• 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...

Introduction

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.

Middle

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.

Conclusion

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)

    helps Tesco to achieve their aims and objectives such as making profit, expand and creating jobs. Tesco used costly and effective communication method such as demonstration, video in training so that the colleagues can be trained efficiently so they can provide good services to the customers.

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

    * Extra When they say Extra, they really do mean extra! These larger stores sell a wide range, focussing on breadth rather than depth in non-food, all under one roof. Already successful in the UK and other countries, they plan to expand worldwide to 120 of these hypermarket-style operations that concentrate on a bigger non-food offering than superstores.

  1. Human Resource Planning.

    Douglas McGregor's Theory X and theory Y Based on detailed research into mangers in action, Douglas McGregor divided managers into two main types. Theory X managers tend to have the view that: The average person has an inherent dislike of work and so will avoid it if at all possible.

  2. A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S

    * A sense of achievement * Recognition of effort * Interesting work * Responsibility * Opportunities for promotion * Opportunities for self-improvement These factors help to meet the human need to grow psychologically. If a job can provide these motivators, workers will want to work and will enjoy their work.

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

    In such situation, you have to proceed through those steps to try to sort out everything. Managers have to try to find out any existing problem between him and the other person. If there is any problem, arrange a private meeting for both of you to have a discussion.

  2. Managing Human Resources in Marks & Spencer.

    Unskilled operative 7-10,000 7,000 7-9,000 10,000 6-8,000 Above shows the annual earnings of four major cities' employees compared with Cumbria's. It is highlighted how much an Office supervisor got paid in the year 1999. An Office supervisor in Cumbria was almost just as well paid as another Office supervisor in any of the other major cities except for London.

  1. Business Studies - Recruitment and Selection Task 1

    the human resources department needs to prepare a suitable induction programme for when the new induction programme which should include; * An awareness of the workings and objectives of a business. * An awareness of health and safety issues. * Requirements when absent, ill or late.

  2. Communications in Health & Social Care.

    * The staff member doesn't even appear to be showing any sign that she is listening to 'Emma's' request - this is considered to be very rude and unthoughtful, showing that she doesn't care about 'Emma's' needs. * The teacher shouts "YES, just go!"

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