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MODERN MATRONS were introduced in the NHS as part of The NHS Plan (Department of Health (DH) 2000) to improve patient care and the patient experience. A key aspect of [...]

Abstract Aim To examine the employment experiences of older nurses and midwives working in the NHS. Method A total of 27 semi-structured telephone interviews were conducted with nurses and midwives [...]

The significance of pay bargaining among nurses in light of labor shortages in the United Kingdom National Health Service is discussed.

The hostile atmosphere around most of the National Health Service's organizations' as they prepare to lay off workers in large numbers, due to Prime Minister Tony Blair's assumption that these organizations were working inefficiently, is discussed. Public on their part are concerned about the quality of service coming down or disappearing all together.

Data from National Health Service hospitals are used to assess the extent to which shock, or a single jarring incident, impacts employees' decisions to quit. The data highlight how conventional research methods may lead to an inaccurate portrayal of employee turnover; flaws are identified and alternative processes are described.

A survey of 643 nurses from the United Kingdom's National Health Service is used to examine employment disadvantage among part-time female employees. Findings contradict common assumptions that part-time workers are comparable to fulltime workers with regard to career experience and qualifications. Rather, organizational context is the factor affecting how career opportunities for part-time employees are structured.

Davis N, Bheenuck S (2003) A professional development pathways scheme. Nursing Standard, 17, 48, 40-43. Date of acceptance: December 23 2002. Summary The professional development pathways scheme is a local [...]

The label `modernisation', originally coined to signify reform within the Labour Party, has since 1997 increasingly been used as a descriptor of various facets of public policy. This paper addresses three questions, all in the context of health policy. What (if anything) is the impact of the notion of modernisation on NHS medical labour process, what is its substantive content, and how might we explain its rise to prominence? On the first question. I suggest that a model of medicine (which I term `scientific-bureaucratic medicine') is being developed that embodies many of the specific characteristics of Fordist labour processes. On the second question. I suggest that `modernisation' denotes a philosophy towards the governance of the NHS which entails the distinctive characteristics of the project which social theorists have termed `modernity'. The third question has particular significance in a social context (variously termed `late modernity' or `postmodernity') generally thought of as characterised by trends towards postFordist labour processes. I tentatively suggest that scientific-bureaucratic medicine can be viewed as the state's (not necessarily successful) strategy for coping with radical consumerism and changing perceptions of risk and expertise in the context of health and medicine.

Research into the allegations that the British National Health Service regarding promotion and pay in regards to nurses is presented. Race and gender are the two factors that are looked into.

Issues discussed concern employment discrimination and the gendered divisions in the labor market, focusing on the female-dominated profession of nursing in the UK's National Health Service. Topics addressed include human resource management, gender-based disadvantages, and preventing institutional discrimination.

Issues are discussed regarding the response of nurses and health care assistants in the British National Health Service to health care reform and the routinization and deskilling involved. The nurses' ambivalence seems to limit their effectiveness in resisting reform.

The overhaul of UK's National Health Service (NHS) in 1990 not only exposed the service to internal competition but also paved the way for newcomers to embark on their first steps on a finance career path. One example is Australian Helen Chalmers, who was 25 years old when she first came to London, England, and became a finance director in the NHS by the time she reached 28.

The managerial effectiveness of clinical directors working in the National Health Service (NHS) of the UK was examined. This was accomplished through a qualitative study of staff members at an NHS Trust hospital that was set up in 1992. Using a social cognitive perpsective, the experiences of these NHS staffers were then analyzed to create a framework for evaluating NHS clinical directors.

Organizations have to constantly adapt in order to improve their performance and survive. Organizational change or innovation can be successfully implemented by relating it to the shared meanings and organizational symbolisms in organizations. The effects of innovation were studied in two hospitals connected with the British National Health Service. Indepth interviews were conducted among hospital staff on their reactions to emergent and imposed innovations. It was concluded that individuals have different perceptions of innovations and that the commitment of employees is needed for innovations to succeed.

Here we go again--another year when nurses will not receive an annual pay rise in their April salary payments. Negotiations to determine the annual pay award for nurses should be [...]

SUMMARY Concern about the number of overweight staff in her NHS trust motivated chief executive Maggie Boyle to set up an exercise programme. Now nurses are working out with the [...]

The National Health Service (NHS) faced a deficit of [pounds sterling]500 million as of 30 September 2004, even as finance directors are coping with new employment contracts, and adjustments to pension funds. The Agenda for Change, a new pay system covering most NHS staff is expected to cost the NHS [pounds sterling] 490 million in 2004/5 alone. A rise of 10% in emergency admissions this year has caused problems for Primary Care Trusts (PCTs) with some of them cutting routine surgeries, operating theatres and hospital beds to reduce costs. The new measures have drastically cut down waiting lists, which is a welcome sign as the PCTs scramble to increase activities under the payment by results (PBR) scheme.