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Marketization, managers and moral strain: chairmen, directors and public service ethos in the national health service

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Marketization, managers and moral strain: chairmen, directors and public service ethos in the national health service. / Sheaff, Rod ; West, Michael.
In: Public Administration: An International Quarterly, Vol. 75, No. 2, 1997, p. 189-206.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Sheaff, R & West, M 1997, 'Marketization, managers and moral strain: chairmen, directors and public service ethos in the national health service', Public Administration: An International Quarterly, vol. 75, no. 2, pp. 189-206. https://doi.org/10.1111/1467-9299.00056

APA

Sheaff, R., & West, M. (1997). Marketization, managers and moral strain: chairmen, directors and public service ethos in the national health service. Public Administration: An International Quarterly, 75(2), 189-206. https://doi.org/10.1111/1467-9299.00056

Vancouver

Sheaff R, West M. Marketization, managers and moral strain: chairmen, directors and public service ethos in the national health service. Public Administration: An International Quarterly. 1997;75(2):189-206. doi: 10.1111/1467-9299.00056

Author

Sheaff, Rod ; West, Michael. / Marketization, managers and moral strain : chairmen, directors and public service ethos in the national health service. In: Public Administration: An International Quarterly. 1997 ; Vol. 75, No. 2. pp. 189-206.

Bibtex

@article{ffbc59835c12462d8af412ce0d8fd184,
title = "Marketization, managers and moral strain: chairmen, directors and public service ethos in the national health service",
abstract = "Survival of the public service ethos in Britain has been called into question following introduction of the {\textquoteleft}new public management{\textquoteright} and marketizing reforms in much of the public sector. This article examines how these developments have occurred in the NHS, using survey data to analyse NHS board members{\textquoteright} substantive ethical values. Unexpectedly the results suggest that NHS board members with a predominantly NHS background appear less ethically conservative, more flexible and less risk–averse than those recruited from non–NHS backgrounds; and that as yet the NHS management {\textquoteleft}culture{\textquoteright} is not very homogenous in respect of {\textquoteleft}business ethics{\textquoteright}. The NHS reforms also appear to accentuate the tensions between transparent public accountability in NHS management and incentives not to publicize certain types of information. Recent codification of NHS {\textquoteleft}business ethics{\textquoteright} can be understood as an attempt to buttress the public service ethos against the increased moral strains of a quasi–market.",
author = "Rod Sheaff and Michael West",
year = "1997",
doi = "10.1111/1467-9299.00056",
language = "English",
volume = "75",
pages = "189--206",
journal = "Public Administration: An International Quarterly",
issn = "0033-3298",
publisher = "Wiley-Blackwell",
number = "2",

}

RIS

TY - JOUR

T1 - Marketization, managers and moral strain

T2 - chairmen, directors and public service ethos in the national health service

AU - Sheaff, Rod

AU - West, Michael

PY - 1997

Y1 - 1997

N2 - Survival of the public service ethos in Britain has been called into question following introduction of the ‘new public management’ and marketizing reforms in much of the public sector. This article examines how these developments have occurred in the NHS, using survey data to analyse NHS board members’ substantive ethical values. Unexpectedly the results suggest that NHS board members with a predominantly NHS background appear less ethically conservative, more flexible and less risk–averse than those recruited from non–NHS backgrounds; and that as yet the NHS management ‘culture’ is not very homogenous in respect of ‘business ethics’. The NHS reforms also appear to accentuate the tensions between transparent public accountability in NHS management and incentives not to publicize certain types of information. Recent codification of NHS ‘business ethics’ can be understood as an attempt to buttress the public service ethos against the increased moral strains of a quasi–market.

AB - Survival of the public service ethos in Britain has been called into question following introduction of the ‘new public management’ and marketizing reforms in much of the public sector. This article examines how these developments have occurred in the NHS, using survey data to analyse NHS board members’ substantive ethical values. Unexpectedly the results suggest that NHS board members with a predominantly NHS background appear less ethically conservative, more flexible and less risk–averse than those recruited from non–NHS backgrounds; and that as yet the NHS management ‘culture’ is not very homogenous in respect of ‘business ethics’. The NHS reforms also appear to accentuate the tensions between transparent public accountability in NHS management and incentives not to publicize certain types of information. Recent codification of NHS ‘business ethics’ can be understood as an attempt to buttress the public service ethos against the increased moral strains of a quasi–market.

U2 - 10.1111/1467-9299.00056

DO - 10.1111/1467-9299.00056

M3 - Journal article

VL - 75

SP - 189

EP - 206

JO - Public Administration: An International Quarterly

JF - Public Administration: An International Quarterly

SN - 0033-3298

IS - 2

ER -