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The role of the personnel department in the management of change in the UK NHS
Author(s) -
Currie Graeme,
Procter Stephen
Publication year - 1998
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(1998110)7:7<375::aid-jsc393>3.0.co;2-2
Subject(s) - legitimacy , pessimism , function (biology) , context (archaeology) , business , public relations , middle management , management , operations management , marketing , political science , economics , politics , law , paleontology , philosophy , epistemology , evolutionary biology , biology
Academic literature is pessimistic about the potential of the personnel function to adopt the role of a change maker. Reforms in the NHS are an opportunity for the personnel function to play a significant role in the strategic change process. The personnel function may take up a different role in relation to different issues. Middle managers are crucial in influencing outcomes of personnel policies. Characteristics of outer and inner context of the organization influence the legitimacy attached to personnel policy by middle managers. © 1998 John Wiley & Sons, Ltd.