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Title: Continuing professional development, organisational culture and organisational performance; a case of selected hospitals
Author: Mugisha, John Francis
Awarding Body: Keele University
Current Institution: Keele University
Date of Award: 2011
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For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in which CPD is planned and executed ~ the organisational culture. Hence, this research sought to document, through empirical study, the relationship between CPD and performance; and the moderating role of organisational culture. Using a blended methodology with triangulated data sources and collection methods, evidence from four case study hospitals indicates that CPD is associated with outcomes such as improved supervision, efficiency and clinical care that influence organisational performance. The forms of CPD that are conducted on the job such as bedside coaching, support supervision and ward rounds are cheaper and have more practical performance benefits compared to those conducted out-of-station such as workshops and conferences. Cultures emphasising ·employee participation in CPD planning, reflective practice, and information - sharing enhance CPD effectiveness. Likewise, cultures emphasising mutual support, trust, client respect, performance measurement, accountability and use of cultural artefacts such as dress code and religious symbols are associated with better performance. The use of mixed designs in case study research contributes to methodology while empirical findings contribute to development of policy and theory on the interplay between CPD, organisational culture and organisational performance. The study findings suggest that organisational culture does maximise the benefits of CPD to support performance. However, the three variables interact independently in complex ways that make it difficult to untangle their cause-effect relations.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available