Integrating Management Control and Human Resource Management in Public Health Care: Swedish Case Study Evidence

Abstract

The debate on management reforms in the public health care sector has largely overlooked the role of human resource management (HRM) and its potential interaction with traditional management control (MC) mechanisms. This paper explores which factors associated with the integration between MC and HRM may foster organisational learning in a public health care setting. A case study in a public dental practice is used for examining this issue. Apart from highlighting the influence of various task characteristics, the case study suggests that the vertical as well as horizontal dimensions of integration are important to consider in this context. Implications for further research are discussed.

High performance work practices in the health care sector: a Dutch case study

“…For organisations in the public health care sector, management reforms are at the top of the agenda (Modell, 2000). Cost effectiveness (e.g.…”

“…We therefore know little about HR effectiveness in the public sector (Bach and Kessler, 2007; Harley et al , 2007). Second, although there is a growing body of literature examining management reforms in the public health care sector, the role of human resource management has largely been overlooked in the debate (Modell, 2000). These health care reforms are focused on structural change, cost containment, the introduction of market mechanisms and customer choice (Buchan, 2000).…”

An institutional perspective on performance measurement and management in the ‘new public sector’

“…The emergence of the relatively integrated and balanced PMS found in Modell's (1998a) study could partly be attributed to its incremental development from an initially operations-oriented system during a period of relative financial ease (see also Modell, 2000). Furthermore, in contrast to the U.K. the more decentralized system of funding and governance probably grants management of local authorities in Sweden greater discretion in adapting control systems to the interests of multiple stakeholders (see also Ballantine et al, 1998;Modell, 1999).…”

Performance Measurement Myths in the Public Sector: A Research Note

“…Abernethy and Stoelwinder, 1990;and Purdy 1993). For example, Modell (2000) showed that the combination of growing emphasis on financial PM with appropriate socialization mechanisms, such as training and team-based reward systems, may foster more widespread learning across various professional groups and acceptance of financial control at the operating level.…”