Human relations management, expectations and healthcare: A qualitative study

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Human relations management, expectations and healthcare : A qualitative study. / Hyde, Paula; Harris, Claire; Boaden, Ruth; Cortvriend, Penny.

In: Human Relations, Vol. 62, No. 5, 01.05.2009, p. 701-725.

Research output: Contribution to journalArticlepeer-review

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Hyde, Paula ; Harris, Claire ; Boaden, Ruth ; Cortvriend, Penny. / Human relations management, expectations and healthcare : A qualitative study. In: Human Relations. 2009 ; Vol. 62, No. 5. pp. 701-725.

Bibtex

@article{26d5379b549644a89727276b884e8aed,
title = "Human relations management, expectations and healthcare: A qualitative study",
abstract = "Despite substantial evidence for a relationship between human resource management (HRM) and the performance of individuals, relatively few studies have examined the role of employee expectations. This article reports on a study involving six National Health Service (NHS) organizations across England. Healthcare employees expected their employers to provide: infrastructure, HR practices and support, which they linked to improved performance especially in relation to patient care and service innovations. Counterintuitively, effort was maintained towards immediate patient care when expectations were unmet, seemingly, because of public service values. The findings indicate that public service values may be a strong determinant of performance as it relates to patients, moderating potential short-term adverse effects of unmet expectations. In contrast, longer term effects on patient care and service development were less readily moderated by these values. This study offers differential accounts illustrating effects on performance gained through improved working conditions and through work intensification.",
keywords = "Expectations, Healthcare, Human resource management, Individual performance, Psychological contract, Values",
author = "Paula Hyde and Claire Harris and Ruth Boaden and Penny Cortvriend",
year = "2009",
month = may,
day = "1",
doi = "10.1177/0018726709103455",
language = "English",
volume = "62",
pages = "701--725",
journal = "Human Relations",
issn = "0018-7267",
publisher = "SAGE Publications",
number = "5",

}

RIS

TY - JOUR

T1 - Human relations management, expectations and healthcare

T2 - A qualitative study

AU - Hyde, Paula

AU - Harris, Claire

AU - Boaden, Ruth

AU - Cortvriend, Penny

PY - 2009/5/1

Y1 - 2009/5/1

N2 - Despite substantial evidence for a relationship between human resource management (HRM) and the performance of individuals, relatively few studies have examined the role of employee expectations. This article reports on a study involving six National Health Service (NHS) organizations across England. Healthcare employees expected their employers to provide: infrastructure, HR practices and support, which they linked to improved performance especially in relation to patient care and service innovations. Counterintuitively, effort was maintained towards immediate patient care when expectations were unmet, seemingly, because of public service values. The findings indicate that public service values may be a strong determinant of performance as it relates to patients, moderating potential short-term adverse effects of unmet expectations. In contrast, longer term effects on patient care and service development were less readily moderated by these values. This study offers differential accounts illustrating effects on performance gained through improved working conditions and through work intensification.

AB - Despite substantial evidence for a relationship between human resource management (HRM) and the performance of individuals, relatively few studies have examined the role of employee expectations. This article reports on a study involving six National Health Service (NHS) organizations across England. Healthcare employees expected their employers to provide: infrastructure, HR practices and support, which they linked to improved performance especially in relation to patient care and service innovations. Counterintuitively, effort was maintained towards immediate patient care when expectations were unmet, seemingly, because of public service values. The findings indicate that public service values may be a strong determinant of performance as it relates to patients, moderating potential short-term adverse effects of unmet expectations. In contrast, longer term effects on patient care and service development were less readily moderated by these values. This study offers differential accounts illustrating effects on performance gained through improved working conditions and through work intensification.

KW - Expectations

KW - Healthcare

KW - Human resource management

KW - Individual performance

KW - Psychological contract

KW - Values

UR - http://www.scopus.com/inward/record.url?scp=65249122119&partnerID=8YFLogxK

U2 - 10.1177/0018726709103455

DO - 10.1177/0018726709103455

M3 - Article

AN - SCOPUS:65249122119

VL - 62

SP - 701

EP - 725

JO - Human Relations

JF - Human Relations

SN - 0018-7267

IS - 5

ER -