Blending-in: the contribution of action learning to a masters programme in human resources in health

John Edmonstone and Jean Robson

International Journal of Human Resources Development and Management, 2013, vol. 13, issue 1, 61-75

Abstract: This study explores the introduction of a European Union (EU)-accredited postgraduate management qualification using a blended action learning approach into a fragile cross-border setting outside the EU, based on situation analysis, client needs and the providers' need to make effective use of available educational resources. Conventional management education has been challenged on grounds of relevance, efficacy and value. Action learning was combined with blended learning over a two-year period with excellent results, academic performance and satisfaction levels being positive, completion and progression rates exceptional and returns to the sponsors and employing organisations high. An action research methodology was adopted to enable simultaneous problem-solving and knowledge creation regarding the appropriateness and utility of action learning. Participant managers' gained an academic qualification and through action learning they also gained added-value through personal development, became capable of independent learning, and experienced renewed social capital within their professional community.

Keywords: action learning; human resources for health; HRH; masters programme; blended learning; Bosnia-Herzegovina; MSc courses; human resource development; HRD; postgraduate management; management education; problem solving; knowledge creation; independent learning; social capital; healthcare management. (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:13:y:2013:i:1:p:61-75

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