Introduction to People Management

This document provides an introduction to people management, focusing on key theoretical models and their applications, roles and priorities of NHS management, and the intrinsic and extrinsic influences on organizational aspects. It also offers recommendations for effective people management strategies. The document is based on a case study of NHS (National Health Service) and explores the strategic core areas of training & development, leadership & management, and talent management.

Introduction to People
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
Overview of Case Study.........................................................................................................1
TASK 1............................................................................................................................................1
Key theoretical models and their applications........................................................................1
TASK 2............................................................................................................................................3
Roles and Priorities of NHS management..............................................................................3
TASK 3............................................................................................................................................4
Intrinsic and extrinsic influence on 3 organisational aspects.................................................4
Recommendations..................................................................................................................5
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
People management, also referred to as human resource management is an operational0
field which is concerned with management of manpower pertaining to an enterprise. HR
department within the confines of an organisation is responsible for performing people
management (Tripathy, 2018). This business unit is especially responsible for conducting
activities such as organisational development, ensuring safety and well being, training and
development, recruitment and selection and other practices related to employees. The present
project is conducted upon the case study of NHS (National Health Service), a governmental
organisation dealing in health care sector and providing associated services. The following
project explores the 3 strategic core areas of people management, namely, Training &
Development, Leadership & Management and Talent. These have been discussed below in 3
different sections to stipulate the key findings and analysis.
Overview of Case Study
The case study presents that NHS is undergoing the issue of staff shortage. This has
made the management of this organisation to enter into a collaboration with an agency which can
provide medical staff to the organisation. It has created a sense of insecurity as well as conflicts
amidst the existing staff of the hospital as they feel that the staff hired via the agency are paid
more than them. Consequently, the existing medical staff has resigned from NHS. To deal with
this scenario, the hospital management has taken a decision to hire approximately 6000
additional nurses by the end of the year 2020. They will provide assistance in meeting the staff
requirement of NHS. To execute the planned course of action, it is required that this healthcare
institution devises some strategies with the help of which they can facilitate staff retention for
long term.
TASK 1
Key theoretical models and their applications
Leadership and Management
Leadership encompasses the ability of a person to hold intensity of impacting on specific
individual or entire gathering to stay aligned with the accomplishment of organisational goals
and objective. On the contrary, management is regarded to be the process through which
individuals and things are controlled in an effectual manner. This very well may be said that
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management as well as leadership collaboratively assume a crucial role in relation to the growth
of business institution in a successful manner (Zhang and et. al., 2015). In accordance with the
case study of NHS, it can be said that HR department of concerned healthcare organisation needs
to put central focus over development of affirmative relations with medical staff members such
that the retention of members can be ensured for a long course of time-frame.
Contingency theory:
This is a management theory coined by Fred Edward Fiedler. The primary focus of this
theory is upon the leadership personality and the manner in which leaders tackle the altering
scenarios. The main premise of this theory is that there is no single leadership style which is best
as per each and every business situation (Smith and Plunkett, 2019). Thus, the central emphasis
hereby is upon selection of leadership style that best suits the situation and is acknowledged to be
feasible in terms of implementation within the premises of an organisation. In this relation, it is
determined that there are primarily 2 main outlines of this theory, namely, relationship or task
motivated. With respect to NHS, it is analysed that leaders of this entity should implement this
theory to use a particular style as per the situation prevailing within business. Through the
assistance of this approach, the respective hospital can adapt itself as per the altering business
environment. This theory will provide aid to NHS in retaining staff members for a longer time
period. Additionally, it will aid the management of the firm in undertaking effectual decision in
upcoming time.
Training and development
This can be referred to as the procedure of enhancing the existing level of skills and
knowledge base of individuals in a bid to raise their productivity and ensure development of
entity.
Transitional Model: This is a model which emphasises upon organisation as a whole. It
is seen that this framework is dependent on 2 loops. The outer loop hereby encompasses mission,
vision and value of organisation. On the contrary, the second loop or the inner loop is executed.
Hereby, the model states that corporate objectives are devised in accordance with the factors in
both the loops (Moeller and et. al., 2016). After that, the training program is developed and
executed. With respect to NHS, it can be analysed that the usage of this model would inflate the
competitive advantage of organisation at market.
Talent Management
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This can be referred to as the act of anticipating the requirement of human resources
within a company and then undertaking planned measures to fulfil those requirements.
Expectancy theory: This was coined by Victor Vroom. As per the premise of this
theory, an organisation should execute management of human resources by effectively
encouraging them (Panagiotakopoulos, 2016). For this purpose, rewards and lucrative benefits
are taken into use. Thus, this theory when implemented within an enterprise aids in management
of talent effectually. With respect to NHS, it is analysed that the execution of this theory will
result in effectively managing the employees so that the needs of patients can be appropriately
addressed.
TASK 2
Roles and Priorities of NHS management
The management of NHS has decided to hire 6000 nurses to deal with staff shortage.
With respect to this, there are certain roles and priorities that are stipulated by the management.
Responsibilities
 To conduct timely training sessions for newly hired staff members so that they can be
acquainted with industry standards and regulations.
 To render equal and fair compensation to staff as per their job roles in the hospital. To enhance the existent HRM practices as well as working culture so as to retain
employees for a long time.
HR functions along with roles and priorities Training and development: This is a type of HR function that provides aid to the
employees in enhancing their existent skills. Within the confines of NHS, the manager
would be conducting regular sessions of training and development with a view to
acquaint them with the rules, legislations and care standards applicable to healthcare
sector. This will lead to enhancement of productivity of medical staff and thereby
provision of effective care services to users. Hereby, the main role is to provide
employees with the scope to get over their shortcomings. Additionally, the priority is to
enable staff members to undergo personal and professional development. Managing compensation: HR manager manages all payable and other salary related
work. The priority of NHS is to offer that much compensation which can satisfy its
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employees with their job and management. The role is to discuss with its employees and
work over their salary issues to make them satisfy.
 Employee relations: This is yet another crucial function of HR which seeks to develop
healthy relations between employer and staff (Moberly, 2018). Hereby, the primary role
with respect to NHS is enhancement of interaction taking place between the colleagues
and developing a sense of loyalty towards each other as well as the organisational as a
whole. Additionally, the priority with respect to this function is creation of effective
bonding amidst staff and NHS management.
TASK 3
Intrinsic and extrinsic influence on 3 organisational aspects
Leadership and management
 Internal factor: With respect to NHS, staff is regarded as the most crucial internal factor
that impacts over leadership and management (Knies, Leisink and van de Schoot, 2017).
With regards to case study of NHS, it is analysed that staff retention is quite low in this
firm which makes it difficult for the firm to bring about changes within the confines of
NHS.
 External factor: Hereby, social factors are regarded as the most crucial external factor. It
is analysed that manager of NHS needs to alter their existent strategies in order to adapt
to the changes taking place within business environment.
Training and development
 Internal factor: Resources of NHS such as infrastructure, seating space and so on are
considered as the internal factor (Liao and Ai Lin Teo, 2018). With respect to case study
organisation, it is analysed that absence of resources would mean inability to conduct
effective training sessions.
 External factor: Alterations within legislation of health care sector is regarded as the
external factor. In this relation, it is identified that alteration in laws would raise the need
for conducting training sessions for medical staff of NHS.
Talent management
 Internal factor: For implementation of talent management within the confines of NHS,
it is determined that working environment is an aspect which significantly impacts upon
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the organisational overall working. In this relation, there are several factors that impact
over the working culture of a company. It is analysed that the primary cause of
discrepancy within working environment of respective healthcare organisation is
recruitment of people from agency with a view to deal with staff shortage in the hospital
premises. However, this decision has had a severe impact over the existing medical staff
as it is getting highly discouraged and developing a feeling that it is paid less.
 External Factor: One of the most crucial external factors is acknowledged to be demand
and supply of talented individuals (Bainbridge, 2015). With regards to NHS, it is
analysed that there is an extensive demand for qualified individuals within the hospital
premises. Staff shortage may adversely affect the working of this entity. This places
impact over goodwill as well as market share of NHS within market.
Recommendations
In accordance with the analysis done above into the 3 strategic core areas of people
management, it is recognised that NHS needs to adopt some effective strategy in a bid to ensure
long term sustainability at market place (Cruz, 2019). As per the case study based on NHS,
certain specific recommendations have been devised in relation to the 3 functions of people
management in order to address the challenge of staff shortage within the hospital. Thus, such
suggestions are given as follows:-
Leadership and Management: It is suggested that management of NHS should adopt
contingency leadership as it would provide aid in management of situations arising within the
premises of hospital.
Training and Development: In relation to this, it is recommended that NHS should
conduct training and development sessions at frequent intervals of time in a bid to provide
adequate knowledge and skills to healthcare practitioners belonging to the entity (Angelis,
Glenngård and Jordahl, 2019). Also, this will aid in ensuring that the staff engaged in ethical and
legal practices, by adhering to the healthcare code of ethics.
Talent Management: With respect to this, it is recommended that HR department of the
respective healthcare institution should only recruit qualified and knowledgeable nurses. This
would aid in ensuring that work within the premise of NHS is carried as per regulations devised
by CQC.
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CONCLUSION
In accordance with the analysis done in the report above, it is inferred that people
management is a crucial aspect for every corporation pertaining to healthcare sector. This is
important as hospitals deal with a large number of patients on a daily basis the safety of whose
lives lies in the hands of healthcare practitioners. Apart from this, it is analysed that training &
development, talent management and leadership & management are 3 essential areas which
when taken into due consideration result in effectual execution of people management. In
addition to this, it is determined that staff retention is important within hospitals in order to make
sure that effective care services are provided to patients.
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REFERENCES
Books and Journals
Angelis, J., Glenngård, A.H. and Jordahl, H., 2019. Management practices and the quality of
primary care. Public Money & Management, pp.1-8.
Bainbridge, H., 2015. Devolving people management to the line: How different rationales for
devolution influence people management effectiveness. Personnel Review, 44(6),
pp.847-865.
Cruz, A.C.N., 2019. People Management and Its Relationship With Business Models.
In Handbook of Research on Business Models in Modern Competitive Scenarios (pp.
368-388). IGI Global.
Knies, E., Leisink, P. and van de Schoot, R., 2017. People management: developing and testing a
measurement scale. The International Journal of Human Resource Management, pp.1-
33.
Liao, L. and Ai Lin Teo, E., 2018. Organizational change perspective on people management in
BIM implementation in building projects. Journal of management in engineering, 34(3),
p.04018008.
Michie, J. and et. al., 2016. Do we need HR?: Repositioning people management for success.
Springer.
Moberly, T., 2018. Dido Harding, NHS Improvement:" I'm shocked at the lack of basic people
management skills in the NHS". BMJ: British Medical Journal (Online), 361.
Moeller, M. and et. al., 2016. People management and innovation in emerging market
multinationals: A competency-based framework. Journal of Management
development, 35(4), pp.530-548.
Panagiotakopoulos, A., 2016. A short guide to people management: for HR and line managers.
Routledge.
Smith, A.F. and Plunkett, E., 2019. People, systems and safety: resilience and excellence in
healthcare practice. Anaesthesia, 74(4), pp.508-517.
Tripathy, M., 2018. Inducing People Management Skills in Order to Achieve Organisational
Excellence. International Journal of Communication Research, 8(3), pp.224-229.
Zhang, Y. and et. al., 2015. Paradoxical leader behaviors in people management: Antecedents
and consequences. Academy of Management Journal, 58(2), pp.538-566.
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