Titlebook: Human Resource Management; The NHS: A Case Stud Frank Burchill,Alice Casey Textbook 1996Latest edition Frank Burchill and Alice Casey 1996

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Human Resource Planning,it needs to employ directly or indirectly in order to secure business objectives, and how they set about achieving this. The NHS uses a particularly complex labour force and this is a consequence of the nature of its activities. Table 1.1 breaks down the directly employed staff of the NHS into its m

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Recruitment and Selection,s requirements. This has to be done in line with legal obligations in respect of such things as equal opportunities and positive discrimination requirements, for example vis-à-vis disabled persons. Many of these were discussed in Chapter 6. It was also seen there that there are objectives to be achi

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Redundancy,RM director is to ‘switch the lights off on the way out’. A variant is that the HRM director should make him or herself redundant through the process of devolving the functions of HRM to line managers.

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Case Studies,-1990s. They are directly derived from actual cases and thus have some historical significance. Both are also pointers to the future in terms of potential problems. It is hoped that they will provide a clearer picture of issues discussed in the text. The second purpose is to provide a teaching devic

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Pay and Flexibility in the NHS,y is estimated to account for approximately two-thirds of total NHS expenditure. Aspects of pay have already been dealt with in Chapters 3 and 4. The purpose of this chapter is to look at some of the issues associated with changes in the system of pay determination in the NHS.