Improving Health through Human Resource Management
The process of engagement and alignment

Description

How can people management and development help NHS organisations to achieve their goals?

This is the question explored in a major research project sponsored by the Chartered Institute of Personnel and Development (CIPD), the Healthcare People Management Association (HPMA) and the Department of Health. The research was carried out by Manchester Business School in six case study organisations from the NHS acute, mental health, and primary care sectors. Over 170 interviews were conducted with NHS staff in support, clinical and managerial roles, and with staff from partner and contractor organisations. This report outlines the findings of the study, with implications and guidance for HR and organisations as to how to use people management to drive performance.

The report looks at perceptions within the NHS of elements such as:
- the link between organisational and individual performance
- HR strategy and practices
- constraints and enabling factors for HRM
- the psychological contract
- the role of line managers.

It's structured to help you find those parts of the report that will be of most interest to you. The executive summary and conclusions chapter outline the key implications for HR professionals.

Benefits for you:
- insights into how NHS staff see their contribution to performance
- learning points for the HR function, and for the organisation as a whole, at the end of each chapter
- a practical framework for thinking about the relationship between HR and performance.

Contents

Setting the Scene
HRM and Performance - Understanding the Relationship
HRM and Performance - the Case Study Organisations
HRM Strategy - Working with other Organisations
HR Content - Understanding, Practices and Perceptions
HR Content - the Role of Line Managers
Individuals - their Expectations of Work
Individuals - Perceptions of Employer Expectations
Performance in the NHS - Individuals and Organisations
Conclusions