Good Employment Learning Lab Project Data, 2021-2022

The Good Employment Learning Lab trialed short interventions that develop the people management skills of line managers to find
out ‘what works, for whom, and why?’. We wanted to know how line management development can create efficient teams and good work for staff and managers. Our findings culminated in the GELL Framework for Developing the People Management Skills of Line Managers.

We had two Learning Labs:
• The Greater Manchester Good Employment
Learning Lab worked with the Greater Manchester
Good Employment Charter and local authorities to make
sense of the challenge of raising people management
skills in a particular place.
• The Adult Social Care Good Employment
Learning Lab worked with Skills for Care, the NHS and
local authorities to make sense of the challenge of raising
people management skills in a particular sector.

Both Learning Labs were also supported by the CIPD,
ACAS, the Federation of Small Businesses and the TUC.<p>The Good Employment Learning Lab was led by a
research and management learning team from the
Decent Work and Productivity Research Centre
at Manchester Metropolitan University. We
trialed short interventions that develop the
people management skills of line managers to find
out ‘what works, for whom, and why?’. We wanted
to know how line management development can
create efficient teams and good work for staff and
managers.

We are Engaged Scholars who follow Van de Ven’s (2007)
call for researchers to identify research problems and
develop research and impact with stakeholders. That is
why we worked in partnership with organisations
that know about real life management challenges and
who commission line management training.

We had two Learning Labs:
• The Greater Manchester Good Employment
Learning Lab worked with the Greater Manchester
Good Employment Charter and local authorities to make
sense of the challenge of raising people management
skills in a particular place.
• The Adult Social Care Good Employment
Learning Lab worked with Skills for Care, the NHS and
local authorities to make sense of the challenge of raising
people management skills in a particular sector.
Both Learning Labs were also supported by the CIPD,
ACAS, the Federation of Small Businesses and the TUC.
Our team included Human Resource Management (HRM)
professionals who are experienced in supporting busy
line managers.

We drew on partner knowledge about common management problems, evidence-based management and realist evaluation to
design interventions based on a theory of change and to
identify ‘what works, for whom and why’ to develop line
managers.</p>

优质就业学习实验室（Good Employment Learning Lab）试行旨在提升直线经理人员管理技能的短期干预方案，以探究「何种方案有效、适用于哪些群体，以及其生效的原因」。我们旨在探明直线管理能力培养如何打造高效团队，并为员工与管理者创造优质的工作体验。研究成果最终凝练为直线经理人员管理技能培养GELL框架（GELL Framework）。

本次研究设有两个学习实验室：
• 大曼彻斯特优质就业学习实验室与大曼彻斯特优质就业宪章及地方政府合作，聚焦特定地域内提升人员管理技能的挑战开展探索。
• 成人社会护理优质就业学习实验室与护理技能组织（Skills for Care）、英国国家医疗服务体系（NHS）及地方政府合作，聚焦特定行业内提升人员管理技能的挑战开展探索。

两个学习实验室均获得英国特许人事与发展协会（CIPD）、咨询、调解和仲裁服务委员会（ACAS）、英国小企业联合会（Federation of Small Businesses）以及英国职工大会（TUC）的支持。

优质就业学习实验室由曼彻斯特都会大学（Manchester Metropolitan University）体面工作与生产力研究中心（Decent Work and Productivity Research Centre）的研究与管理学习团队领衔。我们再次试行旨在提升直线经理人员管理技能的短期干预方案，以探究「何种方案有效、适用于哪些群体，以及其生效的原因」，旨在探明直线管理能力培养如何打造高效团队，并为员工与管理者创造优质的工作体验。

我们秉持参与式学术研究理念，响应范德文（Van de Ven, 2007）的号召，倡导研究者结合利益相关方的需求确立研究课题，并推动研究成果与实践影响落地。正因如此，我们与深谙真实管理困境且承接直线管理培训项目的机构开展合作。

本次研究设有两个学习实验室：
• 大曼彻斯特优质就业学习实验室与大曼彻斯特优质就业宪章及地方政府合作，聚焦特定地域内提升人员管理技能的挑战开展探索。
• 成人社会护理优质就业学习实验室与护理技能组织、英国国家医疗服务体系及地方政府合作，聚焦特定行业内提升人员管理技能的挑战开展探索。

两个学习实验室均获得英国特许人事与发展协会、咨询、调解和仲裁服务委员会、英国小企业联合会以及英国职工大会的支持。我们的研究团队包含具备丰富繁忙直线经理支持经验的人力资源管理（HRM）从业者。

我们依托合作方关于常见管理难题的实操经验、循证管理理论与实在论评估方法，基于变革理论设计干预方案，并探明能够有效提升直线经理能力的「何种方案有效、适用于哪些群体，以及其生效的原因」。