LVL 4: Exploring People Management Strategies within the NHS

This report provides an analysis of people management within the NHS, focusing on leadership and management theories, training and development models, and talent management's role in underpinning performance management. It examines the application of trait and situational leadership theories, as well as administrative management and human relations theories within the NHS context. The report further explores centralized and functional training models, highlighting the NHS's preference for the functional model. It discusses talent management strategies, including the performance management theory, and their impact on employee motivation and retention. The report concludes with recommendations for enhancing training programs, performance management strategies, HR policies, and the alignment of management functions to improve employee performance and organizational effectiveness within the NHS. Desklib offers a variety of resources, including solved assignments and past papers, to support students in their studies.

LVL 4 Introduction to People
Management

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
1. Leadership and Management-.................................................................................................3
2. Training and Development......................................................................................................5
3. Talent management underpinning performance management................................................6
CONCLUSION ...............................................................................................................................8
REFERENCES ...............................................................................................................................9

INTRODUCTION
People Management is the process through which the employees are being recruited,
engaged and trained through their process of work within an organization (Ansar and et.al.,
2018). NHS is the public funded healthcare system of UK which serves the patients with all
necessary and required things.
The report will analyze the leadership and management within NHS with the help of
theories applied. Along with this, training and development of the employees within NHS will
help in providing the scale through which what training model NHS works on. Furthermore,
talent management underpinning performance management will be analyzed at large scale which
will help in demonstrating that talent management is important aspect within NHS to analyze the
work and roles of the employees within organization. Apart from this, various recommendations
will also be demonstrated and explained which will help in developing the scale of what are the
different ways in which employees performance can be analyzed.
MAIN BODY
1. Leadership and Management-
NHS leadership gave emphasis on the business and the leaders of the company in order
to motivate the employees to achieve goals and objectives of NHS. NHS management includes
organizational structure and aspects designed by the people working in the organization. NHS
focuses on management functions such as planning, organizing, staffing, leading, controlling and
motivating the employees of the company.
Theories of leadership:
 The Trait Theory- The trait theory of leadership means that a leader have some natural
qualities in them. These leaders are good listeners as well as good communicators. NHS
follows this theory of management so that the managers of the company can
communicate effectively and clearly with the co-workers, employees and with the team
members (Ansar and et.al., 2018). They also motivate the employees to become a good
listener and must improve their communication skills in order to have clear and effective
communication among the members of NHS in order to avoid confusion.
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 The Situational Theory- The situational theory states that a leader is one who applies its
skills on the basis of the situation or the problem arise in an organization. NHS supports
the situational theory of leadership in order to make the nature or the style of the leaders
flexible (Ansar and et.al., 2018). So that a leader or the managers of NHS think or put in
the leadership skills according to the situation. NHS put efforts to improve the leadership
qualities of the members of the company. This theory helps the NHS leaders to take
immediate or quick and adequate decision at the time of problem. This assist the
company to achieve goals and the new targets.
Theories of Management:
1. Principles of Administrative management Theory- This theory is developed by Henri
Fayol who examine the point of view of the managers of an organization. This theory
states that a leader must have the ability to plan, control, coordinate, forecast and
command, etc. and the principles of interaction and organize the other people. NHS
principle of administrative theory is flexible in nature and it is the responsibility of the
managers to manage the activities of the team members efficiently and effectively. NHS
includes the following principles of administrative management in the company. They are
as follows:
 Equity- NHS treat every individual or the employees equally and provides them safe and
healthy environment of work.
 Initiative- NHS gives freedom to their workers and not force them to fulfill their
responsibilities (Ansar and et.al., 2018).
 Discipline- NHS have reward-punishment system and clear rules and regulations in their
organization in order to make the managers and the employees loyal and respectful.
 Unity of direction- NHS has only one manager at the particular department and manage
all the activities of the team to achieve the goals.
 Authority and responsibility- NHS maintain the balance between the authority that is the
right to give commands and make decisions and the responsibility refers to the duty of
the employee to perform the task.
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2. Human Relation Theory- Human relation theory is developed by Elton Mayo who
examine the relation of humans in an organization. This theory focuses on the change of
environment and results in performance improvement of the workers or managers. NHS
use this theory in building the strong relationship with the managers as well as with the
employees (Bressan and et.al., 2020). NHS value the work done by the members of the
company and motivates them through personal attention and rewards. The organization
give emphasis on the work that it should be done in harmony and on the improvement of
the environment. NHS believes that the growth and the success of the firm depends on
the relations and the trust of the members of the institution.
2. Training and Development
Training and development is very helpful tool for NHS as it helps the organization in
providing training to the employees so that they are able to deliver their performance effectively
and significantly. There are various models of training and development among which some of
them are -
Centralized Training Model — In this model, all the resources, development and training
programs and people are in same location. The business strategies which are framed are aligned
as the training management is centralized. This training method helps employees in learning
consistently and creates standard across organizations (Tang and et.al., 2018). This is the
centralized form of training model which helps in keeping with how employees are taking
concern of work that is being performed by employees of organizations. Therefore, this model
helps in making and framing the scale of how the training is being performed.
Functional Model — Functional model focuses on achieving particular training goal. During the
specific training initiative, all the relevant resources are being undertaken. This model is
compatible with the working environment which is stable. There are various development
initiatives which are being customized for the employees so that they get effective training and
that they learn work of what they have to perform within the organization (Jebaseelan, 2020).
The main aim of the organization is that it helps the employees in providing them the benefits of
how the training is being done effectively and significantly.
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Among the above two training models, NHS follows functional model which helps the
organization in providing effective training and development so that the employees are able to
work better and provide effective results (Scanlan and et.al., 2018). Functional model being
applied at NHS Training and development pattern helps in creating value through which all the
forms of training methods and steps are being ideally taken concern of at large scale. Proper
training and development is being provided to the individuals at NHS in which creates value of
the organization in the external business environment at large scale.
3. Talent management underpinning performance management
Talent Management is a type of HR process which includes selection, attraction and
recall of the employees. It also includes human resource planning, recruitment, training and
development, management performance, etc. NHS supports talent management in order to hire
and select the best and appropriate candidate or the employee for the company. NHS also
provides training and development programmes to their staff to improve their skills and
productivity.
Theories of Talent Management:
1. Performance Management Theory- Performance Management is an important component of
human resource management which means to place the right person for the right job. It refers to
the process of recognizing, developing and measuring the performance of the members or the
employees of the firm. NHS use this theory to improve the performance of the workers as well as
the managers of doing work so that they can work effectively and efficiently. NHS first identify
the performance and then took steps to develop it (Makram and et.al., 2017). The institution also
gives rewards for the performance of the team as well as for the individual work or performance.
NHS place or hire the talented candidates or the workers on the basis of their skills and
qualification for the job or the post that suits them. It also takes steps to support the development
process of the employees. This theory helps the organization to increase the productivity,
profitability and to achieve the goals and objectives in order to attain success. It also help the
members or staff of NHS to make new plans and strategies for the business to achieve success.
Talent management when underpin performance management helps in analyzing the
motivation theories which are being applied for the purpose of retaining and attracting the best
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employees at NHS. Performance management is the ongoing process of communication between
employee and the supervisor that occurs throughout the year. This is the tool which helps in
monitoring and evaluating the performance of the employees at large scale (Makram and et.al.,
2017). Talent management is underpinning performance management as through talent
management the employees are being on boarded, recruited, up skilled and promoted at large
scale. And through the performance management the feedback and metrics are being analyzed
and evaluated of the employees. This helps in analyzing that how positively and constructively
the employees are working towards the goals to be achieved and what are the various forms in
which NHS is making efforts to identify the scale of performance level of the employees.
Performance management is directly concerned and connected with the talent
management as it helps in knowing that how much the employees are motivated. Main aim of the
employee performance analysis can be done with the help of how the talent management process
is being undertaken (Painter‐Morland and et.al., 2019). This can be identified at large scale with
the help of how the employees are being motivated towards performing their duties and
responsibilities in their work within NHS. NHS is taking concern of the talent management
practices which are to be done by keeping in reference to the employees at large scale. This helps
in making and framing the basis through which all perspectives of how the talented employees
are being retained within NHS based on their performance. Therefore, the talent management
practices and the process of it has been underpinning the performance management scale. This
helps in knowing that the employees at NHS are working accordingly and that the organization
recruits the best possible ways in hiring and recruit the talent management. Along with this, NHS
goals are also achieved at large scale.
Recommendations -
There are various recommendations which should be taken into consideration as to what
changes can be made and new ways can be adopted by NHS -
 The training and development programs should be done more precisely and
appropriately.
 Various strategies for performance management and retaining the best employees should
be done at large scale (L'Hommedieu and et.al., 2019).
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 The NHS's HR policies should comply with the employees so that they are able to work
according to the terms and conditions of organization.
 The leadership and management theories should be applied effectively and in appropriate
manner. This will help NHS in solving many issues and problems if any and will lead the
organization in constructive and positive manner.
 The functions of management should be well aligned so that the employees are able to
identify their roles and responsibilities within NHS (Bressan and et.al., 2020).
 Identification and evaluation of the processes through which various tasks and roles can
be identified should be done at large scale so that the employees are able to develop the
stronger skills within NHS and contribute towards the growth and development of the
organization effectively and significantly.
Therefore, these are the major recommendations which NHS should consider so that the
organization works effectively.
CONCLUSION
From the above discussion, it can be concluded that the theories of leadership set
directions and strategy for the employees. The essential element of leadership is good, clear and
effective communication. However, the theories of management help the NHS to maintain the
balance between the management and administrative functions of the firm. Training and
development facilitates the NHS to enhance the working capability of the employees and also
improves the skills of the workers as well as managers. From above, it can also be concluded that
talent management supports the NHS institution to place or select the right person for the right
position. It also helps in improving the performance of the members of the team or group that
leads the NHS towards success.
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REFERENCES
Books and Journals
Ansar, N. and et.al., 2018. Talent and talent management: definition and issues. IBT Journal of
Business Studies (IBTJBS.14(2).
Tang, H. and et.al., 2018. Communication compression for decentralized training. arXiv preprint
arXiv:1803.06443.
Jebaseelan, A.U.S., 2020. Functional Competencies of Human Resources Training Professional-
A Conceptual Study.
Scanlan, G.M. and et.al., 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.
Makram, H. and et.al., 2017. How do strategic actors think about the value of talent
management? Moving from talent practice to the practice of talent. Journal of
Organizational Effectiveness: People and Performance.
Painter‐Morland, M. and et.al., 2019. Talent management: The good, the bad, and the possible.
European Management Review.16(1).pp.135-146.
L'Hommedieu, M. and et.al., 2019. Lessons learned: Recommendations for implementing a
alongitudinal study using wearable and environmental sensors in a health care
organization. JMIR mHealth and uHealth.7(12).p.e13305.
Bressan, V. and et.al., 2020. Nursing handovers and patient safety: findings from an umbrella
review. Journal of advanced nursing.76(4).pp.927-938.
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