• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

An investigation into the recruitment policies of the NHS and as to whether they are vertically or horizontally integrated.

Extracts from this document...


An investigation into the recruitment policies of the NHS and as to whether they are vertically or horizontally integrated Research into the HR function has concluded that a firm with a tightly structured alignment in terms of HR management and strategy will outperform rivals who have a less vertically integrated approach (Bamberger and Meshoulam, 2000, Boxall, 1991). It is, however essential that a horizontal fit is found that is coherent in terms of its link to the firm as whole. It has been shown that the HR function is at its most effective when used in this way (Wright and Snell 1998, Bohlander and Snell 2003). The strategy of a company in terms of recruitment is described as: "All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business" (Schuler 1992) The NHS have set clear targets in their recruitment policies: "more staff, working differently" (doh.gov.uk). There is an acceptance that the service needs to focus on recruitment as well as retention, with an increasing amount of staff turnover a consequence of increased workload. ...read more.


It is a relatively basic model but if applied to the NHS it can be argued that their past policies have been similar to a company muddling through, with low labour market power in terms of attracting candidates, and poor focus. However, their policies to increase staff levels could be seen to be more flexible, with more recruitment channels being used, and a more thorough selection process replacing rigid criteria requirements to enter (see appendix part 1 A). It could be argued that the NHS follow a relatively soft HRM strategy, with a large amount of focus being placed upon current members rather than contracting staff from elsewhere in the market to join the organisation. This however is not true across the entire organisation, as agencies are used to source nurses, and certain hospices, such as the St. Johns Hospice in Liverpool are run in association with organisations such as Marie Curie Cancer Care. This was a result of the government's white paper on health, brought in during the late 1990's (Donaldson 2000). The pay structure has undoubtedly become more strategic if we apply policies to the Belcher model (see appendix part one B). ...read more.


The Chartered Institute of Personnel Development ask the question of who comes first where recruitment is concerned - is it the person or the job? Iles and Salaman (1995) concluded that a person orientated competency approach was the best practice, which is a policy the NHS is now moving towards. However there are still many organisations who believe that the job comes first, followed by the person. Concluding from the evidence retrieved it is clear that the NHS has been forced into change through external economic shifts involving the labour market and the competitive nature of the workplace in terms of benefits available. It is impossible to predict whether the policies will avoid the potential pit-falls, such as diluted quality due to increased staff levels. But it can be seen that the policies are largely vertical, with the horizontal elements being a resultant entity, formed in order to ensure the staff are happy with the changes implemented. As the policies are very new the organisation does not omit a highly focused corporate focus, there is more emphasis on results through flexibility and innovation, however this has only recently become the case, and may cease to be the state of play should the service need to adopt a harder recruitment policy, sourcing its staff externally to achieve competence. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    ability to produce Expensive Clear speech is essential It should be charges and switched on. External communication grid of tesco Business Function Method Content or purpose Who it is for Strengths of methods Weakness of methods Human resources > Advertisement > Meeting > Interview Recruitment About company To appoint new

  2. Produce a case study comparing two business organisations, investigating the extent to which each ...

    "It's one team, like a family", commented one recently. Express stores are usually found at petrol stations and are aimed at local customers who want a convenient place they can trust to 'top up' their shopping or replace home essentials.

  1. Communications in Health & Social Care.

    * Direction - Talk to the person you are supposed to be talking to, eye contact is always a good technique. * Knowing when to be quiet and listen - Otherwise this could lead to a break-down in communication. When listening; gather their thoughts and use non-verbal communication to show the speaker that you are listening.

  2. Human Resources Assignment - Sainsburys.

    Also Sainsbury's staff are fully trained to treat customers in the right way, and to look after them. They are also trained to listen and respond to any complaints or views the customers share with the staff. Sainsbury's staff are continuously making improvements on their products and the services they offer.

  1. Managing Human Resources in Marks & Spencer.

    Annual earnings in London compared with other county's/cities - 1999 Cumbria ( ) Manchester ( ) Birmingham ( ) London ( ) Leeds ( ) Office Manager 14-17,000 16,000+ 17-22,000 20-30,000 16-24,000 Office supervisor 12-16,000 12-14,000 15-20,000 18-20,000 12-15,000 Administrative Clerk 10-12,000 9-10,000 9-12,000 12-14,000 9-12,000 WP operative 10-12,000 10,000

  2. Investigate about the important roles that management plays in achieving my chosen organisation aims ...

    And management will have to register all their fixed assets and update it regularly. Plant and Machinery and equipment: management will have to make sure regular checks are done on all the machinery that they use and make sure they are safe.

  1. Human Resource Planning.

    The letter needs to be interesting, you are writing about yourself. It should contain just enough information to support your application form and CV, highlighting the most relevant evidence. Curriculum vitae A curriculum vitae is a summery of your career to date.

  2. Business Studies - Recruitment and Selection Task 1

    There is a considerable scope along the way for waste and inefficiency. For example, when a job advertisement attracts 100 applicants there will be a considerable waste of time and resources when reducing the list down to six. If you get your procedures wrong you may eliminate some of the

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work