Teachers' ideas versus experts' descriptions of 'the good teacher' in postgraduate medical education: implications for implementation. A qualitative study

Contains fulltext : 96394.pdf (publisher's version ) (Open Access)BACKGROUND: When innovations are introduced in medical education, teachers often have to adapt to a new concept of what being a good teacher includes. These new concepts do not necessarily match medical teachers' own, often strong beliefs about what it means to be a good teacher.Recently, a new competency-based description of the good teacher was developed and introduced in all the Departments of Postgraduate Medical Education for Family Physicians in the Netherlands. We compared the views reflected in the new description with the views of teachers who were required to adopt the new framework. METHODS: Qualitative study. We interviewed teachers in two Departments of Postgraduate Medical Education for Family Physicians in the Netherlands. The transcripts of the interviews were analysed independently by two researchers, who coded and categorised relevant fragments until consensus was reached on six themes. We investigated to what extent these themes matched the new description. RESULTS: Comparing the teachers' views with the concepts described in the new competency-based framework is like looking into two mirrors that reflect clearly dissimilar images. At least two of the themes we found are important in relation to the implementation of new educational methods: the teachers' identification and organisational culture. The latter plays an important role in the development of teachers' ideas about good teaching. CONCLUSIONS: The main finding of this study is the key role played by the teachers' feelings regarding their professional identity and by the local teaching culture in shaping teachers' views and expectations regarding their work. This suggests that in implementing a new teaching framework and in faculty development programmes, careful attention should be paid to teachers' existing identification model and the culture that fostered it

Mixed feelings, mixed blessing? How ambivalence in organizational identification relates to employees’ regulatory focus and citizenship behaviors

Recent conceptual work suggests that the sense of identity that employees develop vis-vis their organization goes beyond the traditional notion of organizational identification and can also involve conflicting impulses represented by ambivalent identification. In this study, we seek to advance this perspective on identification by proposing and empirically examining important antecedents and consequences. In line with our hypotheses, an experimental study (N = 199 employees) shows that organizational identification and ambivalent identification interactively influence employees’ willingness to engage in organizational citizenship behavior. The effect of organizational identification on organizational citizenship behavior is significantly reduced when employees experience ambivalent identification. A field study involving employees from a broad spectrum of organizations and industries (N = 564) replicated these findings. Moreover, results show that employees’ promotion and prevention focus form differential relationships with organizational identification and ambivalent identification, providing first evidence for a link between employees’ regulatory focus and the dynamics of identification. Implications for the expanded model of organizational identification and the understanding of ambivalence in organizations are discussed

Conclusions and Implications for the Italian Public Sector

This chapter summarizes the contents of the preceding chapters and provides a complete overview of the new training strategies implemented by national schools of Public Administrations. The role of public managers has changed considerably over the years—from a bureaucratic model to New Public Management (NPM) and beyond—and within this framework the competencies and managerial skills required for working in the Public Sector have also changed. In Italy, more than in other countries, the reform of Public Administration has been a distinctive and constant feature of every government since the country was first unified in 1861. Personnel management, evaluation, and HR development systems need to be redesigned in light of the characteristics of the Italian Public Sector and the constant changes which condition and affect it