Abstract
AbstractThis paper examines how high‐performance management (HPM) strategies might increase operational and service efficiency in a large UK ambulance National Health Service (NHS) Trust.Ambulance services are faced with a government imposition of response times and increasing numbers of emergency calls. This paper reports on the change barriers as perceived by staff and middle management.Using a mixture of focus groups and semi‐structured interviews, the results point to barriers to change including, staff resistance to new working practices, a perceived lack of expertise among some middle managers and poor communication between staff and managers.Proposed success strategies included communication of the benefits of HPM to staff, the provision of a 24‐hour management presence and greater staff involvement. Copyright © 2003 John Wiley & Sons, Ltd.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
