Control and accountability in the NHS market: a practical proposition or logical impossibility?
Authors: Glynn J.J.1; Perkins D.2
Source: International Journal of Public Sector Management, Volume 10, Number 1,2, 1997 , pp. 62-75(14)
Publisher: Emerald Group Publishing Limited
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Abstract:
Before the imposition of the NHS internal market, systems of accountability and control were far from adequate and could be criticized on a number of grounds. The market was offered as a panacea to address these inadequacies. However, in practice there have only been partial improvements which could have been achieved without the imposition of the market. The market also creates new problems and a number of crises and scandals seem to be addressed at the political level by pleas to utilize resources more effectively. These pleas mean that more and more the focus is turning back to central planning in the provision of care and further away from so-called market mechanisms. The NHS “managed” market has been imperfect and will continue to be so. Argues that there is no alternative but to return to the planned provision of health care in order to improve on accountability and control in the NHS. Hopefully the adverse impact of the market on clinicians and others will force a more rational reappraisal of the fundamental raison d’être of the NHS and the need for those involved in the delivery of services, at all levels, to be more openly accountable.Keywords: Accountability; Control; Management; NHS
Language: English
Document Type: Miscellaneous
Affiliations: 1: The Business School, University of Wollongong, New South Wales, Australia 2: Canterbury Business School, University of Kent, Canterbury, Kent, UK
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