Work related stress is caused by various factors, some of which are categorized as pressure from work, environment, circumstances, pressure from staff, patients or the NHS organization (due to directives…
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The Model of Work Stress is a model that is also recommended by The Management Standards, and continuously updated and revised by Palmer and Cooper (2003). It explains the relationship between the main stress-related hazards, the symptoms and outcomes.
Qualitative research was conducted on 50 participants taken from a sample of NHS healthcare workers who responded through email and personal interviews. Out of the 60 contacted healthcare workers, 50 responded and answered the questionnaires which became the basis for the Analysis of the Results.
Some of the questions asked in the interview and questionnaire involved ‘harmful errors’ and ‘near misses’; i.e., whether the respondents made the mistakes as a result of work related stress. The answers and suggestions of some of the participants in the survey proved intriguing yet worthy of scrutiny and analysis for possible recommendations and future study.
Work related stress is on the rise in many occupations but mostly upon health workers. Health workers in the NHS do their job round the clock and the impact has resulted into stress, thereby causing illnesses and sicknesses and subsequent early retirement. It is presumed that many succumb to stress, after a day’s work – or the whole week’s work – of caring for the sick, the emergency victims, the aged and the disabled who always give a call.
NHS employees are subjected to a rigorous work; they are out there in the open giving first aid to emergency victims, in hospitals and clinics, providing care and treatment, and even in NHS offices and facilities doing work for health improvement.
Varied reasons were provided by nurses who had left NHS, some of which are lack of career progression, limited professional development, resistance to service improvements, non-family-friendly working patterns, bullying, inflexible and hierarchical management, poor morale, dangerous or inadequate
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In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of human resource as passive resource that can be manipulated to get things done.
One of the major functions of human resource management is to ensure that all decisions and activities that affect the human resources are effectively managed. This includes, recruitment of staff, ensuring that staff is highly motivated through better remuneration, provision of benefits and training among others.
Human resource management of an organization deals with a number of management decisions which have a major impact and influence on the people of the organization. The human resource management when dealt with in a strategic manner with strategic plans and well thought out and strategically devised practices, then this is referred to as Strategic Human Resource Management. The main aim of this paper is to compare and contrast the various approaches of strategic human resource management.
This transformation has had major impacts in organizational management. The concept of SHRM has evolved as a bridge between the management of organizational human resource and business strategies. The major impact has been seen through the alignment of the human resources to the performance of the firm to give it a competitive advantage.
Strategic human resource management can be defined as an efficient management process of utilizing human resources to the best extent and it aims at enhancing the organizational efficiency (Fombrun et al., 1984). It is a complex process that is continuous in nature
al with this problem, the HR department will have to make required changes in its policy, management style and strategy so that the employees are motivated to perform well and remain loyal to the company for a long period. Two theories that can be applied to an organization
The two concepts are interrelated but one elicits higher performance than the other. There was need to develop this advanced form of human resource management as a result of the changing nature of technology, economy and market. There was a need to come up with a
One element that plays a substantive role in ensuring the success of an organization is the job description, and, therefore, the paper discusses the aspect of job analysis as the cornerstone of human resource
Fordism supported domestic mass production and the allocation of high wages among laborers. It was under fordism concept that mass consumption considerations got integrated with accountabilities on production. The philosophy of fordism has influenced business operation
They can improve the knowledge, skills, and increase retention of quality employees while enhancing the nonperformers ability to suit the firm’s needs (Liker & Michael, 2010). An inquiry made regarding this argument is that a company’s current
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