Seeing stars: human resources performance indicators in the National Health Service
| Date | 01 December 2005 |
| Published date | 01 December 2005 |
| DOI | https://doi.org/10.1108/00483480510623439 |
| Pages | 634-647 |
| Author | Rebecca Kolins Givan |
| Subject Matter | HR & organizational behaviour |
Seeing stars: human resources
performance indicators in the
National Health Service
Rebecca Kolins Givan
School of Industrial Relations, Cornell University, Ithaca, New York, USA
Abstract
Purpose – This paper examines the functioning of performance ratings of the human resources (HR)
function of National Health Service (NHS). In particular, it looks at the star ratings system and the
response of workplace HR managers to this system.
Design/methodology/approach – The paper uses a qualitative, cross-sectional methodology.
Human resource managers in 17 different NHS trusts, as well as senior civil servants, were
interviewed.
Findings – The paper finds that poor data quality and inconsistent incentives make the ratings of
limited relevance in either evaluating or driving the performance of the hospital HR function.
Research limitations/implications – The research highlights the value of assessing government
policies from the perspective of those affected by them.
Practical implications – The evidence shows that the application of performance indicators does
not meet the stated government objectives. Also, the unanimity across managers in differently rated
trusts shows that criticisms are not limited to those who received poor ratings.
Originality/value – In examining the perceptions and practice of performance indicators, from their
formulation to execution, the paper shows that problems with these ratings may occur at a number of
points in the process.
Keywords Performance measurement (quality), Healthservices, Human resource management,
United Kingdom
Paper type Research paper
Introduction
Performance indicators now pervade all aspects of the public services. In human
resources (HR), indicators have evolved from raw measures of total manpower to more
complex measures of human resource management (HRM), reflecting the role of
strategic HRM in public service performance. The role of targets, however, is
controversial, with many public service staff unsure that ratings can drive or measure
good performance. This paper examines the functioning of performance ratings in
National Health Service (NHS) HR. In particular, it looks at the star ratings system and
the response of workplace HR managers to this system. It asks what if anything the HR
performance indicators have achieved, and for whom. It argues that the initial HR
ratings used such poor quality data that they were of little value. As the ratings have
evolved, they have increased their potential to measure performance accurately but
they now have to overcome the initial resistance among HR managers created by the
ineffectualness of the original indicators.
The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
www.emeraldinsight.com/researchregister www.emeraldinsight.com/0048-3486.htm
The author wish to acknowledge extensive feedback on several versions of this paper from
Stephen Bach. Two anonymous referees also provided useful suggestions for revisions.
PR
34,6
634
Personnel Review
Vol. 34 No. 6, 2005
pp. 634-647
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483480510623439
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