Line Manager Challenges in Human Resource Development
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TABLE OF CONTENTS INTRODUCTION...........................................................................................................................1 AREA 1...........................................................................................................................................1 Assessing key theoritical models and their applications in the context of NHS with regards to leadership & management, training & development and talent management.......................1 Assessing key roles and priorities of NHS management and HR function...........................3 Identifying different internal and external factors which in turn affect 3 highlighted areas..3 Understandingofcontemporaryissuesfacedbylinemanagersrelatingtopeople management............................................................................................................................4 Recommendation and improvement for development of NHS..............................................5 CONCLUSION................................................................................................................................6 REFERENCES................................................................................................................................7
INTRODUCTION This report will highlight an understanding of knowledge, skills and behaviourto be an effective manager for better operational efficiency and productivity. It also includes key human resource processes like training and development which are essential for the performance of management at workplace. This report also analyses contemporary issues faced by line mangers relating to management. Further this report also highlights key theoretical models and their application on the current scenario of National Health Services (NHS). It also includes roles and priorities of management of NHS and its human resource function in support of management. It also highlights internal and external factors which influences leadership and management, training and development and talent management. AREA 1 Assessing key theoritical models and theirapplications in the context of NHS with regards to leadership & management, training & development and talent management Management is a key person in the department who aims at managing individuals and employees of NHS. Management also aim at planning, organising, directing, controlling and monitoring the operations of NHS. Management has a thorough knowledge about the NHS and its services. Management has an effective operational skills, technical skills, conceptual skills, human skills, decision making skills, administrative skills, analytical skills and leadership skills for better efficiency and productivity of NHS. Management behaviour like effective and clear communication, problem solving attitude and conflict resolution, time management, stress managementandmaintainingworklifebalanceplaysakeyroletobeaneffective manger(Gopee and Galloway, 2017). Leadership in an organization plays a key role in the effective working of the NHS. Leader aims at guiding employees and individuals of the organization and motivate them to perform a particular task. An effective leader has skills to lead and influence others. Leader has an ability to interact with its subordinates and make strategic decision (Chen and et.al., 2018). Leader possess various skills like interpersonal skills, technical skills and conceptual skills for effective decision making and achieve goals and objectives of NHS. Leadership behaviours like building trust, integrity and ethics, encouraging innovative thinking, rewarding for performance
andcoachingpeople (Thorpe, 2016). Current scenario of National health services reliance : NHS is using temporary agency work which is putting organization at threat which leads to lower morale and increase in risk to patient care (Morgan-Jones, 2018). NHS is also shortfall of employees as it has inefficiencies in recruiting prospective candidates for the job who has desired skill and knowledge to perform particular work and also due to short term illness and maternity leave Management theory applied to NHS System theory: This theory of management helps in focusing on each sub department of the healthcare organization to increase operational efficiency of the the national health services (NHS). Each department of the organization is crucial for effective growth and management of operations which leads to synergy in the NHS. System approach of management will help reduce ineffective functioning of the organization and will leads to smooth flow of organization (Wang andet.al.,2018).Thisapproachalsoaimsatprovidingeffectivehealthcareservicesby integrating the business as a whole and efficiently achieve goals of the organization (Tuczek, Castka and Wakolbinger, 2018). Leadership styles according to current scenario of NHS Democratic leadership style: Thisstyle of leadership encourages staff nurses of the NHS to openly communicate their ideas, opinions and views which are considered by leader in the decision making process (Dello Russo, Mascia and Morandi, 2018). This helps in building strong relationship within the healthcare organization which helps in increase morale of employees and reduces the risk of employee turnover which helps in retaining prospective and skilful nurses in NHS. Internal factors influencing management and leadership. STAFF NURSES:NHS is affected by internal factors which influences the working of the organization. Staff of the healthcare organization is facing major issue of staff shortages which affect the operational efficiency and functioning of the organization. Solution:Leaders and management of the organization make strategic plan like new fast track “nurse first” programme, use of e- rostering and effective job planning and support new advanced clinical practice (ACP) nurse role to reduce employee turnover and retain prospective
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skilled staff nurses. They also develop system wide programmes to address discrimination against staff. TALENT MANAGEMENT Talent management is an anticipation of desired human capital like staff, doctors and nurses who can perform operational efficiency of the organization (Boyde and et.al., 2018). Talent management is affected by internal factors when proper training in not given to the employees and is also affected by external factors when NHS do not adapt to new technological change which is necessary for development of the healthcare. AARRR talent management model: Acquisition:It is the techniques which leads a HR manager to analyse ways through which they could attract a talent. Activation: It is the method on which a professional will provide value to a talent such as selection, on boarding and candidate experience (Bakker and van Woerkom, 2018). Revenue: It analyses the value a person creates through their talent. It can be denoted as the learning and development, performance management as well as HR analysis. Referral: Techniques entitled with the method through which attracting the talent such as referral and reputation.
Retention: This is a technique on which one could retain talent in the organisation such as engagement, reputation and retention. Assessing key roles and priorities of NHS management and HR function Training and development is a crucial role of human resource department which aims at giving effective training to the staff of the NHS reliance which helps in increasing knowledge and skills of the people in the healthcare organization (Alvarez Moran and et.al., 2018). This helps in building confidence among the staff and helps in motivating staff to focus on increased care for patients to improve the quality of service. Developing people of the NHS is the crucial role performed by HR which helps in improve healthcare services. Effective training and development programmes in the organization helps in achieving goals and target of the national health services which leads to improved operations and productivity of the services in the healthcare organization (Chen and et.al., 2018). Training and development adds value to their performance which leads to effective services and shared improvement objective (Larsen, 2017). Humanresourcemanagementaimsevaluatingperformanceofeachstaffinthe organization by building human relations.Human resource of the organization aims for the up[gradation of staffs skills and abilities. This helps in easy executing of services with desired skills and knowledge which leads to higher productivity of NHS. Healthcare organization aim at improving work system of NHS by identifying key resultant areas. Human resource management also aims at developing communication with patients which helps in building strong motivated employees of the healthcare organization (HUMAN RESOURCE PLANNING IN HEALTH CARE, 2019). Employees education, training and development must be done in continuity to enhance staffs technical, managerial and behavioural skills to deal with patients effectively and efficiently. Effective resource management function in the organization leads to effective care of patients which helps in effective recovery and results. Human resource of NHS aims at improving morale of the staff. Human resource management must recruit those practitioners who have effective skills and knowledge which leads to higher results and outcomes. The key function of the HR is to recruit prospective employees and are also responsible for training and development and implementation of national initiatives.
Identifying different internal and external factors which in turn affect 3 highlighted areas Training and development theories Theory of experimental learning: This theory of training and development states that staff and employee of the organization will develop their skills with time and experience. This helps staff in enhancing learning power and capability which helps in managing patients of the healthcare organization. Traininginimprovementofqualityisgiventhroughcontinuingprofessional development by conducting various seminars, workshops training programmes to learn key skills on the job to develop professional skills and knowledge to provide effective services to the patients. NHS has published a framework which helps in developing people on improvising care by providing patients with professional and skilful staff who has the ability to delivers quality services (Collings, Scullion and Caligiuri, 2018). Internal factors influencing training and development. EMPLOYEES:Miscommunicationandimpropertrainingleadstoinefficiencyin healthcare organization. Improper training leads to lack of utilization of appropriate staffs in the NHS and leads to high turnover and low rates of operational efficiency. Increased efficiency in training and development helps staff of the NHS in providing effective services to their patients. NHS aims at providing training regarding difficult situations which help in tackling pressures (Farndale and et.al., 2018). External factors influencing training and development. Technological factors: This is the external factor which influences working of the NHS. Implementation of new technologies in the healthcare sector helps NHS in improvising their quality and accuracy of service to the patients. Technology is changing at a faster pace and it helps management of the organization in generating data effectively from artificial intelligence and automation. Training employees about the new technology helps in effective functioning and improved services in NHS(Sittig and Singh, 2015). External factors influencing management and leadership. LEGALFACTORS:NHSrelianceisinfluencedbythechangeinpoliciesand regulations implemented by government. This influences working of the organization which are affected by change in political laws and political instability.
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Solution:Management and leaders of the organization has to make strategic decision in order to comply with all legal laws which helps in smooth functioning of NHS. Understanding of contemporary issues faced by line managers relating to people management. Brexit is an abbreviation used for “ British exit” which refers to the United Kingdom's decision to leave European Union. European Union is a political and economic union of 28 countries which trade with each other and allow citizens to move easily from one country to another to live and work(NHS Brexit: Effect of Brexit on NHS, 2019). Brexit has adversely influenced the operational efficiency of the National health services ( NHS ) which leads to huge effect on the loss of operational staff in the healthcare organization. Brexit has led to huge staffing crisis and high turnover of staff, nurses, doctors leaving the national health survey reliance. It impacted the economy and leads to higher degree of migration due to lower employment. Severe loss of staff and shortfall of professional in the organization was the major root cause of Brexit(The NHS and Brexit, 2019). Another challenge faced by National Health Services is the cause of ageing population which leads to high degree of patients and multiple health conditions and issues which lead to difficulties in providing significant healthcare services and support. NHS aimed at expanding the GP's number for better healthcare services. Evolving health care needs and services in regard to increase case of diabetes and obesity and increase reliance on privatization of services has enforced major challenge on the National health services (The changing NHS, 2012). Increasedcostonimplementationofnewtechnologies,research,trainingand development, medical advancement has pose major challenge to the healthcare organization which leads to lower operational performance and services. Employees of the organization faced major challenge as they were affected by poor pay scale and increased workloads, inflated target and negative working environment with no work life balance (Birnkrant and et.al., 2018). This led to increased level of workload, stress and burnout among staff. NHS also faced issues like discrepancies among permanent staff due to increased use of agency staff. Recommendation and improvement for development of NHS Recruitment and retention of talented staff: NHS is recommended to take necessary measures to reduce such discrepancies and challenges faced by the organization for
sustainable growth of the NHS in future. NHS makes sure that staff of the organization are aspiring and competent to develop skills which are necessary at all levels for better operational efficiency and productivity(Cherry and Jacob, 2016). Effective training and development programs: NHS has to develop efficient training and development programmes to effectively build the skills and knowledge of staff nurses and doctors. Adaption and implementation of new technologies like artificial intelligence and automation helps in securing important information and data effectively which helps saves valuable time and reduces stress of work by automating the work. Implementation of variousstrategicplans:NHSisrecommended to implement various plans for improvising and development of healthcare services in the organization. Sustainability and transformation plan ( STP'S ) AND Accountable Care Systems (ACSs ) to increase flexibility at workplace and retention of prospective talented staff in the organization. CONCLUSION From the above report it has been summarized that leadership and management plays a key role in guiding at motivating staff nurses anddoctors of the organization in implementing variousstrategieswhichareusedforeffectivedecisionmaking.Managementhelpsin formulating plans, controlling and monitor them to effectively achieve organizational goals and objective. This report also concludes that there are various models like system theory, democratic leadership and experimental learning to effectively evaluate the operational efficiency of the organization. It also concludes the role of human resource management in influencing the performance of doctor and help them achieve desired gaol by implementing various training and development programmes to enhance the skill, knowledge, learning and behaviour of staff. Further it also incudes internal and external factors with further recommendation and improvements.
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Sittig, D. F. and Singh, H., 2015. A new socio-technical model for studying health information technologyincomplexadaptivehealthcaresystems.InCognitiveInformaticsfor Biomedicine.(pp. 59-80). Springer, Cham. Thorpe, R., 2016.Gower handbook of leadership and management development. CRC Press. Tuczek, F., Castka, P. and Wakolbinger, T., 2018. A review of management theories in the context of quality, environmental and social responsibility voluntary standards.Journal of Cleaner Production.176.pp.399-416. Wang, Y. and et.al., 2018. An integrated big data analytics-enabled transformation model: Application to health care.Information & Management.55(1). pp.64-79. ONLINE HUMANRESOURCEPLANNINGINHEALTHCARE.2019.[ONLINE].Available through:<http://medind.nic.in/haa/t01/i1/haat01i1p14o.pdf> TheNHSandBrexit.2019.[ONLINE].Available through:<https://www.birmingham.ac.uk/research/perspective/nhs-and-brexit.aspx> NHSBrexit:EffectofBrexitonNHS.2019.[ONLINE].Available through:<https://www.themedicportal.com/application-guide/medical-school-interview/ nhs-hot-topics-2018-19/nhs-brexit-effect-of-brexit-on-nhs/> The changing NHS .2012. [ONLINE]. Available through:<https://www.bbc.com/news/health- 19721977>