A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Attempts to introduce multi-skilled “hotel services” workers in several NHS trusts have been studied using Scott-Morgan’s Unwritten Rules of the Game methodology. In-depth interviews reveal that, even for staff traditionally regarded as “marginal” and low paid, pride in helping patients is a powerful motivator, one which frequently ensures services are maintained, especially during periods of compulsory competitive tendering (CCT). A traditional “command and control” style of management and the fear engendered by CCT produced powerful barriers to different performance levels from multi-skilling. We contrast this approach with a more emergent exercise fostered in a group of wards where responsibility for the ancillary workers was transferred to the wards’ director of nursing. These wards have now developed more highly motivated, confident support workers and demonstrate a number of resulting performance gains. We interpret the results in terms of the cultivation of a new pattern and a systemic positive feedback.
Attempts to introduce multi-skilled “hotel services” workers in several NHS trusts have been studied using Scott-Morgan’s Unwritten Rules of the Game methodology. In-depth interviews reveal that, even for staff traditionally regarded as “marginal” and low paid, pride in helping patients is a powerful motivator, one which frequently ensures services are maintained, especially during periods of compulsory competitive tendering (CCT). A traditional “command and control” style of management and the fear engendered by CCT produced powerful barriers to different performance levels from multi-skilling. We contrast this approach with a more emergent exercise fostered in a group of wards where responsibility for the ancillary workers was transferred to the wards’ director of nursing. These wards have now developed more highly motivated, confident support workers and demonstrate a number of resulting performance gains. We interpret the results in terms of the cultivation of a new pattern and a systemic positive feedback.
Multi-skilling for success
Clark, Liz (author)
Facilities ; 17 ; 272-279
1999-07-01
8 pages
Article (Journal)
Electronic Resource
English
Models , Motivation , NHS
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