Role redesign: new ways of working in the NHS

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Abstract
Purpose: To examine the introduction of role‐redesign in the NHS and highlight implications for employment relations.Design/methodology/approach: A 12‐month independent evaluation (2003‐2004) of a role redesign initiative in the NHS is reported. The study followed a developmental, case‐study design and included secondary data analysis, semi‐structured interviews and observations at five case‐study sites.Findings: The role redesign process involved four types of change to job content: skill‐mix changes; job widening; job deepening; and development of new roles. Each of these changes had implications for employment relations in terms of remuneration, management and accountability, and education and training.Research limitations/implications: The research involves one initiative in the NHS and was evaluating a developing programme. Whilst implications are suggested for efforts at role redesign generally the research specifically relates to NHS organisations.Practical implications: Three aspects of employment relations are identified as important when attempting role redesign: remuneration, management and accountability, and education and training.Originality/value: This paper offers the first account of this national NHS role redesign initiative.