MG411 Individual Research Portfolio: NHS People Management Analysis

This individual research portfolio examines people management within the UK's National Health Service (NHS), focusing on key strategic areas. The report delves into leadership and management, talent management, and training and development, exploring relevant theoretical models and their practical applications within the NHS context. It analyzes the roles and priorities of NHS management and HR functions in supporting overall management objectives, as well as the internal and external influences impacting these areas. The report offers recommendations for improving people management practices and concludes with a summary of findings and insights. The student assignment, contributed to Desklib, provides a comprehensive overview of the challenges and opportunities in managing human resources within a complex healthcare environment.

Individual Research
Portfolio

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
TASK 1............................................................................................................................................1
Key models within 3 areas and its applications to the current situation of NHS........................1
TASK 2............................................................................................................................................3
Role and priorities of NHS management and HR functions in supporting management...........3
TASK 3............................................................................................................................................4
Different internal and external influences of specific areas........................................................4
Recommendations.......................................................................................................................6
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................8

INTRODUCTION
People are termed as an assets of a business organisation and their attitudes and
performance results in the success as well as failure of business (Turner, 2018). In a company,
the most difficult job of a manager is people management because they need to be trained,
motivate, encourage and inspire as well as they are liable for recruiting, disciplining as well as
training and evaluating employees. As people management also known as a human resource
management and it defined as a effective coordination among a team members in order to
perform a specific task. National Health Service organisation case study is considered in this
report which is an independent public healthcare service provider in United Kingdom. As the
company fave several issue that pressures on their services so, they focus on many key areas of
strategic people management such as leadership and management, training and development,
talent management and so on. Under this report discuss about the theoretical models of such
areas and its applications on company's present scenario, discuss roles and priorities of NHS
management and its functions in supporting management as well as several internal and external
influences also.
MAIN BODY
TASK 1
Key models within 3 areas and its applications to the current situation of NHS.
There are mainly three areas in this report which should be considered within the context
of National Health Services and its current situations that they faced (Taylor, 2018). There are
some models regarding key areas such as leadership and management, talent management as
well as training and development which can help in managing the people of NHS in a strategic
and effective way.
Leadership and management:
Both these terms are related to the human resource department of an organisation which
are different from each other. As leadership refers to the setting a new direction for their
followers whereas, management defined as a control mechanism of resources as well as people
within an organisation (Stewart, 2018). Within the context of National Health Services, the area
of leadership and management of organisation helps in developing strong relationship with their
stakeholders especially employees. As it facilitates motivation to their workers for performing

better and improve their overall performance and results. Also, this helps in knowing the issues
and resolve them in an appropriate time for the purpose of maintaining high level of
performance.
Managerial grid model of leadership and management: This theory is propounded by
the Robert R. Blake and Jane Mouton in 1964 as a leadership style model of management
(Managerial Grid Model of Leadership, 2017). Basically there are two leadership dimensions
like concern for people and production through which the manager of National Health Services
can analyse how they focusing their concern towards the people and production with the help of
managerial grid model. For instance, National Health Service is using this model in order to
know about the useful insights of several styles of leadership and leader can find out the
improvement area which is required for managing the resources, company and people in an
effective way.
Talent management:
It is defined as a management of human resources and their talents within a business
organisation (Scanlan, 2018). Within the context of National Health Services, the talent of
human resources are highly managed and controlled by the HR department and the management
of company identify the needs and wants and develop a holistic practice for recruiting, training
as well as retaining them for a longer period of time.
Self interest theory of talent management: It is basically focused on the needs and
requirements of an individual's. As psychological egoism suggest that individual's behaviours are
motivated through their self interest i.e. thinking about the self needs firstly rather then others. In
order to provide motivation to the employees a manager and leaders requires to focus on their
needs and wants and encourage them by facilitating several benefits, rewards as well as
opportunities according to their talent and interest which results in the better performance and
long term retention.
Training and development:
It is essential requirement of every business organisation which provides confidence to
the staff members in order to perform better and encourage them to contribute more for
attainment of organisational goals and objectives (Lumbers, 2018). Within the context of
National Health Service, if the management of company introduced some effective tools and
techniques for dealing with the health diseases the manager needs to trained and skilled their

staff by giving effective training that assists in increasing employees confidence and they can
able to perform all tasks easily.
Transitional model: It is associated with the several terms of an organisation such as
vision, mission, values and objectives. As per the transitional model of training, proper training
and development session should be given to the workers of an organisation that will assist in
accepting the new technologies and changes easily in their working (Layland, 2018). For
example, the vision and mission statement of National Health Service is related to the facilitate
good quality of services to their patients by implementing new technologies and lead market
position in the healthcare industry.
TASK 2
Role and priorities of NHS management and HR functions in supporting management.
Due to the raised diversity of employees as well as patients cultural backgrounds, human
resource manager should put higher attention towards the influences of technologies and
globalisation on the delivery of healthcare services and training for teamwork leads the better
quality of patient care. Within the context of National Health Services, management plays an
important role while hiring desired staff and facilitate training in order to achieve effective
results.
Roles and priorities of NHS management:
In the role of NHS management, clinic managers perform several tasks related to the
healthcare facility (Clinic Manager Duties and Responsibilities, 2020). Some of the roles and
priorities of National Health Services are as follows: Staff management: The clinic manager of NHS manage as well as support their existing
employees who are working at company's workplace by measuring employees
performance, facilitate reviews, resolve issues and conflicts in order to strategic
management of people. Clinical role: The management of National Health Services plays this role while they
gives more priorities to that patient who are suffering from the diseases and treat them
with better range of services.
 Develop plans and systems: The clinic manager of NHS is liable to manage the
operations of service providers through effectively developing a business plan for their

clinic. As they find many new ways and implement within the organisation in order to
accomplish objectives and improve productivity.
HR functions for supporting management:
The management of National Health Service plays an important role in an organisation
through the proper understanding about such functions that helps in the sustainable growth and
development of company. Some of the functions are as follows: Workforce planning and employment: It is related to the basic function of HR as the
manager of NHS performs this function to choose right people for the right job as per the
organisational requirements and candidates skills and knowledge (Iliopoulos, 2018).
 Human resource development: The human resource manager of NHS use this function
for organising appropriate training and development sessions for the purpose of
developing employees skills and knowledge and get productive results.
TASK 3
Different internal and external influences of specific areas.
There are several internal as well as external factors that impacts on the company's
management, T&D, talent management and so on. Within the context of NHS some of these
factors are discussed below:
Key areas Internal External
Leadership and
management
Internal factors includes the human
resources that highly influence on the
leadership and management of
organisation. Within the respect of
NHS, employees refuse to accept the
changes easily which are executed by
the leaders as well as manager of
company due to that the organisational
working influenced at a high level and
reduce the productivity and
profitability (Hernandez, 2018)(Hislop,
2018).
External factors are associated with
the outside of an organisation which
leads the inside changes of a
company. In regards of National
Health Services, socio-cultural
factors are highly influenced the
leadership and management area of
company as several changes are
comes in the religion, communities
due to which leaders and managers
need to require increase effectiveness
in leadership style and effective

communication respectively which
helps in minimising the influences of
company's leadership and
management.
Talent
management
In the talent management, working
environment is considered as internal
influencers for an organisation which
is necessary for the implementation of
effective and strategic talent
management technique within the
National Health Services. As the
manager of company need to
effectively control the influences of
internal environment by predicting the
future practices. Whereas, the
management of NHS facilitates
positive culture at their workplace to
the employees so that they works with
the full level of potentiality and
enthusiasm in order to increase the
efficiency level and results positively.
As the external factor includes
demographics of employees that
influence the talent management of an
organisation at a great extent. Within
the context of National Health
Services, recruitment is done in an
attractive way which is different from
another organisations as well as
facilitate several range of
compensation packages that are
offered to employees in order to
manage the skilled and desired talent
in a positive manner (Collings, 2018).
Training and
development
It includes the motivational,
perceptional as well as learning factors
but the proper support of top level
management and optimum
availability of resources influenced
T&D area of businesses. In the context
of National Health Services, the
effective support of top management
and availability of equipments,
It is related to the outsiders factors
such as ideas, locations etc. as the
changes in legal compliances towards
the training and development of
workers influence on the company's
specific areas. As NHS required to
change their practices and strategies
according to the set benchmark while
the small set of modification is arises

techniques as well as practices assists
in conducting successful training
programmes which results positively
on the working and performance of
employees as well as company.
in healthcare legislations which
highly influence the current provisions
and policies of training and
development in an organisation.
Recommendations.
As per the above discussion on the people management there are several
recommendations that require to be provided to the company National Health Services so that the
company will be able to maintain high sustainability (Banfield, 2018). It has been viewed that
NHS should need to implement some strategies and practices that will assist the improvement in
their operations. Also, company need to focus on the resolution of employees issues and conflicts
so that they can retain for a long time period. Basically there are three areas that should be
required to developed so that few recommendations are described as below: leadership and management: As it should be recommended to the manager of National
Health Services as they must follow the managerial grid as a model of leadership and
management. This will helps in managing and controlling the people of organisation by
using different styles of leadership in diverse situations. Talent management: It has been suggested to the HR department of National Health
Service that they should select skilled and desired candidates for the job positions that
helps in increasing the competitive positions.
 Training and development: The company NHS should recommended for organising
effective training and development programmes on a regular basis for their workers in
order to develop their skills and knowledge. This will help in facilitating more
opportunities for the development of personal and professional.
CONCLUSION
It has been summarised from the above report that people management is essential for
every organisation in order to effectively hiring, training and retaining workers. For this the
management of company and HR manager plays an important role which helps in effective
management and performance of employees as well as organisational operations. Several models

and theories are developed for brining improvements in such areas like T&D, talent management
as well as leadership and management. Also, analyse the internal and external influences of all
these areas on the organisations management and productivity either positively or negatively.

REFERENCES
Books & Journals
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management.
Oxford University Press.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Hernandez, S.R., O'connor, S.J. and Meese, K.A., 2018. Global efforts to professionalize the
healthcare management workforce: the role of competencies. Journal of Health
Administration Education. 35(2). pp.157-174.
Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical
introduction. Oxford University Press.
Iliopoulos, E., Morrissey, N., Baryeh, K. and Polyzois, I., 2018. Correlation between workplace
learning and job satisfaction of NHS healthcare professionals. British Journal of
Healthcare Management. 24(5). pp.226-233.
Layland, A., 2018. The changing role of management in the first 70 years of the NHS. Br J
Healthcare Manag. 24(7). pp.346-347.
Lumbers, M., 2018. Approaches to leadership and managing change in the NHS. British Journal
of Nursing. 27(10). pp.554-558.
Scanlan, G.M., Cleland, J., Johnston, P., Walker, K., Krucien, N. and Skåtun, D., 2018. What
factors are critical to attracting NHS foundation doctors into specialty or core training?
A discrete choice experiment. BMJ open, 8(3), p.e019911.
Stewart, R., 2018. Evidence-based management: A practical guide for health professionals. CRC
Press.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Turner, P., 2018. The Boundaries of Talent Management. In Talent Management in Healthcare
(pp. 65-95). Palgrave Macmillan, Cham.
Online
Clinic Manager Duties and Responsibilities. 2020. [Online] Available through:
<https://www.jobhero.com/what-is-a-clinic-manager/>.
Managerial Grid Model of Leadership. 2017. [Online] Available through:
<https://iedunote.com/managerial-grid-model-leadership-styles>.