Human Resource Management of National Health Services - Assignment Example

Human Resource Management Task I Clearly distinguish the differences between Personnel Management and Human Resource Management in your chosen organisation. (P1). Armstrong (2008, p. 98) argues that both personnel management and human resource management departments are very critical for any organizations in as far as delivery of services is concerned. This has been evident in the National Health Services (NHS), a major health care organization in the U.K. The human resource management in this organisation is charged with the management of all decisions and activities that impact the human resource, people and recruitment in the organization. Personnel management, on the other hand, is concerned with the management of the workforce instead of resources, as is the case with the human resource management (Armstrong 2008, p. 98). Most of the works performed by the personnel managers are more administrative. It entail duties such as ensuring that the needs of the organisation’s workforce as regards the immediate concerns are met. In addition, they act as a link between workers and management as is evident in NHS hospital. Personnel management and HR management also differ in terms of the nature of relations (Koster and Köster 2007, p.6). In this regard, personnel management focuses more on the interest of an individual rather than that of the group. This implies that the relationship between the employees and management is on contractual terms where one recruits and others perform (Koster and Köster 2007, p.6). HRM, on the other hand, focuses more on group interest. In this regard, HRM ensures that the needs of all the employees in NHS are taken care of and sees employees as partners in the hospital. Koster and Köster (2007, p.7) note that the difference that exists between the duo is also seen in terms of management and power relations. In this regard, at NHS, HRM power is decentralized in the sense that power is shared between lower and middle level management groups. Whereas, in personnel management, power is centralized in the all the decision affecting the hospital is made by top management. Here, even the personnel managers have barred from taking part in decision making regarding the welfare of employees according to Koster and Köster (2007, p.8). Assess how the HRM function contributes to the purpose of your chosen Organisation. (P2) The HRM plays a crucial role at NHS hospital. This is because it ensures that all the decisions affecting the human resource, people and hiring of workers are done effectively and timely. In this regard, the HRM at NHS ensures that the hospital has enough employees by determining the staffing needs of the hospital. In case of a shortage, the HNS human resource department ensures that the vacancy is filled so as to improve the delivery of health services in the health centre (Saiyadain 2009, p.5). The HRM also ensures that staff at HNS is well trained so as to improve the quality of service delivery in the hospital, which is the key mission. In this regard, the HRM organizes training and workshops where the staff can get adequate training (Saiyadain 2009, p.8). This has indeed enabled NHS to meet the needs of its stakeholders particularly patients as far as quality assurance is concerned. The HRM at the hospital is also charged with the responsibility of determining the employee benefits and compensations. The HRM at NHS has ensured that all its employees are awarded benefits and compensations that commensurate with those offered in other hospital (Mathis and Jackson 2010, p.13). HRM also ensures that the staff is well remunerated, a fact that has helped motivate its staff leading to job satisfaction. Finally, HRM at NHS ensures that employee records are kept so as to help in decision makings. In addition, the department also charged with the responsibility of ensuring that personnel policies in the hospital are effectively managed (Mathis and Jackson 2010, p.16). Evaluate the roles and responsibilities of line managers in your chosen organisations with regard to Human Resource Management. (P3). Armstrong (2012, p.44) argue that line managers plays crucial roles in the organisation by helping in ensuring that the human resource functions are discharged in an organization. The different roles and responsibilities of line managers have been evident in the Bank of England, where there is a line manager that works alongside the HR manager. The principal duties performed by line mangers at the Bank of England include staffing, supervision, as well as ensuring that workers are safe and healthy. With regards to supervisory duties, line managers at the Bank of England keeps in direct contact with employees of the bank through engagement. As such, the line manager monitors the quality of work being done by workers, employee attendance, as well as productivity. In case a line manager discovers that an employee is not at the workstation, he or she ensures that the vacancy is filled immediately according to Armstrong (2012, p.45). In fact, at times, the line managers fill the vacancy himself waiting the employee’s arrival to ensure that no work is left unattended to in the bank. At the same time, he ensures that all personnel are present to ensure that no department is left unmanned. The line manager also helps in ensuring that the organization has enough staff (Armstrong (2007, p.512). In this regard, in case of a shortfall, he is expected to report the matter so as to enable the organisation to hire someone. In addition, a line manager as evident in the Bank of England is charged with the responsibility of ensuring that new employees are adequately trained so as to ensure good service delivery down the line. Further, a line manager at the bank is charged with the role of ensuring that t employees receive adequate training so as to update them with the new methods of service delivery at the bank. Armstrong (2007, p.514).noted that the performance appraisal is also another crucial role played by the human resource management in an organization. In this regard, once the appraisal process has been designed by an HR professional within the bank, it is then passed over to the line manager who ensures that it is effectively implemented. In the appraisal, line managers evaluate the behaviors and performance, which are then rated for effective service delivery in the organisation (Armstrong (2007, p.514). Since disciplinary cases do arise at one time or the other in an organization, line managers are charged with the responsibility of setting expectations for his team as regards the standards of behaviors expected in an organization (Armstrong (2012, p.47). The expectations must, however, be in line with the procedures and policies set by the human resource department as has been at the Bank of England. Therefore, in case a line manager finds any form of misbehaviour in the organisation, then he is the first person expected to handle the matter and take appropriate action thereof. The line manager at the Bank of England is also charged with the responsibility of ensuring that the working environment is safe and healthy for workers as noted by (Armstrong (2007, p.516). In this regard, he is expected to follow closely and understand the needs of his staff so as to be sure that workers understand fully the rules and regulations set by the organisation. In fact, it is the responsibility of a line manager at the Bank of England to ensure that the staff is free from emotional or physical injuries. Analyse the impact of the legal and regulatory framework on your company’s Human Resource Management. (P4). The HRM in HNS hospital does not operate in a vacuum, but is regulated by certain laws that determine its scope. In this regard, the human resource department at NHS ensures that all its actions are executed in accordance with the laws. For instance, the HRM at the hospital is required to comply with the laws regarding benefits and compensation. This implies that the hospital is not allowed to offer salaries and benefits that are below the threshold set by labor laws in the U.K. (Jackson, Schuler, and Werner 2011, p.60). This is because any move contrary to the labor laws has the potential of putting the organization to legal suit between it and the employee who feels aggrieved of the packages awarded by the organization. There are also laws in the U.K. that defines procedures that need to be followed in terminating the services of an employee (Jackson, Schuler, and Werner 2011, p.60). These laws indeed have tied the hands of human resource management of NHS to the extent that it may not just terminate the services of an employee anyhow. Instead, it has to follow the long procedures set by labor laws. This has affected service delivery in the hospital since sometimes the HRM fails to terminate the services of an underperforming employee for fear of litigation. The human resource management of NHS is also influenced considerably by the labor unions in the country. These labour unions are mainly formed with the aim of fitting for the rights of employees in the country (Jackson, Schuler, and Werner 2011, p.60). Nevertheless, some of their demands, particularly with regards to salaries and benefits have not been reasonable for NHS’ human resource department. This is because it demands that workers salaries should be increased despite the fact that the prevailing economic condition does not allow for the increment. This is based on the fact that the U.K. has not recovered fully from the recession experienced in the last few years following the 2007/2008 financial crisis in the country. The scenario is likely to put the hospital at loggerheads with the labor unions, which may result into a legal tussle. The affirmative action has also impacted hugely on the HRM of NHS hospital. The affirmative action requires that employers should recruit its workers without any form of discrimination based on religion, race, color, nationality, ethnicity, gender or language Jackson, Schuler, and Werner (2011, p.61) What is evident is that the affirmative action has ensured that the HRM has diverse expertise drawn from different parts of the world. This is because affirmative action has compelled the HR to recruit its employees based on merit without any form of discrimination. This explains why NHS is credited for quality health service delivery in the entire U.K. Task II Lay out a clear analysis of the reasons for HR planning generally, and outline the stages involved in HR planning in your chosen company. (P5 & P6). Kleynhans et al. (2009, p.14) argue that HR planning is very important in any organization as it performs many tasks such as recruitment, career development, training and determining the benefits and compensation packages for employees. All these functions require proper planning for effective execution. Human resource planning is important for the following reasons: Firstly, planning ensures that the organization has enough candidates to new positions that may fall vacant in the organization so as to avoid time wastage that may affect productivity. This is based on the fact without proper planning it may take an organisation several days or weeks to fill a position in case of a departure. This is likely to affect service delivery in an organisation, thereby affecting its corporate image (Mathis and Jackson 2011, p.61). Therefore, planning will help an organization know in advance how long it is likely to take to hire a new employee to fill any vacancy in the organization, as well as what needs to be done to speed up the hiring process. HR planning is also important for the following reasons: It helps in the development of workers, through proper training. It enables the organization plan for physical facilities, fringe benefits, as well as employees working conditions It also helps the organization understand and satisfy the individual needs of workers for transfers, promotions, and salary increments among others. HR planning also enables HR department take appropriate steps to enhance the contribution human resource through increased productivity. Stages involved in HR planning The following four steps are involved in HR planning at NHS hospital: The first stage of planning normally begins with the evaluation of the NHS’ short and long-term goals, which normally pertains to quality service delivery to patients and ensuring high staff satisfaction. Once the goals of the hospital have been established, the HR then assesses the human resource needs that may be required in order to accomplish the goals. Some of the things looks at here includes the physical facilities, the number of staff required and the financial requirements to get the resources in place. One among other things considered at this stage include the skills that may be required of the employee to do a certain job (Mathis and Jackson 2011, p.61). The third stage of human resource planning at NHS involves making a list of the already available human resources. Here, the older workers who may retire in the future are considered before reaching the goals (Kleynhans et al. (2009, p.15). Once the goals and resources needed have been ascertained, the next stage is to forecast what the organization may require in order to accomplish its mission. This is the stage that may involve hiring new employees to fill vacancies, starting performance appraisals, and offering training to workers among others (Kleynhans et al. (2009, p.15). The final stage of HR planning at NHS hospital involves considering how the planned changes can be implemented and integrating them with the HRM system that is already in place. Clearly analyse the Recruitment and Selection Process within your company and compare / contrast this process with the Recruitment & Selection Process of another company. Another company could be in the same, or a different industry. (P7) Recruitment and selection process is vital for both established and new organizations according to Jackson, Schuler, and Werner (2011, p.65). This is because it makes it possible for an organization to obtain the right staff capable of handling the work. NHS, like many other organizations also hire employees at any given time a vacancy arises. The following is the recruitment and selection process adopted by the HRM at NHS hospital. When a vacancy arises, the first thing done by the HR department is to source for potential candidates to fill the position. This is usually done by putting an ad of the vacancy on their official website, the print, and career sites. In addition, the advert is placed on NHS Clearing House, or on the NHS intranet in case of internal ads (NHS 2008, p.7). The next step involves the HR department receiving the applications and evaluating the resumes. This is to determine the suitability of the applicants to the post advertised. Once this has been done, the HR managers’ then shortlist the successful candidates within the first 3-4 days after the closing date for submission of applications. NHS rules require shortlisting to be done in the presence of all the expected interview panelists to ensure that the right criterion is followed (NHS 2008, p.12). Once shortlisting has been done, an interview then follows to determine the suitability of the candidate to the post. This is usually done face-to-face with the candidates where a candidate’s qualification as indicated in the resume is put to the test. This ensures that the right candidate is picked for the job. During the interview, all the interview panelists indicate marks for each of the prospective candidates from which the candidate with the highest score is picked (NHS 2008, p.7). Once the interview panelists have decided on the right candidate for the vacancy, the right candidate is called upon and informed of pre-employment issues, such as licensing information, drug test, and background inquiry (NHS 2008, p.12). What is noted is the procedure is quite similar with that adopted by the Bank of England. This is because the bank also begins by sourcing for applications by posting adverts targeting the public, as well as on its intranet from which a couple of potential candidates are selected and called for a formal interview. Once this has been done, the candidates are interviewed from which the best candidate is picked for the job. However, the two organizations differs in the sense before a candidate is picked for a job at the Bank of England, a thorough examination of his or her background is examined unlike at NHS where the major requirement is that the candidates are required to produce their referees. Set out a clear Evaluation of the effectiveness of the Recruitment and Selection techniques / processes in the above two chosen companies (P8). The techniques adopted by the two organizations appear effective in the sense that it enables the two organizations to get the right candidates for the job. For instance, sourcing of candidates is done openly through adverts to the members of the public, which gives everyone a chance to apply for the position. Moreover, the evaluation of the resumes is done by independent panelist with no interest in the applicants thereby improving the credibility of the process. The interview is also carried out in the presence of panellists who award their own marks to the candidates making the process impartial and credible in both NHS hospital and Bank of England. Task III Assess how your chosen company motivates staff through Reward. (P9) Staff motivation is key to good performance in an organization. In this regard, a number of theories have been formulated that attempts to explain what motivates people. One such is Abraham Maslow’s theory of needs, which suggests that individuals are motivated by several needs, which exists in a hierarchal order. In this regard, he alludes that only the unsatisfied needs is capable of influencing the behaviour of an individual. . He also found out that the needs that have already been satisfied has no motivational effects on an individual. Other motivational theories include Herzbergs two-factor theory, Alderfers ERG theory and McClelland’s acquired needs theory. All this theories suggests that the satisfaction of the needs motivates workers to put more effort at workplace (Graham and Weiner 2010, p. 63-69). NHS hospital recognizes the value of staff motivation and in most cases rewards its employees for good performance. One way by which this is done is by awarding promotions to employees whose services are outstanding and exceptional. NHS also motivates its staff by warding competitive remuneration packages than its competitors. Other employees with exceptional performance are rewarded by leadership positions. Some are awarded scholarships to further their educations on different specialties (NHS 2008, p.7). Evaluate how your company’s Job Evaluation Process and other factors influence the determination of pay. (P10) One of the major functions of the HR department is the salary package for the staff. However, it is not always easy for the HR to determine the pay of employees at different levels in the organization. In this regard, the HR department tends to carry out job evaluation to determine the relative worth of the job in the hospital. It is then that the pay is grade is allocated according to the worth of the job, where the job that is demanding much expertise is awarded high pay compared to those that do not demand a lot of expertise (NHS 2008, p.8). Other factors that influence the determination of pay in the company include the skills and experience of an employee, the economic factors, as well as the labor laws of the country. Assess the effectiveness of reward systems in two different situations in your company. (P11) Giving out rewards to employees for their exemplary performance is very crucial as far as motivation is concerned. Promotion is one among the many reward systems offered by NHS to its employees. The effectiveness of promotion founded in the fact that it motivates the employee promoted to put more effort. This in turn, results into greater productivity and quality service delivery to patients. Similarly, once employees know that they are likely for exemplary performance they will work extra hard for recognition so that they can get promoted. The organization will benefit from this because it will improve the quality of service delivery in the hospital (NHS 2008, p.9). Examine and explain how your chosen Company Monitors Employee Performance (P12) Monitoring the performance of an employee is very important because it forms a basis on which performance is evaluated. NHS monitors its employees’ performances by conducting yearly performance reviews to determine whether employees are doing their jobs as outlined in their job descriptions. The review is also done to ascertain the employee’s satisfaction level in the job and what need to be done to improve service delivery to patients in the hospital. The appraisal is usually done by the employee’s immediate managers who know the employee very well (NHS 2008, p.12). NHS also monitors its employee’s performance by seeking for feedbacks from patients and other stakeholders in the hospital on the quality of services provided by the staff. This helps the management in making adjustments such as offering training causes for those whose performances are found wanting (NHS 2008, p.12). Task 4: Identify the possible reasons for Cessation of Employment in your chosen company (P13). There are a number of reasons that may lead to the termination of the services of an employee at NHS hospital. One way is when an employee writes a resignation letter to the appointing authority requesting for the termination of his or her services (Hephaestus Books 2011, p.35). Secondly, the services of an employee may be terminated when an employee is found to disobey the NHS rules and principles. Thirdly, the services of an employee at NHS may be terminated is the organization is not satisfied with the quality of services provided by an employee (Hephaestus Books 2011, p.35). Fourthly, NHS may decide to terminate the services of an employee in cases where an employee is found insane and cannot discharge his or her duties well. Finally, NHS may terminate services of its employee during downsizing so as to reduce expenses incurred by the hospital. Describe the employment Exit Procedures used by your company and compare / contrast them with another company (P14) Where the services of an employee at NHS is to be terminated based on voluntary resignation, the employee in question is required to notify the appointing authority in time of his or her intent to resign from employment. Once the notification has been given, the human resource department then assesses the motives behind the resignation and looks at the employee’s records before allowing the employee to leave the hospital. In the mean time, the HR managers ascertain all the employees’ benefits that have accrued during the working period (Hephaestus Books 2011, p.65). Once this has been done, the employee is then required to hand over all the facilities that belong to the hospital to the relevant department. It is then that the employee is given his benefits that have accrued and allowed to leave (Hephaestus Books 2011, p.65). Bank of England also adopts a similar procedure in the sense that when an employee intend to resign, he or she is expected to do so in time to give the HR time to prepare for his or her replacement. Like NHS, this is followed by assessment of the employees past records and motives for the exit. However, unlike at NHS where the benefits are calculated immediately, Bank of England does this later after the termination of services (Hephaestus Books 2011, p.65). Consider and explain the impact of the legal and regulatory framework on your company’s employment cessation arrangements. (P15) Termination of employee services is supposed be done within the laws of employment. This is because any termination done in contravention of the law may result into litigation where the organization may be sued for damages by the aggrieved employee. Therefore, it is always advisable that termination of employee services be done strictly within the law to avoid litigations (Jackson, Schuler, and Werner 2011, p.65). References Armstrong, M. (2008), Strategic Human Resource Management: A Guide to Action. London: Kogan Page Publishers. Armstrong, M. (2007), A Handbook of Employee Reward Management and Practice. Oxford: Kogan Page Publishers. Armstrong, M. (2012), Armstrongs Handbook of Human Resource Management Practice. Oxford: Kogan Page Publishers. Graham, S., & Weiner, B. (2010), Theories and principles of motivation. University of California, Los Angele. Pp. 63-83. Hephaestus Books (2011), Articles on Grounds for Termination of Employment, Including: Whistleblower, Sexual Harassment, Absenteeism, No Call, No Show, Job Fraud, Sleeping While on Duty, Alvarado V. Gorton and the Union Pacific Railroad Co. London: Hephaestus Books. Jackson, S.E., Schuler, R.S., & Werner, S. (2011), Managing Human Resources. Cambridge: Cengage Learning. Kleynhans, R., Markham, L., Meyer, W., oNeill, C., Schlecter, A., van Aswegen, S., Botha, S., & Lotz, O. (2009), Fresh Perspectives: Human Resource Management: UJ Custom Publication. Johannesburg: Pearson South Africa. Koster, M., & Köster, M (2007), Human Resource Management Versus Personnel Management. London: GRIN Verlag. Mathis, R.L., Jackson, J.S. (2010), Human Resource Management. Mason, OH: Cengage Learning. Mathis, R.L., & Jackson, J.H. (2011), Human Resource Management: Essential Perspectives. London: Cengage Learning. NHS (2008), Human Resources Policy No. HR10. Employee Appraisal/Development Review. 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