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To explore the concept of corporate social responsibility (CSR) within the UK National Health Service (NHS) and to examine how it may be developed to positively influence the psyche, behaviour and performance of NHS managers.

Primary research based upon semi‐structured individual face to face interviews with 20 NHS managers. Theoretical frameworks and concepts relating to organisational culture and CSR are drawn upon to discuss the findings.

The NHS managers see themselves as being driven by altruistic core values. However, they feel that the public does not believe that they share the altruistic NHS value system.

The study is based on a relatively small sample of NHS managers working exclusively in London and may not necessarily represent the views of managers either London‐wide or nation‐wide.

It is suggested that an explicit recognition by the NHS of the socially responsible commitment of its managers within its CSR strategy would help challenge the existing negative public image of NHS managers and in turn improve the managers' self esteem and morale.

This paper addresses the relative lacunae in research relating to public sector organisations (such as the NHS) explicitly including the role and commitment of its staff within the way it publicises its CSR strategy. This paper would be of interest to a wide readership including public sector and NHS policy formulators, NHS practitioners, academics and students.

The purpose of this paper is to identify and explore the possible underlying reasons for the differences in approaches adopted by organisations regarding the inclusion or exclusion of explicit statements in relation to the personal commitment and contribution of their employees within their publicized CSR strategies.

The approach is based on a longitudinal study involving interviews with 47 UK National Health Service (NHS) managers between 2000 and 2009. Theoretical frameworks and literature related to CSR, organisation culture and institutional theory are drawn upon in an integrated manner to analyse and discuss the findings.

Although the majority of NHS managers report holding core altruistic values they believe the general public does not recognize this and views them negatively. It is suggested that a combination of direct and indirect strategies aimed at highlighting the socially responsible role of NHS managers and their overall commitment and contribution to the NHS would help challenge the existing negative public image of NHS managers.

The study is based on a relatively small number of London based NHS managers consisting mainly of managers occupying senior and middle management positions and who may not necessarily represent the views of all managers nationally.

Whilst issues related to CSR are of concern to a wide range of organisational stakeholders, there appears to be relatively limited research undertaken in the context of directly exploring issues of concern from the employee stakeholder perspective. Within the context of the aims of this paper, this paper addresses this relative gap. The paper is of interest to a wide range of readers including NHS and non‐governmental organisation (NGO) policy formulators and practitioners; academics and students.

The purpose of this paper is to identify and explore tensions and challenges experienced by NHS managers while working for a socially responsible organization and the implications this has for the (re)formation of their work and self identities. The consequent impact on their performance and commitment is considered along with the implications this raises for the recruitment and retention of NHS managers.

The approach takes the form of primary research based on interviews with 20 NHS managers. The paper draws on theoretical frameworks and literature relating to identity theory, institutional theory, organization culture and social responsibility.

The NHS managers feel that they are driven by an altruistic NHS value system, although they feel that the public do not share this belief. As a consequence some managers with a clinical background had concealed or were defensive about their managerial titles, demonstrating a tension in their identity work.

The study is based on a relatively small sample of London‐based NHS managers and may not necessarily represent the views of managers London‐wide or nationally.

It is suggested that an explicit recognition of the NHS managers' commitment to behaving in a socially responsible manner within the NHS's CSR strategy may contribute towards challenging and alleviating some of the identity work tensions experienced by the managers. This may also contribute towards mitigating the current recruitment and retention difficulties associated with nurse‐managers within the UK NHS.

The paper attempts to provide a more holistic insight into the (re)formation of the NHS manager's self and work identity through drawing on theoretical frameworks and literature relating to identity theory, institutional theory, organization culture and social responsibility in an integrated manner. The paper would be of interest to a wide range of readership including NHS policy formulators, NHS practitioners, academics and students.

The NHS began life in 1948 with the noble intention of providing free health care for all from cradle to grave. Today the NHS is the largest employer in Europe employing in excess of one million people and it has commonly been held that, since the NHS is an organisation committed to treating and providing care to patients, those working for the NHS are generally perceived to hold, in the main, altruistic values. Over the last two decades NHS managers have been given the responsibility for the implementation of the various NHS reforms which have been aimed at making the NHS more efficient, effective, accountable and business like. This paper explores the extent to which the managers in this role as change agents believe that they hold core values that are in line with the altruistic service ethos of the NHS and as a result the extent to which they believe they are seen to be performing and behaving in a socially responsible manner. Furthermore this study also provides an insight into understanding the managers' perceptions of their public image and assesses the extent to which this has an impact on the managers’ psyche, performance and commitment to the NHS ethos. Twenty eight managers from two Acute Care and one Community Care NHS Trusts in London were interviewed, after completing questionnaires, with a view to understanding their perceptions of their managerial culture and their public image. It appeared that managers generally believed that all NHS workers, themselves included, share altruistic values and demonstrated a collective commitment to the altruistic service ethos of the NHS. This therefore demonstrates the managers' commitment to behaving and performing in a socially responsible manner. As far as the managers’ perceived public image is concerned the research revealed that the majority of the managers, despite holding values that were altruistic in nature and similar to those held by clinicians, appeared to be convinced that the general public believed that doctors and nurses are the only professionals in the NHS who are motivated by a desire to serve/provide care to society and that these groups alone have an altruistic ethos. The managers indicated that they felt the public viewed them in a generally poor light and did not confer upon them the service driven values that were ascribed to clinicians. It is in the context of being the main change agents within the NHS that NHS managers appear to have become unpopular with the general public who tend to hold the view that “a service which managers are trying to make ever more efficient, rational and controlled cannot at the same time be caring and people centred” [Learmonth, 1997, pg. 219]. Whilst the NHS managers were aware of this negative view held by the public, they felt certain that this public perception was misguided and driven by several unfair and politically motivated agendas. They do not appear to have allowed this perceived negative public opinion to affect how they view their own role and in fact offered various reasons to explain why this public opinion was misguided and misinformed. This paper considers the implications of these views as regards the managers' role and commitment to the NHS.

National Health Service (NHS) managers as change agents have been given the responsibility for the implementation of the NHS reforms and their views, beliefs and attitudes are therefore paramount to the effective and successful implementation of the reforms. A total of 28 managers from two acute care and one community care NHS Trusts in London were interviewed, after completing questionnaires, with a view to understanding their perceptions of the NHS managerial culture and also what they believed to be their public image. It appeared that managers generally believed that all NHS workers share altruistic core values and they thought that these core values had remained unchanged despite the previous and present reforms. The managers generally saw the recent NHS reforms as being compatible with this pan‐organisational altruistic culture; this should contribute positively towards their successful implementation. The managers, however, believed that the public did not see managers as being a part of this altruistic culture but at the same time they felt that this public view was misguided and unfair. Furthermore the managers do not appear to have allowed their perceived negative public perception to influence or shift their commitment to their altruistic values and ethos.