Unit 13: Managing Human Resources in Health and Social Care, Pearson BTEC Level 5 HND Diploma


Managing human resource in an organization is highly important in order to carry out the the management of financial and physical resources in a most effective manner. It is one of the managerial activities of an organization. Further, in a general manner human resource management is required in each and every sector that is manufacturing unit, service sector or health care organization (Bell, 2012). It carries out all the function that is recruiting and selecting, training, directing, motivating, monitoring, controlling, etc. in an effective manner so that employees of the company can be made satisfied. This report is mainly focused on the management of human resource at Queen Elizabeth Hospital in London. Further, this report describes the process of recruitment and selection in HSC. Moreover, strategies have been described which is used for building effective teams. Furthermore, discussion has been made on the systems for monitoring development. In addition to this, approaches have been made for managing people that are working in HSC (Ellinger and Ellinger, 2014).

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1. Explaining the consideration of factors during planning for recruitment

Queen Elizabeth Hospital is publicly owned heath care organization in which employment position of nurse is vacant. For this reason, recruitment planning has been done and prior to that several factors have been analyzed which may impact this planning. There are internal factors such as succession planning that is if company has done this kind of planning than recruitment can be done internally (Holland and Pyman, 2006). Secondly, if there are changes in organizational policy then hospital has to do recruitment as per the new plan.  Further, the external factors such as labor market demand and supply affects the recruitment planning. After assessing demand in the firm and supply by the market, planning should be done. Further, economic factors such as recession, high inflation impact the company as the enterprise cannot pay appropriate salary to the hired employees (Khan and Sheikh, 2012).

2. Human resource requirement and job description and person specification

Human resource are highly required in the organization in order to carry out the business activities such as for care taking, surgery, sales, marketing, budgeting, etc. These activities are performed by using physical and financial resources (Nikandrou, Brinia and Bereri, 2009). Furthermore, in order to carry out the activities of care taker, a nurse has to be appointed. Job description and person specification are described below:

Job Description

Queen Elizabeth Hospital

Company Name: Queen Elizabeth Hospital                                         

Address: Stadium Road, London, SE18 4QH

Phone Number: 1234567890


Job Title: Nurse

Responsible to: Executive Nurse

Summary of Position

To perform the role of a care taker of a patient prior the surgery, during the surgery and after the surgery by maintaining high standards of quality. Along with that management of nursing staff has to be carried out.

Duties and Responsibilities:

· Coordinates and monitor the activities of all nursing staff while delivering care of patients.

· Prepare the month schedule of shifts of all the nurses by ensuring the appropriation of staff in the departments.

· Facilitates and participates in any research projects.

· Responsible towards the management of quality standards in order to avoid the mishappening.

· Complete care should be provided to the service users in order to cure their diseases.

· Emotional attachment with the patients.

· Forecast, identifies and resolve the problems in the hospital and recommends stretgies to avoid problems in the future.


Job Specification

Essential Criteria


Skills and abilities

1. Demonstrate theoretical, clinical and technical knowledge for working in a Queen Elizabeth Hospital.

2. Excellent communication and interpersonal skills.

3. Ability to treat patients with dignity and respect.

4. Ability to develop and maintain compassionate relationship with service users.

5. Ability to work within the Scope of Practice.



1. Registered in the General Division of the Register for nurses.

2. 3 year post-Registration experience.

3. Higher Diploma in Nursing Studies or experience working in specialist setting.



3 year experience in any renowned health care unit.



1. Willing to learn and develop the career through self-learning process.

2. Must be flexible for working in shifts.

3. Overview of legislative and policy frameworks affecting recruitment and selection

There are many legal laws which are imposed on the organization and it affects the recruitment and selection process of HR (Armstrong, 2004). Further, there are employment law which have been introduced by the UK government and it includes all the legislative frameworks for the employees that are appropriate remunerations, proper working hours, proper wage structure, overtime payment, leave structure, etc. Along with that, diversity in the workplace is also one of the policy which describes that organization do not discriminate while hiring the culturally diversified workforce. According to the Equality Act, 2010, every employee should be considered equal irrespective of their age, disability, gender, race and religion and accordingly recruitment should be done (Aswathappa, 2008). Other legislation such as Rehabilitation of Offenders Act 1974, Equal Pay Act 1970, Work and Families Act 2006, etc. affects the recruitment and selection process in Queen Elizabeth Hospital.

4. Discussion on process of selection of employees in hospital

In Queen Elizabeth hospital, selection of nurses are done by following steps. Firstly, by recruiting the applicants by inviting application through various sources. Further, the company shortlist the applications where HR manager notify the Line Manager via NHS jobs and their short listing is done (Chansler and Swamidass, 2010). After that, shortlisted candidates are called and structured interviews are conducted by the panel where 2 members of staff are present. During that, line manager will check that person’s specification are matched, confirms the criminal record explanation and all other legal requirements. After that, person is either selected or rejected as per their performance. Employment offer is given and background reference are checked. (for suitability refer Appendix 1)

5. Reflection on the recruitment and selection process of an organization

Based on the shadow activity which have been carried out by the hospital, a reflective can be focused upon that is the process of recruitment and selection in this hospital is very short and accurate (Bratton and Gold, 2012). Through this, time and cost get saved and also the suitable employee get selected. On the contrary, this procedure is quite out dated and in today's scenario many HSC in an industry adopt more advanced procedure for the selection of a care taker. Thus, for recruiting a nurses in future, hospital can include more steps in selection procedure that is taking tests such as aptitude test, practical test of care taker, etc. Through this, capability of a nurse can be tested and this way suitable candidate can be appointed in an organization (Lengnick-Hall and, 2009).


1. Theories of group behaviour

Belbin's Team Role: There are 9 roles that have been defined by Belbin in a team. In HSC, a team plays these 9 roles by one or the other way and behave accordingly. Further, there are three basis of the team roles that is Action oriented which have shaper, implementer and completer. Moreover, in People-oriented roles there are coordinator, team worker and resource investigator and lastly there is cerebral roles under which plan, monitor evaluator and specialist (Abdelhak, Grostick and Hanken, 2014).

Tuckman's Theory: Tuck man has defined the group formation stages. This group is formed for the purpose and when the purpose get accomplished than group get dissolved. Furthermore, there are 5 stages of group formation that is forming, storming, Norming, performing and adjourning. This theory helps in knowing the behaviour of group members in HSC (Storey, 2007).

These theories are helpful and get applied on the health care industry because the working is carried out in these organization within a team. Team is formed for the purpose and team members are of different discipline and through these theory behaviour of team can be assessed (Dessler, 2016). For examples (refer Appendix 2)

2. Analysis of types of teams

There are several types of team which are described below:

  • Project Teams
  • Cross-functional Team
  • Virtual Team

In Queen Elizabeth, virtual team and cross-functional teams are most commonly used because many times interdisciplinary teams are formed and they carry out specific task. Further, virtual teams are formed as this organization is located in many parts of the world and they even hire expert doctors for conducting operations from overseas and this way team is formed with overseas doctors which is known as virtual teams.

In health and care industry, basically cross-functional teams and virtual teams are suitable because the nature of task is such that where interdisciplinary teams are required. Along with that, virtual teams are needed in order to hire experts. In this time could be saved in case of emergency (Ellinger and Ellinger, 2014). On the contrary, cross-functional team may create conflict as in this team senior doctors are also there and ward boy is included as well. Thus, doctors do not prefer to work with ward-boys as their designation is highly superior.

3. Critical assessment of role of empowerment of individuals and teams

Empowering individual and teams in HSC is significantly important because there are some aspects which only doctors and nurses have knowledge about. Further, management do not possess knowledge about medicals. That is why they should be empowered to take decision accordingly (Aswathappa, 2008). However, this opportunity could be misused by individuals and teams for their own sake. Along with that it can be inferred that the people who get empowered may started ruling on other colleagues which may demotivate them. While, this method is highly effective in motivating the individual and team embers to carry out the task in a most efficient manner.

4. Reflection on teamwork activities

Based upon the shadow activities which are conducted by the Queen Elizabeth Hospital , it can be inferred that teamwork is highly encouraged in this organization. Further, the group behaviour are tested by using Tuckman and Belbin theory. Moreover, company also focuses on empowering the teams as a source of motivation so that performance can be enhanced (Bratton and Gold, 2012). There are interdisciplinary team in the organization and they perform together in an effective manner. On the contrary, teamwork sometimes leads to conflict and the task also get failed due to the different mind set of the team members. For this purpose, company has to provide training to the team members so that they can work in any of the adverse situations.

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1. Analysis of the performance management system

In Queen Elizabeth Hospital, performance management is done by keeping records o all the employees of the firm. On a monthly basis, record file is prepared bases on several parameters. The HR manager see that which person is lacking in what kind of skills and on the basis of which training is provided to that employee. For instance, a care taker nurse is lacking in a skill of handling an older patient on jack hoist than the training for that purpose can be provided to them (Storey, 2007). Along with that, a manager take 360 degree feedback from the peer groups, supervisors, service users, etc. Thus, it can be inferred that performance management is highly effective in this organization.

2. Discussion on the difference of training and development

Training basically described as the program which are organized by a firm in order to develop a knowledge or certain skills in the employee which are useful for carrying out a particular job. Whereas, development refers to as the organized activity under which workforce of the company learns and grow their career and in this overall growth of a person is done (Training & Development, 2016).

In this organization, HR manager aims to provide training to the doctors, nurses to maintain the quality standard and achieve the set benchmark. The training need is identified by doing performance appraisal and if employee is lacking in certain skills than HR provides training to them. On the other hand, HR manager organize development program such as succession planning and career planning in order to do overall career development of a candidate (Holland and Pyman, 2006).  

3. Assessment of strategies to promote continuous development of professionals

HR manager can make various strategies in order to develop the medical professionals on continuous basis. Further, company could arrange the Plan-Do-Check-Act(PDCA) program on a quarterly basis to develop the professionals. Further, management could also adopt 6 Sigma strategy to develop their medical professional. Along with that an organization can adopt the strategy of succession planning and career planning so that continuous development can be done (Dessler, 2016). Along with that, HR manager should encourage the professionals to adopt the method of self-learning which can be done by conducting seminars, internet, etc. Through this, more effective learning can be done by them on a continuous basis.

4. Reflection on the performance assessment and training and development process

Based on the shadowing activity which is being conducted by the HR manager, it can be assessed that performance assessment is done in the organization is quite good and the management do the appraisal on a regular basis by using observation method and 360 degree method (Abdelhak, Grostick and Hanken, 2014). Further, company provide immediate training to the workforce in case employees are lacking any skills which are acknowledged by the manager during the appraisal. Further, development programmes are organized and professionals are forced to do self-learning and continuous learning so that overall development can be done. However, HR manager has to carry out more effective method of performance appraisal that is they can take personal interview and self-appraisal method so that employees views could also be taken into consideration that what they are required to learn about. Further, company should also provide training to all the candidates and not only to those employees who are lacking in any skills. Additionally, HR manager has to focus more upon development programmes on a larger scale (Bell, 2012).


1. Key differences between a manager and a leader

Managers and leaders often viewed similar as they both are at higher positions and position, however, there can be seen a difference between both. In a wide era, leaders plays the responsibilities of manager but manager can not be a leader. The managers are responsible to manage the work however, leaders are responsible of leading a team. Manager's responsibility is of controlling a group to accomplish a goal (Aswathappa, 2008). On the other hand, leaders must have ability to influence, motivate a team to contribute in organizational success. The major difference between both is that managers have subordinates and leaders have followers. The managers are often see with creating circles of power whereas leaders create circles of influence.

2. Difference between transactional and a transformation leadership and suitability of each leadership styles to the health or care industry

The transactional leadership theory is based on the concept of motivating subordinates by exchanging rewards for performance (Dessler, 2016). The transformational leadership style is far more different from transactional leadership as represents that people work more effectively if they have sense of mission. In the health and social care settings, transformational theory is required so that the leaders can communicate the company's vision in meaningful and exciting manner while empowering others.  The benefits of using transformational leadership in health and social care setting is that it leads to team-building, motivation and collaboration among health care professionals (Abdulaziz, 2016). 

3. Emotional intelligence and critical assessment of the model suitability to the health or care industry

Emotional intelligence is considered to be an asset in contexts where it becomes significant to understand other people and to become an effective manager. At present, it has become a relevant concept in health care, as it is important for health care professional and  practitioners to understand patients’ perspectives. The relationship between doctor and patients  plays a crucial role in rendering effective treatment of individuals. Doctors and nurses working in the hospitals are provided training programmes to conceal their emotions and to maintain a professional barrier (Empathy and emotional intelligence: What is it really about?. 2016). The role of social workers is to provide emotional and mental support to the vulnerable, on the other hand, doctors are responsible to provide between treatments to patients while rendering emotional intelligence wherever required.

4. Assessment on own attributes and qualifications

To become a nurse at Queen Elizabeth Hospital, I required to complete a nursing degree and experience in handling patients and fulling their requirements. Being a Nurse at Queen Elizabeth Hospital my roles and responsibilities are to take care of patients and check out that are following the doctor prescription or not. I got nursing training from the above mentioned hospital and acquired skills to perform may duties. Being at the position, I work for patients and helps them to improve their health. In the future, I am looking for becoming a doctor in the same hospital, therefore, I am continuing my studies at the same time working as nurse. I intend to  become a doctor in the health or care setting like Queen Elizabeth Hospital.

5. Leadership and management of own organization

Currently, I am working at the post of senior nurse at Queen Elizabeth Hospital where I have carried out major responsibilities and played a role as a leader (Bratton and Gold, 2012). I am managing a team of 5 nurses to whom I have to give tasks on daily basis and supervising them for managing their tasks. The activities that I carry out on daily basis are

  • I provide responsibilities to other nurses
  • I encourage them to test new skills
  • Provide them a safe and supportive environment
  • Coaching and supervision
  • Decision-making in critical situation
  • To ensure effective collaboration and communication (JOB DESCRIPTION of SENIOR NURSE. 2016).


After doing the in-depth study on management of human resource in Queen Elizabeth Hospital, it has been concluded that recruitment and selection of nurse is done by assessing job description and identifying best candidate based on the person specification. Further, all the legislative frameworks are obeyed while selecting a candidate for the post of nurse. Moreover, it can also be concluded that teamwork is highly enhanced in this organization and after the identification of behaviour, groups are formed. Furthermore, HR manager do the proper management of performance and likewise training and development is provided to the professionals. Along with that, it can be concluded that there is a huge difference between a manager and leader and in this organization transformational leadership is used. Further, the emotional relation between nurses are doctor are highly efficient.


  • Bell, G., 2012. Playing the HR field: An interview with R. Wayne Pace, founding president of the Academy of Human Resource Development, and author of Human Resource Development: The Field. Human Resource Management International Digest. 20(7). pp. 39–41.
  • Ellinger , E. A. and Ellinger, D. A., 2014. Leveraging human resource development expertise to improve supply chain managers' skills and competencies. European Journal of Training and Development. 38(1/2). pp. 118–135.
  • Holland, P. and Pyman, A., 2006. Corporate universities: a catalyst for strategic human resource development?. Journal of European Industrial Training. 30(1). pp. 19–31.
  • Khan, B. M. and Sheikh, N. N., 2012. Human resource development, motivation and Islam. Journal of Management Development. 31(10). pp. 1021–1034.
  • Nikandrou, I., Brinia, V. and Bereri, E., 2009. Trainee perceptions of training transfer: an empirical analysis. Journal of European Industrial Training. 33(3). pp. 255–270.
  • Armstrong, M., 2004. Strategic Human Resource Management A Guide to Action. Thomson-Shore. Inc.
  • Aswathappa, K., 2008. Human Resource and Personnel Management. Tata McGraw-Hill Publishing Company Ltd.
  • Chansler, P. and Swamidass, P. M., 2010. Self-Managing Work Teams, an Empirical Study of Group Cohesiveness in “Natural Work Groups”. Prentice-Hall of India.
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