Truss, Catherine (2003) Strategic HRM: Enablers and Constraints in the NHS. International Journal of Public Sector Management, 16 (1). pp. 48-60. ISSN 0951-3558. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)
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.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM|
|Depositing User:||J. Ziya|
|Date Deposited:||30 Sep 2010 11:13|
|Last Modified:||15 Apr 2014 10:38|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25683 (The current URI for this page, for reference purposes)|