Human relations management, expectations and healthcare: A qualitative study
研究了英格兰六家国民健康服务机构的员工期望，发现员工期望雇主提供基础设施、人力资源实践和支持，这些与患者护理和服务创新绩效相关；未满足期望时，公共服务价值观促使员工维持对患者护理的努力，但长期影响难以缓解。
Despite substantial evidence for a relationship between human resource management (HRM) and the performance of individuals, relatively few studies have examined the role of employee expectations. This article reports on a study involving six National Health Service (NHS) organizations across England. Healthcare employees expected their employers to provide: infrastructure, HR practices and support, which they linked to improved performance especially in relation to patient care and service innovations. Counterintuitively, effort was maintained towards immediate patient care when expectations were unmet, seemingly, because of public service values. The findings indicate that public service values may be a strong determinant of performance as it relates to patients, moderating potential short-term adverse effects of unmet expectations. In contrast, longer term effects on patient care and service development were less readily moderated by these values. This study offers differential accounts illustrating effects on performance gained through improved working conditions and through work intensification.