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High performance HRM: NHS employee perspectives

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High performance HRM: NHS employee perspectives. / Hyde, Paula; Sparrow, Paul; Boaden, Ruth B. et al.
In: Journal of Health Organization and Management, Vol. 27, No. 3, 2013, p. 296-311.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Hyde, P, Sparrow, P, Boaden, RB & Harris, C 2013, 'High performance HRM: NHS employee perspectives', Journal of Health Organization and Management, vol. 27, no. 3, pp. 296-311. https://doi.org/10.1108/JHOM-10-2012-0206

APA

Hyde, P., Sparrow, P., Boaden, R. B., & Harris, C. (2013). High performance HRM: NHS employee perspectives. Journal of Health Organization and Management, 27(3), 296-311. https://doi.org/10.1108/JHOM-10-2012-0206

Vancouver

Hyde P, Sparrow P, Boaden RB, Harris C. High performance HRM: NHS employee perspectives. Journal of Health Organization and Management. 2013;27(3):296-311. doi: 10.1108/JHOM-10-2012-0206

Author

Hyde, Paula ; Sparrow, Paul ; Boaden, Ruth B. et al. / High performance HRM : NHS employee perspectives. In: Journal of Health Organization and Management. 2013 ; Vol. 27, No. 3. pp. 296-311.

Bibtex

@article{08def0020cb64de1813888d1fc625a0d,
title = "High performance HRM: NHS employee perspectives",
abstract = "Purpose – The purpose of this paper is to examine National Health Service (NHS) employee perspectives of how high performance human resource (HR) practices contribute to their performance.Design/methodology/approach – The paper draws on an extensive qualitative study of the NHS. A novel two-part method was used; the first part used focus group data from managers to identify high-performance HR practices specific to the NHS. Employees then conducted a card-sort exercise where they were asked how or whether the practices related to each other and how each practice affected their work.Findings – In total, 11 high performance HR practices relevant to the NHS were identified. Also identified were four reactions to a range of HR practices, which the authors developed into a typology according to anticipated beneficiaries (personal gain, organisation gain, both gain and no-one gains). Employees were able to form their own patterns (mental models) of performance contribution for a range of HR practices (60 interviewees produced 91 groupings). These groupings indicated three bundles particular to the NHS (professional development, employee contribution and NHS deal).Practical implications – These mental models indicate employee perceptions about how health services are organised and delivered in the NHS and illustrate the extant mental models of health care workers. As health services are rearranged and financial pressures begin to bite, these mental models will affect employee reactions to changes both positively and negatively.Originality/value – The novel method allows for identification of mental models that explain how NHS workers understand service delivery. It also delineates the complex and varied relationships between HR practices and individual performance.",
keywords = "Employees behaviour, High performance, HR bundles, Human resource management, Mental models, National Health Service",
author = "Paula Hyde and Paul Sparrow and Boaden, {Ruth B.} and Claire Harris",
year = "2013",
doi = "10.1108/JHOM-10-2012-0206",
language = "English",
volume = "27",
pages = "296--311",
journal = "Journal of Health Organization and Management",
publisher = "Emerald Group Publishing Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - High performance HRM

T2 - NHS employee perspectives

AU - Hyde, Paula

AU - Sparrow, Paul

AU - Boaden, Ruth B.

AU - Harris, Claire

PY - 2013

Y1 - 2013

N2 - Purpose – The purpose of this paper is to examine National Health Service (NHS) employee perspectives of how high performance human resource (HR) practices contribute to their performance.Design/methodology/approach – The paper draws on an extensive qualitative study of the NHS. A novel two-part method was used; the first part used focus group data from managers to identify high-performance HR practices specific to the NHS. Employees then conducted a card-sort exercise where they were asked how or whether the practices related to each other and how each practice affected their work.Findings – In total, 11 high performance HR practices relevant to the NHS were identified. Also identified were four reactions to a range of HR practices, which the authors developed into a typology according to anticipated beneficiaries (personal gain, organisation gain, both gain and no-one gains). Employees were able to form their own patterns (mental models) of performance contribution for a range of HR practices (60 interviewees produced 91 groupings). These groupings indicated three bundles particular to the NHS (professional development, employee contribution and NHS deal).Practical implications – These mental models indicate employee perceptions about how health services are organised and delivered in the NHS and illustrate the extant mental models of health care workers. As health services are rearranged and financial pressures begin to bite, these mental models will affect employee reactions to changes both positively and negatively.Originality/value – The novel method allows for identification of mental models that explain how NHS workers understand service delivery. It also delineates the complex and varied relationships between HR practices and individual performance.

AB - Purpose – The purpose of this paper is to examine National Health Service (NHS) employee perspectives of how high performance human resource (HR) practices contribute to their performance.Design/methodology/approach – The paper draws on an extensive qualitative study of the NHS. A novel two-part method was used; the first part used focus group data from managers to identify high-performance HR practices specific to the NHS. Employees then conducted a card-sort exercise where they were asked how or whether the practices related to each other and how each practice affected their work.Findings – In total, 11 high performance HR practices relevant to the NHS were identified. Also identified were four reactions to a range of HR practices, which the authors developed into a typology according to anticipated beneficiaries (personal gain, organisation gain, both gain and no-one gains). Employees were able to form their own patterns (mental models) of performance contribution for a range of HR practices (60 interviewees produced 91 groupings). These groupings indicated three bundles particular to the NHS (professional development, employee contribution and NHS deal).Practical implications – These mental models indicate employee perceptions about how health services are organised and delivered in the NHS and illustrate the extant mental models of health care workers. As health services are rearranged and financial pressures begin to bite, these mental models will affect employee reactions to changes both positively and negatively.Originality/value – The novel method allows for identification of mental models that explain how NHS workers understand service delivery. It also delineates the complex and varied relationships between HR practices and individual performance.

KW - Employees behaviour

KW - High performance

KW - HR bundles

KW - Human resource management

KW - Mental models

KW - National Health Service

U2 - 10.1108/JHOM-10-2012-0206

DO - 10.1108/JHOM-10-2012-0206

M3 - Journal article

VL - 27

SP - 296

EP - 311

JO - Journal of Health Organization and Management

JF - Journal of Health Organization and Management

IS - 3

ER -