To begin with, it is imperative to note that within the confines and context of the hiring procedure, particularly in the health care service, the primary goal is to develop ways to train untrained individuals on occasion and to attract qualified individuals from a variety of backgrounds, age groupings, and areas of competence. This essay extensively discusses hiring and retaining staff in the U.K. health and social care sector while applying pertinent theories. Subsequently, analyse critically the difficulties in managing and leading teams in the U.K. health and social care sector.
The United Kingdom’s health service domain requires the National Health Service (NHS) to hire personnel in all healthcare fields and sectors(Cylus et al., 2015). In the United Kingdom’s health and social care sector, hiring and retaining employees are two essential components of human resource management. The process of attracting, choosing, and employing competent people for a range of industry positions is called recruitment. Conversely, “retention” denotes the methods and approaches used to maintain workers’ job satisfaction, motivation, and dedication to their employers.
In equal measure, advertising and emailing are crucial for any organisation’s H.R. department to hire qualified candidates successfully. Providing a great working climate where individuals do not want to leave. Cultivating a positive mind set, building leadership abilities, and supporting patient-centred care.
Herzberg’s two-factor theory:
According to this hypothesis, hygienic elements and motivators are the two factors that affect employee motivation and satisfaction (Rai et al., 2021). The fundamental elements that keep people from being unhappy are known as hygiene factors, including pay, the workplace, rules, and supervision. It is imperative to appreciate that while their absence or insufficiency might lead to job discontent, these factors do not always promote job satisfaction. The intrinsic qualities of the work itself, such as accomplishment, responsibility, progress, promotion, and acknowledgment, serve as motivational factors. (Alshmemri, et al, 2017 pp.12-16.)
Both motivational and hygienic variables are important for hiring and retaining employees in the U.K. health and social care sector. Low pay, a lack of affordable housing, increased living expenses, the inaccessibility of public transportation in rural areas, strict and ambiguous policies, unfavourable working conditions, low status, and strained interpersonal relationships. A lack of job security is a hygiene factor that has an impact on hiring and retaining employees in the medical field in the United Kingdom.
Examination of the challenges that are associated with leading and managing teams in the U.K. Health and Social care environment.
At the same time, working with various frequently at-risk stakeholders, providing safe and high-quality care, and adjusting to shifting demands and expectations make leading and managing teams in the U.K. health and social care sector a difficult and demanding task. (Hafford-Letchfield et al. 2007)
In light of the rising demand for healthcare, the NHS’s capacity to deliver high-quality services and maximise its resources depends heavily on effective administration (Robertson et al., 2017). However, in recent years, the focus on leadership in the policy debate has partly eclipsed the significance of effective management. Among the difficulties managers face in the National Health Service (NHS) are variations in management practises between providers and systems that impact the effectiveness and quality of care delivery.
Restricted access to training and development opportunities, particularly for middle management and staff members in primary and community care settings. There is a discrepancy between the content and delivery of training programs and the competencies and skills demanded by managers and leaders. A low degree of acknowledgment and respect for the role and contribution of managers and leaders, both within and beyond the National Health Service.
A national framework for management standards and accreditation should be developed and implemented to better assist systems and providers in addressing variations in management practice.
By expanding the availability and funding of management and leadership programs and making sure they are customised to the requirements and preferences of various manager and leader groups, increasing access to chances for training and development will be possible. Make sure managers and executives receive training covering subjects like diversity and inclusion, digital transformation, system functioning, and quality improvement so they have the abilities they need today.
In conclusion, applying HRM theory to practical settings is called HRM practice. To meet the demands and expectations of medical professionals and other stakeholders, as well as the organisation’s goals and plans, the NHS must establish procedures for developing and executing H.R. policies and programs.
References
Alshmemri, M., Shahwan-Akl, L. & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12–16.
Cylus, J., Richardson, E., Findley, L., Longley, M., O’Neill, C., Steel, D. and World Health Organization, 2015. United Kingdom: health system review.
Hafford-Letchfield, T., Leonard, K., Begum, N. and Chick, N.F., (2007). Leadership and management in social care. Sage.
Rai, R., Thekkekara, J.V. and Kanhare, R., 2021. Herzberg’s two-factor theory: A study on nurses’s motivation. RGUHS Journal of Allied Health Sciences, 1(1).pp. 1-10
Robertson, R., Wenzel, L., Thompson, J. & Charles, A. (2017). Understanding NHS financial pressures. How are they affecting patient care?
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