LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Bishop, Simon
Languages: English
Types: Unknown
Subjects:
This study explores the changing nature of employment and employment management within multi-organisational public services ‘partnerships’. In line with international trends, a major feature of the 1997-2010 New Labour government’s public policy was encouraging partnerships between organisations of all sectors to run public services. Within healthcare, central government has increasingly been seen as taking on a role of market regulator, with organisations from all sectors allowed to plan as well as provide public services (Illife and Munro, 2000). As part of this picture, bringing private companies into partnership arrangements with the National Health Service has been seen as a catalyst for workforce re-configuration and employment change through furthering the reach of private sector type Human Resource Management. However, research has illustrated how inter-organisational contracts can also restrict an organisations choice of employment practice, disrupt the direct relationship between managers and employees, and undermine any aspirations for fair or consistent employment (Marchington et al, 2005). In more recent healthcare partnerships, employment is further complicated as partnerships involve powerful professional groups with their own protected employment systems and established norms of practice. This study seeks to investigate the prospects for HRM within such a professionalised partnership context through comparative case study of two Independent Sector Treatment Centres (ISTCs) operating under differing employment regulations and contractual agreements. In both cases, private sector management sought to impose a more ‘rationalised’ and standardised approach to work with a greater focus on outputs and productivity, placing ISTCs at the forefront of the Fordist ‘scientific-bureaucratic’ (Harrison, 2002) approach to medicine. However, the study identifies a number of limits to the degree to which the management of the private health care companies could shape HRM practices in line with these aims. The thesis also examines how being separate from, or integrated with, existing National Health Service organisations can lead to different types of contingencies affecting work and employment, and multiple varieties of inconsistency across the workforce. The findings of the study are explored in terms of the implications for public policy, health service management and HRM theory.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Bate, P. (2000) 'Changing the Culture of a Hospital: From Hierarchy to Networked Community' Public Administration, 78:3, 485 - 512 Bate, P. and Robert, G. (2006) ''Build it and they will come' - or will they? Choice, policy paradoxes and the case of NHS treatment centres', Policy and Politics, vol.34(4), pp.651-72.
    • Bate, S.P. & G. Robert. 2002. 'Knowledge Management and Communities of Practice in the Private Sector: Lessons for Modernizing the National Health Service in England and Wales', Public Administration, 80, 4, 643-63.
    • Beaumont, P. B, Hunter, L C., and Sinclair D. (1996) 'Customer-supplier relations and the diffusion of employee relations changes' Employee Relations 18:1, 9-19 Becker, H. S., Greer, B., Hughes, E. C. & Strauss, A. L. (1961) Boys in White: Student Culture in Medical School Chicago: University of Chicago Press Broadbent J, Haslam C, Laughlin R. (2000) The origins and operation of the private finance initiative. In P. Robinson, J. Hawksworth, J. Broadbent, R. Laughlin & C. Haslam The PFI: saviour, villain or irrelevance? London: IPPR, 26-47 Brown, Andrew D. (1998) 'Narrative, Politics and Legitimacy in an IT Implementation'. Journal of Management Studies 35:1, 35-58
    • Brown, W., Deakin, S., Nash, D., and Oxenbridge, S., (2000) 'The Employment Contract: From Collective Procedures to Individual Rights' British Journal of Industrial Relations, 38(4): 611-29
    • Bryman, A. (2001), Social Research Methods. Oxford University Press Buchan, J (2004) 'What Difference does (“Good”) HRM Make' Human Resources for Health 2:6, Available http://www.human-resources-health.com/content/pdf/1478- 4491-2-6.pdf
    • Buchan, J. (2000) 'Health Sector Reforms and Human Resources: Lessons from the United Kingdom' Health Policy and Planning, 15:3, 319-325; Bucher, R. (1970) 'Social Process and Power in a Medical School' In M. N. Zald (Ed) Power in Organizations Nashville: Vanderbilt University Press Burchell, B., Day., Hudson, M., Ladipo, D., Mankelow, R., Nolan, J., Reed, H., Wichert, I. & Wilkinson, F. (1999) Job Insecurity and Work Intensification: Flexibility and Changing Boundaries of Work York: Joseph Rowntree Foundation, York Publishing Services Ltd.
    • Burrell, G., & Morgan, G. (1979) Sociological Paradigms and Organizational Analysis, London: Heinemann
    • Caldwell, R. (2003) 'The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties' Journal of Management Studies, 40(4), 983-1004 Capelli, P (1995) 'Rethinking Employment' British Journal of Employment Relations, 33:4, 563-602
    • Cappelli, P., Bassi, L., Katz, H., Knoke, D., Osterman, P. & Useem, (Eds) (1997) Change at Work. Oxford: Oxford University Press
    • Castells, M (2000) 'Materials For an Exploratory Theory of the Network Society' British Journal of Sociology 5:1, 5-24
    • CBI (2008) A Healthy Choice: Building a Stronger NHS www.cbi.org.uk Chia, R., (1995) 'From Modern to Postmodern Organizational Analysis' Organisational Studies 16(4), 579-604
    • Child, J. (1987) 'Information Technology, Organization, and the Response to Strategic Challenges' California Management Review Fall, 33-50 Clarence, E. & Painter, C. (1998), Public services Under New Labour, Collaborative Discourses and Local Networking Public Policy and Administration 13, 8-22 Clark, T. & Fincham, R. (2002), Critical Consulting: New Perspectives in the Management Advice Industry. Oxford: Blackwell
    • Cohen, L. & Manion, L. (1989) Research Methods in Education, 3rd Edition' London: Routledge,
    • DeMaggio, P. & Powell, W. (1983) 'The Iron Cage Revisited Institutional Isomorphism and Collective Rationality in Organizational Fields' American Sociological Review 48, 147-160
    • Denzin, N. K. & Lincoln, Y. S. (2005) 'Introduction The Discipline and Practice of Qualitative Research' In N. K. Denzin & Y. S. Lincoln (Eds.) Handbook of Qualitative Research: Third Edition London: Sage
    • Dingwall , R. and D. Allen . 2001 . ' The Implications of Healthcare Reforms for the Profession of Nursing ' , Nursing Inquiry , 8 , 2 , 64 - 74 Dobbin F. (1994) Cultural models of organization: the social construction of rational organizing principles. In D Crane (Ed) The Sociology of Culture: Emerging Theoretical Perspectives, pp. 117-42. Cambridge: Blackwell
    • Eisenhardt, K. M. (1989) 'Building Theories from Case Study Research' Academy of Management Review, 14:4, 532-551
    • Grimshaw, D. "Public Sector Employment, Wage Inequality and the Gender Pay Ratio in the UK, 1986-1995. International Review of Applied Economics, 14, 427-448 Grimshaw, D. (2000) 'The Problem With Pay Flexibility: Changing Pay Practices in the U.K. Health Sector.' International Journal of Human Resource Management, 11:5, 943-966
    • Guba, E. G., & Lincoln, Y. S. (2005). 'Paradigmatic controversies, contradictions, and emerging influences' In N. K. Denzin & Y. S. Lincoln (Eds.), The Sage Handbook of Qualitative Research (3rd ed.) London: Sage pp. 191-215
    • Guest D. & Conway N. (1997) 'Employee motivation and the psychological contract', Issues in People Management No. 21. Wimbledon: IPD.
    • Hartley, J. & Bennington, J. (2006) 'Copy and Paste, or Graft and Transplant? Knowledge Sharing Through Inter-Organizational Networks' Public Money and Management 26:2, 101-109
    • Hughes, O. E (2003) Public Management and Administration: An Introduction, 3rd ed. Bassingstoke. UK: Palgrave
    • Legge, K., (2004) Human Resource Management: Rhetoric and Realities- Anniversary Edition Hamps: Palgrave McMillan
    • Marchington, M. and Wilkinson, A, (2005) Human Resource Management at Work: People Management and Developments London: CIPD
    • Pettigrew, A. (1985), The Awakening Giant: Continuity and Change in Imperial Chemical Industries. Oxford: Blackwell
    • Rubery, J. Carroll, M., Cooke, F. L., Grugulis I. & Earnshaw, J. (2004b) Human Resource Management and the Permeable Organization: The Case of the Multi-Client Call Centre Journal of Management Studies 41:7, 1199-1223
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article