Performance indicators in the UK National Healthcare Service: keeping the balance?
Performance indicators in the UK National Healthcare Service: keeping the balance?
The changing context in the UK Labour Government policy and legislation to deliver healthcare reflects a discontinuity in the way that the National Health Service (NHS) organisations are controlled. The analysis in this paper shows that the use of Performance Indicators (PIs) dominates as a means of keeping the balance between resource constraints and the service delivery. The implication is that the intensification of PIs has led to dysfunction of behaviour and contradictions at the organisational level. There are indications that the pressure to meet key targets has distorted clinical priority and, hence, there is the need to pay close attention to the way that the local-level organisations are interacting. The paper adds to our understanding of control in the UK NHS Trusts. It discusses the relationship between institutions and organisations, particularly how organisational systems
react in the light of the societal steering media trying to control them.
performance indicators, key targets, healthcare service, management control in public sector
Agrizzi, Dila A.
bf4dd7b5-e685-45ca-90d8-a3e00a232401
2004
Agrizzi, Dila A.
bf4dd7b5-e685-45ca-90d8-a3e00a232401
Agrizzi, Dila A.
(2004)
Performance indicators in the UK National Healthcare Service: keeping the balance?
Fourth Asia Pacific Interdisciplinary Research in Accounting Conference, Singapore.
01 Jan 2004.
Record type:
Conference or Workshop Item
(Paper)
Abstract
The changing context in the UK Labour Government policy and legislation to deliver healthcare reflects a discontinuity in the way that the National Health Service (NHS) organisations are controlled. The analysis in this paper shows that the use of Performance Indicators (PIs) dominates as a means of keeping the balance between resource constraints and the service delivery. The implication is that the intensification of PIs has led to dysfunction of behaviour and contradictions at the organisational level. There are indications that the pressure to meet key targets has distorted clinical priority and, hence, there is the need to pay close attention to the way that the local-level organisations are interacting. The paper adds to our understanding of control in the UK NHS Trusts. It discusses the relationship between institutions and organisations, particularly how organisational systems
react in the light of the societal steering media trying to control them.
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Published date: 2004
Venue - Dates:
Fourth Asia Pacific Interdisciplinary Research in Accounting Conference, Singapore, 2004-01-01 - 2004-01-01
Keywords:
performance indicators, key targets, healthcare service, management control in public sector
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Local EPrints ID: 37029
URI: http://eprints.soton.ac.uk/id/eprint/37029
PURE UUID: 84f5985b-25e7-411b-bf1c-9a73e0b8359e
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Date deposited: 25 May 2006
Last modified: 11 Dec 2021 15:34
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Author:
Dila A. Agrizzi
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