Exploring the human resource implications of clinical governance

Area of Science:

• Healthcare Management
• Organizational Psychology
• Public Health Policy

Background:

• Clinical governance was introduced in the UK National Health Service (NHS) in 1998 to enhance clinical care quality.
• Successful implementation relies heavily on NHS staff capabilities and engagement, influencing organizational work dynamics.
• The introduction of clinical governance poses new challenges for human resource management (HRM).

Purpose of the Study:

• To identify and analyze the specific human resource management challenges within the clinical governance framework.
• To address the gap in existing literature regarding HRM's role in clinical governance implementation.
• To explore the implications of clinical governance for HRM practices in healthcare organizations.

Main Methods:

• A qualitative approach utilizing a phenomenological case study design.
• Interviews conducted with 33 participants selected through purposive sampling.
• Semi-structured interview format employed to gather in-depth insights.

Main Results:

• Staff recognize the critical role of HRM in clinical governance success.
• Limited evidence suggests senior management prioritizes HRM development for clinical governance.
• Seven key human resource implications of clinical governance were identified and analyzed.

Conclusions:

• A more proactive HRM approach is essential for embedding clinical governance across NHS organizations.
• Integrating HRM strategies with the clinical governance agenda is crucial for effective implementation.
• Addressing identified HRM challenges can foster a culture where clinical governance is universally embraced.