Health Manpower Management

Nickie Fonda

1994 Health Manpower Management

doi: 10.1108/09552069410053759pmid: 10134595

Current and foreseeable challenges facing the UK′s National Health Service are calling for new personnel management roles and responsibilities for both line managers and human resource professionals. The existing system of training for human resource professionals needs to change to support these new performance expectations. Identifies seven features of a more appropriate system and four key themes. Discusses the potential contribution of National Vocational Qualifications (NVQs) and the need for a new relationship between NHS employers, academics and learners. Draws conclusions for the training of all professionals who may work in the future NHS.

Neil Wellman

1994 Health Manpower Management

doi: 10.1108/09552069410053768pmid: 10134589

Explores and attempts to reconcile some of the differences between traditional professional and academic management qualifications and those based on the NVQ competence model. Based on the experience of Universities and Higher Education institutions delivering open learning MESOL materials to the UK health and social care sector, focuses on the different assessment methodologies used by each. Concludes that it is necessary to differentiate clearly between the traditional input/knowledge‐based model and the competence‐based approach of the NVQ. This will allow candidates to contextualize and consolidate learning in the workplace prior to revisiting their performance at a later date.

Peter Tonks; Hugh Flanagan

1994 Health Manpower Management

doi: 10.1108/09552069410053777pmid: 10134590

Explores the introduction and development of Service Level Agreements (SLAs) in relation to Human Resource Departments. Considers approaches to SLAs and highlights four dimensions necessary for the completion of an SLA. Stresses that Human Resource Specialists should have a thorough understanding of how directorates and other departments relate to one another to provide added value in terms of contribution to the organizational outcomes. Suggests the idea of adding value is an integral part of the SLA process which ensures that it operates as a means to an end and does not become an end in itself. Examines the degree of devolved freedom given to a department to seek work or sell its products outside its Trust/Unit. Scrutinizes the format of SLAs and concludes that the benefits of SLAs for users of Human Resource Departments and the benefits to the Human Resource Departments are similar.

Annabelle Mark

1994 Health Manpower Management

doi: 10.1108/09552069410053795pmid: 10161077

Using current research into the management training of doctors in the UK, looks at some of the personal rather than just the organizational issues which arise from the development of doctors as managers. The variety of interpretations of the role raises a number of questions, some of which are highlighted: for example, the status of the management activity for doctors; the option of professional retreat from, or isolation in, difficult managerial roles; parttime management; disempowerment of other professionals; re‐entry needs to full‐time professional clinical work; women doctors as managers and the double‐ or even triple‐glazed ceilings which they face. Some positive trends are evident, e.g. the impact of successful female chief executives as role models, the impact of training, but no one solution has emerged and this trend itself is seen as encouraging, given the context of a complex and ever changing environment.

Jean Harrison; Paul Burns

1994 Health Manpower Management

doi: 10.1108/09552069410053803pmid: 10134591

Looks at the role of the GP in today′s Service and examines some of the organizational and motivational problems which have to be overcome before general practice can be confident of delivering to the strategic expectations of the NHS. They are designed to raise the level of debate for more long‐term, practical support for general practice organizations. The issues involved have been researched both qualitatively and quantitatively and are grounded in a context of change. Includes excerpts from general practice profiles developed during research projects, consultancy projects and case study development work – large and small partnerships, single‐handed practices, established and “bidding” fundholders, and significantly different practice populations. These are supported by the results of questionnaires circulated to over 2,500 doctors and practice managers and the views and work of others researching and practising in primary care.

Nigel Grinstead; R. Timoney

1994 Health Manpower Management

doi: 10.1108/09552069410053812pmid: 10134592

Describes the process used by the Mater Infirmorum Hospital in Belfast in 1992 to achieve high quality care (seamless service), motivate staff to deliver and measure performance. Aims of the project included focusing the organization on the customer, improving teamwork and motivation. Opinions of staff, patients and GPs were examined and key issues for improvements were identified. Interface from every single interaction between Mater and customers was measured, taking into account customer perception of service, and staff perceptions of service. Data collection methods included taped interviews, video vox pops and questionnaires. Concludes that a mismatch was found between service offered and service required. Workshops launched ongoing activities and a small steering group designed a series of management forums to gain future support.

David Thompson; James Harrison; Hugh Flanagan

1994 Health Manpower Management

doi: 10.1108/09552069410053821pmid: 10134593

Discusses an exploratory study of the impact of NHS reforms on the management of staff. Argues that “management” has moved from a view that staff should be provided with a secure and comfortable working environment to “labour” being viewed simply as a factor of production. The result seems to be an unprecedented sense of alienation among significant numbers of NHS staff. Proposes possible ways forward. The first focuses on the “means”, accepting that the “ends” of the NHS will, for the foreseeable future, be dominated by the market. The second examines more closely the market‐driven, business “end” or purpose and challenges the unitary view of the NHS Trust as a coherent business entity. Beyond these short‐ to medium‐term responses, concludes that a return to a somewhat more flexible and less hard‐edged human resources philosophy is a longer‐term investment as the labour market tightens and skilled staff become scarcer in the later 1990s.

Graham Martin

1994 Health Manpower Management

doi: 10.1108/09552069410053830pmid: 10134594

Considerable attention is being given in the UK to the issue of identifying “what is it” that makes for success in health care organizations. The HAY Group has developed a worldwide database on the key human resource issues that are linked to success. Outlines some of the research. Drawing mainly on data from the USA, Canada, UK, Australia and The Netherlands, the research finds clear evidence of successful agencies adopting a strategic approach to the issues and then undertaking specific activities in organization design, management culture, rewards and management characteristics. Identifies a series of good practices and trends, and organizations can assess their own current position on a number of dimensions.