, 308: 283-4.
5. Axelsson, R. (1998) ‘Towards an evidence based health care management’, International Journal of Health Planning and Management, 13(4): 307-17.
6. Bate, S.P. (1996) ‘Towards a strategic framework for changing corporate culture’, Strategic Change Journal, 5: 27-42.
7. Bates, I. (1995) ‘The Competence Movement and the National Qualification Framework: the widening parameters of research’, British Journal of Education and Work, 8(2): 5-13.
8. Barnham, K., Fraser, J. and Heath, L. (1988) Management for the Future, Ashridge Management College/The Foundation for Management Development.
9. Beckhard, R. and Pritchard, W. (1992) Changing the Essence: the Art of Creating and Leading Fundamental Change in Organisations, San Francisco: Jossey-Bass Publishers.
10. Bennett, J.K. and O’Brien, M.J. (1994) ‘The 12 building blocks of the Learning Organisation’, Training, 31: 41-8.
11. Boonstra, J. and Vink, M. (1996) ‘Technological and organizational innovation: a dilemma of fundamental change and participation’, The European Journal of Work and Organisational Psychology, 5(3).
12. Brooks, I. and Bate, P. (1994) ‘The problem of effecting change within the British Civil Service: a cultural perspective’, British Journal of Management, 5: 177-90.
13. Bruce, R. and Wyman, S. (1998) Changing Organisations: Practising Action Training and Research, Thousand Oaks, CA: Sage.
14. Burgoyne, J. (1990) ‘Doubts about competency’, in M. Devine (ed.) The Photo Fit Manager, London: Unwin.
15. Bury, T. and Mead, J. (1998) Evidence-Based Healthcare: a Practical Guide for Therapists, Oxford: Butterworth-Heinemann.
16. Cochrane, A.L. (1972) Effectiveness and Efficiency: Random Reflections on Health Services, London: Nuffield Trust.
17. Coopers and Lybrand Associates (1985) A Challenge to Complacency: Changing Attitudes to Training. A Report to the Manpower Services Commission and the National Economic Development Office. Sheffield Manpower Services Commission.
18. Coulson-Thomas, C. (1996) ‘Business Process Re-Engineering and Strategic Change’, Strategic Management Journal, 5(3): 165-78.
19. Davies, G. (1996) ‘Research methods and HRD’, in J. Stewart and J. McGoldrick (eds) Human Resource Development: Perspectives, Strategies and Practice, London: Pitman Publishing, pp. 280-302.
20. de Meuse, K., Vanderheiden, P. and Bergamann, T. (1994) ‘Announcing layoffs: their effect on corporate financial performance’, Human Resource Management, 33(4).
21. Denton, J. (1998) Organizational Learning and Effectiveness, London: Routledge.
22. Devine, M. and Hirsh, W. (1998) ‘Mergers and Acquisitions: getting the people bit right’, Roffey Park Research Report, Roffey Park.
23. Easterby-Smith, M. and Araujo, L. (1999) Organizational learning: current debates and opportunities’, in Mark Easterby-Smith, John Burgoyne and Luis Araujo (eds) Organizational Learning and the Learning Organization, London: Sage Publications, pp. 1-21.
24. Gamblin, C. (1997) ‘Why the paradigm shift approach rarely works: in search of the magic bullet’, Organisation and People - The Quarterly Journal of AMED, 4(4): 97-108.
25. Gray, J.A.M. (1997) Evidence-Based Healthcare: How to Make Health Policy and Management Decisions, Edinburgh: Churchill Livingstone.
26. Grundy, T. (1997) ‘Human resource management: a strategic approach’, Long Range Planning, 30(4): 507-17.
27. Ham, C., Hunter, D.J. and Robinson, R. (1995) ‘Evidence-based policy making’, British Medical Journal, 310: 71-2.
28. Hamel, C. and Prahalad, C. (1994) Competing for the Future, Boston, MA: Harvard Business Press.
29. Hamlin, R.G. (1990) ‘The criteria of managerial effectiveness within secondary schools’, Collected Original Resources in Education, 12(1).
30. Hamlin, R.G. (2001a) ‘A review and synthesis of context and practice’, in B. Hamlin, J. Keep and K. Ash (eds), pp. 13-38.
31. Hamlin, R.G. (2001b) ‘Towards Research Informed Organisational Change and Development’, in B. Hamlin, J. Keep and K. Ash (eds), pp. 283-96.
32. Hamlin, R.G. and Ash, K. (2000) ‘Towards evidence-based organizational change and development’, paper presented at the NHS-P Research into Practice Conference. Birmingham, England, 13 January.
33. Hamlin, R.G. and Davies, G. (1996) ‘The trainer as change agent: issues for practice’, in J. Stewart and J. McGoldrick (eds) Human Resource Development: Perspectives, Strategies and Practice, London: Pitman Publishing, pp. 199-219.
34. Hamlin, R.G. and Davies, G. (2001) ‘Managers, trainers and developers as change agents’, in B. Hamlin, J. Keep and K. Ash (eds), pp. 39-60.
35. Hamlin, R.G., Keep, J. and Ash, K. (eds) (2001) Organisational Change and Development: a Reflective Guide for Managers, Trainers and Developers, London: Financial Times/Pitman Publishing.
36. Hamlin, R.G. and Reidy, M. (1996) ‘Effecting changes in the management culture of an executive unit of HM Customs and Excise through visionary leadership and strategically led research-based OD interventions’, paper presented at the 1996 Annual Conference on the Strategic Direction of HRM, Nottingham Trent University.
37. Hamlin, R.G. and Reidy, M. (1997) ‘Effecting change in management culture’, Strategic Change Journal, special edition, December: 435-50.
38. Hamlin, R.G., Reidy, M. and Priddey, L. (1998) ‘Evidence and research-based HRD practice through HRD professional partnerships’, paper presented at the 27th International Federation of Training and Development Organisations (IFTDO) World Conference-Revitalising HRD for the New Millennium, Dublin, Ireland.
39. Hamlin, R.G., Reidy, M. and Stewart, J. (1997) ‘Changing the management culture in one part of the British Civil Service through visionary leadership and strategically led research-based OD interventions’, Journal of Applied Management Studies, 6(2): 233-51.
40. Hamlin, R.G., Reidy, M. and Stewart, J. (1998) ‘Bridging the HRD research-practice gap through professional partnerships’, Human Resource Development International Journal, 1(3): 273-90.
41. Hamlin, R.G., Reidy, M. and Stewart, J. (1999) ‘Effecting management culture change through research-based management development: a British case study’, Management Development Forum (Empire State College, State University of New York) 2(1): 21-47.
42. Hamlin, R.G. and Stewart, J. (1990) ‘Approaches to management development in the UK’, Leadership and Organisation Development Journal, 11(5): 27-32.
43. Hamlin, R.G. and Stewart, J. (1998) ‘In support of evidence-based human resource development practice’, Lancaster-Leeds Collaborative Conference: Emergent Fields in Management -Connecting Learning and Critique, Leeds University.
44. Hammer, M. and Champney, J. (1993) Re-Engineering the Corporation: a Manifesto for Business Revolution, London: Nicholas Brealey.
45. Hammer, M. and Stanton, S. (1995) The Re-Engineering Revolution: a Handbook, New York: HarperCollins.
46. Harrison, R. (1997) Employee Development, London Institute of Personnel and Development.
47. Herriot, P. (1998) Trust and Transition: Managing the Employment Relationship, Chichester: John Wiley.
48. Holland, N. and Aitken, A. (1999) ‘HR, Line and IS as business partners in ITrelated change: will you, won’t you, join the dance’, AMED News, April/May: 10.
49. Howard, C. (1996) ‘The stress on managers caused by downsizing’, The Globe and Mail, 30 January.
50. Hussey, D. (1996) Business Driven Human Resource Management, Chichester: John Wiley.
51. Hussey, D. (1997) ‘Strategic management past experiences and future directions: Part 1 - Why do so many organizations suffer strategic failure despite their processes of strategic management?' Strategic Change Journal, 6(5): 261-71.
52. Industrial Relations Service (1997) ‘Cultural change’, IRS Management Review, 11(4).
53. Jacobs, R. (1989) Assessing Management Competences. Report of a Survey of Current Arrangements in the UK for the Assessment of Management Competences, Berkhamstead: Ashridge Management Research Group, April.
54. Jacobs, R.L. (1997) ‘HRD partnerships for integrating HRD research and practice’, in R. Swanson and E. Holton III (eds) Human Resource Development Research Handbook: Linking Research and Practice, San Francisco: Berret-Koehler, pp. 47-61.
55. Jacobs, R. and Vyakarnam, S. (1994) ‘The need for a more strategically led researchbased approach in management development’, BPS Occupational Psychology Conference, Birmingham, UK.
56. Kearney, P. (1994) ‘Business process re-engineering’, Training and Development, March: 14-17.
57. Kilman, R.H. (1989) Managing Beyond the Quick Fix, San Francisco: Jossey Bass.
58. Kitson, A., Harvey, G. and McCormack, B. (1998) ‘Enabling the implementation of evidence-based practice: a conceptual framework’, Quality in Health Care, 7: 149-58.
59. Kotter, J. (1982) ‘What effective general managers really do’, Harvard Business Review, November/December.
60. Kotter, J. (1996) ‘Leading change: why transformation efforts fail’, in J. Champy and N. Nohria (eds) Fast Forward: The Best Ideas on Managing Business Change, Boston, MA: Harvard Business Press.
61. Mabey, C. and Salaman, G. (1995) Strategic Human Resource Management, Oxford: Blackwell Business.
62. Marks, M.L. (1994) From Turmoil to Triumph: New Life After Mergers, Acquisitions and Downsizing, New York: Lexington.
63. Marsick, V. and Watkins, K. (1994) ‘The learning organization: an integrative vision of HRD’, Human Resource Development Quarterly, 5(4): 353-60.
64. McLagan, P. (1989) Models for HRD Practice, Alexandria, VA: American Society for Training and Development.
65. McMaster University, Evidence-Based Medicine Working Group (1992) ‘Evidencebased medicine: a new approach to teaching the practice of medicine’, JAMA, 268: 2420-5.
66. Mintzberg, H. (1975) ‘The manager’s job: folklore and fact’, Harvard Business Review, July/August.
67. Mumford, A. (1997) Management Development: Strategies for Action, London: Institute of Personnel and Development.
68. Nelson, T. and Coxhead, H. (1997) ‘Increasing the probability of re-engineering culture change success through effective internal communication’, Strategic Change Journal, 6(1): 29-48.
69. Phillips, K. and Shaw, P. (1989) A Consultancy Approach for Trainers, Aldershot: Gower.
70. Popay, J. and Williams, G. (1998) ‘Qualitative research and evidence-based healthcare’, Journal of the Royal Society of Medicine, 91(35): 32-7.
71. Quirke, B. (1995) Communicating Change, Maidenhead: McGraw-Hill.
72. Rothwell, W.J. and Kasanas, H.C. (1989a) ‘Strategic Human Resource Development’, Englewood Cliffs, NJ: Prentice Hall.
73. Rothwell, W.J. and Kasanas, H.C. (1989b) Human Resource Development: a Strategic Approach, revised edition, Amherst, MA: HRD Press.
74. Royal Society Of Arts (1995) The Role of Business in a Changing World, London: RSA.
75. Russ-Eft, D. et al. (1996) ‘Updating the meaning of leadership: a grass roots model for the new workplace’, in Zenger Miller, M2021 V.1.1 (7/96), Zenger Miller, Inc.
76. Russ-Eft, D., Preskill, H. and Sleezer, C. (1997) ‘Human Resource Development Review: Research and Implications’, Thousand Oaks, CA: Sage.
77. Sackett, D.L. (1997) ‘Evidence-based medicine’, Semin Perinatol, 21(1): 3-5.
78. Sackett, D.L., Rosenberg, W.N.G., Gray, J.A.M., Haynes, R.B. and Richardson, W.S. (1996) Evidence-based medicine: what it is and what it isn’t’, British Medical Journal, 312: 71-2.
79. Sang, B. (2000) ‘Co-operative research-working with users’, paper presented at the NHS-P Research into Practice Conference, 13 January 2000, Birmingham, UK.
80. Schaffer, R. and Thomson, H. (1992) ‘Successful change programs begin with results’, Harvard Business Review, 70(1): 80-89.
81. Simon, R.-J. and Streumer, J. (2001) ‘Position statement on HRD’, Second International Conference on HRD Research and Practice across Europe: 2001 University of Twente, The Netherlands.
82. Skilling, D. (1996) ‘Beyond the quick fix: how to manage more effectively in the heart of change’, Industrial and Commercial Training, 28(4): 3-7.
83. Spurgeon, P. and Flanagan. H. (1997) Public Sector Managerial Effectiveness: Theory and Practice in the NHS, Buckingham: Open University.
84. Stetler, C., Brunell, M., Giuliano, K., Morsi, D., Prince, L. and Newell-Stokes, V. (1998) ‘Evidence-based practice and the role of nursing leadership’, Journal of Nursing Administration, 28(7/8): 45-53.
85. Stewart, J. (1993 and 1996) Managing Change through Training and Development, first and second edns, London: Kogan Page.
86. Stewart, J. and Hamlin, R.G. (1990) ‘The management of change: what contribution can training make?' Training and Development, August: 11-13.
87. Stewart, J. and Hamlin, R.G. (1992) ‘Competence-based qualifications: the case against change’, Journal of European Industrial Training, 16(7).
88. Stewart, J. and Hamlin, R.G. (1993) ‘Competence-based qualifications: a way forward’, Journal of European Industrial Training, 17(6).
89. Stewart, J. and Sambrook, S. (1995) ‘The role of functional analysis in national vocational qualifications: a critical appraisal’, British Journal of Education and Work, 8(2): 93-106.
90. Stewart, R. (1982) Choices for the Manager, Maidenhead: McGraw-Hill.
91. Stewart, R. (1998) ‘More art than science?' Health Service Journal, 26 March, pp. 28-9.
92. Swanson, R.A. (1995) ‘Performance is the key’, Human Resource Development Quarterly, 6(2): 207-13.
93. Swanson, R. (1997) ‘HRD research: don’t go to work without it’, in R. Swanson, R. and E. Holton III (eds) Human Resource Development Research Handbook: Linking Research and Practice, San Francisco: Berrett-Koehler, 3-20.
94. Tanner, C.A. (1999) ‘Evidence-based practice: research and critical thinking’, Journal of Nursing Education, 38(3): 99.
95. Tate, W. (1995) Developing Managerial Competence: A Critical Guide to Methods and Materials, Aldershot: Gower.
96. Thomson, R. and Mabey, C. (1994) Developing Human Resources, London: Butterworth-Heinemann.
97. Thornhill, A., Lewis, P., Millmore, M. and Saunders, M. (2000) Managing Change: A Human Resource Strategy Approach, Harlow: Financial Times/Prentice Hall.
98. University Forum for HRD (1995) Emerging concept of HRD - a position statement, London: UFHRD.
99. Walton, J. (1999) Strategic Human Resource Development, Harlow: Financial Times Prentice Hall.
100. Warrick, D. (1995) ‘Best practices occur when leaders lead, champion change and adopt a sound change process’, Organisation Development Journal, 13(4): 91-102.
101. West, M. and Patterson, M. (1998) ‘Profitable personnel’, People Management January 1998, Institute of Personnel and Development, pp. 28-31.
102. Wilkinson, A., Allen, S. and Snape, E. (1993) ‘Quality and the manager’, Institute of Management Report, London: Institute of Management.
103. Wilson, J. (1999) Human Resource Development, London: Kogan Page.
104. Woodall, J. and Winstanley, D. (1998) Management Development: Strategy and Practice, Oxford: Blackwell.
105. Worrall, L. and Cooper, G. (1997, 1998, 1999, 2000) The Quality of Working Life: 1997, 1998, 1999, 2000 Surveys of Managers’ Changing Experiences, London: Institute of Management.
106. Wyatt and Co. (1994) Best Practices in Corporate Re-structuring, Toronto, Ontario.