Twenty-third International Conference on Knowledge, Culture, and Change in Organizations

Abstract

COVID-19 has imposed new challenges to the National Health Service (NHS) in the UK. Organisational culture and sustainable human resource management (HRM) and organisational change management has become new focuses of the NHS, which can facilitate the achievement of its new objectives, considering the impact of Covid-19. Using Schein’s model on organisational culture and John Kotter’s eight stages for change management, this paper aims to evaluate an innovative approach on organisational culture creation and sustainable HRM and organisational change management in the transitional period of COVID-19 through a case study of the Clinical Futures Programme and the Grange University Hospital National Health Service (NHS), Wales. The research data is collected through interviews across different departments in the Clinical Futures Programme and the Grange University Hospital, National Health Service (NHS), Wales. The interview data are collected from the clinicians and senior managers involved in leading and implementing the programme. The research participants include the clinical directors, the programme directors, and the system directors. Through the data analysis and discussion, a comprehensive framework for the research is presented. The research implication is to develop a sustainable, diverse and inclusive organisational culture through HRM and change management in the transitional period of COVID-19, using the experience of the NHS, Wales in order to rebalance funding, workforce and other resources to support the whole system of health care.