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dc.contributor.authorGrugulis, C. Irena*
dc.contributor.authorBevitt, S.*
dc.date.accessioned2009-01-23T12:07:35Z
dc.date.available2009-01-23T12:07:35Z
dc.date.issued2002
dc.identifier.citationGrugulis, C.I. and Bevitt, S. (2002) The impact of Investors in People on employees: a case study of a hospital trust. Human Resource Management Journal. Vol. 12, No. 3, pp. 44-60.en
dc.identifier.urihttp://hdl.handle.net/10454/2249
dc.description.abstractThis article reports on case study research conducted in a hospital Trust and explores the impact that the Investors in People award had on employees. Investors in People is widely seen as the principal mechanism for increasing workforce skills within a voluntarist system as well as supporting `good¿ employment policies. Yet in this case study, as elsewhere, most of the `soft¿ human resource initiatives had existed prior to accreditation and the internal marketing of corporate value statements was met with both amnesia and cynicism. More worryingly, training activity was focused on business need, and business need was defined in the narrowest sense, with the result that some employees had fewer opportunities for individual development. Motivation and commitment levels were high, staff were enthusiastic about their work and many actively engaged in training and development. But this owed little to Investors in People and its impact here raises questions about its influence on skill levels more broadly.en
dc.language.isoenen
dc.relation.isreferencedbyhttp://www3.interscience.wiley.com/journal/118497221/homeen
dc.rights© 2002 Wiley. Reproduced in accordance with the publisher's self-archiving policyen
dc.subjectNHSen
dc.subjectHospital Trusten
dc.subjectInvestors in Peopleen
dc.subjectEmployment policiesen
dc.subjectNational Health Serviceen
dc.subjectWorkforce skillsen
dc.titleThe impact of Investors in People on employees: a case study of a hospital trusten
dc.status.refereedYesen
dc.typeArticleen
dc.type.versionfinal draft paperen
refterms.dateFOA2018-07-18T13:26:40Z


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