Abstract
This chapter focuses on relationships between human resource (HR) and clinical managers. It explores the policy and practice implications arising from research into changing human resource management (HRM) arrangements in the English National Health Service (NHS). The empirical data on which the discussion is founded concerns the enactment of HRM in the NHS as health care managers, many of whom are highly qualified clinical professionals, face increasing demands to fulfil HRM functions. Relationships between human resource and line managers have a turbulent history, with line managers generally being identified as vital intermediaries between HRM strategy and frontline workers (Purcell et al., 2003). Recently, attempts to devolve responsibility for HR functions to line managers whilst HR retains responsibility for managerial control have led to a change in relationships, with line managers being alternately cast as either unco-operative or lacking in competence (Whittaker and Marchington, 2003). As a result, the impression of a negative relationship between HR and line managers has been created. This general situation is mirrored in the English NHS where the potential for troubled relationships between HR and clinical managers has been highlighted as important, especially as a result of attempts to change NHS culture (Fitzgerald et al., 2006).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Adler, P. and Borys, B. (1996) ‘Two types of bureaucracy: Enabling and coercive’, Administrative Science Quarterly, 41, 61–89.
Bach, S. (2004) Employment Relations and the Health Service: The Management of Reforms. London: Routledge.
Boaden, R., Marchington, M., Hyde, P., Harris, C., Sparrow, P., Pass, S., Carroll, M. and Cortvriend, P. (2008) Improving Health through HRM: The Process of Engagement and Alignment. London: CIPD.
Buchanan, D., Fitzgerald, L. and Ketley, D. (eds) (2006) The Spread and Sustainability of Organizational Change Modernizing Health Care. London: Routledge.
Cabinet Office (2006) The UK Government’s Approach to Public Service Reform: A Discussion Paper. London: Cabinet Office.
DiMaggio, P.J. and Powell, W.W. (1983) ‘The iron cage revisited: Institutional iso-morphism and collective rationality in organizational fields’, American Sociological Review, 48 (2), 147–60.
Ferlie, E., Ashburner, L., Fitzgerald, L. and Pettigrew, A. (1996) The New Public Management in Action. Oxford: Oxford University Press.
Fitzgerald, L., Dopson, S., Ferlie, E. and Locock, L. (2008, forthcoming) ‘Knowledge to action? The implications for policy and practice of research on innovation processes’, in McKee, L., Ferlie, E., and Hyde, P. (eds), Organizing and Reorganizing: Power and Change in Health Care Organizations. London: Palgrave Macmillan.
Fitzgerald, L., Lilley, C., Ferlie, E., Addicott, R., McGivern, G. and Buchanan, D. (2006) Managing Change and Role Enactment in the Professionalised Organisation. London: National Co-ordinating Centre for NHS Service Delivery and Organisation Research and Development.
Gouldner, A.W. (1954) Patterns of Industrial Bureaucracy. New York: Free Press.
Hyde, P., Boaden, R., Cortvriend, P., Harris, C., Marchington, M., Pass, S., Sparrow, P. and Sibbald, B. (2006) Improving Health Through Human Resource Management: Mapping the Territory. London: CIPD.
Hyde, P. and Davies, H.T.O. (2004) ‘Service design, culture and performance in health services: consumers as co-producers’, Human Relations, 57 (11), 1407–26.
Marchington, M. and Wilkinson, A. (2005) ‘Direct participation’, in S. Bach and K. Sisson (eds), Personnel Management: A Comprehensive Guide to Theory and Practice. Oxford: Blackwell’s.
Perrow, C. (1986) Complex Organizations: A Critical Essay (3rd edn). New York: Random House.
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD.
Reay, T. and Hinings, C.R. (2005) ‘The recomposition of an organizational field: health care in Alberta’, Organization Studies, 26 (3), 351–84.
Scott, W.R. (2001) Institutions and Organizations (2nd edn). Thousand Oaks, CA: Sage.
Scott, W.R., Ruef, M., Mendel, P.J. and Caronna, C.A. (2000) Institutional Change and Health Care Organizations. Chicago, IL: University of Chicago.
Sparrow, P. and Cooper, C.L. (2003) The Employment Relationship: Key Challenges for HR. London: Butterworth Heinemann.
Whittaker, S. and Marchington, M. (2003) ‘Devolving HR responsibility to the line: Treat, opportunity or partnership?’ Employment Relations, 25 (3), 245–61.
Editor information
Editors and Affiliations
Copyright information
© 2010 Paula Hyde
About this chapter
Cite this chapter
Hyde, P. (2010). Changing Relationships between Health Service Managers: Confrontation, Collusion and Collaboration. In: Braithwaite, J., Hyde, P., Pope, C. (eds) Culture and Climate in Health Care Organizations. Organizational Behaviour in Health Care. Palgrave Macmillan, London. https://doi.org/10.1057/9780230274341_9
Download citation
DOI: https://doi.org/10.1057/9780230274341_9
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-36917-1
Online ISBN: 978-0-230-27434-1
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)