[HTML][HTML] Staff satisfaction and organisational performance: evidence from a longitudinal secondary analysis of the NHS staff survey and outcome data
Background The search for causal links between human resource management (HRM) and
organisational performance has dominated academic and practitioner debates for many
years. However, much of this work comes from contexts outside health care and/or the UK.
Objectives This study tested the later stages of a well-established HRM model, testing
whether or not there was evidence of causal links between staff experience and
intermediate (staff) and final (patient and organisational) outcomes, and whether or not …
organisational performance has dominated academic and practitioner debates for many
years. However, much of this work comes from contexts outside health care and/or the UK.
Objectives This study tested the later stages of a well-established HRM model, testing
whether or not there was evidence of causal links between staff experience and
intermediate (staff) and final (patient and organisational) outcomes, and whether or not …
Background
The search for causal links between human resource management (HRM) and organisational performance has dominated academic and practitioner debates for many years. However, much of this work comes from contexts outside health care and/or the UK.
Objectives
This study tested the later stages of a well-established HRM model, testing whether or not there was evidence of causal links between staff experience and intermediate (staff) and final (patient and organisational) outcomes, and whether or not these differed in parts of the NHS. We used large-scale longitudinal secondary data sets in order to answer these questions in a thorough way.
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