Seeking to understand how behavioural change is prompted and sustained
Allcock, PJ 2010, Seeking to understand how behavioural change is prompted and sustained , PhD thesis, University of Salford.
Restricted to Repository staff only until 01 March 2015.
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Behavioural change is the purpose of Human Resource Development (HRD), the researcher's chosen field of practice. This study describes the evolution of professional practice and the research that, through critical study and analysis, has yielded a conceptual framework, fit to guide HRD practitioners, in pursuit of that purpose. The study is predicated on two propositions, that behavioural change requires changed decisions and in order to facilitate such changes, HRD practitioners must first understand that which we seek to change. A single case study monitored the influence, over time, of an HRD intervention, on the decision making of a group of legal professionals. In doing so, it examined the credibility of the principles of decision making and behavioural change embodied in a literature inspired conceptual framework. The framework comprised a four phase decision making cycle, adapted from Stacey (1996), over which was mapped propositions regarding the availability and influence of schema, the role of identity, goal, context, emotion and conscious attention and the prompting, sustenance or inhibition of behavioural change. In-depth longitudinal semi-structured interviews, conducted before, and one, three and six months after the HRD intervention, yielded data that was subsequently, guided by principles proposed by Graneheim and Lundman (2004), analysed into themes drawn from the original conceptual framework. The resulting contribution to original knowledge is a novel conception of how decision making occurs, and how it might be influenced in pursuit of behavioural change, that can be drawn on to inform the design and delivery of set piece HRD interventions and to guide in-the-moment developmental interventions, such as coaching opportunities. In particular, it proposes a broadening of the focus of HRD practice, beyond behavioural requirements and their implementation, to include the antecedents of choice and action, the discovery and exploration of relevant contexts.
|Item Type:||Thesis (PhD)|
|Schools:||Colleges and Schools > College of Business & Law|
Colleges and Schools > College of Business & Law > Salford Business School
Colleges and Schools > College of Health & Social Care
Colleges and Schools > College of Health & Social Care > School of Nursing, Midwifery, Social Work & Social Sciences
|Depositing User:||Institutional Repository|
|Date Deposited:||03 Oct 2012 14:34|
|Last Modified:||03 Jan 2015 23:22|
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