TY - JOUR AB - 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. VL - 34 IS - 6 SN - 0048-3486 DO - 10.1108/00483480510623475 UR - https://doi.org/10.1108/00483480510623475 AU - Hyde Paula AU - McBride Anne AU - Young Ruth AU - Walshe Kieran ED - Stephen Bach ED - Ian Kessler ED - Geoff White PY - 2005 Y1 - 2005/01/01 TI - Role redesign: new ways of working in the NHS T2 - Personnel Review PB - Emerald Group Publishing Limited SP - 697 EP - 712 Y2 - 2024/03/29 ER -