In addition, Buller (1988) states that “striving for two-way or integrative linkages would be advantageous for most firms, since most firms are operating in dynamic and unpredictable environments. In such situations, firms achieving a higher level of integration between business strategy and human resource management would have a competitive advantage”.
Bearing in mind that the NHS Trust is operating in a dynamic environment it is vital that the HR Strategy, covering policies and practices are logically driven by the organisations business strategy to enable competitive advantage. (Kydd & Oppenheim (1990)
Human Resource management is focused on developing on HR programs that improve organisational performance. HRM comprises several processes in order to achieve goals, therefore moving on the HR strategy shall be linked to business strategy in sequence to maintain and manage employees in the right way to develop productivity and the overall strategic direction of the organisation.
HR Strategy
Keep (1989) stated that “The underlying potential of employees should be realised in order to secure the commitment to the causes of the organisation in return”. (Armstrong, 2006, pg.134). The new HR strategy will not only benefit employees to enhance their skills and knowledge but will also bring new innovative ways about how the organisations’ operations might be better ordered.
The following need to be addressed in order to meet the organisational goal to better improve employee and customer relations:
- Increase communication – so the tasks are delegated effectively. Deliver HR communication in an engaging interactive way and keeps lines of HR open all year round. This will permit staff to participate with quick easy HR communications tool to gather their view and opinions and allow them to have their say. By giving employees access to open communication the Trust will be able to build employee engagement which will help improve productivity and motivation as the employees will have a better understanding of their job roles and will be able to deliver information and service to the customer without any hesitation in a professional manner. It is also better to get staff feedback, make it easy for staff to give feedback; this can be done by breaking annual staff surveys into quick easy chunks delivered directly to staffs computer screens.
-
Succession planning in relation to attendance and development of staff – “succession planning helps to identify and proactively address issues and problems before they occur.” (Cornerstone, 2009) this can be measured through monitoring attendance and appraisals. Whether this helps improve employee attendance and development can be measured through the following:
- Performance scores
- Competency ratings
- Potential ratings
- Retention risk rating
- Possible future positions
The succession plan will allow managers and employees to work in a structured manner to develop individual careers within the organisational structure, which should result in a positive way in which the negative attitude of staff shall be overcome due to wanting to work their ways up the latter.
- Training and development – create job enrichment plans. The Employee Development Strategy will be driven by the Trusts plans, which shall enable the employees to be able to understand what the current job roles require and what new demands will be emerging.
The following need to be taken into account before putting staff on a training program:
-
Identify the skills, attitudes and capabilities of individual staff and then categorise depending on learning styles. (Kolbs, 1984. Learning cycle)
- Plan how to meet the needs
- Continuously develop staff in anticipation of changing requirements.
Opportunities of training and development will include the following:
- IT skills for all levels of staff
- Formal course of attendance Learning at Work
- Enhance on Communication skills
- Customer problem solving
- Develop customer rapport
All of these will contribute towards continuing professionalism and development in pursuing appropriate qualifications and skills essential for staff to add to attributes of the organisation.
New Vision statement
To restructure the HRM policies and management of NHS to accommodate both patients and employees over the next ten years and also be established as the best foundation trust across the country accommodating both patients and employees.
New Mission Statement
To ensure goods, services, work and utility by the NHS are researched, designed, manufactured, delivered, used and managed in an environmentally and socially responsible manner.
Implementation of HRM strategies
‘Strategic human resource management (SHRM) is concerned with the development and implementation of people strategies which are integrated with corporate strategies and ensure that the culture, values and structure of the organization and the quality, motivation and commitment of its members contribute fully to the achievement of its goals’. (Armstrong.1991, p81). Keeping this statement in mind it is vital for the organisation to find a suitable alignment or fit between HR and Business strategy and plans.
Therefore it is most advantageous to enable a soft HRM Approach in adoption of a best practice approach as the main asset of the organisation will be through learning and development of the employees in succession to provide a highly skilled and motivated workforce. (Beer et al, (1984). Beardwell, 2004. p56)
Moreover, Pfeffer’s (1994) could be one of the models of practices that could be implemented within the NHS Trust organisation, as this model focuses on gaining competitive advantage through people and building profits by putting people first.
Pfeffer (1994) High commitment model
However, this model alone will not determine success as a key theme that emerges in relation to best-practice HRM is that individual practices cannot be implemented effectively in isolation (Storey, 1992) but rather combining them into integrated and complementary bundles is crucial (MacDuffie, 1995). (Beardwell et al, 2004, p58)
Therefore, there is a need to implement horizontal integrations in order to meet the needs of the business strategy of the organisation through best practice models and approaches.
The Harvard Model
In addition, the Harvard model will be beneficial to implement within the organisation as this model works as a strategic map to guide all managers in relation with employees and concentrates on the soft aspect of HRM. This model strives at employee commitment rather than control and also works on the principle that employees need to be congruent, competent and cost effective. (Perspective of HRM, 3.1 Harvard model, Google, 2009.)
Human Resource System
Work System
This model put into practice can be beneficial for the NHS organisation as this enables more opportunities and advantages throughout the trust:
The advantages of putting the Harvard model into practice are the following:
-
High commitment will lead to better job performance – by emphasising on training and opportunities for promotions. (Beardwell, Holden and Claydon, 2004).
- Selection criteria are based on competence, which is also linked, back to the business strategy where the Trust shall emphasise on competence. Using the best employee fit for certain jobs shall lead to effectiveness through suitability and flexibility.
- And lastly the reward system is aimed to attract and motivate employees through appraisals rather than an evaluation tool.
Guest Comparative Model
Another SHRM model which could fit with the business strategy and human resource strategy is Guest’s Comparative model as this model focuses on quality and cost reduction which is believed to lead to practices like better training, selection, appraisals, rewards and employee involvement and security in order to gain staff commitment. This model is also known to affect performance in which productivity should increase as well as opportunity for innovation shall be achieved. The NHS are also dealing with absenteeism and customer complaints, and if this model is put into practice there will be limited absences, labour turnover and conflicts or customer complaints. (Perspective of HRM, 3.3 Guest comparative models, Google, 2009.)
Guest comparative model, source Guest (1997)
The NHS can use both Harvard model and Guests Comparative Model as it fits in with the Business and HR strategy; however there are a few downfalls.
The Harvard model is criticised for creating conflict with business focus of the organisation as it has a much more soft HRM approach (Armstrong 1987)
On the other hand Guest comparative model has also been criticised to have not highlighted the level of alignment of HRM policies to organisations goal (Schuler and Jackson 1987 cited in African Centre of Communication website)
However both models are quite useful and are related to increasing productivity and success of the organisation through employees, which is the new vision statement of the NHS trust. It can be argued that a mixture of best fits and best practices can be put into use in order to adapt to the organisation individual needs to acclimatize the business and HR strategies. (Beardwell et al, 2004. p68). Both models combined together can bring innovative actions to organisations in order to create a highly skilled and motivated workforce. However, the Harvard model is most favourable.
Barrier to change
While implementing Human Resource strategy within the organisation, one of the main barriers to change will be employee resistance to change.
Change can be resisted at various levels. There is a need for the NHS Trust to address each level otherwise change will not take place. There is vital need to make sure that the improvement is not short term based.
(Performance matters, 2007)
(Resistance to change pyramid, 2007)
How things are done: Employees will be reluctant to change if they feel they are already working at the right pace and are delivering their ultimate best, therefore, there is a need to clarify that employees are the main asset of the organisation and that the changes that are being implemented within the NHS is to better develop the skills and abilities of the employees. There is a need to also enforce the new vision and mission statement in order to have employees follow and embrace changes. Clearer aims and objectives will help better understand the needs and wants of the organisation. Involving employees in decision making is also vital so that there are no misunderstandings and a much more positive attitude towards changes.
Comfort zone – “To step out of the comfort zone raises the anxiety level engendering a stress response, the result of which is an enhanced level of concentration and focus. White (2008) refers to this as the Optimal Performance Zone - a zone in which the performance of a person can be enhanced and in which their skills can be optimized” (Wikipedia, 2009)
However, there is a risk associated with employees and comfort zones, as performance may deteriorate if higher levels of anxiety are attained.
Zander (1950) an early researcher on the subject, defined resistance to change as "behaviour which is intended to protect an individual from the effects of real or imagined change". (Bolognese. A, 2002)
Another risk associated with comfort zone is how employees perceive themselves; if the employees feel afraid to lose their positions or security overall they are going to resist change in fear of feeling incompetent within the job roles. Therefore, there is a need for trainers and managers to increase motivation through training and development of skills in order for employees to feel safe and optimistic towards changes taking place within the NHS trust. It is also advisable for the managers and leaders to delegate information to staff precisely in order to reduce conflicts and make sure the employees are aware of the changes and why they are being implemented.
Culture inertia – Schein (1984, 1985, 1989) (cited in Burnes, 2004, p182) agreed that culture is important and that in certain cases a strong culture is desirable, however in other situations like new changes being implemented, shared values and strong cultures may have a negative impact by stifling diversity and preventing alternative strategies arising.
The NHS will be more productive if there is a fit between the culture and the organisations change as employees are reluctant to adopt a different culture in response to change in the organisational environment. (Carrillo, 2009). Therefore to overcome this problem the NHS will have to make some investments that are culture specific. Nevertheless tasks can be performed by following a coherent set of procedures and informal rules of behaviour hence the NHS Trust should also enable flexibility within the organisation as well as create more management control in which, over on-going time the employees shall adapt to change.
To facilitate and triumph over the problems faced by the NHS the organisation may consider fundamentals of Kotter’s ways in managing resistance to change. One of which is throughout the use of educating and communicating with employees efficiently to where information is missing and where misunderstanding is taking place.
The best approach to overcome all the resistance to change would be to follow the 8 step change process by Kotter (2007), which consists of the following:
-
Create a sense of urgency: This can be achieved by helping the employees of the NHS Trust understand the need for change and also show the importance for acting and implementing immediately.
-
Pull together the guiding team – Make sure that the leaders and managers are aware of the changes in which they can guide and enforce the new policies and changes through enhancing communication and authority. Leadership skills are essential, in which the Trust needs to make sure that the leaders are not biased when comes to action.
-
Develop the change vision and strategy – clarify that the employees are the main asset of the organisation and that by implementing a new strategy, it will help better facilitate and bring new career opportunities in which both the employees and organisation will achieve success.
-
Communication – the NHS will need to make sure all information is distributed to staff in a correct manner. Make sure all staff understand and accept the vision and the strategy, without creating any conflicts or a chance for political disputes or grouping.
-
Empower others to act – The NHS need to make sure the barriers are overcome by attracting employees to embrace the changes. This can be achieved through training and rewards as this will be implemented to better enhance the skill of the employees.
-
Produce short term wins – rewards and recognition for work will help motivate the employees to strive higher and produce high levels of substantial work.
-
Don’t let up – Make sure the new strategy implemented is successful by developing over a certain period of time and make sure that the NHS Trust do not give in and go back to using the old settings.
-
Culture – Make sure the culture is intact as culture can be beneficial as well as the reason for failure. Make sure there is a balance between employers and employees. And that there are no political factors influencing negatively.
(Kotter & Rathgeber, 2007)
It is Vital that the NHS Trust underpins all 8 steps for success as the organisation will go through a series of phases. The changes implemented will take a considerable length of time.
Overall, the change process consists of participation and co-operation on behalf of managers and employees as it is a joint venture. The changes will be successful as long as the goals and objectives set are understood and accepted by all levels of staff within the NHS. Resistance to change can take time to overcome however with management control and encouragement in good time, can be overcome, and organisational success can be achieved.
Bibliography
- Beardwell, I. Holden, L. & Claydon, T., 2004. Human Resource Management – A Contemporary Approach. Fourth Edition. Essex: Pearson Education Limited.
-
Armstong, M., 2006. Strategic Human Resource Management - A Guide To Action. 3rd Edition. London: Kogan Page.
- Armstrong, M., 1991. A Handbook of Personnel Management Practice. London: Kogan Page.
- Burnes, B., 2004. Managing Change. Fourth Edition. Essex: Pearson Education Limited.
-
Sluijs .V.E. & Kluytmans. F. 2007. Business Strategy and Human Resource Management: Setting the Scene. [Medium] London: Open University. Available at: . Google. [Accessed: 15/12/2009]
- Cornerstone on Demand. 2009. Complete Career, Succession & workforce Management: Succession planning & Gap Analysis. [Medium] Available at:
. Google. [Accessed: 15/12/2009]
7) Kolbs, D. 2009. Experiential Learning articles and critiques of
David Kolb’s Theory. [Medium] Available at: . Google. [Accessed: 17/12/2009]
-
African Centre for Communication. 2007. Perspectives in Management and the genesis of Human Resource Management. [Medium] Available at: . Google. [Accessed: 17/12/2009]
-
Performance Matters. 2007. The resistance to change Pyramid. [Medium] Available at: . Google. [Accessed: 18/12/2009]
10) Wikipedia. 2009. Comfort Zone Theory. [Medium] Available at: . Google.
[Accessed: 18/12/2009]
11) Bolognese, F. A. 2002. Employee Resistance to Organisational Change. [Medium] Available at:
Google. [Accessed: 19/12/2009]
12) Carrillo, D.J. & Gromb, D. 2006. Cultural Inertia and Uniformity in Organisations. [PDF] London and Business School and CEPR: Available at: . Google.
[Accessed: 21/12/2009]
13) Kotter, J. & Rathgeber, H. 2009. Changing and Succeeding Under Any
Conditions. [Medium] Available at: . Google. [Accessed: 21/12/2009]
14) University of Minnesota. 2009. Employee Development. [Medium] Available at: . Google.
[Accessed: 16/12/2009]
15) Telegraph.co.uk. 2009. NHS 'failing in basic aspects of care and dealing with complaints'. [Medium] Available at: . Google.
[Accessed: 16/12/2009]
16) Human Resources for Health. 2009. The importance of human resources management in health care: a global context. [Medium]
Available at:
Google. [Accessed 16/12/2009]
17) NHS. 2006. Business Plan 2005/2006. [PDF] Available at: . Google. [Accessed 16/12/2009]
18) Snapcomms. 2009. HR Communication Strategies.[Medium]
Available at:
Google. [Accessed: 18/12/2009]
19) American Psychological Association. 2009. Pfeffers High Commitment Model. [Medium] Available at: =. Google. [Accessed: 21/12/2009]
Submission Date: 05/01/2010
