Manchester Health and Wellbeing Board Workplace Health Assessment
This report was published in June 2017 after Manchester Health and Wellbeing Board (HWBB) made work and health a strategic priority, and set a goal that member organisations should be exemplar employing organisations in relation to workplace health. This triggered a request to “take a transparent look” at how organisations across
Manchester were performing in this area.
Manchester Health and Wellbeing Assessment (a product of HWB Inspiration)
Aspire and PACE were commissioned by Manchester Health and Wellbeing Board (HWBB) to take a transparent look at health and wellbeing in the workplace across the health and care system in Manchester. The commissioned work spanned 12 months. This report outlines the findings and recommendations.
Evaluation Case Study – Manchester Health and Wellbeing Assessment
Aspire and PACE’s Health and Wellbeing Baseline Assessment (HWBBA) project began in May 2016 and concluded July 2017 with the production of several outputs. This report takes a look at what we achieved and evaluates HWBBA’s uses, successes, and areas for improvement.
Six Dimensions to Partnership Working – Manchester Health and Wellbeing Assessment
Here, Aspire and PACE take a retrospective look at the Health and Wellbeing Baseline Assessment (HWBAA). We reflect on our approach, learning, partnership working, and impact for our commissioners.
Manchester Health and Wellbeing Assessment – Case Studies Compendium
Here, Aspire and PACE present a summary of the case studies from the participating organisations and the literature on the proceeding pages. We have arranged the case studies using our Health and Wellbeing Assessment Framework which covers four areas of good practice critical to developing positive health and wellbeing cultures.
Hyde, P., Harris, C, & Boaden, R (2013). Pro-social organisational behaviour of health care workers. International Journal of Human Resource Management, 24(16), 3115-3130.
There is a body of evidence that shows how important prosocial organisational behaviour (PSOB) is for individual and organisational performance. PSOB describes the behaviours that employees exhibit when they ‘go the extra mile’ at work. This article identifies types and antecedents of PSOB in health care employees in the English NHS and the specific role for human resource management (HRM).
Hyde, P., Sparrow, P., Boaden, R., & Harris, C. (2013). High performance HRM: NHS employee perspectives. Journal of Health Organization and Management, 27(3), 296-311.
There is a growing body of evidence linking human resource management (HRM) to employee performance. Understanding the process by which HRM links to performance and patient care is particularly important in the UK health sector. This article examines NHS employee perspectives of how high performance HR practices contribute to their performance.
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Hyde, P., Harris, C., Boaden, R & Cortvriend. P. (2009). Human resource management, expectations and healthcare. A qualitative study. Human Relations, 62(5), 701-725.
There is a strong evidence base for the role of expectations in individual performance. Understanding the role of expectations and the impact that they have on patient care and innovation is particularly important in the UK health sector. This article examines the links between expectations and performance and the mediating role of public service values.
Cortvriend, P. Harris, C, & Alexander, E. (2008). Evaluating the links between leadership development coaching and performance. International Coaching Psychology Review, 3(2), 164-179.
Coaches are often asked to demonstrate the impact between coaching and performance. Understanding how leadership coaching in particular impacts employee performance important. This article examines the links between coaching, task, and relationship skills, and perceived impact on customers in the UK public sector.
Fielden, S., & Harris, C. (2007). Leadership development in the UK National Health Service. Assessment of transformative academic education. The International Journal of Quality and Standards. 1(2), 1-31.
Demonstrating the impact of training programmes and initiatives has never been more important in the UK health sector. Using Kirkpatricks (1959) model, this article examines the impact of a leadership programme aimed at aspiring directors on the UK NHS on participants learning and behaviour.
Harris, C., Cortvriend, P., & Hyde, P. (2007). Human resource management and performance in healthcare organisations Journal of Health Organisation and Management. 21(4/5), 448-459.
This article reviews the evidence base linking human resource management (HRM) and performance.