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…
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…
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),