Health Manpower Management

Darice Broomfield; Gerry Humphris; Sue Kaney

1996 Health Manpower Management

doi: 10.1108/09552069610125865pmid: 10161778

Examines the issues of work‐related stress in the health‐care professions, focusing on junior medical and dental staff. Identifies the stressors, and reports on an interview survey conducted as part of a larger study funded by the National Health Service Management Executive to identify the levels of stress. Concludes that outsourcing to an independent counselling service could prove to be an effective stress‐management strategy.

Sylvia McNeely

1996 Health Manpower Management

doi: 10.1108/EUM0000000004276pmid: 10161772

Briefly looks at the stress and coping strategies in nurses from palliative, psychiatric and general nursing areas. Examines the results of a recent study where 308 nurses completed questionnaires on sources of stress and coping strategies. Identifies five major sources of stress, concluding that, if patients are to receive quality care, then the needs of nurses must also be taken into consideration.

Hilary Rowland

1996 Health Manpower Management

doi: 10.1108/09552069610125874pmid: 10161773

Observes that changes in the nature of employment and career development in the private sector have also affected the National Health Service in a similar way. Highlights how economic pressures have forced organizations to rationalize their workforces, and with this has come an end to the psychological contract which has existed between employers and employees. Outlines the nature of those changes, and their effect on individuals who need to take responsibility for their own career development. Suggests that there is now a need to develop a new moral contract between employers and employees. In return for job security, employers can offer a range of developmental opportunities to enable employees to become more employable when new employment is required.

G. Coates

1996 Health Manpower Management

doi: 10.1108/09552069610125883pmid: 10161774

Looks at performance appraisal (PA), which has become an important tool in the overseeing of employees in contemporary society. Notes, however, that little work, has focused on its mediation or actual practice, beyond simple descriptions informing its implementation. First examines the changing nature of employee management under PA, before investigating the contemporary usage of PA regarding its emphasis on the issue of managing and controlling the “images” of performance. Illustrates this with research, gathered from a case study in the Midlands. More specifically, focuses on the requirement on individuals to present the right image/self‐presentation as a means of subordination. Highlights, with the use of a hospital case study, some of these issues in relation to the changes taking place in the public service sector, which faces fundamental transformations to its concept of service. Concludes that, whatever the original intentions of PA were, they have seriously failed, and are superseded by the management of the subjectification of performance.

Sandra Meadows

1996 Health Manpower Management

doi: 10.1108/09552069610125892pmid: 10161775

Introduces the 1993 Calman Report on specialist medical training, summarizing the report’s recommendations and then exploring its implications for service purchasers and providers. Illustrates these using discussions within University College London Hospitals NHS Trust and The Royal Hospitals NHS Trust.

Jane Hemsley‐Brown; John Humphreys

1996 Health Manpower Management

doi: 10.1108/09552069610125900pmid: 10161776

States that the number of enrolled nurse conversions completed during the last ten years has had a significant impact on the number of registered nurses (RNs) available for employment in the National Health Service (NHS), and the contribution made by the enrolled nurse conversion course programme to the National Health Service workforce may have delayed the impact of the “demographic time bomb” on nursing recruitment. Emphasizes that the winding down of the conversion programme, and a fall in the number of RNs employed in the NHS, combined with a decline in entries to preregistration (initial) training, could signal the beginning of the long‐awaited crisis facing the nursing profession.

Steven H. Appelbaum; Loring Mackenzie

1996 Health Manpower Management

doi: 10.1108/09552069610125919pmid: 10161777

Notes the attempts by many companies today to identify innovative compensation strategies that are directly linked to improving organizational performance. Observes that there are many approaches to incentive compensation such as cash bonuses, stock purchase and profit sharing. Examines the individual and group incentive concepts that reward performance based on predetermined organizational goals and metrics, several behavioural theories that can be associated with reward and compensation, and convergent and divergent views and conclusions from the business community.