MG411: Introduction to People Management - NHS Report Analysis

This report, focusing on MG411 Introduction to People Management, analyzes people management practices within the National Health Service (NHS). It explores key concepts such as leadership, management, training and development, and talent management, highlighting their significance in achieving organizational goals. The report delves into applicable theoretical models, including contingency theory and situational theory for leadership and the theory of reinforcement for training. It also examines the integrated talent management model. The report provides recommendations for improving people management practices, such as employee feedback, job descriptions, and performance evaluations. The conclusion summarizes the key findings, emphasizing the importance of effective people management for organizational success, particularly in the healthcare sector, and highlights the importance of employee development, and strategic talent management approaches to achieve organizational goals. The report aims to provide a practical overview of people management principles within a real-world context.

MG411 Introduction To
People Management
Table of Contents

Introduction......................................................................................................................................3
Leadership and Management...........................................................................................................3
Applicable theoretical models................................................................................................4
Training and Development..............................................................................................................5
Applicable theoretical models................................................................................................5
Talent Management.........................................................................................................................6
Applicable theoretical models................................................................................................6
Recommendations............................................................................................................................7
Conclusion.......................................................................................................................................8
References........................................................................................................................................9

Introduction
The management of employees who are working within the organisation by allocating
them relevant tasks as per the needs of business is defined as people management. Basically, this
involves managing human resources within the organisation through the utilisation of different
processes such as motivation, training & development, etc that will enable to direct employees
that will further enable them within maximisation of overall contribution towards attainment of
organisational goals (Armstrong and Taylor, 2020). NHS (National Health Service) will be
talked about in this report which is a publically funded healthcare system. The founding
principles of the firm was that the services will be universal, comprehensive as well as free when
they are being delivered by emphasising on health services depending on clinical requirements
rather than ability to pay. In year 2015-2016, within the four NHS outlets almost 1.6 million
people were employed along with budget of £136.7 billion. This report will provide an insight
into concept of leadership, management, training, development and talent management. Along
with this, respective models that can be utilised by management will also be illustrated so that
overall affirmative outcomes can be attained.
Leadership and Management
The art associated with motivating group of individuals for acting towards attainment of
identical goals is defined as leadership. In context of business settings, it implies furnishing
directions to human resources with the rationale to accomplish organisational requirements.
Within NHS, leader is accountable to inspire others as well as providing them with adequate
guidance while they are acting on the peculiar aspects. This enables to direct the efforts that are
made by the employees in precise directions that will further facilitate within attaining desired
standards of quality along with their objectives (Banfield, Kay and Royles, 2018). For this, it is
important for NHS that they must make use of effectual as well as efficient leadership theories or
models as per the clinical procedures so that overall outcomes can be amplified. Along with this,
leader also need to take into account inter personal skills that will lead to create a strong impact
on their colleagues as well as juniors through which it should become easy for them to deliver
their accountabilities. Any kind of situations can occur at any instance of time, thus, it is crucial
that, NHS opts for making use of models accordingly in order to make sure that conditions are
handled affirmatively.

Management is defined as coordination as well as administration of tasks for attainment
of goal. In this case administration activities comprises of formulation of organisational
strategies and coordinate with the efforts that are made by employees for attaining shared goals
by the usage of resources that are available (Chelladurai and Kerwin, 2018). Basically,
management implies process to administer and control affairs of the firm despite of their type,
structure, size and nature. This comprises of managing distinct activities and tasks that are
carried out within the working premises of NHS must be aligned in order to make sure that they
can be attained as per the formulated deadlines. For this, it is significant that NHS must take into
account their organisational structure along with culture into consideration so that they can
acknowledge that which model will yield them precise results. Each aspect has to be aligned and
this is the liability of manager to ensure this aspect.
Applicable theoretical models
The different models with respect to the concept of leadership and management are
specified beneath:
Contingency theory:
This theory is liable for explicating distinct situational factors that will lead to creation of
impact on direct relationships that prevails among dependent as well as independent variables
while studying organisational behaviour. This theory states that effectiveness of leaders is
contingent as this is based on leadership style according to the style used by them according to
situation that prevails. This is crucial that businesses make use of appropriate measures for
tackling the problems and accordingly formulate profit margins via execution of operations of
the firm. This theory is dependent on distinct situations and accordingly leader need to formulate
decisions by maintaining relation, handle distinct business environment, confidence and loyalty
that is liable for supporting functionalities systematically(Glover and Branine, 2017). With
respect to NHS, the manager along with leader must make use of contingency theory for
management of wide range of situations, forecast and control employee’s behaviour for
acknowledging their activities as well as formulation of effectual relationship among them.
Management of NHS have to efficaciously distribute work among employees as per their
capabilities.
Situational theory: This implies leadership where decisions are being taken with
reference to distinct situations through which optimised outcomes can be attained within

adequate manner. This implies situation where leaders can opt for different models or styles as
per the demand of the prevailing conditions within the NHS. Through this the overall goals along
with objectives can be attained in an affirmative manner (Hurmelinna-Laukkanen and Olander,
2019). The organisation will be able to develop decisions as per the desired standards without
any major alterations for attainment of goals by formulation of precise decisions.
Training and Development
The educational activities that are carried out within the firm for enhancing knowledge as
well as skills of employees by rendering them with information associated with delivering their
liabilities are defined as training and development. In this context, training implies short term
reactive activity that is formulated for processes and operatives with an aim to develop skills so
that overall personality can be groomed. It is the initiative that is being taken up by the
management to acknowledge their respective objectives. On the other hand, development
denotes continuous pro-active process that is meant for the executives where individuals take up
an initiative to acknowledge their objectives with reference to the future requirements. It is
important that efficacious training & development programmes are created by NHS so that they
can address requirements of both their patients and organisation on the whole. On-job training
will provide them with live experience to the prevailing situations and ways in which they can be
handled in an appropriate way.
The training sessions that will be conducted via NHS will lead to enhancement within the
productivity of their employees as they will be aware about different aspects through which
better experience can be attained for treating patients. The technical training will enable them to
work with latest tools and technologies which will further simplify their functionalities as well as
furnish people with adequate care by having precise outcomes (John and Taylor, 2016). This will
minimise the injury cases or wrong reports of the patients or any other issue that is being faced
by the employees of NHS.
Applicable theoretical models
Theory of reinforcement: This theory emphasise on activities that have to be carried out
by employees. This will lead to creation of distinct thoughts through which better results can be
attained with reference to delivery of their liabilities within the working premises. The concept
of improvisation of employees is associated with augmentation that will render support for

human resources through which overall performance can be boosted up. In addition to this, NHS
opts to make use of distinct methods for enhancing performance as well as motivational levels of
workforces. This will enable management of the organisation to complete their project within the
peculiar frame of time for attainment of desired efficiency levels.
Talent Management
The systematic process that is associated with identification of vacant positioning, hiring
of relevant individual, development of skills along with expertise of individual’s fir matching
their positioning as well as retaining them for attainment of long term objectives is defined as
talent management (Mondy and Martocchio, 2016). This involves conducting recruitment along
with selection of human resources as per vacancies that are there at peculiar instance of time
within NHS so that the candidate that is hired can accomplish requirements of the organisation in
an appropriate manner. In addition to this, it comprises of criteria for preparation of peculiar
skills that are needed for some position through which they can have well experienced as well as
knowledgeable employees. Apart from this, it is crucial that appropriate candidate is being hired
for particular designation to carry out regular clinical activities within the NHS for attainment of
formulated goals.
Applicable theoretical models
Integrated talent management: This is defined as a single as well as secured platform
that is work-driven system for bringing out single data model. This is crucial for HR of the
organisation that all the talent processes are conducted (Schur, Colella and Adya, 2016). The
primary aspects associated with the model are specified beneath:
 Acquire: This aspect comprises of branding employers as well as conduct recruitment
process. Generally, it illustrates organisational identity that enables them within the
formulation of objectives as well as goals.
 Assess: This involves succession plan, analysis of talent along with different assessments.
In this case, the vision of NHS will be transformed into talent needs through which they
can accomplish their rationale.
 Develop: Within this entity of talent management model, this involves planning of human
resources, working culture, retention along with engagement processes. It is important
that all the aspects are aligned with one other so that functionalities can be carried out

affirmatively. This can be attained by the usage of this aspect to align talent management
process with other activities.
 Deploy: This emphasise on planning of career plan, alignment of goals along with
process of learning and development (Schaltegger, Burritt and Petersen, 2017). Through
this NHS can analyse the overall outcomes of the model.
The integrated talent management model is regarded as essential aspect within the
organisation through which NHS can identify their liabilities as well as align their functionalities
with process of talent management also. These components are in cyclical manner and each
entity is sustained within the loop.
Recommendations
With rationale of improvisation of entire process associated with people management in
the organisation there is need to emphasise on certain practices that will lead to enhance overall
practices. With reference to NHS, some recommendations are specified beneath:
 Employee feedback: It is important that employers create a employee handbook with
reference to practices carried out by the human resources. This will enable management
as well as leaders of NHS to acknowledge different aspects that employees are facing
while carrying out their responsibilities. It will allow organisation to identify the
problems or suggestions that are being by the employees and accordingly make
modifications if they are feasible.
 Formulation of job deceptions: This is crucial aspect that comprises of hiring of human
resources and also performance management must be conducted. In context of NHS,
management have to make sure that precise job description is formulated so that each
employee either new or old can have relevant knowledge related with what they have to
do. This will provide them an insight and clarity into their liabilities.
 Evaluation of performance: This process must be carried out in order to identify the
efforts that are being made of each employee so that overall performance can be
identified. By doing so, it is crucial that they are also appreciated so that they can make
their best efforts while delivering their services. This will allow NHS to attained desired
levels of efficiency and productivity.

Conclusion
From the above report it can be concluded that people management comprises of
allotment of projects along with duties to human resources and according to this skills will be
developed among them. Leadership and management denotes capabilities that are being
possessed by leader as well as manager respectively through which they can furnish guidelines to
employees while they are working on different projects. For this contingency framework can be
used. Training and development implies system within the organisation through which
employees can conduct their liabilities in an adequate manner through which overall
organisational goals can be accomplished. For this theory of reinforcement can be applied by
NHS in order to develop their human resources. Furthermore, talent management implies the
ways in which organisation maintain employees and hire new through which they can attain
desired levels of efficiency. Integrated talent management can be utilised for identification of
critical assets so that smooth functioning can be carried out.

References
Books and journals
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management.
Oxford University Press.
Chelladurai, P. and Kerwin, S., 2018. Human resource management in sport and recreation.
Human Kinetics.
Glover, I. and Branine, M., 2017. Introduction: the challenge of longer and healthier lives.
In Ageism in work and employment(pp. 21-40). Routledge.
Hurmelinna-Laukkanen, P. and Olander, H., 2019. Introduction to managing people for
technological innovation. Int. J. Technology Management, 79(3/4), p.211.
John, R. and Taylor, B., 2016. Human resource management.
Mondy, R.W. and Martocchio, J.J., 2016. Human resource management. Pearson.
Schaltegger, S., Burritt, R. and Petersen, H., 2017. An introduction to corporate environmental
management: Striving for sustainability. Routledge.
Schur, L., Colella, A. and Adya, M., 2016. Introduction to special issue on people with
disabilities in the workplace.