Improving Strategic People Management in NHS

Introduction to People
Management

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
AREA 1: Leadership and Management.......................................................................................3
AREA 2: Training and Development..........................................................................................5
AREA 3: Talent management......................................................................................................6
Priorities and Roles of NHS Human Resources and Managers in supporting NHS Management
.....................................................................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
As the National Health Services (NHS) of UK faces intense pressure that arise from both
internal and external factors, there is required a change in the functions of its human resources
department and leadership’s operations so that NHS can effectively serve its purpose of
effectively providing healthcare to the people of UK during such troubled times (Stegen and
et.al., 2018). The NHS is the healthcare providing service of UK, which is publicly funded and
was founded in 1948.This report addresses how NHS can improve its strategic people
management operations in Leadership and Management, Training and Development and Talent
Management key areas of the NHS operations.
MAIN BODY
AREA 1: Leadership and Management
Leadership Theory:
The need for new leadership and management approaches at the NHS is felt not only
within the employees of the NHS organisation, but also by its patients and the general public of
UK. The NHS can improve its leadership and management operations by implementing business
theories of leadership and management into its operations. As the NHS currently operates on the
heroic leadership approach which is not providing it with effective productivity, there is a
growing need for it to switch towards a participative leadership approach. For this the NHS can
apply the participative leadership theory to its operations which states that leaders must have
open conversation with their employees and share relevant knowledge and information this is
required for effective decision making (Li, Liu and Luo, 2018). The leader also asks their
employees for their input and contribution during the decision making process and comes up
with the optimum solution to operational problems taking into account all input from others.
Management Theory:
For improving its management operations, the NHS should incorporate the scientific
management theory into its operations which states that the NHS management needs to apply the

scientific investigation method for all its decision making operations instead of the traditional
rule of thumb. Based on this theory the NHS would also be required to conduct its recruitment
and selection operations using the scientific method, assessing the skills and experience that is
required by the organisation and then addressing it through scientific recruitment and selection
(Waring, 2016). The scientific management theory also requires great collaboration form the
workers of the NHS and its management with equal responsibility shared by both for the
increased productivity of the NHS.
Internal and External Factors:
There are various internal and external factors which tend to influence the performance
and productivity of the NHS’s leadership and management. Internal factors such as
organisational culture, politics, corruption and fairness of organisational policies and laws have
major influence on both the leadership and management operations of the NHS (Oberoi, 2016).
Internal factors such as employee motivation and satisfaction also have great influence on the
operations of NHS’s leadership and management. While external factors such as available funds,
technology and supply of healthcare equipment also influence NHS’s leadership and
management operations.
Recommendation:
The NHS is recommended to incorporate both participative theory of leadership and
scientific management theory into its operations in order to improve the various strategic
operations conducted by its leadership and management. This leadership approach if
implemented to the NHS would allow its workers to feel valued, motivated and satisfied as their
decisions and contributions have meaningful impact on the overall operations and functions of
the NHS. This approach would also allow the NHS employees to perform more effectively and
efficiently in the absence of the leadership as all relevant information has already been
effectively communicated to them by the leadership (Sagnak, 2016). While, incorporation of the
scientific management theory to NHS’s operations would effectively improve the decision
making capabilities, recruitment and selection, productivity and efficiency of the NHS’s
management while decreasing the number of internal conflicts between the NHS management
and workforce.