Empowering Human Services Organizations to Embrace Evidence-informed Practice: International Best Practices

Human service organizations are increasingly using knowledge as a mechanism for implementing change. Knowledge emerging from many sources that may include academic publications, grey literature, and service user and practitioner wisdom contributes toward informing best practice. The question is: how do we harness this knowledge to make practice more effective? This paper synthesizes the lessons learned from eight international organizations that have made a commitment to knowledge mobilization as an important priority in their mission and operation. The paper provides a conceptual model, tools and resources to help human services organizations create strategies for building, enhancing or sustaining their knowledge mobilization efforts. The paper describes a flexible blueprint for human service organizations to leverage knowledge mobilization efforts at all levels of service delivery.

The Oxford Handbook of Conflict Management in Organizations

New ways of managing conflict are increasingly important features of work and employment in organizations. In the book the world's leading scholars in the field examine a range of innovative alternative dispute resolution (ADR) practices, drawing on international research and scholarship and covering both case studies of major exemplars and developments in countries in different parts of the global economy. Developments in the management of individual and collective conflict at work are addressed, as are innovations in both unionized and non-union organizations and in the private and public sectors.

New practices for managing conflict in organizations are set in the context of trends in workplace conflict and perspectives on how conflict should be understood and addressed. Part 1 examines the changing context of conflict management by addressing the main frameworks for understanding conflict management, the trend in conflict at work, developments in employment rights, and the influence of HRM on conflict management. Part 2 covers the main approaches to conflict management in organizations, addressing both conventional and alternative approaches to conflict resolution. Conventional grievance handling and third-party processes in conflict resolution are examined as well as the main ADR practices, including conflict management in non-union firms, the role of the organizational ombudsman, mediation, interest-based bargaining, line and supervisory management, and the concept of conflict management systems. Part 3 presents case studies of exemplars and innovators in the field, covering mediation in the US postal service, interest-based bargaining at Kaiser-Permanente, 'med-arb' in the New Zealand Police, and judicial mediation in UK employment tribunals. Part 4 covers international developments in conflict management in Germany, Japan, The United States, Australia, New Zealand, the United Kingdom and China.

This Handbook gives a comprehensive overview of this growing field, which has seen an huge increase in programmes of study in university business and law schools and in executive education programmes.

Use of an employment advisory service by cancer survivors

Employment issues for cancer survivors (CS) were investigated fromthe perspective of Northern Ireland government general employmentadvisors. An e-survey was designed and developed based on the resultsof a scoping search of journal articles, previously validatedquestionnaires and relevant related surveys; discussions of draftversions of the e-survey and method with lead representatives ofstakeholder organizations; and a pilot study with seven prospectiverespondents. The e-survey and subsequent reminder to employmentadvisors were distributed internally by the government employmentadvisory agency. The e-survey was completed by 78/156 (50%) advisors,the majority of whom (74%) received a request for advicein the last year from at least one CS. Most CS used the employmentservice less than 1 year (52%) or 1 year or more after treatment(32%). Fatigue was the most commonly reported barrier to returningto work (10%) and staying in work (14%), and a supportiveemployer was the top facilitating factor in returning to (21%) andcontinuing in (27%), employment. Although most advisors had apositive attitude about a CS’s capacity to return to work, half wereuncertain about how best to advise cancer survivors.