MG411 People Management Report: NHS Case Study Analysis

This report examines people management strategies within the UK's National Health Service (NHS), addressing challenges such as staff shortages, agency staff reliance, and declining morale. It explores the application of leadership and management theories, emphasizing the importance of effective leadership styles and their influence on employee performance. The report delves into training and development programs, highlighting relevant learning theories and their practical application to enhance employee skills and retention. Furthermore, it discusses talent management, including motivational theories like Maslow's Hierarchy of Needs, to foster a positive work environment. The report analyzes internal and external influences on these areas, emphasizing the roles of management and HR in implementing strategic solutions to improve people management practices within the NHS.

Running head: People Management 1
People Management
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People Management 2
Table of Contents
Introduction...............................................................................................................................................2
Theoretical Models and their Application...............................................................................................3
Leadership and Management...............................................................................................................3
The different Internal & External Influences..................................................................................5
Training and Development...................................................................................................................5
The different Internal & External Influences..................................................................................7
Talent Management...............................................................................................................................7
The different Internal & External Influences..................................................................................8
Roles & Priorities of Management and HR Functions...........................................................................8
Conclusion..................................................................................................................................................9
Reference..................................................................................................................................................10

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Introduction
In the organization, they are the interaction of many entities like people, objects, rules
and regulation, and processes, departments, among others. All these entities they interact with on
only one aim of making organization mission and vision successful. The interaction of people
that is employees and management is essential to generate the real success of the organization
operations. Therefore, this is to mean significant and motivational interaction is always required
to all way through while deciding the management and the employees. The top management,
together with the Human Resource Management department, are the areas which are responsible
for maintaining mutual and successful interaction within the organization environment (Collings,
Wood and Szamosi, 2018).
In this report, three main factors will be discussed on how they will bring the success of
the organization if they are well utilized in the organization through the responsibility of the
Human Resource Department. These factors include leadership and management, training and
development, and talent management. All this will support to manage the employees in a better
way and enhance success. The report will explain the challenges which “UK’s National Health
Service (NHS)” is experiencing and how it will overcome through performing the critical human
resources responsibilities of managing people strategically (employees) within the organization.
For National Health Service to overcome the current challenges facing of poor people's
management and attain their expected target of 6,000 more nurses by 2020, is supposed to focus
the improvement in the following areas according to the primary function and responsibility of
the Human Resource Department.

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Theoretical Models and their Application
Leadership and Management
Leadership and Management style matters a lot to the success of the organization through
managing the employee activities and performance. The style of leadership and management
always influences employees' performance, both negatively and positively; therefore, the
manager is required to select wisely on the motivational and inspired style to the employees
(Turnnidge and Côté, 2018). Different skills are needed to produce successful leaders and not
failures within the organization, and all this is done through understanding the key theories
leadership and how they are applied effectively to overcome challenges in the case of National
Health Service.
They are several leadership theories which National Health Service is required to analyze
to produces an effective leadership style. The following are theories of leadership management
according to the Gill et al. (2018); Trait theory is one of the theories which helps to know what
kind of a person makes a good leader as per NHS requirements. The theory indicates that
personal characters are required to identify quality leader concerning the following traits:
integrity, skills on good decision making, empathy, and assertiveness. These are internal traits
will produce well when combined with what the good leader supposed to do. This is determined
by the behavioral theory which classified leader in several categories like, autocratic leaders,
democratic leaders, and laissez-faire leaders according to the organization requirement. The
behavior of the leadership style will influence behavior. Another relevant theory is the
contingency theory, which affects the leadership according to the situation. Also, sources of
power depend a lot, according to the influence and power theory. According to the NHS to
improve leadership style, it requires to consider the viable personal qualities and behavior which

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will enhance to challenges like discrimination, like talent and compassionately accept and
support the improved system form the government. This will help to create transparency since
leaders are will to work together with the staffs, government, and other bodies thus providing
trust on the effective use of the available programs to improve talent amongst the staffs.
Considering the source and behavioral theory well, the health care will be able to transform the
leadership style successfully form traditional one to the modern and effective one according to
the people’s requirement within the health care. If National leadership bodies will generate a
leadership style which will involve both local staffs and senior leaders interact freely in making a
decision, it will improve the consultation culture and develop leadership style which will favor
all peoples within the Health care sector.
The different Internal & External Influences
The concept of leadership in the organization influences much so more the internal
performance of the organization. If leadership style is well established, it will facilitate smooth
achievement of the organization mission, and communication will be two-way providing clear
communication with no misunderstanding, and well management structure, which will have
transparency in doing things. Externally, this will create the right image for the organization to
the economic, technology, and political world. This will attract government support and other
advantages which motivate both employees and organization as a whole to prosper in the market
world (Johnson and Szamosi, 2018).
Training and Development
Training and development is also an essential factor which is required to be considered in
facing the organization challenge of retaining employees. Several theories support the effective
and successful implementation of training and development programs within the NHS day-to-

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day activities. The program will layout competitive advantages which will not allow employees
to leave the NHS organization for another one. The following are training theories according to
Sitzmann and Weinhardt (2018); one of the theory is the theory of reinforcement. This theory
focuses on the leaning behavior of an individual. Thus meaning after training an individual is
required to have positive learning outcomes. Also, this is motivated much by how employees are
rewarded after their successful trained. The theory of learning type also is important since it
focuses on intellectual skills. The different individual possesses different intellectual skills.
Another theory is experiential learning, which differentiates the above two theories by increasing
the maturity and the learning power of an individual through a self-evaluation test, which
facilitates the learning understandings. Theory of social learning brings a new view in the
learning program, which is more about social interaction. All these theories are essential when
well applied to the NHS environment. The following are the application of theories and how to
reduce the challenges of poorly trained employees existing in Health Care.
When the NHS focuses more on training and educational development programs will able
to reduce pressure and able to respond positively to the pressure outside the organization
environment. This means the employees will be equipped with the knowledge which will help to
provide increased efficiency with less pressure from the sector of health in the country. NHS is
required to appreciate the training programs which are financed by the since they will reduce the
financial expense on training, thus boosting the financial stand of the NHS. According to the
theory of types, it is essential to improve the intellectual skills of employees. Therefore this
encourages NHS to equip staffs with continuous training experience on the health care system
and equipment since it supports them to enjoy and feel proud of the work. This increase the
morale of working, thus delivering the best services to the customers and have the self-internal

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motivation, which will encourage the staff to remain within one organization for long.
Availability of Sir Peter Car Award and Hub program will motivate staffs according to the
theory of experiential learning since these both pieces of training are going to strength the
learning power and increase maturity in the working condition. The offering of £30,000 will act
as motivation to exercise what staffs and manager learn while sharing ideas and resource on
improvement will provide strengthening power of the available skill which will make perform
better when they are back to the working condition.
The different Internal & External Influences
Training and development programs improve and create mutual interaction amongst the
employees and also with the management. This is an internal positive influence which will
facilitate a conducive working environment. Regular and well-planned training programs will
improve staff skills, thus improving production performance, which will result in revenue growth
(Bender et al., 2018). Externally, the organization will provide a product which will meet
customer expectation, thus becoming satisfied. This improves the customer demand to be served
by the organization and ends up becoming a loyal customer to the organization. Another external
influence is that the business will make proud to the market since it will be straightforward to
retain most preferred professionals, thus not losing them to the other organizations.
Talent Management
To maintain talented staff in the organization, the management is required to have good
motivation schemes. One of the motivational theory which supports this is Maslow’s Need
Hierarchy. According to the theory of Maslow, employees are required to be motivated
according to their needs of satisfaction. In the hierarchy has identified human needs in to five
categories which when are fulfilled will held to recognize and maintain talented employees.

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These types include, physiological needs, safety needs, love, self-Esteem and Self-actualization.
If all this are well handled, employees will be highly motivated to reveal their talents thus being
managed well (Dohlman et al. 2019).
Within an organization, they are employees who are from different background; thus, there
is the existence of different talents which are useful in business progress and success. An
organization like NHS is required to be ready to have vacancies of talent staff when raises to
have since this contributes to the natural value addition in the organization. This is supposed to
be considered as a motivational section among employees since also will help staffs to realize
themselves and what values they have than staying dormant in the working condition (De Boeck,
Meyers and Dries, 2018). The following programs of the NHS are aiming to develop and
management talents within the sector of health care since they will help to retain active workers
and have strategic growth in recruiting new staffs. A program like: "Leading Sustainability and
Transformation Plans (STPs)" and "Accountable Care System (ACS)," this programs will
facilitate opportunities for short-term contracts, annualized contract hour, seasonal working
hours which will be motivated to different methods if identifying and managing talents within
the health sector.
The different Internal & External Influences
Within the organization, if talented staff are well managed and retained, they will
motivate and increase creativity in the organization operation. The internal performance of the
business will be improved since a naturally motivated individual does it. This will reduce the
supervision time and utilize the minimal human resource available. Competition advantage will
be increase externally since well pooled, and managed talent organization cannot be compared

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with others in the market ground. The organization will be famous with a good reputation, which
will win more customers in the market share (Obeidat et al., 2019).
Roles & Priorities of Management and HR Functions
NHS management and HR department are required to work together in formulating
effective strategies on how to improve the sector of leadership and management, talent
management and training and development programs within the NHS health care sector (Leroy
et al., 2018). The following are some of the functions and priorities.
The top management of the NHS is supposed to work cooperatively with the HR
department to produce effective management in terms of creating quality leaders. The HR
department is responsible for assisting the management in selecting talented employees who
portray leadership skills in the organization. Planning for the organization programs which will
improve the leadership and management style is upon the HR department (Gulzar and Hakim,
2019). Therefore, it is responsible for planning and supporting all programs NHS willing to
execute to enhance leadership skills together with talent identity.
Is very important for Human Resource department to retain competitive employees by
having a well-planned program to facilitate training and development events within or outside
the organization. Human Resource and NSH management are responsible for encouraging staff
to develop the required skills with the organization. The resource is needed to facilitate effective
and has motivational training. Therefore the management through Human Resource section must
be ready to allocate those resources. These resources include funds, well scheduled time,
learning materials, professional or required personnel, and the motivational tips, which will
encourage staffs to go and implement what they have learned in the section (Sitar and Škerlavaj,

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2018). NHS management should ensure all training programs have meet staffs and the
organization needs as required. This is achieved through performing financial and operational
measures, which will ensure limited resources have been used to deliver efficiency and effective
training to develop a high employee retention rate.
Is the duty of management and Human Resource to facilitate robust screening processes
while recruiting new employees for clear indication talents within different individuals’. HR is
usually required to provide sustainable workflows, processes, and system which assist in talent
management programs. HR is required to give platform and knowledge on how to engage
employees through proper management use different tools like effective communication and a
proper schedule (Beltrán-Martín and Bou-Llusar, 2018).
Conclusion
In summary, for business to be successful in the market and performing well internally
must have an active program to maintain a good relationship within its environment and
interaction. To retain and have motivated staff is essential to employ effective measures in the
following areas, which will improve interaction performance. Leadership and management style
should be encouraging smooth interaction through facilitating two-way information flow,
therefore, contributing to active decision making. Training and development techniques are
essential to produce well performed managed people within an organization. Training programs
provide new skills and knowledge, thus making the staff fell comfortable with what they are
doing within the work environment. Another final essential factor is the aspect of talent
management. This maintains naturally skilled staff, which are an added advantage to the
organization performance. After all these factors are well addressed within the organization

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management, it will improve management interaction with the rest of employees, thus maintain a
good relationship which will motivate success.
Reference
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abilities, motivation and opportunities to participate in the relationship between HR bundles and
employee performance. BRQ Business Research Quarterly, 21(2), pp.99-110.
Bender, S., Bloom, N., Card, D., Van Reenen, J. and Wolter, S., 2018. Management practices,
workforce selection, and productivity. Journal of Labor Economics, 36(S1), pp.S371-S409.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical
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De Boeck, G., Meyers, M.C. and Dries, N., 2018. Employee reactions to talent management:
Assumptions versus evidence. Journal of Organizational Behavior, 39(2), pp.199-213.

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Dohlman, L., DiMeglio, M., Hajj, J. and Laudanski, K., 2019. Global Brain Drain: How Can the
Maslow Theory of Motivation Improve Our Understanding of Physician
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