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Does training managers enhance the effects of implementing team-working? A longitudinal, mixed methods field study
| Content Provider | Semantic Scholar |
|---|---|
| Author | Nielsen, Karina Randall, Raymond Christensen, Karl Bang |
| Copyright Year | 2010 |
| Abstract | The introduction of team-working often has positive effects on team members but places significant new demands on managers. Unfortunately, little research has examined whether the impact of the intervention may be enhanced by providing managers with training during the change process. To test this possibility we carried out a longitudinal intervention study (with a ‘no training’ comparison group) in a part of the Danish elderly care sector that was implementing teamwork. Kirkpatrick’s (1998) training evaluation model was used to examine the effects of training team managers in issues such as teamwork, transformational leadership and change management on the outcomes of team implementation. We used a combination of quantitative and qualitative research methods to isolate the impact of manager training on the success of the teamwork intervention. The results identified some significant, but modest, incremental positive effects that could be attributed to the manager training. The results also showed that si... |
| Starting Page | 1719 |
| Ending Page | 1741 |
| Page Count | 23 |
| File Format | PDF HTM / HTML |
| DOI | 10.1177/0018726710365004 |
| Volume Number | 63 |
| Alternate Webpage(s) | https://dspace.lboro.ac.uk/dspace-jspui/bitstream/2134/15230/4/NielsenetalHR2010.pdf |
| Alternate Webpage(s) | https://doi.org/10.1177/0018726710365004 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
