Unit 13: Managing Human Resources in Health and social care

Unit 13: Managing Human Resources in Health and social care  
     Get assignment help for this at just $150 in next 48 hours time
       
  Unit code: A/601/1611
  QCF level: 4  
  Credit value: 15  
       

Unit 14 working with leading people

  • Aim

The aim of this unit is to enable the learner to
understand the processes involved in the recruitment, management and
development of people in the health and social care workplace.

  • Unit abstract

In this unit learners will investigate theHND Assignment Help
processes involved in the management of individuals in the health and social
care workplace. This not only includes the recruitment of the most appropriate
personnel but importantly the support of employees in carrying out their work
effectively in teams and developing their knowledge and skills so that they can
contribute to the delivery of a quality service. Learners will contextualise
these elements within the relevant legal and policy frameworks. In addition,
learners will explore the influence of management style and organisational
factors on the effectiveness of teams.

This unit is particularly appropriate for
learners who have experience of leadership and management of work groups,
including involvement in the recruitment of staff.

  • Learning outcomes

On successful completion of this unit a learner
will:

1 Understand processes for recruiting individuals to work in
health and social care

2 Understand strategies for building effective teams for working
in health and social care

       3 Understand
systems for monitoring and promoting the development of individuals working in
health and social care

4  Understand
approaches for managing people working in health and social care.

Unit content

1 Understand processes for
recruiting individuals to work in health and social care

Factors for planning

Understanding specific need in health and social care


recruitment
:

succession planning; change (organisational, policy, use of services, work
roles, local circumstances); defining human resource requirements eg full-
time, part-time; job description and person specification eg
qualifications, experience, personal attributes; advertising; vacancies; career
progression opportunities; training and development needs

Legislative and policy
frameworks
: relevant and current

legislation, codes of practice and policies (relating to worker rights, health
and safety, diversity, anti-discriminatory practice, care standards, protection of vulnerable people)
relevant and current legislation, codes of practice and policies (relating to
worker rights, health and safety, diversity, anti-discriminatorypractice, care standards,
protection of vulnerable people)

Selection of best
individuals
:

shortlisting applicants, models of selection eg interview, audition,
psychometric assessment, assessed task; involvement of stakeholders eg members
of team, service users, external stakeholders

2    Understand
strategies for building effective teams for working in health and social care

Theories on behaviour in groups: formation of groups; group dynamics eg
theories of Belbin, Tuckman, Woodcock, Gross, McClelland

Types of team: formal, informal; work groups, multi-disciplinary teams, inter-agency, project groups

Influences on effective teamworking: team purpose, empowerment of team, leadership,
individual priorities/roles, team morale

3    Understand systems for
monitoring and promoting the development of individuals working in health and
social care

Performance of individuals: monitoring systems eg observation, appraisal,
periodic review, achievement of successful outcomes, use of targets,
benchmarks, feedback from others

Training and development: identifying individual needs eg monitoring
performance, career development planning, changing personal circumstances

Effectiveness of systems: benefits and limitations for individuals,
teams, users of health and social care services, organisational requirements

Strategies for promoting continuing development: achieving competence
(against occupational standards); training versus education; partnerships;
compliance with external requirements eg care standards, professional
registration; dedicated allocation of resources; use of external kitemarks eg
Investors in People; implementing a staff development training
plan (in-house training, using supervision and appraisal, external
courses, action-centredlearning, lifelong learning, coaching and mentoring,
assessing competence)

4  Understand approaches
for managing people working in health and social care

Theories of leadership: transactional, transformational, emotional
intelligence; theories proposed by eg Fiedler, Vroom and Yetton, Mintzberg,
Handy, Goleman

Management of working
relationships
:

influence of management style, emotional intelligence, organisational
structure; leadership versus management; contingency management (best-fit),role-modelling, effective communication, team building,
constructive feedback, shared values; accountability (monitoring and assessing
performance, communicating decisions, disciplinary and grievance procedures)

Own development: attributes (confidence, skills competencies,
knowledge and understanding); qualifications; career development; ability to
work with change

Learning outcomes and assessment criteria

  Learning outcomes Assessment criteria for pass
  On successful completion of The learner can:
  this unit a learner will:    
         
  LO1 Understand processes for   1.1 explain the factors to be
considered when planning the
  recruiting individuals to work     recruitment of individuals to work
in health and social
  in health and social care     care
      1.2 explain how relevant legislative
and policy frameworks
        of the home country influence the
selection, recruitment
        and employment of individuals
      1.3 evaluate different approaches that
may be used to
        ensure the selection of the best
individuals for work in
        health and social care
         
  LO2 Understand strategies for   2.1 explain theories of how
individuals interact in groups in
  building effective teams for     relation to the types of teams
that work in health and
  working in health and social     social care
  care   2.2 evaluate approaches that may be
used to develop
     
        effective teamworking in health
and social care
       
  LO3 Understand systems for   3.1 explain ways in which the
performance of individuals
  monitoring and promoting     working in health and social care
can be monitored
  the development of   3.2 assess how individual training and
development needs
  individuals working in health  
      can be identified
  and social care    
       
      3.3 analyse different strategies for
promoting the continuing
        development of individuals in the
health and social care
        workplace
       
  LO4 Understand approaches for   4.1 explain theories of leadership
that apply to the health
  managing people working in     and social care workplace
  health and social care.   4.2 analyse how working relationships
may be managed
     
      4.3 evaluate how own development has
been influenced by
        management approaches encountered
in own
        experience.
         

Guidance

Links

This unit has links with, for example:

  • Unit 14: Managing Financial Resources in Health and Social Care
  • Unit 25: Influences on Health and Social Care Organisations
  • Unit 28: Managing Quality in Health and Social Care.

This unit also has links with the National
Occupational Standards in Health and Social Care. See Annexe B for mapping.

This unit also has links with the National
Occupational Standards in Leadership and Management for Care Services. See Annexe C for mapping.

                                         porter’s five forces examples;reports on different companies
Essential requirements

Learners must be
provided with current legislative requirements relating to employment. Learners
must also have access to texts on management theory relating to team building,
management styles and leadership.

Employer engagement and vocational contexts

It will be imperative
for learners to use their work experience as a case study for the purpose of
assessment, investigating the recruitment practice and policies of the
organisation in which they have been working.

It would be beneficial for learners to share
their findings with peers through presentations to aid the learning process.

 

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