The attached staff, are primarily sent by the National Health Service and therefore, paid by the NHS, but the doctors do have the authority to discharge them if they do not measure up to their expectations. The practice was set up and funded by the partners, but has to be approved by the National Health Service. All doctors’ decisions are final. The practice manager is positioned second from the top on the hierarchy. Their job is to ensure smooth running of the practice in all aspects.
The reception staff, financial staff, administration staff and nurses all lie below the practice manager, who controls hiring and firing and the human resource management of the organisation. 2. The human resource management structure and function of Harlestone Road Surgery 2. 0. How is human resource managed? Although there is not a specific department or group of people in the surgery that is dedicated to dealing with human resource management alone, there is still a broad section of work provided in the surgery available for human resource management to be dealt with considerably.
The practice manager alone deals with human resource, along with other issues within the practice. Because there is not a team of a number of people working together as a specific department dedicated to human resource, this may be a huge disadvantage to the organisation. 2. 1. How is human resource referred to? Within Harlestone Road surgery, human resource is generally referred to as “personnel” rather than “human resource”. Human resource, being a new concept emerging in the 1980’s “holds an enormous amount of diversity of policy and practice parading under the sole label of HRM” (Towers, 1992).
There is much criticism towards the concept of HRM, and doubt as to what it actually entails. Because of this, Harlestone Road surgery likes to use the term personnel, although it does involve similar elements as “human resource management” itself and the actual title of this topic may be seen as being irrelevant, “most manager’s are comfortable with this term” (Mailer, 1998). For the organisation described in (1) give a detailed account and critique of one aspect of this human resource management strategy in the organisation
The report tackles the brief in a methodical manner, distinguishing each part clearly. The shape of the report allows conclusions to be drawn out specifically so that precise conclusions can be defined. The first part introduces the chosen organisation, describing its features and a brief account of how it is made up. Section 2-2. 3. introduces a basic form of the function and structure of how human resource is operated in the organisation.
Moving on to the second part of the brief, section 3-3. 4. discuses one aspect of human resource management. It provides information on how the organisation trains its staff effectively. The main objectives to this report are to identify the basic concepts of human resource management and to apply one of these concepts to a particular organisation to test its effectiveness. The human resource management within an organisation has shown to be a very delicate matter and many factors need to be taken into consideration. This report has tackled the topic by only one brief, approach.
After gathering some key points, which contribute towards answering the brief, it is quite clear to see that there is considerable room for further research. The concepts and models mentioned in this report are only in the minority. The idea of human resource management has only been touched on. Other ideas, which are not mentioned in this report, have a substantial insight towards the concepts and are used by many organisations, including Harlestone road surgery. Further which, factors that are mentioned only contain the minimum and need to be investigated fully to produce a more in-depth and valuable account.
The human resource management of a business is a complex system. Human research management still being a “new” idea and there being an uncertainty of the distinction with personnel there is room for research into many areas. In this case, human resource management has been applied to a particular organisation and its function and structure has been analysed. The outcome distinguishes the effectiveness of human resource management and what it actually entails. The conclusions drawn from this report leave considerable room for further research.
