An evaluation of the effects of a National Health Service Trust merger on the learning and development of staff

Sheri Goddard, Adam Palmer

Research output: Contribution to journalArticleResearchpeer-review

Abstract

Although mergers are increasingly common amongst National Health Trusts inthe UK there is limited research on how National Health Service (NHS) mergers influence the learning and development of staff. This paper bridges the gap in the literature, through a case-study of a recent NHS Trust merger. It gives an account of the delivery of human resource development (HRD) post merger as seen through the eyes of staff from across the merged organization. The data were obtained from 21 unstructured interviews, nine group discussions, two focus group discussions and a form of micro-ethnography.In addition, quantitative data were used for triangulation purposes. Findings show that power differentials, cultural clashes and unequal access to training and development amongst staff have resulted in hostility towards the new organization. However, the strong management structures for professional members of staff have facilitated knowledge exchange across boundaries in the merged organization. The paper concludes by suggesting that without senior managers dealing with cultural issues and inequitable development opportunities, a number of unintended consequences of the merger are likely to occur.
Original languageEnglish
Pages (from-to)557-573
JournalHuman Resource Development International
Volume13
Issue number5
DOIs
Publication statusPublished - Nov 2010

Keywords

  • Learning and development
  • Merger
  • Organisational change
  • NHS

Cite this

@article{36c93d9f7ebc44508ad56ed78d12ed0f,
title = "An evaluation of the effects of a National Health Service Trust merger on the learning and development of staff",
abstract = "Although mergers are increasingly common amongst National Health Trusts inthe UK there is limited research on how National Health Service (NHS) mergers influence the learning and development of staff. This paper bridges the gap in the literature, through a case-study of a recent NHS Trust merger. It gives an account of the delivery of human resource development (HRD) post merger as seen through the eyes of staff from across the merged organization. The data were obtained from 21 unstructured interviews, nine group discussions, two focus group discussions and a form of micro-ethnography.In addition, quantitative data were used for triangulation purposes. Findings show that power differentials, cultural clashes and unequal access to training and development amongst staff have resulted in hostility towards the new organization. However, the strong management structures for professional members of staff have facilitated knowledge exchange across boundaries in the merged organization. The paper concludes by suggesting that without senior managers dealing with cultural issues and inequitable development opportunities, a number of unintended consequences of the merger are likely to occur.",
keywords = "Learning and development, Merger, Organisational change, NHS",
author = "Sheri Goddard and Adam Palmer",
year = "2010",
month = "11",
doi = "10.1080/13678868.2010.520480",
language = "English",
volume = "13",
pages = "557--573",
number = "5",

}

An evaluation of the effects of a National Health Service Trust merger on the learning and development of staff. / Goddard, Sheri; Palmer, Adam.

Vol. 13, No. 5, 11.2010, p. 557-573.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - An evaluation of the effects of a National Health Service Trust merger on the learning and development of staff

AU - Goddard, Sheri

AU - Palmer, Adam

PY - 2010/11

Y1 - 2010/11

N2 - Although mergers are increasingly common amongst National Health Trusts inthe UK there is limited research on how National Health Service (NHS) mergers influence the learning and development of staff. This paper bridges the gap in the literature, through a case-study of a recent NHS Trust merger. It gives an account of the delivery of human resource development (HRD) post merger as seen through the eyes of staff from across the merged organization. The data were obtained from 21 unstructured interviews, nine group discussions, two focus group discussions and a form of micro-ethnography.In addition, quantitative data were used for triangulation purposes. Findings show that power differentials, cultural clashes and unequal access to training and development amongst staff have resulted in hostility towards the new organization. However, the strong management structures for professional members of staff have facilitated knowledge exchange across boundaries in the merged organization. The paper concludes by suggesting that without senior managers dealing with cultural issues and inequitable development opportunities, a number of unintended consequences of the merger are likely to occur.

AB - Although mergers are increasingly common amongst National Health Trusts inthe UK there is limited research on how National Health Service (NHS) mergers influence the learning and development of staff. This paper bridges the gap in the literature, through a case-study of a recent NHS Trust merger. It gives an account of the delivery of human resource development (HRD) post merger as seen through the eyes of staff from across the merged organization. The data were obtained from 21 unstructured interviews, nine group discussions, two focus group discussions and a form of micro-ethnography.In addition, quantitative data were used for triangulation purposes. Findings show that power differentials, cultural clashes and unequal access to training and development amongst staff have resulted in hostility towards the new organization. However, the strong management structures for professional members of staff have facilitated knowledge exchange across boundaries in the merged organization. The paper concludes by suggesting that without senior managers dealing with cultural issues and inequitable development opportunities, a number of unintended consequences of the merger are likely to occur.

KW - Learning and development

KW - Merger

KW - Organisational change

KW - NHS

U2 - 10.1080/13678868.2010.520480

DO - 10.1080/13678868.2010.520480

M3 - Article

VL - 13

SP - 557

EP - 573

IS - 5

ER -