Introduction Of Managing Human Resource
In the health and social care sector, organizations must ensure efficient and upgraded working styles of employees because they deal with patients directly and provide extraordinary facilities to them. In this portion of society, the quality of every work must be excellent, and only this kind of action improves the market share of hospitals and nursing homes and other firms. This report includes King's College Hospital as the main focus area as they face so many problems in their working patterns. This firm was established in 1840 in Denmark Hill, London (Cascio, 2018).
1.1Factors to be considered when planning the recruitment of individuals to work
Covered in Poster
2.1 Theories of how individuals interact in groups in relation to the types of teams
Group formats when two or more people come together for work for conducting the same kind of operation. To describe individual interaction in the group, many writers propounded several theories. Explanation of these theories are below:
Belbin Team Inventory: This theory enables nine key roles that are must for creating a team for the same goals. This was founded in 1981, but some corrections were made in 1988 (Daley, 2012).
Tuckman Model: This model was developed by W. Tuckman in 1965. They showed five phases that are helpful in effective team building. These stages are as follows:
Step 1 Forming: It is a stage where group members behave like an individual in a group. In King's College Hospital board of directors appointed an HR manager to resolve this kind of personnel's behaviour where efficient team building is mandatory.
Step 2 Storming: Personnel appointed in the hospital need to reflect a team member as a competitor for other individuals of the same group. The main conflicts that are the reason behind the scattered team are values, perception, beliefs etc.
Step 3 Norming: In this stage, the HR manager launches several team building exercises necessary for creating a group then people come together for a common goal. This phase is for solving group members' conflicts and issues that are management personnel's duty. Person in team moulds their ideas and perceptions and changes beliefs.
Step 4 Performing: It will be a great task if selected personnel brings this stage to King's College Hospital. It will be a great achievement for HR candidates because this is a step that hardly comes in organizations, but it is the most effective phase of teamwork.
Step 5 Adjourning: The last stage of the model forms the group to conduct the same type of task (Chatterji and Patro, 2014).
2.2 Evaluating approaches that may be used to develop effective team working
If a person wants to work in a group, there are so many approaches that can be made possible with their help. Different types of groups in the environment are formatted as per need and desire. But this approach focuses on effective and efficient team working. It also included several steps that are stated as follows:
The internal ability and capacity of personnel are intrinsic aspects that positively affect team working. Everyone is working as a compensatory for each other's weaknesses. The HR manager of King's College Hospital has a liability to make aware the entire work about this task so that they could work as a team.
A group is said to be adequate if its members know which goal they need to achieve, which is a common corporation's objective.
As a member of the management team head of the human resource department, he can assign tasks with related authorities along with responsibilities.
The supervisor has another duty of developing the trust of teammates in each other so that they will work with full collaboration. Launching trust-building approaches, workforce seniors must consider available funds as NHS cut the funds and hospital has limited financial resources.
The manager must conclude all discussions over objectives and goals done in a group so that every employee of the hospital should be able to provide quality services to their clients and patients (Kellough, 2012).
Senior must ensure that he could work as a leader and make his workforce expressive so that they could share their problems and issues with the head of department and organization.
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3.1 Explain ways in which the performance of individuals working in Health and Social Care can be monitored
Board of directors wants from new Hired HR manager that he should apply some relevant performance measuring and monitoring approaches so that they could find all conflicts that like improper division of work, lack of strategies that are necessary for appropriate work allotment etc. For evaluating performance, the manpower head must introduce a technique named as Key Performance Indicator, which is the most appropriate tool. In this method, the management team sets some standards that every employee of King's College Hospital must be fulfilled so that they would be able to provide world-class services and treatment for their clients and patients.
Some methods have to be adopted for measuring and appraising performance. Elaboration of these are described below:
Identify the current performance level - In this section, before starting anything, the workforce manager has to identify the level of current work to make a proper judgement for future activities (Redpath and et. al., 2013).
Identifies area of improvement - After evaluating the current operational level, the human resource head can find out where the actual problem relies on so that he can take proper action for removing flaws into performance.
Set standards for average, below average, above average etc. In this action, indicators must be set to examine the need for a training and development program while considering that the fund is low, and the manager must do all activities in limited finance.
The HR manager of King's College Hospital is facing many conflicts that affect the services and treatment of patients and clients.
3.2 Assess how individual training and development needs can be identified
The hospital selected in this report needs to introduce various training and development programs to enhance working style so that they could work for better service offerings. As per the directions of boards of directors, the workforce head must conduct a skill enhancement program to improve eligibility and talents for workers. The performance of individuals in the health and social care sectors can be evaluated by Continuous Professional Development (CPD). It is a must for employees working in the health and social care sector to offer extraordinary facilities for their clients; otherwise, a lack of caring attitude will address them into imprisonment and various charges.
Top management described some points to HR personnel on which he has to work. These points are poor team building, lack of good working style, bad division of work etc. these difficulties must be sorted out in 12 weeks as the leader of manpower has to present a report in front of top management (Arafat and Ahmed, 2013).
With the help of various methods, the employer can assess workers' performance. These methods are stated as beneath:
- Review business goals.
- Identification of critical actions in health care firms.
- Examination of working quality.
- Recognition of areas of drawbacks.
- Evaluations of weaknesses of manpower.
3.3 Analyse different strategies for promoting the continuing development of individuals in the Health and Social Care Workplace
There are various strategies that worker's head suggested to the board of directors of King's College Hospital, and that is stated as follows:
- The continuous development program is a must for making the workforce's skills and calibre up to date, and this course of action will make them future-ready, and they will feel confident in taking challenges (Renwick, Redman and Maguire, 2013).
- This Health and social care firm is losing its market share in the industry as it cannot offer classy facilities to its clients because of several problems already discussed. All the above conflicts and issues can be resolved by inspiring workers to perform well as they dare to do activities.
- Training and development event helps identify weak areas which can be improved by appraisal of working patterns. More than cash rewards, excellent feedbacks are good appraisal techniques that can sort out all adversity from the hospital.
4.1 Explain theories of leadership that apply to the Health and Social Care Workplace
The HR head can introduce various leadership theories to improve working patterns in the organization. These theories are elaborated as beneath:
Directive leadership style: It can also be named as Coercive Leadership Style. This pattern states that spearheads are only concerned for task completion and do not feel any concern regarding their followers. Managers with very close eyes monitor workers.
Authoritative Leading Style: In this pattern, chieftains focus more on gaining long-term returns. They also want their junior subordinates to be aligned with them to ensure success. This is exactly what that top management wants from the new HR manager.
Affiliative Style of Leadership: This pattern pays attention to the relationship between employees and managers. Both of them try to satisfy each other (Cania, 2014).
Participative Leadership Style: It is a democratic style of leadership. Employees have full freedom of conducting their operations in their style to be accomplished in the best way.
4.2 Analyse how working relationships may be managed
The bond between seniors and juniors can only be managed by themselves. Still, the human resource department can teach them which kind of task they do so that the relationship between them could be improved in the health and social care sector. This is the main aspect on which manpower head to work.
These differences can be resolved by allocating tasks as per the skills and virtue of workers so that they should not feel demotivated and will work with self-motivation and courage. For the development of talents, their roles and responsibilities are to be clearly defined.
It is a fundamental task of managers that they build up trust among manpower towards them and them. For example, if one nursing staff is absent in King's College Hospital, then, in that case, there should be another member that can take up the charge in place of absentee (Iles, Almhedie and Baruch, 2012).
The next most important part is staff members must respect each other's work as it is compulsory for team building. There should not be any differentiation on behalf of work like big or small. Even sweepers of the hospital should be given much respect for his task.
4.3 Evaluate how own development has been influenced by management approaches encountered in own experience.
Several approaches are present in health and social care organizations that assist me in enhancing my capabilities and virtue.
- Training Programs - In the social and health care sector, service is the very most thing to be considered on high priority. In this portion, employees deal directly with patients, and they must provide the best treatment; otherwise, it could be more harmful to them. To fulfil this requirement, the hospital needs to provide proper training to the workforce to efficiently attend to all patients or clients and generate a high satisfaction level (Schiuma, 2012).
- Leadership Style - As an HR manager, the pattern gained by me is very helpful in developing the working qualities that always taught me how to deal with difficulties. Leadership in which I have worked also trained me to accept challenges and how to launch effective programs for training and development for the improvement of other employees. By regularly interacting with teammates, all positive things come up in me. I have not only learned from several skill enhancement programs but also learned from my colleagues (Verbano and Venturini, 2013).
The above reports can be summed up as it presents several stages in the recruitment and selection process and performance evaluation tools that should be compulsorily present in health and social care organizations and every sort of association. Various leadership styles were discussed in the above assignment to motivate and encourage employees in the health and social care sector. Various training needs and their assessment are also done in this project. Herewith process of identification of weak areas and strategies necessary to be formulated for promoting a talent enhancement program. Assignment Help provided by New Assignment Help
Books & Journals
Arafat, M. A. and Ahmed, E., 2013. Managing human resources in small and medium enterprises (SMEs) in developing countries: A research agenda for Bangladesh SMEs. European Journal of Management Research. 2(3). pp.37-40.
Bae, J., Rowley, C. and Sohn, T. W. eds., 2012. Managing Korean business: Organization, culture, human resources and change. Routledge.
Catania, L., 2014. The impact of strategic human resource management on organizational performance. Economia. Seria Management. 17(2). pp.373-383.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Chatterji, A. and Patro, A., 2014. Dynamic capabilities and managing human capital. The Academy of Management Perspectives. 28(4). pp.395-408.
Daley, D. M., 2012. Strategic human resources management. Public Personnel Management. pp.120-125.
Denhardt, R. B., Denhardt, J. V. and Aristigueta, M. P., 2012. We are managing human behaviour in public and nonprofit organizations. Sage Publications.
Iles, P., Almhedie, A. and Baruch, Y., 2012. Managing HR in the Middle East: Challenges in the public sector. Public personnel management. 41(3). pp.465-492.
Jackson, S. E., Ones, D. S. and Dilchert, S., 2012. Managing human resources for environmental sustainability (Vol. 32). John Wiley & Sons.
Kellough, J. E., 2012. Managing human resources to improve organizational productivity: The role of performance evaluation. Public Personnel Management: Current Concerns, Future Challenges. Glenview: Pearson Education. pp.173-185.
Redpath, S. M. and et al., 2013. Understanding and managing conservation conflicts. Trends in ecology & evolution. 28(2). pp.100-109.
Renwick, D. W., Redman, T. and Maguire, S., 2013. Green human resource management: A review and research agenda. International Journal of Management Reviews. 15(1). pp.1-14.
Schiuma, G., 2012. Managing knowledge for business performance improvement. Journal of knowledge management. 16(4). pp.515-522.
Shields, J. and et al., 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.
Varma, A. and Budhwar, P. S. eds., 2013. She is managing human resources in Asia-Pacific (Vol. 20). Routledge.
Verbano, C. and Venturini, K., 2013. Managing risks in SMEs: A literature review and research agenda. Journal of technology management & innovation. 8(3). pp.186-197.