Organisational drivers of performance in mental health providers

Abstract

PurposeThis study aims to compare and contrast the core organisational processes across high and low performing mental health providers in the English National Health Service (NHS).Design/methodology/approachA multiple case study qualitative design incorporating a full sample of low and high performing mental health providers.FindingsThis study suggests that the organisational approaches used to govern and manage mental health providers are associated with their performance, and the study’s findings give clues as to what areas might need attention. They include, but are not limited to: developing appropriate governance frameworks and organisational cultures, ensuring that staff across the organisation feel “psychologically safe” and able to speak up when they see things that are going wrong; a focus on enhancing quality of services rather than prioritising cost-reduction; investing in new technology and digital applications; and nurturing positive inter-organisational relationships across the local health economy.Originality/valueHighlights considerable divergence in organisation and management practices that are associated with the performance of mental health trusts in the English NHS