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dc.contributor.authorCotton, Elizabeth
dc.contributor.authorKline, Roger
dc.contributor.authorMorton, Clive
dc.date.accessioned2021-02-04T13:58:37Z
dc.date.available2021-02-04T13:58:37Z
dc.date.issued2012
dc.identifier.citationCotton, Elizabeth, Kline, Roger and Morton, Clive (2013) 'Reversing performance in the UK National Health Service: from targets to teams', People + Strategy, 36 (2) . pp. 64-65.en_US
dc.identifier.urihttp://www.hrps.org/?page=PeopleStrategy
dc.identifier.urihttp://hdl.handle.net/10369/11282
dc.descriptionArticle published in People + Strategy available at http://www.hrps.org/?page=PeopleStrategyen_US
dc.description.abstractThe UK’s 2010 and 2013 public inquiries into the Mid Staffordshire hospital scandal estimated that between 400 and 1,200 people died unnecessarily in just a four-year period. The inquiries, carried out by Robert Francis QC, identified a range of performance management problems within the National Health Service (NHS) stemming from a widespread preoccupation with nationally set targets, emphasizing an organizing principle of reducing costs rather than delivering quality patient care. The inquiries conclude that there had been a systemic failure at Mid Staffs; including a culture of bullying and secrecy regarding patient care, a focus on achieving externally set targets and budgeting, and low staff morale. This was explained, in part, by the performance culture in place where frontline staff worked within an “endemic culture of bullying” (Francis, 2010: Vol 1. B.38), forced to prioritize targets over patient welfare for fear of victimization and job loss which incentivized short cuts and “unacceptable standards of performance” (Francis, 2013: 111). Virtually no organization emerges from the inquiries with credit except the local campaign set up by the relatives of the victims. The reports provide few concrete recommendations to improve performance despite an emphasis within the Francis report on the urgent need for the NHS to reform its performance management. Although we offer no magic solutions to the structural problems across the organization, our proposal is that an important aspect of reform should be a reorientation away from targets and top-down management toward a model of inter-disciplinary and inter-organizational team working.en_US
dc.language.isoenen_US
dc.publisherSHRMen_US
dc.relation.ispartofseriesPeople + Strategy;36 (2) . pp. 64-65
dc.titleReversing performance in the UK National Health Service: from targets to teamsen_US
dc.typeArticleen_US
dcterms.dateAccepted2012
rioxxterms.versionAMen_US
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden_US


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