Strategic HRM: Enablers and Constraints in the NHS.

Abstract The UK Government has frequently referred to the importance of strategic human

resource management (HRM) to the success of the National Health Service (NHS). However,

relatively little is known about whether HR departments within individual NHS Trusts play a

strategic role and, if so, how this has been achieved. Reports on the findings of a unique study into

HRM at the Chelsea and Westminster NHS Trust over the period 1994-2000. In particular,

focuses on the factors that have enabled or constrained the development of a strategic role over

time. Whilst it was found that the NHS context often served as a constraining factor, also shows

that much can be done at the level of the individual Trust to foster a strategic role for the HR

function. Of particular importance were the HR director role, the attitudes of senior management

towards HRM and the way in which HR interventions were implemented.