People Management in NHS Case Study

This case study focuses on people management in the context of the NHS. It explores key theoretical models and their applications, roles and priorities of NHS management, and the internal and external influences on leadership and management, training and development, and talent management. Recommendations are provided to address workforce shortage and improve overall operations.

Introduction
To
People Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Key theoretical models and their applications.............................................................................1
TASK 2............................................................................................................................................3
Roles and Priorities of NHS management:..................................................................................3
TASK 3............................................................................................................................................5
Different internal and external influences on Leadership and management, training and
development and talent management:..........................................................................................5
Recommendations:.......................................................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
People management is generally recognized as the Division of Human Resource, that
primarily regulates and controls business's manpower. The division performs various activities
including training and improvement, management, recruiting, health for safety, benefits,
organizational advancement and other duties related to the workforce. The current study is
centred on NHS Case Study. National Health Service is a governing body that offers health-care
services. The health-care organization was founded in England in 1948. According to the
scenarios presented in NHS case report, it was analysed that NHS is experiencing hospital staff
shortages problem. This affects this organization's managing team to engage with an
organization that can provide organisation NHS with medical personnel needed. It has generated
dissatisfaction and tensions among existing medical workers because they feel more
compensation for staff recruited from organization than for themselves (Wilton, 2016).
As a consequence, current stated institution's staff has resigned. NHS has expected to
employ about 6,000 new nurse-staff by year 2020 to resolve this crisis, which could satisfy the
healthcare organization's requirement. This condition has established the need for NHS to
implement certain approaches through which medical personnel can be supported for the longer
term. This study revolves around 3 core strategic zones of entire people management,
Managements and leaderships, Training and development, and Skill. All such have been
effectively explained in appropriate way in 3 different tasks.
TASK 1
Key theoretical models and their applications
Leadership and Management
Leadership relates to the capabilities of people who have the tendency to influence a
single individuals or group to operate in a collective direction through they can successfully
accomplish their organizational strategic goals. While management is seen as the mechanism by
which individuals and objects are effectively managed. this can be stated that both leaderships
and management perform a vital role in effectively growing business enterprise. According to
given case study, it's been examined that NHS human resource division needs to concentrate on
developing their positive relation with medical personnel so they can stay longer in same sector
(Wright, 2018).
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Contingency theory: Fred Edward Fiedler first evolved that theory in year 1964. The theory
concentrates primarily on leaders' character/personalty, as well as how they cope with changing
circumstances. No particular style is perfect for leadership and management as per this concept.
This concept is often seen as leadership approach concentrating primarily on the implementation
of different styles of leadership depending on circumstance and viability. This states there's no
unique style of leadership that fits every scenario. There are 2 key contingency theories outlines:
task and relationship motivated In the background of NHS, business members will adopt
leadership's style depending on the circumstances that occurs. NHS can quickly embrace the
changing culture or environment with aid of this concept, that will further allow them to maintain
their workers for a longer time. As well as this, this may be stated that principle of contingency
also supports management as it will enable this team to take better decisions in future (Wild,
2017).
Training and development
It pertains to the mechanism of enhancing the skills and potentials of employees who
work within organization to enhance their efficiency that contributes to highest possible profits:
Transitional Model: This model focuses primarily on the entire organization as a whole.
As this model is rooted in two loops. one of these is outer loops that involves missions, vision
and purpose of organizations whereas inner loop is second loop that is implemented. This is
stated in this model that company's goals are formed by factors and changing circumstances, and
afterwards training program is enforced accordingly. In case of NHS, organisation can use this
model while formulating their training & development programs which can assist organisation in
enhancing competitive advantages at current marketplace (Vom Brocke and Rosemann, 2014).
Talent Management
Talent management implies to effective anticipation of needed human resource capital for
corporation as well as efficient planning to satisfy such needs. It simply relates to use of
strategical HR planning to enhance business's value as well as to enable corporations and entities
to attain their objectives.
Expectancy theory: This theory suggests that a person may act or respond in some way
since they are driven to choose a particular behaviour over another regardless of what theywhich
suggest that business should manage its employees by empowering them by incentives and
benefits as per their expectations.
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TASK 2
Roles and Priorities of NHS management:
As per case study, it has been determined that NHS ' senior management staff intended to
employ 6,000 nurse-staff to address workforce shortage condition. For all of this, such
healthcare body's top management team has developed their unique roles and responsibilities.
Several of these primary human resource management's roles and responsibilities are described
as below:
 Core Role of managing personnel of respective organisation is to offer effectual trainings
to freshly employed personnels i.e. medical-staff. This role can assist them in effectively
developing their key skills/abilities which finally support them in efficient execution of
job's responsibilities (Uspensky, 2014).
 Additionally, NHS management also offer equal and fair wages for each and every
medical professional as well as other personnel who work for them. Additionally, this
further involves benefits, training, creating employment policies, implementing lobar
laws, keeping employee records, monitoring results, etc.
 NHS ' primary priority is to strengthen the HRM systems as well as focus on improving
the hospital premises culture such that issues facing staff can be resolved. This also helps
to fulfil requirements its employees with the works and also contributes to a decrease in
employees' turnover.
HR functions:
Recruitment:
This is NHS HR management's first and main role. On this, organization's managers aim
to hire more staff based on their expertise and experiences. Referring to respective case study, it's
been analyzed that NHS's HR department recruit 6000 nurse-staff to improve staff shortages
situation. The task of recruiting is to be put in the company for the necessary manpower so that
work could be efficiently carried out. Yet recruiting highly skilled and qualified workforce that
brings profitability is the top priority for managers (Starr and Van Wassenhove, 2014).
Training and development: This function support NHS's managers in raising employees skills.
In NHS, manager holds frequent training and development workshops to improve its skills. Such
workshops will allow all staff members to enjoy their individual jobs. In addition, they offer
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training programs to help improve their skills. As a consequence this will boost their
performance as well as provide patients with higher-quality services. Furthermore, training can
guide nursing staff to efficiently use equipment to prevent the risk of infection. Training &
development is mainly concerned with providing employees with source to eliminate their
shortcomings. However Training & Development's focus is to focus on workers ' private,
technical and professional development to help them to achieve business goals.
Managing compensation: Another major function is managing allocation of compensation in
which HR managers, handles all the payables, fringe benefits and several other wages or salaries
payments. This primarily consider salary amount, incentives amount, compensations amount,
overtime payments and other related substance. The main emphasise of organisation is offering
that adequate compensations to fulfil needs of employees and satisfy them with aim to control
employees turnover. Thus before making any amendment in compensation policy, managers first
discuss it with its employees (Stark, 2015).
Employee relations: The development of a strong relationship among employers and employees
is another core HR function. As in NHS, HR managers organize an evaluation hub where all
representative of medical personnel shares their experiences with each other. Employee
relationship's primary role is to strengthen hub which includes a variety operations such as
interacting with co-workers, sharing experiences about improvements, etc. This HR role could be
said to have an impact on medical personnel to stay longer. However the aim of the relationship
between workers is to establish positive interaction between NHS as well as its staff.
Ensure Legal Compliances: It also crucial function of HR department is to ensure proper
compliance of legal requirements as to health and safety of employees. In NHS, managers also
lists all the legal requirements applicable for organisation and ensures that these requirements
have been fulfilled within reasonable time. Here in this context, role of such task is to insure that
medical-staff's rights are secure in organisation and all proper measure have been taken for
securing their rights. Also proper legal compliance support managers in handling any dispute and
discrimination (Russ, 2014).
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TASK 3
Different internal and external influences on Leadership and management, training and
development and talent management:
Managing workforce at an organisation's workplace is regarded as quite challenging work
that is generally done by organisation's HR division. As in case of NHS, managing team is
needed to recognise and asses all internals and external factors that impacts all three core
strategic points which are training/development, Leadership/management and talent's
management (Flyvbjerg, 2017). Following is discussion on several factors, as follows:
Leadership and management: These two areas have strong place in an organisation as these
both supports organisation's growth. As in case of NHS following are several internal and
external factors that have direct influence over leadership & management in this healthcare
organization, as follows:
Internal factor: In NHS, organisation's employees are chief internal variable that impacts its
performance in terms of leadership and management. Here notable is that organisation is facing
challenge in sustaining its medical-staff for longer period. To control this organisation has to
focus on employees satisfaction as they are key factor in determining enterprise's leadership as
well as managing performance.
External factor: Social factors can seen as most prominent external factor influencing NHS
leadership and management teams. this can be said that this hospital organization's
administrators must adjust their approaches based on the reforms which have taken effect in
society.
Training and development:
Internal factor: NHS organizational personnel are the key internal element capable of impacting
NHS training and development workshops. That's because every organization needs certain
services such as appropriate equipment, facilities, sitting room and several other items so that
successful training session can be held. In this regard if NHS doesn't have all such resources then
this would be difficult for organisation to organise improved training session.
External factor: Amendment in healthcare legislations and laws act as external factors which
impacts training and developments workshops. As this factor leads to change in entire working
of organisation so NHS should manage their session accordingly.
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Talent management:
Internal factor:
Working environment: A good and comfortable working environment attracts talents as
well as help to manage them. Currently NHS is hiring employees through agency services which
seems a barrier in achieving target of effective talent management. Organisation has to maintain
favourable working as per feedback of employees.
External Factor:
Demand & Supply: One of the external factor that most affects is demands and supply of
skilled staff. There is significant shortage of skilled staff on the markets in relation to NHS.
Competent staff shortages can impact the company's aggregate working performance. This major
factor affects the organisation's market share and reputation at competitive environment
(Armstrong and Taylor, 2014).
Recommendations:
Based on the above-mentioned study on people management, it has been analysed that
different strategies need to be implemented by NHS in order to be able to remain on marketplace
longer and enhance their operations. Based on NHS's case study, there few clear guidelines by
which the health-care institution can address workforce shortage situation. These
recommendations are given according to three key areas as described below:
In first and main aspect which is leadership and management, NHS managing team is
advised to follow contingency leadership approach because it helps them handle all sorts of
different circumstances in NHS.
Suggestion for training and development aspect is that NHS managers should schedule
training workshops at frequent intervals to provide professionals with the necessary skills and
expertise so they can ethically carry out the appropriate health-care practices.
In terms of talent management, this is recommended that NHS ' hr division should only
employ professional and trained nurses as well as medical personnel to insure that training is
conducted out in compliance with legislation provided by the Quality of Care Commission
(SQC).
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CONCLUSION
According to the above-mentioned report, it has been concluded that people management
is regarded among the most significant healthcare-related work organizations. That's because
health institutions like NHS wouldn't be able to maintain longer and to provide people with
efficient and safe health services without efficient and skilled medical personnel.
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REFERENCES
Books and Journals
Wright, P., 2018. Fundamentals of human resource management. Management. 5. p.27.
Wilton, N., 2016. An introduction to human resource management. Sage.
Wild, T., 2017. Best practice in inventory management. Routledge.
Vom Brocke, J. and Rosemann, M. eds., 2014. Handbook on business process management 2:
strategic alignment, governance, people and culture. Springer.
Uspensky, I., 2014. Tick pests and vectors (Acari: Ixodoidea) in European towns: Introduction,
persistence and management. Ticks and tick-borne diseases. 5(1). pp.41-47.
Starr, M. K. and Van Wassenhove, L. N., 2014. Introduction to the special issue on humanitarian
operations and crisis management. Production and Operations Management. 23(6).
pp.925-937.
Stark, J., 2015. Product lifecycle management. In Product lifecycle management (Volume 1) (pp.
1-29). Springer, Cham.
Russ, M., 2014. Introduction—What Kind of an Asset Is Human Capital, How Should It Be
Measured, and in What Markets?. In Management, Valuation, and Risk for Human
Capital and Human Assets (pp. 1-33). Palgrave Macmillan, New York.
Flyvbjerg, B., 2017. Introduction: The iron law of megaproject management. Bent Flyvbjerg,
pp.1-18.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
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