* Structure
* Culture
Within the current review Dawson’s “people” element is too broad, therefore the review findings
include a number of sub-elements. These are stress; motivation; career; performance
management
5. Review Findings
This section includes key issues raised from a literature review and the interviews with
stakeholders.
5.1 People
The review is set against a background of increasing sickness absence within the HR Directorate
and anecdotal evidence of low morale and stress linked to the introduction of CHRIPS.
The HR managers and officers have over 30 years of NHS HR experience between them with
approximately 20 years of trust experience. The staff have significant amount of organisational
memory, in terms of knowledge, skills and understanding, which the organisation should seek to
retain.
5.1.1 Stress
In considering workplace stress, a definition by Lazarus (1966) (in George and Jones [1999])
has been used. The definition states that stress is “the experience of opportunities or threats that
people perceived as important and also perceive they might not be able to handle or deal with
effectively”. This definition highlights that opportunities, may be as stressful as threats, other
issues include the relative importance people place on the issues and the level of uncertainty can
also generate stress. Furthermore, the individual’s perception of the situation is critical.
There is a risk that in attempting to reduce stress the root causes are not considered, Burchill
and Casey (1996) state that “rapid change induces stress and this leads to an emphasis in the
symptoms of stress and its management, rather than ameliorating the causes.” Senge (1990)
identified this approach as a “shifting the burden” archetypes, where “a short term solution is
used to correct a problem, with seemingly positive immediate results.” However, the long term
and fundamental solutions are not employed, therefore the problems appear again in the future.
It is essential to identify the real solutions and employ them.
CHRIPS would not be expected to generate the same level of stress within all staff and there
are a number of other potential work related stressors facing the Directorate, such as the
pressure in supporting change within the wider organisation and a self questioning over the
capacity to support this change. However, there is does appear to be a compliance to a group
norm in stating that CHRIPS is the major stressor for the Directorate staff. George and Jones
(1999) state that group norms are essential to groups in maintaining influence and control over
group members’ behaviour. There is a risk that this can lead to groupthink, Handy (1990)
identifies this occurs “when a group is so close that nothing must be allowed to upset the
harmony of the team.” He continued, “outside views are unwelcome". Doubts or questions feel
like disloyalty and are stifled.” At this time CHRIPS appears to be the focus of concern and
there is a need to determine all the factors causing the stress and develop action plans
appropriately.
There is a clear perception of the HR staff that they have been affected by the introduction of
the new system to a greater extent than the payroll section and that this is unfair because
resources have not been redistributed between the two sections. However, due to new working
practices within payroll, improved quality checks and links with management accounts there will
not be a decrease in overall staffing levels. The changes within the payroll section need to be
explained to and discussed with the HR staff to overcome the perceptions of the HR staff.
Although a formal, clinical assessment of stress levels of the HR staff has not been carried out,
using the Lazarus (1966) definition it can be stated that staff consider themselves stressed due to
the CHRIPS. Therefore, this is the critical area for the review and where significant effort is
required as there is a need and potential to reduce the stress levels of HR staff in using the
CHRIPS. This will require a range of approaches considering how to reduce stress through
considering motivation, staff training and development, development of the information system
through additional modules and enhanced performance management. A number of these issues
are considered in further sections.
5.1.2 Motivation
Motivation is an important and complex issue, but is only influences part of the overall
performance of an individual, or group. George and Jones (1999) state that motivation
“determines what behaviours workers choose to perform, how hard they work and how
persistent they are in the face of difficulties”. Moreover, they warn managers not to equate
motivation with performance, as it is one of several factors linked to determining performance.
There are several approaches and theories in assessing motivation. Each one provides
complementary approaches to understanding and managing motivation. However, each
provides an insight into maximising motivation through a range of approaches.
A key issue in motivation, related in this review, is the design of jobs and roles. George and
Jones (1999) report the work of Hackman and Oldham (1976) who concluded that workers
who are internally motivated feel good about performing well and a virtuous cycle develops as
good performance reinforces feeling good. Hackman and Oldham (1976) identified five
elements to job design that enhance intrinsic motivation. These are set out in table 1
Table 1 Summary of Hackman and Oldham’s Elements of Job Design
Skill variety
the number of different skills and abilities required, the higher the
number, the greater the motivation
Task identity
the extent to which the job is involved in the whole process, the greater
the involvement the greater the motivation
Task significance
the extent to which the job impacts on the world external to the
organisation, the greater the impact the greater the motivation
Autonomy
the extent to which the job allows independent working, the greater the
impact the greater the motivation
Feedback
the extent to which job performance provides clear information on the
effectiveness, the greater the level of feedback the greater the
motivation
The roles of the HR staff, in particular the managers need to be reviewed in detail against this
framework. An initial assessment during this review indicates task significance; autonomy and
feedback have decreased as a direct result of the implementation of the CHRIPS.
Hackman and Oldham (1976) developed a Job Diagnostic Survey system to assess people’s
perceptions of their jobs with a Motivating Potential Score being derived across the five
dimensions. A low overall score or low scores on individual dimensions indicates where the job
should be re-designed to increase the appropriate intrinsic motivation. This tool should be used
to assess the current position within the HR Directorate as a more thorough review.
Dawson (1996) reports that Hackman and Oldham in 1980 identified two possible “paths” for
the design of jobs. The first involves “fitting jobs to people” and designing work so that people
can be motivated to better perform. The second involves “fitting people to jobs” where work
systems maximise efficiency, but risk generating negative responses from staff. This results in
what Hackman and Oldham (1980) define as a “spiral of increasing control and resistance”
between the management and the workforce.
Following the introduction of CHRIPS there is evidence of this “spiral” beginning to take effect
and the management need to consider the job design for the HR staff, to maximise the potential
for a motivated workforce, whilst ensuring the work is completed.
5.1.3 Career
The nature of careers can impact on individual’s reaction to change. The HR managers and a
number of the HR officers are what George and Jones (1999) defined as “midcareer stage”,
where the chances of further progression are small. They require additional support to maintain
their perceived status and to support career development. The introduction of the CHRIPS has
reduced their role in their view from HR professionals to data clerks. There is a need to clarify
their status, moreover, there may be a need to allow older staff more time to become familiar
with generic Information management and technology (IM&T) as well as the CHRIPS.
5.1.4 Performance Management
Jones (2002) states that the “premise of performance management has changed from one of
command and control to one of development and motivation.” This approach must underpin the
overall approach of the Directorate to supporting the staff through the current situation.
The performance appraisal process should include a review of IM&T skills to ensure people are
confident of using the system. This will require additional performance management from the
HR Planning Manager to assess and support staff.
5.2 Strategy
There are a number of different models and theories to support the development of a strategy
within an organisation, all are aimed at guiding managers towards the most appropriate strategy
for the circumstances. This section reflects on two possible approaches, which appear to reflect
the current position. The two approaches are the rational and contingency theories.
Hatch (1997) states that the rational model of organisational theory separates the creation of a
strategy from its implementation. It has been noted that the actual outcomes from the
implemented strategy often do not reflect the original intention. Hatch (1997) identifies that the
rational model “encourages” the separation between strategy formulation and implementation.
Indeed the work of Edwin Locke (1968) identified a negative impact on those staff that had a
role in implementing a strategy whilst not being involved in its formulation.
Contingency theory is the second relevant organisational theory because it has been used to
provide a framework to support managers to decide how to develop strategies. Hatch (1997)
usefully summarises contingency theory as identifying “that different environment conditions
called for different styles of organising. That is the most effective way to organise is contingent
upon conditions of complexity and change in the environment” and that staff at all levels of the
organisation should be involved in the strategy development. The approach is appropriate
within a highly complex environment, with rapid change. However, it can support individual
sections with a more simplistic environment with little change. An assessment of the key factors
within the organisation will determine the management approach to strategy development.
The introduction of the CHRIPS reflects the rational model, in that the decision to procure a
new system was a taken at the trust board. The HR managers and officers do not have a sense
of ownership in the decision to change the system, in the choice of the CHRIPS, or its actual
local design. This has contributed to the stress and animosity felt towards the system within the
HR Directorate. In developing the CHRIPS further, the contingency theory approach, or
engagement should result in better outcomes for the HR staff.
Through this review process the HR staff have had an opportunity to comment on the system
and this has given the trust an opportunity to build on a more positive approach. This reflects
the work of Mayo in the 1930s during the Hawthorne research where the process of engaging
with “workers” elicited a positive response. However, the trust needs to build on this
opportunity and demonstrate that the HR managers and offices have an opportunity to influence
further developments of the system.
There are now opportunities to engage staff in the refinement of local coding structures,
reporting tools and the potential introduction of a recruitment module of the system. The
introduction of the recruitment module will allow the general office data clerks to enter key
information onto the CHRIPS and reduce the data entry burden of HR managers and officers.
Furthermore, the HR staff should see that their comments during this review have been
considered and the structure of the HR Directorate and its relationship with the payroll section
reflect their perceived concerns. The organisation needs to act quickly if it is to engage with the
HR staff following this review.
5.4 Technology
The performance of an organisation is multi-dimensional and on many dimensions the new
system is a success, in providing more HR analysis and the payroll systems are streamlined. The
system’s implementation is seen as successful from the perspective of the project board, the
supplying company and the HR Planning Manager. The system purchased was the best overall,
however, the system is not perfect and problems still exist. Moreover, there are a number of
system modules that have not been implemented the organisation, in conjunction, with the HR
and payroll staff should consider whether there is the capacity to implement the modules and
whether there are clear benefits to their implementation.
The HR staff do not perceive the system has provided a more efficient system, due to the nine
months of “double-running” and the current time spent entering basic information onto the
system, this is particularly true for new starters.
The review revealed that a significant number of HR staff are not comfortable using the CHRIPS
due to a general lack of confidence in using computers and technology. Therefore all staff
should be assessed and supported in developing their competence with IM&T. In general, the
HR managers are less comfortable than the HR Officers, who all have general administrative
backgrounds.
The trust’s policy on organisational change and redundancy has provided staff with a
satisfactory safety net, due to the sections on support for employees through change processes.
The introduction of the new system has not decreased the staffing levels in either section. The
majority of inputting to the system now lies within the HR section and there is an expectation,
within the HR Directorate, that there will be a reduction in the levels of staffing within payroll.
A number of HR staff require additional support in using computers and the information system.
The staff require additional time and training to become familiar with computers and the
information system.
The Directorate should review the workload of staff to ensure additional time is available to
allow supported training on the system, this may be through recruiting additional staff as a short-
term, or ad hoc measure.
5.5 Environment
The work environment has broadly stayed the same for the HR staff, this followed a move to
converted and redesigned premises two years ago. However, HR and payroll sections remain
on two separate sites and this does impact on the communication flow between the two
sections. However, the impact of the environment within the current review is not deemed a
major factor.
5.6 Structure
Dawson (1996) defines structure as “a social creation of rules, roles and relationships, which at
best facilitates effective co-ordination and control.” Moreover, the purpose of structure is to
facilitate control and co-ordination. However, Dawson (1996) notes that the perception of
structures will depend upon one’s interests, and often structures frustrate the pursuit of personal
objectives and interests and are seen leading to inappropriate outcomes such as resistance or
fragmentation. It is recognised that formal structures are often influenced and changed by
custom and practice and informal systems are employed to make the structure “work better”.
The inter-relationship between different parts of the organisation varies in terms of the need for
co-ordination and formal rules. The relationship between the HR Directorate and the payroll
section is based on formally defined rules, regulations and bureaucracy. Max Weber (in
Andeski 1984) defined bureaucracy as “formally and elaborately organised” systems. The
majority of contact between the HR Directorate and the payroll section is now made formally
through the CHRIPS, whereas in the past, queries would have been dealt with informally
through telephone conversations. This is a significant, unforeseen, consequence of the system.
The structure of the HR Directorate requires a review as part of the motivation work, identified
in section 5.1.2. There is an urgent need to review the relationship between the HR Directorate
and payroll section due to the apparent breakdown in relationships across the two functions.
The review should include a cross section of staff from the two sections. There may be a need
additional facilitation of the review from outside of the two functions.
5.7 Culture
McLean and Marshall (1993) (in Mullins [1993]) defined organisational culture as “the
collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context
for everything we do and think in an organisation”. Hatch (1997) defines Schein’s 1985 model
of culture as influential due to its ability to reflect organisations. Diagram 1 below shows
Schein’s model
Diagram 1 to show model of organisational culture (Schein 1985)
Artefacts Visible but often indecipherable
? ?
Values Greater level of awareness
? ?
Assumptions Taken for granted and invisible
The introduction of the CHRIPS has forced a shift in the culture within the HR Directorate with
the increased reliance on formal communication and a perceived reduction in the autonomy of
the HR staff. The CHRIPS has undermined the values and assumptions of the HR managers
and officers in managing their own relationship with the payroll section. The level of interaction
between the two sections can now be measured through the CHRIPS.
The language used in the CHRIPS is proving a source of frustration for HR staff, under the new
system the payroll clerk sends an electronic form back to the HR Manager or officer, with
comments, however, the HR person sees a “rejected” form being sent back. This has resulted
in a perceived loss of control and a reduction in their status for the HR staff, due to the language
used. There should be a discussion with the supplier to find a more suitable and subtle form of
words. It was noted that in discussion with service directors and managers there is no change in
the perceived status of the HR and payroll staff across the organisation.
6. Action Plan
Following this review there is clear evidence of problems associated with the implementation
and use of CHRIPS within the HR Directorate. Therefore, a series of actions are set out below
as recommendations for the Director of HR to consider. The HR staff need to see that their
views have been considered and that action takes place in the near future. A first stage could be
to share this report with them and the payroll section. There is a need to support the HR staff in
order to improve their views of the CHRIPS and to ensure staff are retained, whilst morale and
absence rates are improved.
The recommended actions are:
* To hold further in-depth one-to-one meetings with individual members of the HR
Directorate to assess their level of motivation. A motivation tool, such as the Hackman
and Oldham job diagnostic survey should be used for all HR staff.
* To use the job diagnostic survey tool to identify areas for job redesign and the
delegation of tasks to ensure the workload is appropriate for individual members of staff
and the Directorate as a whole.
* To revisit the skills, knowledge and understanding of all HR staff in using IM&T and
CHRIPS. The Directorate should use the European Computer Driving Licence (ECDL)
as the computer-training package, as it provides an excellent model of accredited
training.
* To include HR staff in a review of the system design and discussions to consider the
introduction of further modules of the system.
* To establish regular formal meetings between members of staff in two sections to
resolve queries, errors and to improve communication between the two sections. A
senior manager from outside the two sections should chair the meetings.
* To carry out a repeat of this review in six months time to assess progress and identify
further actions if necessary.
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