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A new workforce in the making? A case study of strategic human resource management in a whole‐system change effort in healthcare

A new workforce in the making? A case study of strategic human resource management in a... Purpose – This paper seeks to describe the exploration of human resource issues in one large‐scale program of innovation in healthcare. It is informed by established theories of management in the workplace and a multi‐level model of diffusion of innovations. Design/methodology/approach – A realist approach was used based on interviews, ethnographic observation and documentary analysis. Findings – Five main approaches (“theories of change”) were adopted to develop and support the workforce: recruiting staff with skills in service transformation; redesigning roles and creating new roles; enhancing workforce planning; linking staff development to service needs; creating opportunities for shared learning and knowledge exchange. Each had differing levels of success. Practical implications – The paper includes HR implications for the modernisation of a complex service organisation. Originality/value – This is the first time a realist evaluation of a complex health modernisation initiative has been undertaken. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

A new workforce in the making? A case study of strategic human resource management in a whole‐system change effort in healthcare

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References (33)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777261111116824
pmid
21542462
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper seeks to describe the exploration of human resource issues in one large‐scale program of innovation in healthcare. It is informed by established theories of management in the workplace and a multi‐level model of diffusion of innovations. Design/methodology/approach – A realist approach was used based on interviews, ethnographic observation and documentary analysis. Findings – Five main approaches (“theories of change”) were adopted to develop and support the workforce: recruiting staff with skills in service transformation; redesigning roles and creating new roles; enhancing workforce planning; linking staff development to service needs; creating opportunities for shared learning and knowledge exchange. Each had differing levels of success. Practical implications – The paper includes HR implications for the modernisation of a complex service organisation. Originality/value – This is the first time a realist evaluation of a complex health modernisation initiative has been undertaken.

Journal

Journal of Health Organisation and ManagementEmerald Publishing

Published: Mar 22, 2011

Keywords: Human resource management; Health services; Change management

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