Occupational Therapy in the Reformed NHS: The Views of Therapists and Therapy Managers

Abstract

This article describes an exploratory study which considered the effect of the recent reforms of the National Health Service on the professional position of occupational therapists working within NHS trusts. The term ‘reforms’ refers to the overall Impact of Government legislation following the Influential Griffiths report of 1983, up to and including the NHS and Community Care Act 1990. In the absence of any other published empirical data on this subject, an exploratory study was carried out. Sixteen in-depth interviews were conducted over a 2-month period during the summer of 1995 (10 therapists, 6 managers). The sample was drawn from four separate trust sites in the South East of England. The findings suggest that clinical autonomy remains unchanged, although there are fears that it may be under threat in the future. Managerial autonomy appears to have been adversely affected by the loss of the district therapist posts. Managers were concerned about the long-term effects of fragmented services on supervision and support networks and the recognised problems associated with a flat career structure. Job satisfaction was still high among therapists. Both managers and therapists were, however, less secure in their jobs and felt that their morale had been affected by the recent changes.

Job satisfaction in occupational therapy: a qualitative investigation in urban Australia

“…These databases were sourced through the Clinical Information Access Program. Over the past 30 years, consistently high levels of job satisfaction have been found in occupational therapy (Bordieri, 1988; Davis & Bordieri, 1988; Hummell & Koelmeyer, 1999; Lysack, Stadnyk, Paterson, McLeod & Krefting, 1995; Nordholm & Westbrook, 1981; Pringle, 1996; Rees & Smith, 1991).…”

Using the Core Values and Skills of Occupational Therapy in Management

“…Consequently, the focus and meaning of a participative philosophy may become diluted, prompting a review of its credibility as an effective management style. This would help to make sense of the emerging difference in values between managers and practitioners, as demonstrated by studies such as that by Pringle (1996).…”

The Changing Policy Context of Occupational Therapy

“…It may also require occupational therapy leaders to become involved in joint planning at a strategic level if the interests of the profession are to be acknowledged. Consequently, senior occupational therapists need to have a broader understanding of the changing pattern of services and the context in which they are delivered if they are to lead the whole profession into the next century (Pringle 1996).…”

“…Much of the work that would traditionally have been c,mied out by occupational therapists is now being undertaken by others, such as nurses or health and social care assistants, or is no longer taking place (Pringle 1996). Lloyd Smith (1994) has identified that occupational therapists have struggli3d to define and articulate their roles and, if boundaries continue to be challenged, the profession needs to ensure that the unique contribution of occupational therapy to health and social services is not lost.…”