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This dissertation aims to understand and delve deeper into the nature of organisational commitment in a public funded healthcare organisation.

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´╗┐Title Commitment and non-cooperation in NHS ? A qualitative case study in NHS, UK. Chapter 1 Research Questions This dissertation aims to understand and delve deeper into the nature of organisational commitment in a public funded healthcare organisation. It also aims to explore if non-cooperation exists in such organisations and what forms does it present itself in. The research questions addressed in this dissertation are as follows: 1. Does commitment exist in a public funded healthcare organisation? 2. What are the bases of commitment in a public funded healthcare organisation? 3. If commitment does exist, what is the kind of commitment found in such an organisation? 4. Does non-cooperation exist in a public funded healthcare organisation? 5. If it does exist, what is the form of non-cooperation found in such an organisation? 6. Is there any connection between commitment and non-cooperation in a public funded healthcare organisation? To find the answers of the above research questions, a case study was carried out at the National Health Service (NHS) in the UK. Accessing data within NHS was easy as the researcher works with NHS and this would help collect information easily for the purpose of this dissertation. Chapter 2 Introduction This dissertation will aim to understand commitment and non-cooperation in a public funded healthcare organisation. This research study will be carried out in the National Health Service (NHS) in the United Kingdom, which is mainly funded through collecting taxes from the public. It does not need insurance payments from its patients unlike healthcare facilities in other countries. This is a very comprehensively networked healthcare facility and it provides a wide range of free health services to the residents of the UK. The literature available on public funded healthcare organisations suggests that workers are committed to their profession as well as to the cause that NHS works towards achieving, i.e. working with other so as to ensure faultless service to its patients, keeping its patients healthy, reducing inequalities in the provision of healthcare services, prevention and treatment of diseases, etc. ...read more.


and Boye, et al., define non-cooperative behaviour as ?voluntary behaviour? that impacts the rules and regulations of a particular company and together with that it also has an impact on the well-being of the workers of the organisation as well as the organisation. Other researchers add saying that non-nonoperational behaviour is counterproductive to the functioning and to the success of the organisation (Robinson, et al., 1995; Boye et al., 1997). According to researchers such as Taylor, et al., and Thompson, et al., the literature related to non-cooperation has seen a decline since the 90s (Taylor, et al., 2003; Thompson, et al., 1995). However, in the present scenario where the interests of the workers and the organisation?s management are similar to one another especially in the healthcare sector, it is significant that non-cooperation be clearly comprehended (Flemming et al., 2003). Many researchers have studied non-cooperation and conflict in organisations in other sectors but non-cooperation and conflict in healthcare organisations that are publically funded is still largely unsearched. Not only does non-cooperation include union activities, strikes, etc. it also includes workers who do not perform well, fiddle during work, day-dream during work and so on (Flemming et al., 2003; Noon et al., 2002). Many researchers have conducted studies that point towards a link between commitment in organisations and non-cooperation in organisations. In cases where workers are feeling less committed to the organisations they work for there is a possibility that the worker will display behaviour resulting in non-cooperation, conflict, etc. The extent to which this happens in organisations will be delved deeper into by means of this dissertation exploring this in the context of the healthcare sector. Chapter 4 Research Methodology Methodological Approach Owing to the nature of the dissertation and the topic selected for the research a phenomenological approach has been adopted for this study. This means that detailed information is collected by means of interviews, discussions, observations, etc. If we speak epistemologically, a phenomenological approach is based on the paradigm of knowledge and subjectivity. ...read more.


caring for patients, etc. This research has shown that there are other bases of commitment in healthcare organisations as well. It was seen at NHS that workers were committed to the organisation for different reasons and a very strong connection to the organisation was related to the length of the time they were associated with NHS. It was uncovered that all kinds of commitment are found in NHS including calculative, normative, etc. but they were present in the organisation in fluctuating degrees. New workers in the company were associated with it due to calculative commitment, i.e. to get good experience from such a reputable organisation and workers who had been working with NHS for years were associated with it due to a very strong emotional bond with the organisation. A large number of workers felt morally obligated to be associated with the organisation owing to the work NHS does. The study also goes on to discuss non-cooperation and conflict in a public funded healthcare organisation. There were a lot of instances uncovered during the study that indicated that non-cooperation, conflict, etc. does exist in the organisation. However, the degree to which non-cooperation and conflict were found to be very low. There were certain employees who did not follow all the rules, however, the number was so limited that it did not stand out. Overall, it can be stated that this dissertation indicates and demonstrates that while commitment related to what healthcare organisations stand for could be one of the reasons for worker?s commitment, it is not the only one. Workers at NHS portrayed all different kinds of commitment in the organisation. Also, it was seen that even though employees were committed to the organisation, NHS was not free of acts of non-cooperation and conflict. This demonstrates that it is not necessary that if an employee is committed to the organisation they will not act deviant manner, or engage in conflicts. Conflicts, non-cooperation are a part of an organisation and commitment and non-cooperation do not seem to have any real connection or link with one another. ...read more.

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