Essay on Incorporation of Management Theory into Practice System04096

This essay discusses the incorporation of management theory into practice, emphasizing the crucial role of Human Resources in organizational success. It highlights the shifts in HRM, including the increased role of trade unions and the contingency approach, and delves into fundamental HR practices such as recruiting, training, conflict resolution, and performance appraisal. The essay applies these concepts to the healthcare sector, focusing on commitment-based and control-based approaches, with examples of recruitment, performance appraisal, and training programs in hospitals. The conclusion underscores the importance of suitable HR practices in achieving organizational goals, particularly in high-stakes environments like healthcare, where the right candidate can be critical to patient care.

Running Head: Incorporation of Management Theory into Practice
1
Incorporation of Management Theory
Into Practice
Essay
System04096

Incorporation of Management Theory into Practice 2
Contents
Introduction.................................................................................................................................................3
HRM Shifts...................................................................................................................................................3
Fundamental practices................................................................................................................................4
Application of the practices along with an example....................................................................................5
Conclusion...................................................................................................................................................6
References...................................................................................................................................................7

Incorporation of Management Theory into Practice 3
Introduction
The most essential asset of any organisation is the Human Resource. It is the human
resource which assists the organisation to convert the idea of success into reality by using the
available resources in the surroundings (Marchington, Wilkinson, Donnelly, & Kynighou, 2016).
The absence of human resource makes the organisation lifeless. Organising the best suitable
human resource is the crucial step for any organisation.
HRM Shifts
Humans are the most versatile creation. In order to synchronize all the activities of the
resources to achieve the target, sets of strategies and policies are formulated to manage them.
The process of managing the resources is known as Human Resource Management, it includes
organising, staffing, recruitment, directing and controlling the resources (Brewster, Chung, &
Sparrow, 2016). Many theories and concepts have been established to maintain a basic unity in
the managerial practices for the organisations. But from few years, a shift in the managerial
theories and concepts relating with the evolution of human resources have been noticed, some
shifts are:
1. Trade unions approach: The interest of workers and employees are secured
through these voluntary associations of the unions which aids in protecting
employees and labour against the unfair practices. Now these unions play active
role and have increased in numbers as compared to the earlier stage.

Incorporation of Management Theory into Practice 4
2. Contingency approach: The organisational decisions were always taken by the top
management and in the situational emergency as well a proper hierarchy is to be
followed. But in the current era initiatives by the employees are encouraged and
delegations of authority are practiced to avoid deal in working.
Fundamental practices
A separate department exists in every organisation to manage the human resources and
all the activities connected with the human resources. The department is headed by the HR
manager who reconciles the working by acting as the mediator between the top management and
the employees. Few of the basic roles and responsibilities of the HR department in the
organisations are:
 Recruiting and selecting: It is the duty of the HR department to invite and select
the best suitable calibre for assisting the organisation to attain the objectives and
targets.
 Training and development: The hired candidates need to be trained for the
expected task to be performed by them. The present capabilities are refined to
match the potentially expected capabilities to contribute in higher productivity.
 Settling the conflict: In a situation of the conflicts or disputes among the
employees, the issue is solved and the positive synergy is retained back in the
organisation so that the total productivity is not hindered.
 Providing performance appraisal: Appreciations have always been the best
motivators for the employees. By providing feedback about the performances to

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the employees necessary changes can be implemented and rewards on the basis of
performances which encourages employees to perform better.
Application of the practices along with an example
Similarly, with reference to the hospital or health care sector have the great responsibility
to work effectively and efficiently towards the patients. The following theories and principles are
to be incorporated within the above sector:
 Commitment-based approach: This theory focuses on the commitment of the employees
towards the services rendered. The hospital sectors have the responsibility of their
patient’s life. By being committed to work the human resource retains the trust of the
customers which the most vital element for this sector.
 Control-based approach: This theory focuses on maintaining a balance between the
performance and the overall goals and objective of the organisation. Proper strategies and
policies have been formulated to preserve the target and the actual performance in
effectiveness and efficiency (Alingh, Strating, Wijngaarden, Paauwe, & Huijsman, 2018).
In order to support the above approaches following examples have been discussed:

Incorporation of Management Theory into Practice 6
 Recruitment and selection: The candidates have to clear a required qualifications and
clear examinations to gain the potential requirements (Aluttis, Bishaw, & Frank, 2014).
The candidates who are committed to work and are the best match for the task are hired.
 Performance Appraisal: In hospital or healthcare sectors the employees have to achieve
the set targets as per the directions of the supervisors (Luisetto, Cabianca, & Sahu, 2016).
The results of the performances are delivered at a quicker pace and the feedbacks are
considered as a remedial tool.
 Training and development: The training program in hospital sector is a long term
investment affair. Training may differ from one candidate to another on the bases of their
tasks (Musyoki, & Ngugi, 2017). It assists the organisation in retaining the suitable
candidates and enhances the existing calibre to the desired outcome not just for the
present aspect but also for the future aspects.
Conclusion
Hence, from the above content the impact of the human resources can be obtained. An
organisation in be it in whichever sector needs to have the best appropriate candidates assisting
them in reaching the targeted goals and position. With reference to the hospital sector or the
healthcare sector the employees need to be the most suitable one as a misfit for performing the
task can cost a life. Delivering services in hospital comes with great responsibility but retaining
the right candidates comes with a much higher responsibility.

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References
Alingh, C. W., Strating, M. M., van Wijngaarden, J. D., Paauwe, J., & Huijsman, R. (2018). The
ConCom Safety Management Scale: developing and testing a measurement instrument
for control-based and commitment-based safety management approaches in
hospitals. BMJ Qual Saf, bmjqs-2017. Retrieved from:
https://qualitysafety.bmj.com/content/early/2018/03/06/bmjqs-2017-007162
Aluttis, C., Bishaw, T., & Frank, M. W. (2014). The workforce for health in a globalized
context–global shortages and international migration. Global health action, 7(1), 23611.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. New
York: Routledge.
Luisetto, M., Cabianca, L., & Sahu, R. (2016). Management Instrument in Pharmaceutical Care
and Clinical Pharmacy. Int J Econ Manag Sci, 5(369), 2.
Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource
management at work. London: Kogan Page Publishers.
Musyoki, K. B., & Ngugi, E. (2017). Effects of supplier development practices on performance
of pharmaceutical suppliers for hospitals in nairobi city county. International Journal of
Supply Chain Management, 2(1), 32-56.