Unit 22 Managing Human Resource Assignment with NHS (GC0906)
Table of Contents
Introduction.
Task 01.
1.1 Explain Guest’s model of HRM in the business perspective of NHS.
1.2 Compare the differences between the story’s definitions of HRM, Personnel, and IR reflecting the HRM practices at NHS.
1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM
Task 02.
2.1 Explain how a model of flexibility might be applied in the practice of NHS.
2.2 Discuss the types of flexibility which may be developed by an organization.
2.3 Assess the use of flexible working practices from both the employee and the employer perspective
2.4 Discuss the impact that changes in the labor market have had on flexible working practices in NHS
Task 03.
3.1 Explain the forms of discrimination that can take place in the workplace.
3.2 Discuss the practical implications of equal opportunities legislation for NHS.
3.3 Compare the approaches to managing equal opportunities and managing diversity.
Task 04.
4.1 Compare different methods of performance management
4.2 Assess the approaches to the practice of managing employee welfare in the NHS.
4.3 Discuss the implications of health and safety legislation on human resources practices in NHS
4.4 Evaluate the impact of one topical issue on human resources practices in NHS.
Conclusion.
References.
Introduction
For gaining its goals and aims to manage human resources is the organization of individuals in a business. If HR experts do not effort, companies will not form a group. HRM of the key purposes of companies that concentrate on employing individuals, their working out, act estimation, inspiring staffs in the workshop statement, workstation security, as well as containing much more as well (Gomez-Mejia et al., 2013). NHS is a departmental shop in London that has outstanding facilities and excellent shop ability for consumers over the international marketplace. This note’s objective is to focus on the several techniques of HRM in NHS.
Additionally, this note highlights the diversity of methods and performs of HR and has a diversity of methods and performs in NHS workstations to preserve a flexible and healthy functioning enactment. Moreover, this focuses on equivalent facilities and its influence on the workshop of NHS. This note also highlights the properties of different relevant factors on HRM in NHS. At last, this note assesses the performance management scheme and performs safety and health factors in NHS.
Task 01
1.1 Explain Guest’s model of HRM in the business perspective of NHS
The guest model of HRM has been upgraded by professor Guest of King’s College, London (Guest, 2014). This model is recognized on four major properties and policy objectives, which are described in terms of NHS’s business below:
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Quality
NHS has skilled and qualified staff. The staff help NHS is flexible or devoted and dedicated. Therefore, NHS is capable to make sure excellence in its services and goods. Consequently, a common figure of consumers of NHS is pleased with the integrity and quality of NHS (Kainazarova, 2014). In keeping with Guest (2014), the Guest model of human resource management pursues six reasonable modules revealed in the pursuing figure. These are the HR policy, HR practices, HR results, Behavioral results, Performance results, and financial results.
Flexibility
NHS has made sure of a flexible managerial configuration. The hierarchical structure is providing more litheness to the staff and directors in NHS. Additionally, NHS has made sure efficient flexibility depended on knowledge, multi-skilling, and appreciation of staff (Kainazarova, 2014).
Strategic integration
The training on the NHS case study reveals that its HRM is completely included in the strategic planning. Also, the HR strategies of NHS are logical. In NHS, HR is performed by directors as their every doings (Kainazarova, 2014).
Commitment
In the NHS, the staff fell assured to the managerial objectives and goals. Furthermore, the staff is dedicated to giving better performance over their encouraging performance and behaviors following the organizational structure and culture of NHS (Kainazarova, 2014)………………………….
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