Wellshire NHS Trust - Case Study Example

 Contents Contents 2 Introduction 3 Reasons behind identified problems 3 Application of HR best practices 5 Recommendations 7 Conclusion 8 References 9 Introduction In this study a thorough analysis would be conducted on Wellshire NHS Trust. It is a health authority based in England and operates within framework of National Health Service. Two large hospitals are controlled by NHS Trust and takes into consideration acute care services, out-patient clinics, emergency or accidental services, and in-patient care services. This case study highlights that Mike Forsyth, Chief Executive, wants a proper review to be conducted on human resource management policies. There are some problems identified which is adversely affecting efficiency level of this Trust. HR policies identified in the case study are centred towards nursing staff and their workplace environment. Reasons behind identified problems The fact finding report determined various problems that exists within two large hospitals operated by NHS Trust. There are four issues identified in the case study such as sickness absence, performance appraisal, employee relations, and learning and development. In recent years there has been increase in percentage of sickness absence (Wright, Gardner and Moynihan, 2003). The major reason behind such problem can be lack of employee motivation. Staff members are not motivated enough to accomplish tasks or be regular in workplace practices. Stress related conditions have been so prominent in the organization that it initiated short term absence. In such scenario line managers should communicate effectively with team members. However data collected by line managers were not utilized further in order to resolve issues (Truss, Gratton, Hope-Hailey, McGovern and Stiles, 2007). It can be stated that initiatives were not undertaken by line managers and this created more problems in terms of increased degree of sickness absence. Inappropriate performance appraisal system can be denoted as another issue identified in the organization. Performance appraisal programs were undertaken by managers to address certain competencies such as communication, service improvement, people development, quality, health and safety, diversity and equality (Schuler, Dowling and DeCieri, 2003). Appraisal meetings were often not held in scheduled time period. There was no record maintained regarding employee performance and this issue gained more prominence in context of workplace shifts. The main reason behind this problem was lack of technology based applications. Hence it became difficult to track employee performance and implement productive strategies. Learning and development program designed for the hospitals failed because of intense work pressure (Price, 2007). Nurses and other staff members often avoided such programs because of excessive work pressure. New team members joining the organization did not witness a pleasant workplace environment. This was simply because of individualistic approach followed by organizational members. There was lack of collectivist approach which resulted into less of bonding between team members. Employee relations aspect was also facing some critical issues (Mello, 2011). Trust management was not able to work in collaboration with employees in order to design an organization that encompassed less stressful conditions. There was lack of transparency within the organizational system. Autocratic leadership style was greatly hindering this organization. Application of HR best practices There are some models which can be incorporated in this study so as to address identified issues. It has been identified that employees are not motivated in this organization. This aspect can be addressed through determining various factors motivating employees (Armstrong, 2006). Motivational model designed by Maslow is able to portray different motivational elements. Figure 1: Maslow's Hierarchy of Needs (Source: Amos, Ristow and Ristow, 2004) As per figure 1, basic needs comprise of safety needs and physiological needs. On the other hand, psychological needs shall highlight esteem needs and love needs. NHS Trust needs to focus on esteem needs (Kazmi and Ahmad, 2001). This need is closely knitted with feeling of accomplishment and prestige. To be more precise, employees would feel more motivated if they realize that their hard work is being noticed and appreciated by managerial bodies (Erickson, Stephenson, Bradley and Williams, 2009). It would help to counteract issues related to sickness absence, performance appraisal, etc. NHS Trust also needs to be inclined towards competency development. This factor can be well described with the support of competency model of human resource management. Figure 2: Competency Model (Source: Bratton, 2012) On the basis of figure 2, it is clearly evident that strategies are incorporated within this model and its outcome would have an impact on organizational performance. Competency model takes into consideration different factors like recruitment and selection, succession planning, rewards compensation, performance management, assessments and professional development (Paauwe, 2009). Best HR practices are not only confined to recruiting best talent on board. It even includes implementing effective learning and development programs so as to enhance skills and knowledge base of employees. Rewards are a means through which employees are motivated to perform well. Professional development and succession planning mechanism helps to outline career path of team members (Brewster, 2008). Employee turnover can be reduced when they are optimistic about their job role and view a bright future in coming years. Strategic human resource planning is highly distinct from that of traditional human resource management. In earlier days, focus was on hiring talent but in current scenario focus has shifted towards employee retention and competency development. Recommendations Recommended solutions would revolve around four identified issues in the case study. These issues were mainly sickness absence, performance appraisal, learning and development, and employee relations. Short term sickness absence can be avoided by introducing infection free quality workplace practices. This would prevent staff members or nurses from being infected. Weekly review can be conducted by line managers in order to identify difficulties faced by employees which are increasing percentage of sickness absence. The firm can even introduce a scheme where team members holding maximum attendance percentage shall be given a monetary or non-monetary reward. The second issue was related to performance appraisal system. A quarterly appraisal system is recommended to be implemented by NHS Trust. This system would encompass employee performance on a quarterly basis. Performance appraisal system shall reflect upon quarterly employee performance and strategies to enhance employee skills. These performance appraisal systems would be divided as per workplace shifts. There shall be different performance appraisal system for part time workers in comparison to permanent workers. Appraisal meetings are recommended to be recorded for future assistance. This would serve as a measure to track employee performance over certain period of time. Recommended best HR practice in context of learning and development is to build a learning organization. In such learning organization, management works in collaboration with team members. Participative leadership style would encompass gathering opinions from employees. Workplace environment can be improved when team leaders are friendly or co-operative. It is recommended that during induction program team leaders should introduce themselves well and try to understand strengths or weaknesses of new recruits. This would develop a comfortable workplace environment where team members can share their problems with managers. Learning and development session shall be standardized for all team members along with a monthly assessment. This will help to identify problems being faced by staff members. The Trust Management can resolve employee relation issues by focusing on self esteem needs as outlined by Maslow’s hierarchy of needs. These needs can be addressed well when management adopts strategies to recognize talent in organizational system. It is recommended that management should organize quarterly meetings where individual performance shall be discussed along with outlining resolution for any employee related issue. Conclusion This case study highlights various parameters which are responsible for reducing motivational level of employees. NHS Trust was facing a lot of challenges since it was not able to implement best HR practices. This in turn was affecting organizational productivity. Employees were not aligned with common organizational goals or objectives. On the other hand, team managers showed lack of interest in training or motivating employees. Recommended solutions portray a better picture of the organization in future years. The Trust Management should be able to design a system where team members work in collaboration with one another. References Amos, T., Ristow, A. and Ristow, L., 2004. Human resource management. (2nd Edition). Cape Town: Juta. Armstrong, M., 2006. Strategic human resource management: a guide to action. London: Kogan Page. Bratton, J., 2012. Human resource management: theory and practice. London: Palgrave Macmillan. Brewster, C., 2008. Contemporary issues in HRM: Gaining a competitive advantage. Oxford: Oxford University Press. Erickson, M., Stephenson, C., Bradley, J. and Williams, S., 2009. Business in society: people, work and organizations. Cambridge: Polity. Kazmi, A. and Ahmad, F., 2001. Differing approaches to strategic human resource management. Journal of Management Research, 1 (3), pp.133-140. Mello, J. A., 2011. Strategic human resource management. Cincinnati: South Western. Paauwe. J., 2009. HRM and performance achievements. Methodological Issues and Prospects Journal of Management Studies, 46(1), pp 129–142. Price, A., 2007. HRM in a business context. London: Thomson Learning. Schuler, R. S., Dowling, P. J. and DeCieri, H., 2003. An integrative framework of strategic international human resource management. International Journal of Human Resource Management, 5(3), pp.717–764. Truss, C., Gratton, L., Hope-Hailey, V., McGovern, P. and Stiles, P., 2007. Soft and hard models of human resource management: a reappraisal. Journal of Management Studies, 34 (1), pp. 53–73. Wright, P. M., Gardner, T. M. and Moynihan, L. M., 2003. The impact of HRM practices on the performance of business units. International Human Resource Management Journal, 13 (3), pp. 21-23. Read More