Seamless Service Research and ActionNigel Grinstead
1994 Health Manpower Management
doi: 10.1108/09552069410060021pmid: 10137103
Describes the process used by the Mater Infirmorum Hospital in Belfast in 1992‐1994 to achieve high quality care (Seamless Service), and motivate staff to deliver and measure performance. Aims of the project include focusing the organization on the customer, improving teamwork and motivation at all levels. After comprehensive data collection from GPs, patients and staff forums developed a full TQM strategy to gain support and maintain momentum including innovative staff events (every staff member was given the opportunity to attend) where multilevel, multidisciplinary workshops enabled staff to design customer care standards, develop teams and lead customer‐driven change.
Investors in People Journey to Continuous DevelopmentDon Mason
1994 Health Manpower Management
doi: 10.1108/09552069410060030pmid: 10137104
Examines the experience of one NHS Unit in Wales as it carried through a strategic decision to meet the National Standard for Effective Investment in People (Iip). Argues that the Iip blueprint for improving personal and organizational performance has never been more important to an NHS undergoing radical change. Seeks to encourage more NHS organizations to be measured against the standard in the areas of commitment, regular review of training and development, continuous development of employee skills, knowledge and attitudes, and evaluating the effectiveness of the training investment in achieving business goals.
GPs: Principles and PracticeJean Harrison; Paul Burns
1994 Health Manpower Management
doi: 10.1108/09552069410060058pmid: 10137098
Defines the role of GPs and explores their possible involvement in practice management and planning, which authorities are trying to encourage. Suggests that there would be a conflict of interest between management and doctors′ relationships with patients, and that they could risk becoming public scapegoats as they are in the most exposed position. Raises points to consider, such as should GPs contemplate becoming involved in practice planning.
Healthy Working and Performance Management A Discussion of the Approach and a Report on a Survey of NHS OrganizationsHugh D. Flanagan; Paul Henry
1994 Health Manpower Management
doi: 10.1108/09552069410060067pmid: 10137099
Achieving high performance in an organization is a complex business. Most approaches are too piecemeal, unidimensional or iatrogenic. Healthy working is an approach to managing performance that attempts to overcome these problems by aiming, in a holistic manner, to harmonize those factors which affect, either separately or jointly, individual physical, mental and emotional health and individual and organizational performance. The approach is based on a set of values and a series of steps. The first step has to be establishing an information base‐line – the four key indicators. A survey was undertaken by PBS to establish the availability and usefulness of data in NHS organizations; summarizes some of the issues raised. Although a worryingly small number keep useful data or produce useful information, much can be done in making critical links if available data is fully used.
Clinical Psychology Postgraduate Training Meeting the ShortfallJennifer J. Ashcroft; Graham Turpin
1994 Health Manpower Management
doi: 10.1108/09552069410060085pmid: 10137101
NHS targets for training clinical psychologists have not been met. Unless training resources are increased there will continue to be a shortfall in service provision. In order to ascertain those areas where training resources are most needed, a postal questionnaire survey of all British clinical psychology training courses was conducted. There was a 73 per cent response rate. Results showed that major areas of need are: (1) increased recruitment of course staff whose major responsibility is training, rather than an over reliance on clinical psychologists who have major NHS responsibilities; (2) greater representation of specialist areas; some priority services such as work with older adults or people with learning disabilities are under‐represented; and (3) more equitable pay – not all university courses offer salaries on clinical scales.