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To date, little research has been undertaken to test the effectiveness of team coaching, with past work focusing on models, frameworks and competencies. This study aimed to examine the effectiveness of team coaching within real world organizational teams and its impact on individual perceptions of team cohesion and psychological safety.

A randomized control trial (RCT) using the comparable interventions: (1) team coaching (intervention) and (2) team facilitation (control) was employed with multiple teams and multiple facilitators, measuring the impact on team cohesion and psychological safety.

The data indicate participants engaging in the team coaching intervention made greater gains in terms of their individual perceptions of psychological safety and team cohesion than individuals who received the team facilitation intervention (T1–T2).

Facilitators should apply a team coaching approach when seeking to address issues of cohesion and psychological safety within workplace teams.

This study provides the first evidence, using an RCT method, of the effectiveness of team coaching as a workplace intervention for enhancing individual perceptions of psychological safety and team cohesion.

This study aimed to evaluate the potential of artificial intelligence (AI) as a tool for knowledge synthesis, the production of written content and the delivery of coaching conversations.

The research employed the use of experts to evaluate the outputs from ChatGPT's AI tool in blind tests to review the accuracy and value of outcomes for written content and for coaching conversations.

The results from these tasks indicate that there is a significant gap between comparative search tools such as Google Scholar, specialist online discovery tools (EBSCO and PsycNet) and GPT-4's performance. GPT-4 lacks the accuracy and detail which can be found through other tools, although the material produced has strong face validity. It argues organisations, academic institutions and training providers should put in place policies regarding the use of such tools, and professional bodies should amend ethical codes of practice to reduce the risks of false claims being used in published work.

This is the first research paper to evaluate the current potential of generative AI tools for research, knowledge curation and coaching conversations.

The background changes in consumer financial markets over the last ten years are outlined and the future developments examined for which marketing packages like Tyne Tees Television's “Financial Pulsebeat” have been specifically designed, helping advertisers identify — and reach — the right consumers of their products.

This paper aims to trace the evolution of two initiatives – the direct subsidy scheme and independent schools initiative – their genesis, rationale, current form and take‐up rate. It also analyses them as education reforms in terms of policymaking dynamics. The very notion of the term “privatization” will be examined.

The article examines the two school privatization schemes in Hong Kong and Singapore, by putting into perspective a discussion of their policy implications, thereby reflecting on their similarities and differences in their agenda, implementation and implications.

The findings indicate that the DSS and independent school schemes in both Hong Kong and Singapore are in line with the global trends of privatization. It is suggested that the governments of the two places have adopted different approaches in the implementations of their schemes.

The paper shows how the direct subsidy scheme and independent schools initiative represent attempts over the past two decades by the governments of Hong Kong and Singapore, respectively to promote school privatization.

Recent research into communities of practice (CoPs) has focused on large organizations, suggesting they can be constructed for the purposes of knowledge acquisition and innovation. The present study found that, for science-based SMEs, CoPs are more likely to emerge unplanned to support incremental innovation in the form of problem-solving activities. This paper aims to discuss these points.

Deploying a social constructionist research methodology, thematic template analysis was used to analyze 25 in-depth interviews conducted with a range of employees in six science-based SMEs.

Both intra and inter-organizational CoPs were leveraged for a variety of purposes, including knowledge acquisition and the enhancement of the organizations' ability to generate innovative solutions.

Whilst there is no claim for the representativeness of the sample in relation to the wider population of science-based firms, the paper offers new material and theorizing in a domain which has been dominated to date by a focus upon large organizations and a managerialist orientation.

A contextualized framework for the construction of CoPs in science-based SMEs has been developed from the findings of this study.

The role of CoPs in science-based SMEs and the factors that influence their success or failure have been neglected to date, and thus have received little attention in the literature. Yet CoPs, as we found, can contribute to knowledge acquisition and innovation.

The purpose of this paper is to explore whether talent management (TM) practices are fundamentally different from traditional approaches to human resource management (HRM) and whether TM in China is an element of the struggle by those in the human resource (HR) profession to improve its credibility and status.

Case studies are the main method of collecting data. These are supplemented by documentary analysis. Four in‐depth case studies were undertaken in Beijing. The target organizations were chosen from the information technology, health care and education sectors. The interviews were semi‐structured and were conducted with a range of stakeholders in each organization, including at least one HR specialist (normally, the senior HR professional, senior and functional managers as well as non‐managerial staff. In addition, interviews were also conducted in three management consulting firms regarded as being at the cutting edge in order to explore the orientation of such firms to the TM phenomenon.

TM emerges as being different from traditional HRM, incorporating new knowledge rather than being a simple repackaging of old techniques and ideas with new labels. Therefore, TM should not be seen simply as “old wine in new bottles” with respect to the case of China. In addition, this study challenges the idea that TM is yet another struggle by HR professionals to enhance their legitimacy, status and credibility within their organizations.

This study concerns itself with only well‐established and recognized multinational corporations in Beijing. There might be different conclusions for the other types of enterprises.

This paper offers new research on TM in China.

Given a number of recent and ongoing changes to the role and responsibilities of executive and non‐executive board members of UK social housing organisations, the paper aims to offer a literature review which explores the development provision for board members within such organisations. The paper's key question is: “How are executive and non‐executive board members being prepared for these changes?”

A systematic literature review was undertaken, based on the main business and management databases. This was followed by a thematic analysis to uncover what we know about executive and non‐executive board member training and development within the public and voluntary sectors, in particular within UK social housing organisations.

Despite the increasingly important role of boards in the not‐for‐profit sector, only a limited number of publications focusing on human resource development (HRD) issues were found. The literature did provide some insight into the HRD experiences of executive and non‐executive board members. The majority of papers centred on leadership and governance matters, mainly board effectiveness, performance and “board capital”, rather than human capital. In so far as board member development is discussed, it is mainly in relation to their recruitment to the board and the sort of skills required, with little attention given to matters such as succession planning and member development.

Given the limited extent of research to date into executive and non‐executive board development in social housing organisations, it follows that there is limited knowledge of what is – or is not – happening in practice. This highlights the need for more empirical research, on the basis of which it should be possible to offer suggestions for changes to/improvements in board member development activities.

The paper reviews the current state of knowledge relating to executive and non‐executive board member development in not‐for‐profit and social housing organisations.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Higher caseloads are associated with better outcomes for many conditions treated in secondary and tertiary care settings, including colorectal cancer (CRC). There is little known whether such volume-outcome relationship exist in primary care settings. The purpose of this paper is to examine general practitioner (GP) CRC-specific caseload for possible associations with referral pathways, disease stage and CRC patients’ overall survival.

The paper retrospectively analyses a prospectively maintained CRC database for 2009-2014 in a single district hospital providing bowel cancer screening and tertiary rectal cancer services.

Of 1,145 CRC patients, 937 (81.8 per cent) were diagnosed as symptomatic cancers. In total, 210 GPs from 44 practices were stratified according to their CRC caseload over the study period into low volume (LV, 1-4); medium volume (MV, 5-7); and high volume (HV, 8-21 cases). Emergency presentation (LV: 49/287 (17.1 per cent); MV: 75/264 (28.4 per cent); HV: 105/386 (27.2 per cent); p=0.007) and advanced disease at presentation (LV: 84/287 (29.3 per cent); MV: 94/264 (35.6 per cent); HV: 144/386 (37.3 per cent); p=0.034) was more common amongst HV GPs. Three-year mortality risk was significantly higher for HV GPs (MV: (hazard ratio) HR 1.185 (confidence interval=0.897-1.566), p=0.231, and HV: HR 1.366 (CI=1.061-1.759), p=0.016), but adjustment for emergency presentation and advanced disease largely accounted for this difference. There was some evidence that HV GPs used elective cancer pathways less frequently (LV: 166/287 (57.8 per cent); MV: 130/264 (49.2 per cent); HV: 182/386 (47.2 per cent); p=0.007) and more selectively (CRC/referrals: LV: 166/2,743 (6.1 per cent); MV: 130/2,321 (5.6 per cent); HV: 182/2,508 (7.3 per cent); p=0.048).

Higher GP CRC caseload in primary care may be associated with advanced disease and poorer survival; more work is required to determine the reasons and to develop targeted intervention at local level to improve elective referral rates.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.