 Talent management for NHS managers: human resources or resourceful humans?Fraser Macfarlane, Joanne Duberley, Chris Fewtrell and Martin Powell Public Money & Management, 2012, vol. 32, issue 6, 445-452 Abstract: The need for effective leadership in the UK public sector has been a prominent discourse in recent years. One aspect of this is a growing interest in talent management. This article examines the evolution of processes used for managing talent and developing leaders in the UK's National Health Service (NHS) by applying human resource management theory to an empirical case study. Our aim was to provide a constructive, but critical, analysis of the current role of managerial talent management and to comment on the suitability of the adopted approach in the NHS. Over the past three decades the NHS has come to adopt an increasingly ‘hard’ approach to talent management, i.e. rationalistic, managerial and narrowly focused on leadership competencies and senior management roles. This parallels a more general shift in the NHS from its traditional public sector ethos and humanistic values to more business-oriented values and ways of working. Date: 2012 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmmg:v:32:y:2012:i:6:p:445-452 Ordering information: This journal article can be ordered from DOI: 10.1080/09540962.2012.728786 Access Statistics for this article Public Money & Management is currently edited by Michaela Lavender More articles in Public Money & Management from Taylor & Francis Journals |
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