Role redesign: new ways of working in the NHS

Abstract

Purpose To examine the introduction of role‐redesign in the NHS and highlight implications for employment relations. Design/methodology/approach A 12‐month independent evaluation (2003‐2004) of a role redesign initiative in the NHS is reported. The study followed a developmental, case‐study design and included secondary data analysis, semi‐structured interviews and observations at five case‐study sites. Findings The role redesign process involved four types of change to job content: skill‐mix changes; job widening; job deepening; and development of new roles. Each of these changes had implications for employment relations in terms of remuneration, management and accountability, and education and training. Research limitations/implications The research involves one initiative in the NHS and was evaluating a developing programme. Whilst implications are suggested for efforts at role redesign generally the research specifically relates to NHS organisations. Practical implications Three aspects of employment relations are identified as important when attempting role redesign: remuneration, management and accountability, and education and training. Originality/value This paper offers the first account of this national NHS role redesign initiative.