ORCID Profile
0000-0002-1774-0780
Current Organisation
University of Tasmania
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Publisher: CSIRO Publishing
Date: 2013
DOI: 10.1071/AH12142
Abstract: The Tasmanian Department of Health and Human Services management and leadership development program consists of a foundation program for frontline and aspiring managers, with additional program streams for graduate trainees, senior nurses and allied health professionals, clinical leaders and senior executive management teams. An academic pathway has also been developed in partnership with the University of Tasmania. Some elements of the management and leadership program were developed with a great deal of specificity and structure, while others have been left free to respond to expressed need as it arises. This case study describes the development and delivery, challenges and achievements of the program, focusing on the more structured elements: the foundation, graduate trainee and academic streams. In particular, it illustrates the strengths and weakness of a program that depends upon the goodwill and commitment of organisational partners and middle and senior managers, during a time of fiscal constraint. This article will be of interest to other jurisdictions and sectors seeking to strengthen staff management and leadership skills.
Publisher: Informa UK Limited
Date: 14-12-2016
Publisher: Emerald
Date: 11-05-2018
Abstract: Leadership, and leadership development, in health and human services is essential. This review aims to draw conclusions from practice within the Australian context. This review is an overview of health leadership development in Australia, with a particular focus on the implementation of the national health leadership framework, Health LEADS Australia (HLA). Since its inception, the HLA has influenced the development of health leadership frameworks across the Australian states and territories. Both the National Health Leadership Collaboration and in iduals with “boundary-spanning” roles across state government and the university sector have contributed to the development of collaborative online communities of practice and professional networks. Innovation has also been evident as the HLA has been incorporated into existing academic curricula and new professional development offerings. Ideas associated with distributed leadership, integral to the HLA, underpin both sets of actions. The concept of a national health leadership framework has been implemented in different ways across jurisdictions. The range of alternative strategies (both collaborative and innovative) undertaken by Australian practitioners provide lessons for practice elsewhere. This article adds to the body of knowledge associated with policy implementation and provides practical recommendations for the development and promotion of health leadership development programmes.
Publisher: CSIRO Publishing
Date: 2007
DOI: 10.1071/AH070411
Abstract: Public hospitals deliver a broad range of specialist treatments to patients, with public demand for hospital services almost always outstripping supply. Health department and hospital managers prioritise requests for additional resources, such as medical staffing, across the full spectrum of services delivered. Without a clear and equitable basis of workload comparison across medical specialties, this decision-making process can be controversial and internally isive. This paper outlines the development of a metric to guide the allocation of hospital medical staff. It suggests that a valid comparison of workload can be gained from the consideration of the number of inpatients (weighted for case complexity) and the number of outpatient presentations, as seen by each full-time hospital medical practitioner per annum. While this supports a ?common sense? understanding of hospital medical activity, it also reflects limitations in the quality and quantity of data available. The replication and testing of this methodology in other jurisdictions is encouraged.
Publisher: CSIRO Publishing
Date: 2017
DOI: 10.1071/AH16279
Abstract: Objective The aim of the present study was to understand the factors motivating health and human services professionals in the workplace, thus adding to the body of knowledge associated with employee motivation. Methods Brainstorming research was performed on frontline and emerging managers in Tasmanian public sector organisations. Coding categories were inductively developed from the data, then deductively analysed using Herzberg’s two-factor model. Results Communication was the most significant factor affecting staff motivation. When described as ‘good’, it was open, honest, appropriate and timely. Emotional factors, including a sense of being respected and valued, were also highly regarded. Material resources, such as budgets, staffing and physical amenities, were the third most cited factor affecting workforce motivation. Conclusions Contrary to most previous research, the present study found that some factors – like communication or resources – could be a source of satisfaction and dissatisfaction, depending on whether they supported the in idual and the team. The research method chosen in the present study differed from most using the two-factor model in that it did not use closed survey questions. The breadth of these results reflects the ability to provide a more nuanced response. What is known about the topic? Professionals working in health and human services have a high degree of authority and autonomy. Increasing staff motivation has the potential to positively influence organisational and in idual outcomes. What does this paper add? This paper provides greater insight into factors increasing staff motivation. It also suggests methodological improvements for studies using the two-factor model. What are the implications for practitioners? The insights into staff motivation may be used by employers to improve outcomes and increase workforce satisfaction.
Publisher: AOSIS
Date: 20-03-2013
Abstract: Orientation: Measuring the target outcomes of leadership development programmes provides evidence for the effectiveness of these interventions and the validity of their theoretical underpinnings.Research purpose: The aim of this study was to determine whether staff from the Tasmanian Department of Health and Human Services (Australia) experienced increased levels of self-efficacy, social support within the workplace and positive affect, following participation in a leadership development programme.Research design, approach and method: Quantitative and qualitative methods were used, allowing for triangulation of results. The General Self-Efficacy Scale and the Berlin Social-Support Scale (perceived available support, instrumental) were applied in an online survey administered before and nine months following the programme. Participant satisfaction surveys captured immediate responses and semi-structured interviews captured longer-term reflections.Main findings: Descriptive statistics indicated a moderate overall increase in self-efficacy, with strong increases in resilience, dealing with opposition, resourcefulness and problem solving. There was some evidence of greater overall social support and a strong increase in the development of social support networks. There was no support for an increase in participants’ positive orientation towards their jobs in the quantitative data. The impact of adverse environmental factors on participants’ perceptions also became evident through the interviews.Practical implications: Leadership development programmes that strengthen positive psychological resources provide participants with confidence and resilience in times of change. Organisations benefit from increased levels of employee self-efficacy as engagement and problem-solving abilities are enhanced.Contribution/value-add: These results contribute to the body of knowledge associated with effective leadership development.
Publisher: Wiley
Date: 07-12-2016
Start Date: 2016
End Date: 2016
Funder: Tasmanian Community Fund
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