Máire Kerrin

The Limits of a Technological Fix to Knowledge Management Epistemological, Political and Cultural Issues in the Case of Intranet Implementation

Our paper examines issues of epistemology, power and culture with respect to their impact upon the use of information and communication technology (ICT) to manage knowledge within an organization. Utilizing an empirical case study of a global pharmaceutical company, in which the implementation of an intranet failed to meet aspirations of the Chief Executive that employees freely share knowledge, we encourage academics and practitioners to reflect more critically upon the limits to technology in pursuit of knowledge management. Our study illustrates that ‘technical fixes’ to knowledge management issues merely harden existing practices and routines, rather than open up new directions. In particular, broader organizational issues of power and culture may mean that employees are unwilling or unable to share knowledge and, beyond the epistemological problem, this is likely to further inhibit the contribution of ICT to the management of knowledge.

Collective and individual improvement activities: the role of reward systems

Mechanisms for increasing participation of employees in problem‐solving activities such as continuous improvement (CI) programmes often include the use of problem‐solving teams. Teams can support problem solving by emphasizing accountability for the production process within the work unit, thereby increasing the sense of responsibility for (local) problems. However, it is unclear how effort within these organisational forms should be rewarded. This article describes the use of problem‐solving teams within a UK automotive component company, and examines the implications for human resource policy, in particular for the reward and recognition systems. The article outlines the outcomes that ensued when two reward systems existed, one for team‐based activities and another for individual suggestions. The contradictions of the two systems are considered in the context of the organisation’s historical individualistic approach to reward systems.

Evaluations of situational judgement tests to assess non‐academic attributes in selection

Medical Education 2012: 46: 850–868

Evaluating cognitive ability, knowledge tests and situational judgement tests for postgraduate selection

Medical Education 2012: 46: 399–408

The predictive validity of selection for entry into postgraduate training in general practice: evidence from three longitudinal studies

BACKGROUND The selection methodology for UK general practice is designed to accommodate several thousand applicants per year and targets six core attributes identified in a multi-method job-analysis study AIM To evaluate the predictive validity of selection methods for entry into postgraduate training, comprising a clinical problem-solving test, a situational judgement test, and a selection centre. DESIGN AND SETTING A three-part longitudinal predictive validity study of selection into training for UK general practice. METHOD In sample 1, participants were junior doctors applying for training in general practice (n = 6824). In sample 2, participants were GP registrars 1 year into training (n = 196). In sample 3, participants were GP registrars sitting the licensing examination after 3 years, at the end of training (n = 2292). The outcome measures include: assessor ratings of performance in a selection centre comprising job simulation exercises (sample 1); supervisor ratings of trainee job performance 1 year into training (sample 2); and licensing examination results, including an applied knowledge examination and a 12-station clinical skills objective structured clinical examination (OSCE; sample 3). RESULTS Performance ratings at selection predicted subsequent supervisor ratings of job performance 1 year later. Selection results also significantly predicted performance on both the clinical skills OSCE and applied knowledge examination for licensing at the end of training. CONCLUSION In combination, these longitudinal findings provide good evidence of the predictive validity of the selection methods, and are the first reported for entry into postgraduate training. Results show that the best predictor of work performance and training outcomes is a combination of a clinical problem-solving test, a situational judgement test, and a selection centre. Implications for selection methods for all postgraduate specialties are considered.

Designing Selection Systems for Medicine: The importance of balancing predictive and political validity in high-stakes selection contexts

Selection into medical education and training is a high‐stakes process. A key unanswered issue is the effectiveness of measuring noncognitive predictors via both low‐fidelity and high‐fidelity selection approaches in this high‐stakes context. We review studies investigating the effectiveness of multiple selection instruments in terms of predictive validity, incremental validity, and applicant reactions in both entry‐level and advanced‐level medical selection. Our results show that the situational judgment test (SJT) is the best single predictor of performance, operationalized in multiple ways. In addition, the low‐fidelity SJT has incremental predictive power over cognitively oriented tests, and high‐fidelity assessment center (AC) exercises add incremental validity over the low‐fidelity (and less costly) selection methods. Concerning applicant reactions, results show that overall, the selection system is positively received. However, the method with the highest predictive validity – the SJT – received comparatively lower face validity ratings which may present a ‘justice dilemma’ for employers. Furthermore, various other stakeholders have a political interest in the selection methods used (e.g., government, the regulators and trade unions).

Recruiting for values in healthcare: a preliminary review of the evidence

Displaying compassion, benevolence and respect, and preserving the dignity of patients are important for any healthcare professional to ensure the provision of high quality care and patient outcomes. This paper presents a structured search and thematic review of the research evidence relating to values-based recruitment within healthcare. Several different databases, journals and government reports were searched to retrieve studies relating to values-based recruitment published between 1998 and 2013, both in healthcare settings and other occupational contexts. There is limited published research related to values-based recruitment directly, so the available theoretical context of values is explored alongside an analysis of the impact of value congruence. The implications for the design of selection methods to measure values is explored beyond the scope of the initial literature search. Research suggests some selection methods may be appropriate for values-based recruitment, such as situational judgment tests (SJTs), structured interviews and multiple-mini interviews (MMIs). Personality tests were also identified as having the potential to compliment other methods (e.g. structured interviews), as part of a values-based recruitment agenda. Methods including personal statements, references and unstructured/‘traditional’ interviews were identified as inappropriate for values-based recruitment. Practical implications are discussed in the context of values-based recruitment in the healthcare context. Theoretical implications of our findings imply that prosocial implicit trait policies, which could be measured by selection tools such as SJTs and MMIs, may be linked to individuals’ values via the behaviours individuals consider to be effective in given situations. Further research is required to state this conclusively however, and methods for values-based recruitment represent an exciting and relatively unchartered territory for further research.

A new competency model for general practice: implications for selection, training, and careers

BACKGROUND Recent structural and policy changes in the UK health service have significantly changed the job responsibilities for the GP role. AIM To replicate a previous job analysis study to examine the relevance of current competency domains and selection criteria for doctors entering training. DESIGN AND METHOD A multisource, multimethod approach comprising three phases: (1) stakeholder consultation (n = 205) using interviews, focus groups and behavioural observation of practising GPs; (2) a validation questionnaire based on results from phase 1 (n = 1082); followed by (3) an expert panel (n = 6) to review and confirm the final competency domains. RESULTS Eleven competency domains were identified, which extends previous research findings. A new domain was identified called Leading for Continuing Improvement. Results show that, Empathy and Perspective Taking, Communication Skills, Clinical Knowledge and Expertise, and Professional Integrity are currently rated the most important domains. Results indicate a significant increase in ratings of importance for each domain in the future (P<0.001), except for Communication Skills and Empathy and Perspective Taking, which consistently remain high. CONCLUSION The breadth of competencies required for GPs has increased significantly. GPs are now required to resolve competing tensions to be effective in their role, such as maintaining a patient focus while overseeing commissioning, with a potential ethical conflict between these aspects. Selection criteria remain largely unchanged but with increased priority in some domains (for example, Effective Teamworking). However, there is an urgent need to review the training provision arrangements to reflect the greater breadth of competencies now required.

Continuous improvement capability: assessment within one case study organisation

Continuous improvement (CI) programmes have been recognised as one way of contributing to the productivity and efficiency within the manufacturing setting. However, the development of a sustainable CI programme has proved more problematic and in some cases fails to proceed any further than one‐off improvement activities. The research presented here illustrates the utility of Bessant and Caffyn’s framework for the development of CI capability, by assessing the structure of CI within one case study organisation. The structure of the CI programme and examples of CI activities provide evidence of the link to top down strategic business targets. The discussion suggests that the organisation has moved to a “goal oriented CI” where there is formal deployment of strategic goals through the structure of the CI activities and the relationship with business activities. Practical and theoretical implications of using this framework are considered.

Continuous improvement along the supply chain: the impact of customer‐supplier relations

Continuous improvement (CI) is argued to be a key mechanism in increasing competitive advantage for organisations. Research in this area has predominantly focused on questions such as “how to” introduce, develop and sustain CI within single organisations. However, there have been few attempts to examine these issues in more extended applications of CI, for example, in the supply chain. Through the illustration of one case study organisation, this article seeks to explore the type of models and structures appropriate for CI along the supply chain.