New Zealand pathologists: a case study in occupational control.
This paper examines the progressive exertion of external managerial control over New Zealand pathologists as the country's New Public Management health reforms were implemented during the 1990s. Perspectives on professionalism, and its role in the effective use of resources, are discussed as part of the examination of this shift in decision-making power from pathologists to external management. Our analysis, based on a range of archived and interview data collected over the period 1997-2000, suggests that publicly unacceptable compromises in pathology service quality were risked by the pursuit of tight bureaucratic and free market controls over pathology practice. The paper concludes with suggestions for a health professional control model facilitative of maximal health gain.
France
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Faculty of Arts and Social Sciences, Waikato Management School, University of Waikato, Hamilton, New Zealand.
Lawrence
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Smith
J F
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D003659:Decision Making, Organizational; D018166:Health Care Reform / Q000458:organization & administration*; D006779:Hospitals, Public / Q000458:organization & administration; D006801:Humans; D017146:Models, Organizational; D009520:New Zealand; D019982:Organizational Case Studies; D010336:Pathology / Q000458:organization & administration*; D010337:Pathology Department, Hospital / Q000458:organization & administration; D010559:Personnel Management / Q000639:trends; D011209:Power, Psychological; D017009:Professional Autonomy; D013222:State Medicine / Q000458:organization & administration*