Introduction to People Management

This document provides an introduction to people management, discussing its importance in organizations. It covers topics such as leadership and management theories, training and development programs, and talent management strategies. The roles and priorities of NHS management are also explored, along with the external and internal influences on people management. The document concludes with recommendations for effective people management practices.

Introduction to People Management 0
Title: Introduction to People Management
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Introduction to People Management 1
Table of Contents
Introduction................................................................................................................................2
Area 1: Leadership and Management........................................................................................3
Theoretical Model: Theory of Transformational Leader and its Application........................3
Roles and Priorities of NHS Management.............................................................................4
External and Internal Influences.............................................................................................4
Recommendations..................................................................................................................5
Area 2: Training and Development............................................................................................6
Theoretical Model: Theory of Reinforcement........................................................................6
Roles & Priorities of NHS Management................................................................................7
External and Internal Influences.............................................................................................7
Recommendations..................................................................................................................8
Area 3: Talent Management.......................................................................................................8
Theoretical Framework: Resource-based Theoretical View..................................................8
Roles & Priorities of NHS......................................................................................................9
External and Internal Influences...........................................................................................10
Recommendations................................................................................................................10
Conclusion................................................................................................................................11
References................................................................................................................................12

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Introduction
The aim of People management is to organize people by allocating tasks or projects.
A manager needs some skills of leadership to inspire, motivate and threat the people
ethically. They have the ability to understand the right people, the right price and the right
place for a task and evaluate the performance of people. A larger organization consists of
more than one manager where a number of line-of-managers are involved. These line-of-
managers are undertaken by one or more departmental managers who are directly engaged in
achieving organizational objectives and less attached to the operation team or the employees.
The people may have a conflict with the line-of-managers and the departmental managers are
unaware of that fact. The departmental manager should solve the issues faced by the line-of-
managers. Otherwise, it creates obstacles in reaching their objectives. The entire management
needs leadership to move forward by organizing the people at all level.
Area 1: Leadership and Management
Theoretical Model: Theory of Transformational Leader and its Application
This study chooses a transformational leadership style need to be adopted for NHS.
According to Hamad, this leadership engages the followers to be driven by the goals
encompassing the needs and expectations both the followers and the leaders (Hamad, 2015).
This leadership does not exercise power, rather it inspires and motivates people to their
values.
Rewarding and Recognizing- The healthcare staffs work in extreme stress and they
are not acknowledged accordingly. As the NHS becomes more industrial, they have to
increase employee engagement. The NHS should organize the reward and recognition into

Introduction to People Management 3
their HR practices to boosts up the performance management (Seitovirta et al., 2016). The
reward may be monetary, such as incentives or non-monetary like promotions. This strategy
will work to reduce the turnover rates and refill the labor shortage in the NHS. HR should set
recognition driven by value and performance.
Roles and Priorities of NHS Management
The managers of NHS organization has a number of responsibilities which are crucial for
formulating a change in the organization. The managers have to utilize the transformational
leadership approach for bringing a change and for this –
 The NHS managers should push the workers of the organization out of their comfort
zone. This is paramount for leading a change as the employees should get use to
change, as this will help in managing different uncertainties in a better way. The
managers have to exhibit effective leadership for leading the change in the
organization.
 Also, the managers should utilize effective leadership for building a transparent
working environment. This will help in better management of the organization NHS.
 With the transformational leadership, it is the duty of the managers of NHS
organization, to listen and understand the different concerns of the employees and
should prove a valuable solution. This will help in facilitating a good relationship
between the employees and the management.
 The managers should set an inspirational example in front of the employees, which
pushes them to improve their work. It is the role of the manager to utilize effective
leadership in transforming the environment in the organization. Therefore, the
managers should improve the environment of the organization and should ensure that
it increasing the level of innovation and productivity of the employees.

Introduction to People Management 4
 The most crucial aspect for improving the management of the organization with the
help of effective leadership is, developing an effective communication system in the
organization. The managers should develop better communication system between
employees and management, as it is paramount for addressing the different issues in
the organization NHS.
External and Internal Influences
External influences:
Political factor- The latest King's Fund report shifts the ideas of the healthcare sector. King's
Fund is a Charity organization in England. The commission's report discusses the approaches
that give benefits to the beneficiaries of the healthcare sector and redesign the healthcare
industry (Scott, 2010). This report influences NHS to take a shift from traditional ‘heroic'
leadership and adopt a collaborative approach where employee and employer both are
benefited.
Internal influences:
Increasing workloads- The increasing workload is a problem for healthcare nurses. NHS is
facing a shortage of workforce due to short term leaves and maternity leaves of nurses. The
healthcare center should recruit an adequate number of staffs to reduce the workloads and
prevent staffs' burn out.
Inflated targets- NHS’ work environment is affected by the inflated targets which are set by
the managers. The managers should follow a global or national board standard quality and
safety benchmark. The departmental managers should focus on the activities and perceptions
on the line of managers to stabilize the targets.

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Recommendations
Thus, it is recommended, the manager should ensure that the employees are a
valuable asset of the company and therefore, in order to gain short term benefit, they should
not be exploited or underestimated. The manager should convey gratitude for the employees'
effort and a good task should be appreciated. Applying positive feedback is effective where
the shortcomings are discussed in a positive manner (Chorwe-Sungani, 2013).
Area 2: Training and Development
At the rise of employee shortage in the healthcare sector, the need for training and
development in the healthcare sector is increasing. This type of program can prevent
employee turnover and attract more employees. The improvement of skills in the training and
development program quality of caregiver which impact on customer satisfaction. NHS
should ensure that the training program should bring change in the new customer-centric
approach of a healthcare provider (Su, 2015).
Theoretical Model: Theory of Reinforcement
This theory exercises the learning behavior of an individual. As per the theory of
Chuk et al., the individual will repeat the behavior, if it is associated with a positive outcome
(Chuk et al., 2016). An economist, Skinner (1972) suggests that training and development
practice should be associated with organizational goals and purposes while expecting a
positive outcome. Later, the positive outcome is defined in the form of rewards and company
acknowledgment which expresses a positive emotion of employees.
New fast track ‘Nurse First' program- Now Performance management software is
at the rise which can be used to track the performance. Measuring the performance is
effective for the managers while providing feedback is for the employees (Norlyk and
Harder, 2011).

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Peer review- NHS should adopt the strategies of peer reviews to encourage the
performance of the staffs and it develops the evaluation ability of the staffs which can move
them to managerial grade.
Arranging meeting- The HR department should arrange a regular meeting to discuss
the outcome of their goal and strategies.
Roles & Priorities of NHS Management
The role of the human resource manager for training and development are –
 It is their duty to ensure that employee morale is elevated through different methods,
which help in increasing their confidence. By increasing the confidence of the
employees, the employees will be pushed to improve their skills in the process of
training and development.
 The manager has a vital role to play in ensuring that the employees easily adapt to the
different training approaches and thus, the manager has to change the stubborn
attitude of the certain employee towards different approaches (Beena Joice M, 2011).
External and Internal Influences
External influences:
Economic factor- The call for development in healthcare sector introduces a wide range of
measuring tools. The government of England invests £5 billion in the healthcare education of
the country as it delivers value to the next five years of nursing staffs and beyond.
Internal influences:
Performance morale- As the burnt-out cases of healthcare staffs are rising, NHS should
focus on the fact that their needs are met. As a result, the patients are deprived of getting
quality care from their providers. In response to this situation, NHS arranges training and

Introduction to People Management 7
development for the employees. This initiative not only ensures the patents' care but also
assures the employees' promotion. It increases the satisfaction level of the employees and the
staffs. NHS can use balance scorecard which evaluates their work performance and also their
moral behavior (Kim and Rehg, 2018).
Poor pay- Poor pay becomes an important issue for employee turnover in the healthcare
sector. Salary is a motivating factor for the existing staffs and the trainee employees. When
the permanent staffs are underpaid in comparison with the agency staffs, the permanent staffs
refuse to do their responsibility. They weigh the tasks or job responsibility with the wages.
Recommendations
Therefore, it is further suggested that the managers should improve the relationships
between the employee and the management. This will help in increasing the overall
efficiency of the organization and will also encourage the employee to actively participate in
training and development activities.
Area 3: Talent Management
Talent management ensures the needs of human capital in an organization and
planning to meet those needs. This process involves recruiting, hiring, retaining and
developing the talented candidates in the job market. The commitment of Talent management
is to attract, hire, recruit and retain the most talents to gain competitive advantage.
Theoretical Framework: Resource-based Theoretical View
The industrialization of health sector reminds of the competitive market and gives
emphasis on the internal resources. The resource-based theoretical view highlights the
internal resources which need to be effectively managed for gaining competitive advantage.

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According to the resource-based view, human resources are the potential of an organization
which delivers a sustainable competitive advantage to the firm (Barney and Mackey, 2016).
Work system-The healthcare staffs should be given the flexibility of working hours
as they have to work in odd shifts. Working on night shifts on a regular basis affects their
health and family life. As the healthcare sector is industrialized, the leader should understand
the employee needs such as the needs of employees family or social life (Osnowitz and
Henson, 2016). They should arrange a flexible schedule for the employees, where they can
balance their professional and personal life.
Transferable roles- As experienced nurses are reaching an age of retirement, the junior
nurses need to be prepared to take their roles in the fast-paced industry. The talent
management team of NHS should enable junior nurses to adopt transferable skills so that they
realize the value of the organization in their development (Watson and Burr, 2018).
Technical progressiveness- In the career of healthcare employee, technical skill is a newly
added feature. The talent management team should prioritize the technical skills of nurses
besides the academic qualification of the nursing study course. Adopting this approach
towards career will reflect the organizational culture. For instance, the talented pool selected
by NHS may not be matched with the service criteria of any public sector. This culture
equality prevents the talents to leave the organization.
Roles & Priorities of NHS
The role of the manager in talent management is to ensure that extremely focused
succession planning is conducted. They have the responsibility of utilizing the best talent,
encouraging and supporting them with fair remuneration, and offering them with different
facilities that help them to enhance their skills and talent. Human resource managers have to
give equal attention to recruiting, training, and talent management. It is therefore crucial that

Introduction to People Management 9
the managers hire employees who possess the latest skills and which can help in improving
the overall productivity of the organization. It is the duty of the manager to ensure that the
organization has a workforce that is updated and possesses high standard skills.
External and Internal Influences
External influences:
Social factor- The trade union of healthcare staffs calls for the flexible working schedule and
de-risking service change from the perspective of the individual nurse. This factor influences
NHS to develop new terms and conditions for time contracts, seasonal hours and annualized
hours for encouraging talents.
Internal influences:
Salary & Rewards- The aspects like human resource, talent management, and salary or any
other rewards share a strong relationship. If the employee is offered fair remuneration for
their skills, then the chances of the organization to handle talent management more
effectively are higher. On the other hand, if the employees are not offered fair remuneration
and they are not satisfied with their earnings, then it influences the employee retention rate in
the organization, which further impacts talent management.
Working Environment- The other factor that affects talent management in an organization
is the working environment of the organization. If the working environment of an
organization is not governed by strict rules and ethics, then it causes problems in talent
management. If the employee examines that the working environment is not offering
sustainable growth and is also, not facilitating with a good work-life balance then it impacts
talent management immensely. For instance, organizations were nepotism is practiced, the

Introduction to People Management 10
employee does not get chances for sustainable and fair growth and thus, the organization
losses valuable talent of the organization.
Recommendations
Thus, it is recommended to the NHS managers to ensure that the different practices
conducted in the organization should be ethical and legal. It is important that the managers
work towards developing a positive and encouraging environment. The managers should
offer the employees with an environment which exhibits sustainable development and also,
provides equal opportunities for growth. All these different activities play a vital role in talent
management in an organization.
Conclusion
The three areas of the healthcare sector are discussed in the NHS' portfolio -
leadership, training & development and Talent management. The aim of these three sections
was to ensure placing the right people in the right position in the organization. The internal
and external issues that influence the NHS’ movements are discussed in the study. The HR
Strategies are supported by the theoretical framework.

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