Cargando…
Organisational drivers of performance in mental health providers
PURPOSE: This study aims to compare and contrast the core organisational processes across high and low performing mental health providers in the English National Health Service (NHS). DESIGN/METHODOLOGY/APPROACH: A multiple case study qualitative design incorporating a full sample of low and high pe...
Autores principales: | , , |
---|---|
Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Emerald Publishing Limited
2023
|
Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10430795/ https://www.ncbi.nlm.nih.gov/pubmed/36927953 http://dx.doi.org/10.1108/JHOM-01-2022-0017 |
_version_ | 1785091047712358400 |
---|---|
author | Mannion, Russell Konteh, Frederick Hassan Jacobs, Rowena |
author_facet | Mannion, Russell Konteh, Frederick Hassan Jacobs, Rowena |
author_sort | Mannion, Russell |
collection | PubMed |
description | PURPOSE: This study aims to compare and contrast the core organisational processes across high and low performing mental health providers in the English National Health Service (NHS). DESIGN/METHODOLOGY/APPROACH: A multiple case study qualitative design incorporating a full sample of low and high performing mental health providers. FINDINGS: This study suggests that the organisational approaches used to govern and manage mental health providers are associated with their performance, and the study’s findings give clues as to what areas might need attention. They include, but are not limited to: developing appropriate governance frameworks and organisational cultures, ensuring that staff across the organisation feel “psychologically safe” and able to speak up when they see things that are going wrong; a focus on enhancing quality of services rather than prioritising cost-reduction; investing in new technology and digital applications; and nurturing positive inter-organisational relationships across the local health economy. ORIGINALITY/VALUE: Highlights considerable divergence in organisation and management practices that are associated with the performance of mental health trusts in the English NHS |
format | Online Article Text |
id | pubmed-10430795 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2023 |
publisher | Emerald Publishing Limited |
record_format | MEDLINE/PubMed |
spelling | pubmed-104307952023-08-17 Organisational drivers of performance in mental health providers Mannion, Russell Konteh, Frederick Hassan Jacobs, Rowena J Health Organ Manag Research Paper PURPOSE: This study aims to compare and contrast the core organisational processes across high and low performing mental health providers in the English National Health Service (NHS). DESIGN/METHODOLOGY/APPROACH: A multiple case study qualitative design incorporating a full sample of low and high performing mental health providers. FINDINGS: This study suggests that the organisational approaches used to govern and manage mental health providers are associated with their performance, and the study’s findings give clues as to what areas might need attention. They include, but are not limited to: developing appropriate governance frameworks and organisational cultures, ensuring that staff across the organisation feel “psychologically safe” and able to speak up when they see things that are going wrong; a focus on enhancing quality of services rather than prioritising cost-reduction; investing in new technology and digital applications; and nurturing positive inter-organisational relationships across the local health economy. ORIGINALITY/VALUE: Highlights considerable divergence in organisation and management practices that are associated with the performance of mental health trusts in the English NHS Emerald Publishing Limited 2023-03-17 2023 /pmc/articles/PMC10430795/ /pubmed/36927953 http://dx.doi.org/10.1108/JHOM-01-2022-0017 Text en © Russell Mannion, Frederick Hassan Konteh and Rowena Jacobs https://creativecommons.org/licenses/by/4.0/Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at https://creativecommons.org/licenses/by/4.0/ |
spellingShingle | Research Paper Mannion, Russell Konteh, Frederick Hassan Jacobs, Rowena Organisational drivers of performance in mental health providers |
title | Organisational drivers of performance in mental health providers |
title_full | Organisational drivers of performance in mental health providers |
title_fullStr | Organisational drivers of performance in mental health providers |
title_full_unstemmed | Organisational drivers of performance in mental health providers |
title_short | Organisational drivers of performance in mental health providers |
title_sort | organisational drivers of performance in mental health providers |
topic | Research Paper |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10430795/ https://www.ncbi.nlm.nih.gov/pubmed/36927953 http://dx.doi.org/10.1108/JHOM-01-2022-0017 |
work_keys_str_mv | AT mannionrussell organisationaldriversofperformanceinmentalhealthproviders AT kontehfrederickhassan organisationaldriversofperformanceinmentalhealthproviders AT jacobsrowena organisationaldriversofperformanceinmentalhealthproviders |