Exploring the policy and research implications for the British National Health Service and its customers

Abstract

Purpose

The paper aims to explore tensions around race, ethnicity, culture and religion and discusses the potential impact on the delivery of quality health care in the UK through the National Health Service (NHS).

Design/methodology/approach

This is a conceptual paper that examines how individual and collective resistance may compromise the provision of quality care and performance targets in the NHS with regard to equality and change. Existing literature and previous empirical work by the authors are utilised in order to discuss pertinent issues and propose further research in the area, suggesting appropriate methodologies and research designs.

Findings

The performance measurement agenda does not address issues of racism and discrimination faced by NHS staff and customers, effected by both colleagues and the public, which impact upon the delivery and receipt of care within the NHS. Performance measurement methods that do not take into account socio‐cultural conditions for those delivering and receiving care are futile. To make such measurement meaningful it is necessary for the NHS to acknowledge and challenge the racism inherent in its service delivery.

Research limitations/implications

Problems or limitations of conducting primary research in this field are discussed. Nevertheless, key issues around the need and type of further research in this under‐researched area are presented.

Practical implications

The paper challenges current performance management practices and suggests alternative ways forward.

Originality/value

The paper focuses on an under‐researched area and examines the performance measurement literature through “equality lenses” and investigates how racism and stereotyping can affect the delivery of quality care.

Citation

Fearfull, A. and Kamenou, N. (2007), "Exploring the policy and research implications for the British National Health Service and its customers", Equal Opportunities International, Vol. 26 No. 4, pp. 305-318. https://doi.org/10.1108/02610150710749412