Human Resource Management Innovation in Healthcare: The Institutionalisation of New Support Roles

Ian Kessler; Paul Heron; Karen Spilsbury

Human Resource Management Innovation in Healthcare: The Institutionalisation of New Support Roles

Ian Kessler, Paul Heron, Karen Spilsbury

King's Business School

Research output: Contribution to journal › Article › peer-review

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Abstract

This article draws upon the notion of a ‘human resource management (HRM) innovation’ to explore the development of two new work roles in different healthcare settings. Arguing that the establishment of a new work role represents a distinctive form of HRM innovation, the article elaborates on and refines an influential theoretical model on how and why such roles become institutionalised. Principally based on interview data from key actors actively engaged with the new roles, the article elaborates by focusing on underdeveloped features of this theoretical model, identifying a range of micro processes underpinning the emergence and acceptance of the new work roles. In refining, the article highlights: the fragility of new work roles; the contribution of key actors to their development; and the interaction between workplace, organisation and system level processes in their emergence and acceptance.

Original language	English
Number of pages	31
Journal	HUMAN RESOURCE MANAGEMENT JOURNAL
Publication status	Accepted/In press - 25 Mar 2016

Keywords

innovation
new support roles
Healthcare application

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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title = "Human Resource Management Innovation in Healthcare: The Institutionalisation of New Support Roles",

abstract = "This article draws upon the notion of a {\textquoteleft}human resource management (HRM) innovation{\textquoteright} to explore the development of two new work roles in different healthcare settings. Arguing that the establishment of a new work role represents a distinctive form of HRM innovation, the article elaborates on and refines an influential theoretical model on how and why such roles become institutionalised. Principally based on interview data from key actors actively engaged with the new roles, the article elaborates by focusing on underdeveloped features of this theoretical model, identifying a range of micro processes underpinning the emergence and acceptance of the new work roles. In refining, the article highlights: the fragility of new work roles; the contribution of key actors to their development; and the interaction between workplace, organisation and system level processes in their emergence and acceptance. ",

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AU - Kessler, Ian

AU - Heron, Paul

AU - Spilsbury, Karen

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N2 - This article draws upon the notion of a ‘human resource management (HRM) innovation’ to explore the development of two new work roles in different healthcare settings. Arguing that the establishment of a new work role represents a distinctive form of HRM innovation, the article elaborates on and refines an influential theoretical model on how and why such roles become institutionalised. Principally based on interview data from key actors actively engaged with the new roles, the article elaborates by focusing on underdeveloped features of this theoretical model, identifying a range of micro processes underpinning the emergence and acceptance of the new work roles. In refining, the article highlights: the fragility of new work roles; the contribution of key actors to their development; and the interaction between workplace, organisation and system level processes in their emergence and acceptance.

AB - This article draws upon the notion of a ‘human resource management (HRM) innovation’ to explore the development of two new work roles in different healthcare settings. Arguing that the establishment of a new work role represents a distinctive form of HRM innovation, the article elaborates on and refines an influential theoretical model on how and why such roles become institutionalised. Principally based on interview data from key actors actively engaged with the new roles, the article elaborates by focusing on underdeveloped features of this theoretical model, identifying a range of micro processes underpinning the emergence and acceptance of the new work roles. In refining, the article highlights: the fragility of new work roles; the contribution of key actors to their development; and the interaction between workplace, organisation and system level processes in their emergence and acceptance.

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KW - new support roles

KW - Healthcare application

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JO - HUMAN RESOURCE MANAGEMENT JOURNAL

JF - HUMAN RESOURCE MANAGEMENT JOURNAL

ER -

Human Resource Management Innovation in Healthcare: The Institutionalisation of New Support Roles

Abstract

Keywords

UN SDGs

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