Change in healthcare: the impact on NHS managers

Clare Kelliher · Emma Parry

20 citations0/0 files storedJournal of Organizational Change Management

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Public Policy and Administration Research Health Services Management and Policy Workplace Health and Well-being

Abstract

Purpose The purpose of this paper is to examine the impact of new public management (NPM) style practices on public sector managers and in particular on the stress experienced by managers in the UK National Health Service (NHS). Although, ostensibly NPM liberates public sector managers to act more like managers in the private sector, the authors argue that it can also lead to negative work outcomes and high levels of stress.

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1991A PUBLIC MANAGEMENT FOR ALL SEASONS?2004Public Management Reform: A Comparative Analysis 1959On The Meaning of Alienation 2005The Experience of Work-Related Stress across Occupations 2002Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers 2011Change Recipients’ Reactions to Organizational Change 2005Theorizing the Micro-politics of Resistance: New Public Management and Managerial Identities in the UK Public Services 2005Feeling bad: antecedents and consequences of negative emotions in ongoing change

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2018Enabling Middle Managers as Change Agents: Why Organisational Support Needs to Change 2020Beyond new public management: Empowering community‐based organisations

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