Unit 13 Recruitment And Selection M1
Assignment on Managing Human Resource
Unit 13, MHR in Health & Social Care
Table of content
Sl. no.
Topics
Page no.
1(a)
Explain the factors that need to be considered when planning their successful recruitment of individuals to work in health and social care
3
1(b)
Explain how relevant legislative and policy frameworks of the UK influence the selection, recruitment and employment of individuals
3
1(c)
Evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care
4
2(a)
Explain theories how individuals interact in groups in relation to the types of teams that work in health and social care
5
2(b)
Examine the need for interdisciplinary work and …show more content…
explain the factors required to develop effective team working in health and social care
6
3(a)
Explain ways in which the performance of individual working in health and social care can be monitored
7
3(b)
Assess how individual training and development needs can be identified
8
3(c)
Analyse different strategies for promoting the continuing development of individuals in the health and social care workplace
8
4(a)
Explain theories of leadership that apply to the health and social care workplace
9
4(b)
Analyse how working relationships may be managed
10
4(c)
Evaluate how own development has been influenced by management approaches encountered in own experience
11
Ref.
12
Task 1
1 (a) Explain the factors that need to be considered when planning their successful recruitment of individuals to work in health and social care
Recruitment is the process of having the right person, in the right place, at the right time and it is crucial to organisational performance (cipd.co.uk). it is essential to consider the factors which are indispensable while employing individuals in the health and social care organisations.
The overall aim of the recruitment with a particular focus on what the organisation wants to achieve should be considered when planning employment (Chen et al, 2004). According to Den Adel et al, 2004, the job vacancy should be sufficiently advertised through appropriate sources which will inform the target set of individuals with desirable skills and knowledge about the prospects of potential employment (Den Adel et al, 2004). It is supported that form of information like the role, job description and person specification etc. is helpful for the organisations, HR teams and the candidates and should include duties and responsibilities, job purpose, location, type of contract, working hours, wages and benefits (Michie and West, 2004).
Recruiting health and social care managers, the recruiters should ensure that the candidate is aware of the national health and social care policies legislations and national targets. Buchan, 2000 Recruiting nurses, the recruiters should ensure that the candidate is equipped with the 6Cs principle comprising of nursing skills of care, compassion, courage, communication, competence and commitment (O’Brien-Pallas et al, 2001).
Cultural difference with the language barrier should be considered during the overseas recruiting as the UK culture is very different with Spain such as consent for treatment, understanding of safeguarding concerns and use of restraint etc. (nhsemployers.org).
1(b) Explain how relevant legislative and policy frameworks of the UK influence the selection, recruitment and employment of individuals
The legislative and policy frameworks act as the common reference of guidance for the recruiters in health and social care organisations. According to Truss et al, 2012 the Equality law consisting of the Equality Act 2010, the Maternity and Parental Leave Regulations 1999 and Work and Families Act 2006 prohibits discrimination on the grounds of colour, race, gender, religion, disability, sexual orientation, ethnic origin, nationality and marital status (Truss et al, 2012). Health and social care organisations in the UK aim to utilise the Individual Merit Principle which directs the recruiters to employ candidates only on the basis of their knowledge, skills and experience (Truss et al, 2012). The Data Protection Act 1998 guides the HR staff to maintain the confidentiality of the information of the employees and candidates (Truss et al, 2012). Employees’ and candidates’ personal data should be obtained only for the lawful purposes relevant to the employment (Price, 2003).
The Freedom of Information Act 2000 guides the recruiters to maintain transparency of the process of recruitment (Truss et al, 2012). The recruitment of the overseas nationals should be undertaken while adhering to the UK immigration policies of right to work in the UK (Price, 2003). Price, 2003 state that the National Health Services (NHS) organisation in the UK has set out its mission statement of aiming to employ a diverse workforce who reflects the communities and groups using the NHS services (Price, 2003). the General Social Care Council (2010) issued a Code of Practice for employers of social care workers. This code of practice is designed to complement the legislative framework that has been developed by the Government and forms part of the wider package of requirements for the employment and recruitment of social care staff (GSCC, 2010).
1(c) Evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care
Selection is the part of the process of recruitment. Its main aim are short listing the candidates and assessing applicants to decide who should be made a job offer. It is a crucial stage in the overall recruitment process. Effective selection process helps to recruit the quality candidates (cipd.co.uk).
Effective selection process
Selection in the health and social care mix of selection approaches are used like online questionnaires, aptitude tests, interview performance, assessment centre performance, personality profiles, appraisals for internal candidates and references (Michie & West, 2004). An effective selection process for the recruitment of the band 5 nurses from Spain. The formal recruitment process involved four clinical managers travelling to Spain to complete interviews using the same criteria used for UK applicants (nhsemployers.org). Interviews are very widely used in the selection process, as demonstrated by successive CIPD surveys of recruitment practices.
Interviews remain popular because as well as providing information to predict performance, interviews also give an opportunity for the interviewer and interviewee to meet face to face and exchange information. Structuring the interview can help improve its ability to predict performance in the job and a growing number of employers take this approach. A ‘structured interview’ means that questions are planned carefully before the interview, all candidates are asked the same questions, answers are scored using a rating system, questions focus on the attributes and behaviours needed in the job (cipd.co.uk). Eaton (2011) supported interviews as the means of providing information to the candidate, addressing the candidates’ queries related to the job position and verifying the assumptions made by the recruiters when they evaluated the candidates’ application and Curriculum Vitae (Eaton, 2011).
Task 2
2 (a) Explain theories how individuals interact in groups in relation to the types of teams that work in health and social care
Team Work in Health and Social Care
In order to understand the manner in which teams work in health and social care, it is first essential to identify the importance of group interaction. The most famous theory of group working is Tuckman’s (1965) model. Tuckman (1965) divided the team’s interaction into four different phases; forming, storming, norming and performing (Tuckman (1965). In the forming stage, individuals within a team start the process of knowing each other which is followed by storming where these individuals start understanding each other in order to develop a bond and a feeling of mutuality. In the norming stage, the individuals attempt to relate themselves with the internal group values, beliefs and norms and focus on the aim of the team. In the performing stage, these individuals act in order to meet the team goals by following the relationship-oriented leadership style and in the final stage of adjourning, the team members address the issues of closure after achieving the team goals. These five stages of team interaction provide a general overview of the team relationships in health and social care (Armstrong, 2006).
Baker et al (2006) argued that team interaction is a highly complex subject and any single theory cannot capture the level of this complexity. They supported this argument by highlighting the different types of leadership and its impact of the motivation levels of the team members (Baker et, al., 2006). The types of leadership and followership add to the complexity of team interaction which makes every team in the health and social care organisations unique in their functioning and team relationships (Nishii-Ozbilgin, 2007).
2 (b) Examine the need for interdisciplinary work and explain the factors required to develop effective team working in health and social care
The interdisciplinary work is need for the health and social care as it is help to formation of effective team work within the organisation. It is a term which collaborate working arrangements between health professionals, such as interdisciplinary, inter professional, multi professional, and multidisciplinary.
Poor communication is factor required to develop effective team working in health and social care (Hambley et al, 2007). According to Xyrichis and Lowton, 2008, poor communication occurs due to the form of poor discussion of ideas or solutions between the team members or may be as a result of conflict within the group preventing the effective flow of information between team members (Xyrichis and Lowton, 2008). Both reasons are a result of poor management, as the leader’s role is to encourage the development of relationships and to iron out conflicts within the group (Hambley et al, 2007).
Poor understanding of the roles and responsibilities of each team member is another factor (Hall, 2005). According to Xyrichis and Lowton, 2008, this factor more likely to be a problem within an informal, multidisciplinary team, who are not used to working together such as professional boundaries may be blurred, leading to confusion over who is responsible for certain aspects of the patient’s care (Xyrichis and Lowton, 2008). Information sharing is a another factor where this is more likely to affect the multidisciplinary team, however, it can also occur in the formal team, where one individual is reluctant to share information or knowledge as that knowledge is considered to be an aspect of power (Moye and Langfred, 2004).
Task 3
3 (a) Explain ways in which the performance of individual working in health and social care can be monitored
The performance of the Spanish nurses could be monitor throughout their first year of employment in several ways. According to Bevan and Hood, 2006, the first step is to identify the current level of performance, identify where improvements can be made and form an agreement between manager and employee on how those improvements are going to be made (Bevan and Hood, 2006). They also suggest another option is through the use of key performance indicators or the setting of team or individual targets (Bevan and Hood, 2006).
Curtright et al, 2000, suggest that performance appraisal is the most frequently used tool to measure an individual’s performance. The appraisal has five key elements like measurement, feedback, positive reinforcement, exchange of views and agreement (Curtright et al, 2000).
Observation and feedback (coaching)
Coaching is a supervisory function that helps employees improve their performance on the job by providing feedback.
Quality feedback includes focus on the learning intention of the task, occur as the staff are doing the job, provide strategies to help the staff to improve and assist the staff to understand the goals of the tasks (brighthub.com, 2010).
Performance standards
A description of the duties and tasks an employee is expected to performance and how well they must accomplish them and what level they must meet. Key Performance Indicators (KPI) are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization (brighthub.com, 2010).
Code of Conduct
A set of rules to guide behavior and decisions in a specified situation. The Code of Conduct clarifies the standards of behavior that are expected of staff in the performance of their duties. It gives guidance in areas where staff need to make personal and ethical decisions (brighthub.com, 2010).
3 (b) Assess how individual training and development needs can be identified
Design an appropriate Induction plan for the Spanish nurses in the case study to meet their individual training and development needs
An appropriate Induction plan was designed for the Spanish nurses to meet their individual training and development needs which is presented in the …show more content…
table.
Program schedule:
Activities and outcomes
Duration: 04 weeks
1. Statutory and mandatory training
2. An introduction to the NHS
3. An explanation of cultural differences and placements
Four week induction period to cover all mandatory training and skills competencies.
Introductory knowledge been given in this program as nurses used to get overall idea about NHS Trust
Scheduled a light-hearted slot about cultural differences on the first day of our induction, referencing contrasting elements of Spanish and UK culture. This worked as a fun element to the first day which helped address any concerns. Any potential identified issues in informal session, then mention the points on each subsequent induction
Table 01: Induction plan
3(c) Analyse different strategies for promoting the continuing development of individuals in the health and social care workplace
In 1987, Fleming developed an inventory designed to help students and others learn more about their individual learning preferences. In Fleming 's model (VARK learning styles) learners are identified by whether they have a preference for visual learning (pictures, movies, diagrams), auditory learning (music, discussion, lectures), reading and writing (making lists, reading textbooks, taking notes), or kinesthetic learning (movement, experiments, hands-on activities) (Cherry, K., 2014).
Kinesthetic (or tactile) learners learn best by touching and doing. Hands-on experience is important to kinesthetic learners. Despite the criticism and lack of empirical support, the VARK model remains fairly popular among both students and educators. Many students immediately recognize that they are drawn to a particular learning style. Others may find that their learning preferences lie somewhere in the middle. For example, a student might feel that both visual and auditory learning is the most appealing (Cherry, K., 2014).
While aligning teaching strategies to learning styles may or may not be effective, students might find that understanding their own learning preferences can be helpful. For example, if someone know that visual learning appeals to him most, using visual study strategies in conjunction with other learning methods might help him better remember the information during studying - or at the very least make studying more enjoyable (Cherry, K., 2014).
Task 4
4(a) Explain theories of leadership that apply to the health and social care workplace
Leadership theories like Great Man Theory, Trait Theory, Behavioural Theories, Role Theory, Participative Leadership - Lewin 's leadership styles, Situational Leadership, Hersey and Blanchard 's Situational Leadership, Contingency Theories, Transactional Leadership, Transformational Leadership are available to apply to the health and social care workplace.
Participative Leadership (Lewin 's leadership styles) where there are two principle forms of leadership - autocratic and democratic. The present health and social care organisations understand the importance of using democratic form of leadership as the way of promoting strong organisational culture and staff engagement (RCN, 2005). The literature on leadership has identified the relevant styles of leadership, transactional and transformational (Mullins, 2007). According to Sullivan-Decker, 2009, a transactional leader believes in reprimanding sub-standard results and rewarding good performance and a transformational leader concentrates on staff relationships as the means of collectively addressing the organisational goals (Sullivan-Decker, 2009). A transformational leader utilises his/her exceptional communication skills in order to encourage the staff to engage in the decision-making process and express their concerns (White, 2012). On the basis of these characteristics and traits, a transformational leader is supported as more suitable for leading staff in health and social care. This is because a transformational leader will be able to derive better collaborative working amongst different professional groups, such as doctors and nurses (RCN, 2005).
4(b) Analyse how working relationships may be managed
According to Williams, 2007, the most effective way of managing working relationships is by trusting the employees to carry out their role to a high standard and effective leader should always respect their workforce, be honest, considerate and value their employees’ opinions and values (Williams, 2007). They should promote a culture of openness within their team and strive to understand the different backgrounds and perspectives of the team members. There should also be a great focus on communication both within the team and between the manager and team members (Barrick et al, 2007). This focus should be on utilising the most effective form of communication in each specific scenario. When discussing weaknesses, a private meeting would be appropriate whilst for team targets, team meetings or group emails would be more effective. In addition, body language, listening skills, ability to maintain eye contact and attentiveness are all effective ways to develop and maintain a working relationship.
White, 2012, state that working relationships in health and social care organisations can be managed by change in the organisational culture (White, 2012). Organisational culture is a form of umbrella term which includes the perceptions, behaviours and actions of individuals in an organisation (Michie-West, 2004). In order to achieve an effective Multi-Disciplinary Team (MDT) working , the leadership roles should address the issues of employee job dissatisfaction, lack of staff communication and knowledge sharing (Atwal-Caldwell, 2005). A transformational leader should organise interactive sessions where the employees should be motivated to express these aspects (Mullins, 2007). The management should respond to these concerns and change its existing autocratic style of managing the employees and develop a participative and collaborative organisational culture (RCN, 2005). 4(c) Evaluate how own development has been influenced by management approaches encountered in own experience
Gibbs (1988) reflective cycle is fairly straightforward and encourages a clear description of the situation, analysis of feelings, evaluation of the experience, analysis to make sense of the experience, conclusion where other options are considered and reflection upon experience to examine what you would do if the situation arose again (3.hants.gov.uk).
The understanding of the different management approaches has contributed to my professional and personal development. I have observed that in the bottom-up management practices, the employees are included in the decision-making process and feel valued by the organisation. On the other hand, in the top-down management approach the staff is not included in the crucial organisational decisions and feels more concerned about their own position rather than the organisational goals of quality and efficiency in health and social care.
References
Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th edition, London, Kogan Page.
Atwal, A., Caldwell, K. (2005) “Do all health and social care professionals interact equally: a study of interactions in multidisciplinary teams in the United Kingdom.” Scandinavian Journal of Caring Sciences, Vol. 19 (3) pp: 268–273.
Baker, D. P., Day, R., Salas, E. (2006) “Teamwork as an Essential Component of High-Reliability Organizations.” Health Services Research, Vol.41 (4p2) pp: 1576–1598.
[brighthub.com, 2010], Steps in HR Planning, [Accessed 25 March 2015]. Available at: http://www.brighthub.com/office/human-resources/articles/88391.aspx
Buchan, J. (2000) “Health sector reform and human resources: lessons from the United Kingdom” Health Policy and Planning. Vol. 15 (3) pp:319-325
Cherry, K. (2014) VARK Learning Styles Which Learning Style Do You Have? [Online]. http://psychology.about.com/od/educationalpsychology/a/vark-learning-styles.htm [Accessed 25 March 2015]
[cipd.co.uk, 2014], Recruitment [Accessed 25 March 2015]. Available at: http://www. cipd.co.uk
Den Adel, M., Blauw, W., Dobson, J., Hoesch, K., Salt, J (2004) “Recruitment and the Migration of Foreign Workers in Health and Social Care”. IMIS-Beitrage Vol.25 pp: 201 - 230.
Eaton, S.C. (2011) “Beyond ‘unloving care’: linking human resource management and patient care quality in nursing homes” The International Journal of Human Resource Management. Vol. 11 (3) pp:591-616
General Social Care Council. (2010). Codes of practice for employers of social care workers. Available online at http://www.skillsforcare.org.uk/Document-library/Standards/codes-of-practice/Codesofpracticeforemployersofsocialcare workers.pdf accessed 14 October 2014.
Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes, 103(1).
Michie, S., West, M. A. (2004) “Managing people and performance: an evidence based framework applied to health service organizations.” International Journal of Management Reviews, Vol. 5 (2) pp: 91–111.
Mullins, L.J. (2007) Management and Organisational Behaviour. 8th Edition. Great Britain: Financial Times Pitman Publishing Imprint
Moye, N. A., & Langfred, C. W. (2004). Information sharing and group conflict: Going beyond decision making to understand the effects of information sharing on group performance. International Journal of Conflict Management, 15(4), 381-410.
Nishii, L.H., Ozbilgin, M. (2007) “Global Diversity Management: A Conceptual Framework”, International Journal of HRM. Vol.18 (11). Pp: 1993-1894.
Kent Community Health NHS Trust, 2015 [Online]. Available at: www.nhsemployeers.org [Accessed 25 March 2015]
O’Brien-Pallas, L., Baumann, A., Donner, G., Murphy, G.
T., Lochhaas-Gerlach, J., Luba, M. (2001), “Forecasting models for human resources in health care.” Journal of Advanced Nursing, Vol. 33 (1) pp: 120–129
Price, A. (2003) Human Resource Management in a Business Context (2nd edn.) , London: International Thomson Business Press.
RCN (2005) RCN Clinical Leadership Programme: Transforming Clinical Leaders to become Agents of Positive Change. Royal College of Nursing. [Online] Available at:http://www.rcn.org.uk/__data/assets/pdf_file/0009/78651/002524.pdf (10 October Accessed 2014)
Sullivan, E. J., Decker, P. J. (2009) Effective Leadership and Management in nursing (7th edn.) New Jersey: Prentice Hall
Truss, C., Mankin, D., Kelliher, C. (2012). Strategic human resource management. New York: Oxford University Press.
Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-385.
White J. (2012) “Reflections on strategic nurse leadership.” Journal of Nursing Management Vol. 20 (7) pp:835–837
Williams, M. (2007). Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries. Academy of Management Review, 32(2),
595-621.
Xyrichis, A., & Lowton, K. (2008). What fosters or prevents interprofessional teamworking in primary and community care? A literature review. International Journal of Nursing Studies, 45(1), 140-153.
Unit 13, MHR in Health & Social Care
Table of content
Sl. no.
Topics
Page no.
1(a)
Explain the factors that need to be considered when planning their successful recruitment of individuals to work in health and social care
3
1(b)
Explain how relevant legislative and policy frameworks of the UK influence the selection, recruitment and employment of individuals
3
1(c)
Evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care
4
2(a)
Explain theories how individuals interact in groups in relation to the types of teams that work in health and social care
5
2(b)
Examine the need for interdisciplinary work and …show more content…
explain the factors required to develop effective team working in health and social care
6
3(a)
Explain ways in which the performance of individual working in health and social care can be monitored
7
3(b)
Assess how individual training and development needs can be identified
8
3(c)
Analyse different strategies for promoting the continuing development of individuals in the health and social care workplace
8
4(a)
Explain theories of leadership that apply to the health and social care workplace
9
4(b)
Analyse how working relationships may be managed
10
4(c)
Evaluate how own development has been influenced by management approaches encountered in own experience
11
Ref.
12
Task 1
1 (a) Explain the factors that need to be considered when planning their successful recruitment of individuals to work in health and social care
Recruitment is the process of having the right person, in the right place, at the right time and it is crucial to organisational performance (cipd.co.uk). it is essential to consider the factors which are indispensable while employing individuals in the health and social care organisations.
The overall aim of the recruitment with a particular focus on what the organisation wants to achieve should be considered when planning employment (Chen et al, 2004). According to Den Adel et al, 2004, the job vacancy should be sufficiently advertised through appropriate sources which will inform the target set of individuals with desirable skills and knowledge about the prospects of potential employment (Den Adel et al, 2004). It is supported that form of information like the role, job description and person specification etc. is helpful for the organisations, HR teams and the candidates and should include duties and responsibilities, job purpose, location, type of contract, working hours, wages and benefits (Michie and West, 2004).
Recruiting health and social care managers, the recruiters should ensure that the candidate is aware of the national health and social care policies legislations and national targets. Buchan, 2000 Recruiting nurses, the recruiters should ensure that the candidate is equipped with the 6Cs principle comprising of nursing skills of care, compassion, courage, communication, competence and commitment (O’Brien-Pallas et al, 2001).
Cultural difference with the language barrier should be considered during the overseas recruiting as the UK culture is very different with Spain such as consent for treatment, understanding of safeguarding concerns and use of restraint etc. (nhsemployers.org).
1(b) Explain how relevant legislative and policy frameworks of the UK influence the selection, recruitment and employment of individuals
The legislative and policy frameworks act as the common reference of guidance for the recruiters in health and social care organisations. According to Truss et al, 2012 the Equality law consisting of the Equality Act 2010, the Maternity and Parental Leave Regulations 1999 and Work and Families Act 2006 prohibits discrimination on the grounds of colour, race, gender, religion, disability, sexual orientation, ethnic origin, nationality and marital status (Truss et al, 2012). Health and social care organisations in the UK aim to utilise the Individual Merit Principle which directs the recruiters to employ candidates only on the basis of their knowledge, skills and experience (Truss et al, 2012). The Data Protection Act 1998 guides the HR staff to maintain the confidentiality of the information of the employees and candidates (Truss et al, 2012). Employees’ and candidates’ personal data should be obtained only for the lawful purposes relevant to the employment (Price, 2003).
The Freedom of Information Act 2000 guides the recruiters to maintain transparency of the process of recruitment (Truss et al, 2012). The recruitment of the overseas nationals should be undertaken while adhering to the UK immigration policies of right to work in the UK (Price, 2003). Price, 2003 state that the National Health Services (NHS) organisation in the UK has set out its mission statement of aiming to employ a diverse workforce who reflects the communities and groups using the NHS services (Price, 2003). the General Social Care Council (2010) issued a Code of Practice for employers of social care workers. This code of practice is designed to complement the legislative framework that has been developed by the Government and forms part of the wider package of requirements for the employment and recruitment of social care staff (GSCC, 2010).
1(c) Evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care
Selection is the part of the process of recruitment. Its main aim are short listing the candidates and assessing applicants to decide who should be made a job offer. It is a crucial stage in the overall recruitment process. Effective selection process helps to recruit the quality candidates (cipd.co.uk).
Effective selection process
Selection in the health and social care mix of selection approaches are used like online questionnaires, aptitude tests, interview performance, assessment centre performance, personality profiles, appraisals for internal candidates and references (Michie & West, 2004). An effective selection process for the recruitment of the band 5 nurses from Spain. The formal recruitment process involved four clinical managers travelling to Spain to complete interviews using the same criteria used for UK applicants (nhsemployers.org). Interviews are very widely used in the selection process, as demonstrated by successive CIPD surveys of recruitment practices.
Interviews remain popular because as well as providing information to predict performance, interviews also give an opportunity for the interviewer and interviewee to meet face to face and exchange information. Structuring the interview can help improve its ability to predict performance in the job and a growing number of employers take this approach. A ‘structured interview’ means that questions are planned carefully before the interview, all candidates are asked the same questions, answers are scored using a rating system, questions focus on the attributes and behaviours needed in the job (cipd.co.uk). Eaton (2011) supported interviews as the means of providing information to the candidate, addressing the candidates’ queries related to the job position and verifying the assumptions made by the recruiters when they evaluated the candidates’ application and Curriculum Vitae (Eaton, 2011).
Task 2
2 (a) Explain theories how individuals interact in groups in relation to the types of teams that work in health and social care
Team Work in Health and Social Care
In order to understand the manner in which teams work in health and social care, it is first essential to identify the importance of group interaction. The most famous theory of group working is Tuckman’s (1965) model. Tuckman (1965) divided the team’s interaction into four different phases; forming, storming, norming and performing (Tuckman (1965). In the forming stage, individuals within a team start the process of knowing each other which is followed by storming where these individuals start understanding each other in order to develop a bond and a feeling of mutuality. In the norming stage, the individuals attempt to relate themselves with the internal group values, beliefs and norms and focus on the aim of the team. In the performing stage, these individuals act in order to meet the team goals by following the relationship-oriented leadership style and in the final stage of adjourning, the team members address the issues of closure after achieving the team goals. These five stages of team interaction provide a general overview of the team relationships in health and social care (Armstrong, 2006).
Baker et al (2006) argued that team interaction is a highly complex subject and any single theory cannot capture the level of this complexity. They supported this argument by highlighting the different types of leadership and its impact of the motivation levels of the team members (Baker et, al., 2006). The types of leadership and followership add to the complexity of team interaction which makes every team in the health and social care organisations unique in their functioning and team relationships (Nishii-Ozbilgin, 2007).
2 (b) Examine the need for interdisciplinary work and explain the factors required to develop effective team working in health and social care
The interdisciplinary work is need for the health and social care as it is help to formation of effective team work within the organisation. It is a term which collaborate working arrangements between health professionals, such as interdisciplinary, inter professional, multi professional, and multidisciplinary.
Poor communication is factor required to develop effective team working in health and social care (Hambley et al, 2007). According to Xyrichis and Lowton, 2008, poor communication occurs due to the form of poor discussion of ideas or solutions between the team members or may be as a result of conflict within the group preventing the effective flow of information between team members (Xyrichis and Lowton, 2008). Both reasons are a result of poor management, as the leader’s role is to encourage the development of relationships and to iron out conflicts within the group (Hambley et al, 2007).
Poor understanding of the roles and responsibilities of each team member is another factor (Hall, 2005). According to Xyrichis and Lowton, 2008, this factor more likely to be a problem within an informal, multidisciplinary team, who are not used to working together such as professional boundaries may be blurred, leading to confusion over who is responsible for certain aspects of the patient’s care (Xyrichis and Lowton, 2008). Information sharing is a another factor where this is more likely to affect the multidisciplinary team, however, it can also occur in the formal team, where one individual is reluctant to share information or knowledge as that knowledge is considered to be an aspect of power (Moye and Langfred, 2004).
Task 3
3 (a) Explain ways in which the performance of individual working in health and social care can be monitored
The performance of the Spanish nurses could be monitor throughout their first year of employment in several ways. According to Bevan and Hood, 2006, the first step is to identify the current level of performance, identify where improvements can be made and form an agreement between manager and employee on how those improvements are going to be made (Bevan and Hood, 2006). They also suggest another option is through the use of key performance indicators or the setting of team or individual targets (Bevan and Hood, 2006).
Curtright et al, 2000, suggest that performance appraisal is the most frequently used tool to measure an individual’s performance. The appraisal has five key elements like measurement, feedback, positive reinforcement, exchange of views and agreement (Curtright et al, 2000).
Observation and feedback (coaching)
Coaching is a supervisory function that helps employees improve their performance on the job by providing feedback.
Quality feedback includes focus on the learning intention of the task, occur as the staff are doing the job, provide strategies to help the staff to improve and assist the staff to understand the goals of the tasks (brighthub.com, 2010).
Performance standards
A description of the duties and tasks an employee is expected to performance and how well they must accomplish them and what level they must meet. Key Performance Indicators (KPI) are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization (brighthub.com, 2010).
Code of Conduct
A set of rules to guide behavior and decisions in a specified situation. The Code of Conduct clarifies the standards of behavior that are expected of staff in the performance of their duties. It gives guidance in areas where staff need to make personal and ethical decisions (brighthub.com, 2010).
3 (b) Assess how individual training and development needs can be identified
Design an appropriate Induction plan for the Spanish nurses in the case study to meet their individual training and development needs
An appropriate Induction plan was designed for the Spanish nurses to meet their individual training and development needs which is presented in the …show more content…
table.
Program schedule:
Activities and outcomes
Duration: 04 weeks
1. Statutory and mandatory training
2. An introduction to the NHS
3. An explanation of cultural differences and placements
Four week induction period to cover all mandatory training and skills competencies.
Introductory knowledge been given in this program as nurses used to get overall idea about NHS Trust
Scheduled a light-hearted slot about cultural differences on the first day of our induction, referencing contrasting elements of Spanish and UK culture. This worked as a fun element to the first day which helped address any concerns. Any potential identified issues in informal session, then mention the points on each subsequent induction
Table 01: Induction plan
3(c) Analyse different strategies for promoting the continuing development of individuals in the health and social care workplace
In 1987, Fleming developed an inventory designed to help students and others learn more about their individual learning preferences. In Fleming 's model (VARK learning styles) learners are identified by whether they have a preference for visual learning (pictures, movies, diagrams), auditory learning (music, discussion, lectures), reading and writing (making lists, reading textbooks, taking notes), or kinesthetic learning (movement, experiments, hands-on activities) (Cherry, K., 2014).
Kinesthetic (or tactile) learners learn best by touching and doing. Hands-on experience is important to kinesthetic learners. Despite the criticism and lack of empirical support, the VARK model remains fairly popular among both students and educators. Many students immediately recognize that they are drawn to a particular learning style. Others may find that their learning preferences lie somewhere in the middle. For example, a student might feel that both visual and auditory learning is the most appealing (Cherry, K., 2014).
While aligning teaching strategies to learning styles may or may not be effective, students might find that understanding their own learning preferences can be helpful. For example, if someone know that visual learning appeals to him most, using visual study strategies in conjunction with other learning methods might help him better remember the information during studying - or at the very least make studying more enjoyable (Cherry, K., 2014).
Task 4
4(a) Explain theories of leadership that apply to the health and social care workplace
Leadership theories like Great Man Theory, Trait Theory, Behavioural Theories, Role Theory, Participative Leadership - Lewin 's leadership styles, Situational Leadership, Hersey and Blanchard 's Situational Leadership, Contingency Theories, Transactional Leadership, Transformational Leadership are available to apply to the health and social care workplace.
Participative Leadership (Lewin 's leadership styles) where there are two principle forms of leadership - autocratic and democratic. The present health and social care organisations understand the importance of using democratic form of leadership as the way of promoting strong organisational culture and staff engagement (RCN, 2005). The literature on leadership has identified the relevant styles of leadership, transactional and transformational (Mullins, 2007). According to Sullivan-Decker, 2009, a transactional leader believes in reprimanding sub-standard results and rewarding good performance and a transformational leader concentrates on staff relationships as the means of collectively addressing the organisational goals (Sullivan-Decker, 2009). A transformational leader utilises his/her exceptional communication skills in order to encourage the staff to engage in the decision-making process and express their concerns (White, 2012). On the basis of these characteristics and traits, a transformational leader is supported as more suitable for leading staff in health and social care. This is because a transformational leader will be able to derive better collaborative working amongst different professional groups, such as doctors and nurses (RCN, 2005).
4(b) Analyse how working relationships may be managed
According to Williams, 2007, the most effective way of managing working relationships is by trusting the employees to carry out their role to a high standard and effective leader should always respect their workforce, be honest, considerate and value their employees’ opinions and values (Williams, 2007). They should promote a culture of openness within their team and strive to understand the different backgrounds and perspectives of the team members. There should also be a great focus on communication both within the team and between the manager and team members (Barrick et al, 2007). This focus should be on utilising the most effective form of communication in each specific scenario. When discussing weaknesses, a private meeting would be appropriate whilst for team targets, team meetings or group emails would be more effective. In addition, body language, listening skills, ability to maintain eye contact and attentiveness are all effective ways to develop and maintain a working relationship.
White, 2012, state that working relationships in health and social care organisations can be managed by change in the organisational culture (White, 2012). Organisational culture is a form of umbrella term which includes the perceptions, behaviours and actions of individuals in an organisation (Michie-West, 2004). In order to achieve an effective Multi-Disciplinary Team (MDT) working , the leadership roles should address the issues of employee job dissatisfaction, lack of staff communication and knowledge sharing (Atwal-Caldwell, 2005). A transformational leader should organise interactive sessions where the employees should be motivated to express these aspects (Mullins, 2007). The management should respond to these concerns and change its existing autocratic style of managing the employees and develop a participative and collaborative organisational culture (RCN, 2005). 4(c) Evaluate how own development has been influenced by management approaches encountered in own experience
Gibbs (1988) reflective cycle is fairly straightforward and encourages a clear description of the situation, analysis of feelings, evaluation of the experience, analysis to make sense of the experience, conclusion where other options are considered and reflection upon experience to examine what you would do if the situation arose again (3.hants.gov.uk).
The understanding of the different management approaches has contributed to my professional and personal development. I have observed that in the bottom-up management practices, the employees are included in the decision-making process and feel valued by the organisation. On the other hand, in the top-down management approach the staff is not included in the crucial organisational decisions and feels more concerned about their own position rather than the organisational goals of quality and efficiency in health and social care.
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