Factors For Recruitment, Legislative Influences, Teamwork, Performance Monitoring, And Leadership Theories In Health And Social Care

Factors for Recruitment in Health and Social Care

Management of human resources in health and social care (HSC) is a coherent and strategic approach towards organizational valued assets where people work together in collaboration contributing to the achievement of goals and objectives. Armstrong and Taylor (2014) stated that organizational management in HSC is to understand the recruitment and designing strategies for building an effective workforce. Employment of workers in HSC is a complex and challenging task as the workforce need to focus on the quality of healthcare delivered to the service users. In the present case scenario of London Nursing Home, there is need for workforce retention to have organizational improvement and identification of training for HSC workers. There is also a need to focus on costs, time experiences, location, and number of employees, quantity and quality of jobs, legislation, policies and organizational structure at the nursing home.  Budget is another aspect that needs focus for managing of service users’ needs and time planning for staff recruitment, arrangement of interviews and selection (Shortell 2013). Planning time is important for managing HR in nursing home as different organizational aspects needs to be taken into consideration in a short span of time with accurate planning.  Therefore, the following essay involves the critical analysis of factors required for recruitment and retention of workers at the London Nursing Home.

For the recruitment of HSC workers at the Nursing Home, planning needs to be done with a focus on the goals and objectives of the organization. During planning, various factors need to be taken into consideration like workforce planning, meeting of organizational needs, analysis of skills, experience and qualifications of candidates, job description and advertising. Workforce planningis important as it helps to select the right candidates in providing the best quality of care and help to achieve the organizational needs. A good workforce help the nursing home to be more successful and get the right people with right skills at the right place who are able to meet the changing needs and opportunities in the future. The nursing home need to adopt a framework that must be tailored to meet the overall operational, strategic and legislative requirements involving the stakeholders. The framework outlines the guiding principles that are based upon individual workforce planning actions (Imison and Bohmer 2013).

The health and social care workers at the Nursing Home should be capable enough to meet the needs of the population and HR should plan for right competencies and skills in delivering these services. As the resources are limited, HR should ensure that planning projections are affordable, sustainable and deliverable are within the existing budgets and allocations. Workforce planning is an important factor during recruitment, as the planning must operate within the scope of availability of supply for achieving the organizational needs and healthcare grades (Bohmer and Imison 2013). Moreover, workforce planning at the Nursing Home should ensure that healthcare workforce is supported through training. It must address the healthcare service delivery and adapt to the changing skills and competencies required for effective healthcare delivery. Apart from workforce planning, the nursing home should be clear about the competence, skills, experience and education levels of the individuals whom they want to recruit. Considering this, other factors include availability of workers who can fulfil the job requirements through internal or through external recruitment (Miller and Tucker 2013). The financial factors also need to be planned that has implications on recruiting and training individuals for required levels and competencies. Once the planning is done, there is need to attract the right individuals for the required roles (Melchor 2013). Advertisements specifying the job requirements can help in gathering the adequate skilled workers for the London Nursing Home. This can be done through publishing the job descriptions in the newspapers in the local job sections. The social media networking sites can also be used to publish job vacancy, job fairs, and recruitment agencies to ensure that HSC organizations can attract the suitable skilled workers (Florea and Badea 2013).

• For the recruitment, selection and employment of individuals, various policy frameworks and legislative acts have been enacted. These acts can help the Nursing Home to ensure fair recruitment and selection of candidates that is not based on favouritism. These acts influence the recruitment and selection of individuals in a more efficient and flexible manner helping employers to make safe decisions during recruitment. Employment Rights Act 1996is a UK Act of Parliament under Conservative government that codify exiting law for individual rights under UK labour law. This act guides the fair recruitment by setting out rights for employees in situations like high rate of employee turnover, low pay, inadequate salaries and poor working conditions. The Act will guide recruitment in a way where main terms between employer and employee should be documented in a written statement containing particulars (Pyper and McGuiness 2013). This document must be signed creating an enforceable contract stating statutory rights of employment. Similarly, Data Protection Act 2010 controls how the nursing home and government use the personal information of individuals being recruited. Employers have the responsibility to follow legal protection act for protecting information of employees. This Act covers data or information stored and provides a guideline for setting up rules that selected employees need to follow. During recruitment, employers should handle personal data of employees according to data protection rights keeping them safe and secure (Koops 2014).

Recruitment and Selection Policy in the UK

Recruitment and Selection Policy in UK states that recruitment and selection of right individuals is of paramount importance ensuring that best individuals are recruited based on merit and selection is free from discrimination and bias. According to this UK policy, recruiting departments and employers should monitor staff recruitment and convey information that enables appropriate monitoring of recruitment activity. With these acts and policies, employers at the Nursing Home ensure to select right individuals who enter the workforce and appropriate procedures that avoid exploitation and discrimination within the workplace (Townley 2014).

• Recruitment and selection is a systematic process including steps: choice of candidate, Disclosure and Barring Service (DBS), short-listing, interviewing, and appointment of individuals in HSC. In this process, the selection panelshould comprise of interviewers who would short-list and conduct interview. The interviewers should be balanced and unaffected by race and gender having understanding and experience in safe recruitment and selection process (Ventola 2014). After the closing date of vacancy advertisement, HR manager should close the position and start short-listing the candidates. In this process, there should be consistent and systematic approach as all applicants must be assessed equally against the specific criteria without any variation or expectation (Melanthiou, Pavlou and Constantinou 2015). The information given in the applications should be crosschecked and skills and personal qualities should be used in relation to experience and qualifications. The next step is interview where the candidates should be asked to appear with their original documents like passport, birth certificate and photograph identification (Dmitrieva et al. 2014). Face-to-face interviews should be conducted where it must be according to employment legislation. The questions and answers in the interview must be retained and scoring should be done separately for each candidate. The evaluation of the information should be obtained and based on that, decision should be taken to appoint candidate to a role working in HSC. Finally, in the appointment stage, candidate must be selected based on their ability, experiences and suitability in performing the role rather than availability or urgency of the applicant (McGraw 2013). After this stage, appointment letter should be given to the successful candidates that are conditional based on pre-employment checks of DBS. This comprises of verification of medical fitness, relevant professional status, written references and completion of probation period. These steps ensure selection of based candidates to work at the London Nursing Home.

2.1 Various models are proposed for teamwork and one of them is Tuckman’s Stages of Group Development (1965) that can help in building efficient teams at the London Nursing Home. Four stages in this model pass from ‘newly formed’ to ‘high performance’ comprising of forming, storming, norming and performance. The first step comprises of forming where all team members in health and social care are new and learning about challenges and opportunities that are faced in the team. In this stage, they are dependent upon their superiors and managers for support and guidance and team bonding occurs while sharing information and forming alliances and friendships (Raes et al. 2015). The second stage is storming where the team members of health and social care adopt different ideas for tackling issues or problems, although this stage may give rise to conflict as ideas competes and effective management is required in this stage for resolving conflicts. In norming stage, team members agree over the solutions proposed for their team. During this stage, members talk openly regarding their opinions and gain the ability to adjust to avoid conflicts and as a result, members agree on rules, values, methods of work and professional behaviour. Performing is the final stage where team members cooperate, understands and supports each other working as one team in unity. This is the final stage where team members have to reach to show high performance with increased level of knowledge, motivation, autonomy and competence (Bell and Morse 2013).

Another model is Belbin’s Team Roles where every team member should have clear responsibilities, as each role is essential for achieving team’s goal at its fullest. Every team member is assumed to have different team roles where every member has a particular way to behave and contribute to the team performance and success. The nine roles are shaper, implementer, complete finisher, co-ordinator (chairperson), resource investigator, team worker, monitor evaluator, plant and specialist. These nine roles of team members are divided into three main categories like action-oriented roles, people oriented roles and cerebral roles. This model will be helpful for the Nursing Home to motivate workers in enhancing their satisfaction, performance and commitment towards the organization. `This teamwork theory will be helpful for bringing harmony in the team as there will be proper communication of important messages to one another especially during handovers (Batenburg, van Walbeek and in der Maur 2013).

Theories of Teamwork and Effective Team Working in Health and Social Care

2.2 Effective team working is a collaborative process used for enhancing social relations and defining roles within the team. Considering the case scenario of the London Nursing Home, it is important for HR managers to improve interpersonal relations and efficiency of teamwork. The HR managers should pay attention to elements of team working and cooperation that is tough to foster. The planning, organization and right kind of motivation can help in effective team working (West and Lyubovnikova 2013).

As the nursing home is facing problems in communication, it is important to have open lines of communication between the teammates as well as with seniors. There should be proper interpersonal relation management where there should be mutual communication, sharing and support between the members (Nancarrow et al. 2013). This also helps to develop trust and confidence among the team members and as a result, it develops cooperation to work towards organizational goals. Mutual trust develops open communication between team members and as a result, the employees will communicate important messages to each other at the time of handovers ensuring patient safety and high quality of care. The sense of unity will be embedded in the team that in turn will encourage the members to accomplish tasks and enhance organizational commitment. In this way, team members are familiarized with the organizational changes that also lead to individual job satisfaction and growth (Bleakley 2013).

Motivation is also an effective way to make the team members work in a productive way. Employee motivation involves evaluation of team members’ abilities and delegation of work that can be helpful in making them understand their individual responsibilities. Effective HR management styles can motivate team by recognizing their individual efforts in meeting the targets of the London Nursing Home. Managers can develop intrinsic motivation by assigning the right candidates and matching their expertise and capabilities and extrinsic motivation through rewards, compensation and team-building exercises. Motivation can help HSC workers to be motivated to work efficiently that can result in reduction in medical errors and enhance quality of care (Bonenberger et al. 2014).

Leadership is another aspect that affects working of teamwork. All members should benefit from the cooperation of team members supported by team leaders and encouraging them to speak their minds through open communication. Effective leadership skills help to motivate team members so that they perform to their best potential. The team leader can employer the members by assigning tasks and building trust in them. In addition, trust enhances employee engagement and they will be dedicated to work tied to ownership and freedom that workers are given (Batool 2013). Leadership can do wonders in efficient team working at the nursing home. Role clarification among the team members can help to establish clear roles within the team and efficient working at individual levels. Leadership qualities make team members play their respective roles in goal accomplishment becoming engaged and motivated (Wang, Waldman and Zhang 2014).

Monitoring Performance and Promoting Continuing Development of Individuals in Health and Social Care

These approaches can help in effective team working that led HSC workers at the Nursing Home to communicate with patients and their families, as it is easier for a cohesive team. This will also enhance to bring diverse skills and knowledge together that can result in effective decision-making and proper application of clinical care standards and protocols.

3.1 Individual performance in health and social care can be monitored in many ways. Firstly, it is important to identify the current performance level and acknowledge areas where improvements are required and make an agreement between employee and manager on how improvements need to be done to achieve success. This improvements need to be linked to the aims and objectives of the team by a manager enabling the employee to understand their individual roles and contributions to be made within the team having ownership over their own roles.

Among all the tools, performance appraisal (PA) is most frequently used for measuring individual performance. PA is referred as performance review, career evaluation of employee or a method to evaluate and document performance of employee. PA is a periodic process that is used to assess the performance of an individual in relation to the pre-established organizational objectives and criteria (Culbertson, Henning and Payne 2013). The objective production, judgmental evaluation and personnel are three methods for PA data collection. This method is used for managing and aligning to the organizational resources for achieving highest performance. PA is way used in HRM that review overall contribution of employees to organizational success that evaluates achievements, skills and overall growth of the employees. There are five main components of PA that includes measurement, feedback, sharing of ideas, positive reinforcement and agreement.

Measurement is the accomplishment of goals that is established by organizations and performance level of individuals are appraised. The information is provided to the employees that are based on their individual performance and progress through feedback. A feedback in the form of positive remarks or critical comments can help to understand their progress during their tenure (Taplin, Foster and Shortell 2013). Sharing of ideas can be helpful where mistakes made by the employees in the past can be measured and how they have recovered or maintained their performance during the tenure. The final phase is agreement where employees make their managers understand what are the targets and objectives that should be accomplished and how one can overcome problems. Although, there is no permanent approach to measure and appraise employees’ performance level, however, PA is a better way to evaluate performance (Nuti, Seghieri and Vainieri 2013).  

Theories of Leadership and Managing Working Relationships

Rewards and recognition can be a way to appraise the performance of an individual. The ratings received by the employees are a result of supervisor observation evaluation of performance that can directly affect their salary. The evaluation of employees’ performance helps to recognize dedication, hard work and commitment of HSC workers towards organizational goals. In this way, problems of poor wages and job dissatisfaction among the HSC workers at the Nursing Home can be resolved through awards and motivate them towards accomplishment of organizational goals. Rewards and recognition can also help to identify highly proficient HSC workers by employer, assigning them additional responsibilities or even promoting leadership role (Okello and Gilson 2015).

  Feedback is another method where there is performance evaluation through sharing of feedback emphasizing on the strengths of employees rather than reprimanding him or her for under performance (Christ et al. 2016). This process is used by HSC organizations to recommend ways for improving skills and overcoming weaknesses. Supervision meetings are other ways to discuss one’s progress, descriptions of findings and altering about issues. These meetings are important for evaluating individual performance and provide feedback to employees highlighting areas for improvement.

3.2 According to Essential Standards of Quality and Safety, the health and social care staffs should take part in learning and professional development so that they are able to perform individual roles effectively (Ogrinc et al. 2016). It is important for the managers to analyze the competence of workers by good employers so that they deliver high quality care services ensuring patient safety. Ensuring learning needs help to deliver meaningful and positive outcomes for the patients and their families. E-learning is a form of technology that can support learning. This can be helpful in enhancing learning on a particular topic that can be grouped together with online courses. E-learning comprises of guided discussions and observation for turning knowledge into demonstration of skills. There are enormous benefits of E-learning as it is developed to test knowledge and track results. This method is cost-effective and highly flexible that can be learned in private and suits to pace of learners (Baran and Correia 2014).

Continuous Professional development (CPD) is defined as planned learning or development activity that is used to develop and extend skills, knowledge and understanding of performance. This comprises of wide range of activities that can support HSC workers’ career development and evaluation of individual performance. This can help in improved outcomes for patients who are using health and social care services and responsive to their changing needs with effective resource allocation (Aveyard 2014).

Conclusion

CPD cycle comprises of planning for the employees that is done in systematic seven stages that can help to fulfil individual training needs.

CPD cycle	CPD methods	Activities
Stage 1 Assessment of individual and organizational needs	Development of person profile	Reviewing of learning needs against competencies needed for the development of personal CPD profile
Stage 2 Identification of developmental needs	Assessment of development of personal needs against person profile	Appraisal and supervision can be helpful through skills benchmarking and feedback.
Stage 3 Identification of learning objectives, resources and opportunities	Identification of learning objectives	Identification of learning types that helps to meet objectives of e-learning, mentoring, attending events, formal study and external learning.
Stage 4 Planning of developmental opportunities	Identification of gaols	There is identification of strengths, weakness, threats and opportunities that might hinder or help accomplishment of goals such as assessment to resources or lack of skills.
Stage 5 Implementation of learning opportunities	There are different stages of planning	A reflective diary or learning log for the HSC workers can be helpful in completing their learning opportunities.
Stage 6 Recording of outcomes	Reflecting and recording of development	Record of achievement or learning outcomes can be used in CPD profile
Stage 7 Reviewing, accreditation and refining of learning	Reviewing of person’s profile and including any additional responsibilities help in evaluating learning and again stage 1	Supervision for reviewing learning that can be helpful in updating competences and CPD profile. Through regulation, there is accreditation of CPD and reviewing and refining of learning in teams (Stewart 2014).

360° feedback is a method for assessing employee performance through upward staff feedback and peers, downward feedback from line managers. This is a systematic method for feedback collection for behaviour and performance of a worker. Coaching, mentoring and counselling with supervision and benchmarking can be used to evaluate informal and formal learning processes among workers. Feedback from service care users can be helpful in understanding how service users are benefiting services. Survey on specific healthcare service delivery can also help to provide a good insight into improvement in learning and professional development (Aggarwal and Thakur 2013).

3.3 The promotion of CPD can be achieved in various ways. Performance feedback received through the process of targets or appraisals followed by rewards or recognition and incentives package can ensure continuous development (Ben-Oz and Greve 2015). The feedback should be specific, relevant and credible ensuring that every employee stay focused on the aims and objectives of the team. Rewards and recognition is an effective way to motivate workforce to work towards organizational success and as a result, effective implementation of CPDs. Rewarding good performance are vital for motivating employees and monitoring them. It also influences positive employee behaviour and attitude given through financial rewards, bonuses and incentives. Rewards and incentives offer extra motivation and contribute to a pleasant working environment, as employees are motivated to work contributing to continuous development throughout their professional career (Rode, Gómez-Baggethun and Krause 2015). Rewarding employees can effectively fulfil the organizational directives, where rewards and incentives create a highly motivated employee workforce promoting individual career development and organizational performance in achieving its goals and objectives. Reflective practice is another way for continuous development as it inculcates power of critical thinking among the employees encouraging them to participate in CPD by improving on their experiences. It is developed to help employees think deeply about their experiences, feelings and to learn from them. In this way, it works as a practical tool in making them more informed, build confidence and trust and overall become a better employee contributing to their personal career development (Parkes, Dredger and Hicks 2013).

4.1 From the case scenario, it is evident that there is lack of motivation to work that is resulting in high turnover leading to poor quality of service and compromising efficiency and safety of care. There is no collaborative teamwork and miscommunication resulting in medical errors hampering patient safety. Transformational leadership is one of the most evolutionary forces that can transform healthcare from management to leadership. At the nursing home, transformational leadership can help to provide a holistic perspective that empowers leaders at all levels in providing patient-centred care. Transformational leadership can be helpful for this organization, as the leader will be charged with the identification of needed change, creating vision that can guide change and execution of change with the committed HSC workers in the organization.

As mentioned above, effective teamwork and collaboration is important and this leadership style can be helpful in achieving the individual as well as organizational goals. Moreover, the staffs at the Nursing Home are not motivated and dedicated to work towards their goals. Therefore, this leadership style can help to inspire employees and make major changes that can be helpful in achieving high levels. The major advantage of this leadership style is that it is based on role clarity and open communication so that best is expected from every employee (Hutchinson and Jackson 2013). This would help in low turnover as it enhances the manager’s ability to retain the employees as it engages them and seeks to provide job satisfaction along with organizational goals.  This in turn is greatly helpful for making less turnover resulting in less hiring and training making a big save for the organization. The transformation leader will interact with employees in an effective manner that in turn will potentially limit the cost of advertising for recruitment and selection of new employees. With this, the delivery of healthcare is enhanced ensuring patient satisfaction and better health outcomes.

The leadership style is transformational leadership that is visionary or charismatic leadership. This leadership style motivates and inspires their followers going beyond rewards and recognition. It operates well in supervisory relationships as compared to distant relationships building a typical supervisor-supervisee relationship also known as ‘first-level leaders’.  This leadership style adopted by leaders can help to increases the intrinsic motivation of followers through expression of importance of goals and organizational values. This leadership is associated with setting vision, strategy, service transformation and focus on personal authority for facilitation of sustainable change at the individual as well as organizational levels. Transformational leaders create a vision that inspires their subordinates help them to strive beyond their expectations. Positive transformational leadership is related to positive attitudes for implementation of evidence-based practices evidenced by lower perceived divergence and greater openness (Braun et al. 2013).

Another famous leadership style is National Health Service (NHS) Leadership Framework for the HSC staffs irrespective of role of function; discipline, and foundation of leadership behaviour that they aspire to become. This framework is based on the concept that do not restrict leadership to people who hold leadership roles rather it is shared responsibility for organizational success and healthcare service delivery. This model emphasizes on responsibility of staffs in the demonstration of appropriate behaviours, willing to contribute to leadership progress, development and empowerment of leadership capacity among the colleagues. This framework cater to the needs of the people who require services as they have been central to all staff work and healthcare in improving services for them (Edmonstone 2013).

4.2 Interpersonal-working relationships form the cornerstone for job satisfaction and success in every organization. At the London Nursing Home, employees are facing low wages, job dissatisfaction, lack of communication and unwillingness to work. Therefore, effective team building and its management forms the basis for the pay increase, promotional opportunities (intrinsic motivation), job satisfaction and goal accomplishment (Coombs and Holladay 2015).

There is no open communication between the employees and seniors resulting in conflicts between them. Therefore, there is need to develop trust among the employees so that they feel valued and respected. The employees should not play any blame game and take responsibility for their own mistakes developing integrity that is central to trust. There is need for improvement of communication skills through active listening skills and clear speaking. Both verbal and non-verbal communication skills can help to build effective working relationships between employees and employers. Active listening skills and communication with respect in every interaction can be helpful in building rapport and trust among the team members (Hewitt, Sims and Harris 2015). Open communication can bring solutions to problems that occur that employee level. Development of trust and respect among the employees can be helpful in proposing thoughtful solutions that can help to earn admiration and respect from the seniors. The willingness in defending one’s solution can give improved approach that is decided by the team in a collaborative manner.

Another way to analyze team working is through sharing of ideas, accomplishments, contributions and ideas. When the managers are able to share their contributions with colleagues, it helps to build effective work relationships at the nursing home. In addition, when employees help each other in finding their greatness, it harnesses their abilities to the best that can aid in benefitting the organization immeasurably. When the employees will be complimented, praised and noticed for their contributions by the managers, it will be helpful in creating a motivating and positive environment for the employees (Almost et al. 2016).   

4.3 My own development has been greatly influenced by leadership and management approaches. The factors like performance appraisals, team working and mentoring has helped me in my own professional development. The persona performance appraisals were beneficial as it helped me to focus on my strengths and weaknesses. PA also helped me to maximize my performance towards the achievement of organizational goals. By focusing on my weaknesses, I was able to look into the ways to improve my performance through the process of self-assessment and development. PA is a way to develop my own personal development plans and is an ideal way to update my skills and knowledge. By identifying my weakness, I am able to concentrate on gathering information or training through the process of self-directed learning and improving my knowledge in my weak areas.

Through building good working relationships with other team members, effective team working is enhanced. Activity workshops, team-building sessions and effective leadership styles helped me to develop my own leadership skills. This leadership skill aided me in mentoring new employees and greatly improved my leadership role. I think transformational leadership was the most appropriate leadership style that greatly motivated me to work towards accomplishment of organizational goals and objectives. I also consider that task allocation and target setting were the most effective management approaches for me. I understood that task allocation benefitted the whole team instead of individual benefit. Moreover, CPD also enhanced my learning process and in maintaining professional credentials such as attending conferences, academic courses in my course of professional practice in HSC.

Conclusion

From the above discussion, it can be concluded that employment of HSC individuals is a complex task and require effective planning and management. For the fair recruitment and selection of employees in HSC, organizations need to follow policy frameworks and legislations. In addition to legal requirements, HSC managers need to follow different approaches like short-listing, interviewing and assess scores to select the final candidates. Advertising is the most appropriate method attracting the candidates for the job vacancy. After selection, they are assigned with teams where they need to fall into agreement to adjust their behaviour and work together as one team in accomplishing the organizational needs. For effective team-working, leaders need to exhibit effective leadership styles to motivate employees intrinsically. Transactional and transformational leadership styles are most appropriate for the HSC organizations. Transactional leaders focus on reinforcement of rewards and transformational leaders believes in intrinsic motivation and innovative approaches. An individual’s own professional development is influenced by leadership and management styles through performance appraisals, team working sessions, workshops and conferences. Similarly, CPD also helps in professional development by demonstrating continuous opportunities to learn and development in one’s own career development.

References

Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), pp.806-818.

Aggarwal, A. and Thakur, G.S.M., 2013. Techniques of performance appraisal-a review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp.617-621.

Almost, J., Wolff, A.C., Stewart?Pyne, A., McCormick, L.G., Strachan, D. and D’souza, C., 2016. Managing and mitigating conflict in healthcare teams: an integrative review. Journal of advanced nursing, 72(7), pp.1490-1505.

Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers

Aveyard, H., 2014. Doing a literature review in health and social care: A practical guide. McGraw-Hill Education (UK).

Baran, E. and Correia, A.P., 2014. A professional development framework for online teaching. TechTrends, 58(5), pp.95-101.

Batenburg, R., van Walbeek, W. and in der Maur, W., 2013. Belbin role diversity and team performance: is there a relationship?. Journal of Management Development, 32(8), pp.901-913.

Batool, B.F., 2013. Emotional intelligence and effective leadership. Journal of Business Studies Quarterly, 4(3), p.84.

Bell, S. and Morse, S., 2013. Groups and facilitators within problem structuring processes. Journal of the Operational Research Society, 64(7), pp.959-972.

Ben-Oz, C. and Greve, H.R., 2015. Short-and long-term performance feedback and absorptive capacity. Journal of Management, 41(7), pp.1827-1853.

Bleakley, A., 2013. Working in “teams” in an era of “liquid” healthcare: What is the use of theory?. Journal of Interprofessional Care, 27(1), pp.18-26.

Bohmer, R.M. and Imison, C., 2013. Lessons from England’s health care workforce redesign: no quick fixes. Health Affairs, 32(11), pp.2025-2031.

Bonenberger, M., Aikins, M., Akweongo, P. and Wyss, K., 2014. The effects of health worker motivation and job satisfaction on turnover intention in Ghana: a cross-sectional study. Human resources for health, 12(1), p.43.

Braun, S., Peus, C., Weisweiler, S. and Frey, D., 2013. Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), pp.270-283.

Coombs, W.T. and Holladay, S.J., 2015. Public relations’“relationship identity” in research: Enlightenment or illusion. Public Relations Review, 41(5), pp.689-695.

Dmitrieva, N.V., Zaitseva, N.A., Kulyamina, O.S., Larionova, A.A. and Surova, S.A., 2014. Scientific and theoretical aspects of the staff recruitment organization within the concept of” Talent Management”. Asian Social Science, 11(3), p.358.

Edmonstone, J., 2013. Healthcare leadership: learning from evaluation. Leadership in Health Services, 26(2), pp.148-158.

Florea, V.N. and Badea, M., 2013, May. Acceptance of new Technologies in HR: E-Recruitment in Organizations. In Proceedings of the European Conference on Information Management & Evaluation (pp. 344-352).

Hewitt, G., Sims, S. and Harris, R., 2015. Evidence of communication, influence and behavioural norms in interprofessional teams: a realist synthesis. Journal of interprofessional care, 29(2), pp.100-105.

Hutchinson, M. and Jackson, D., 2013. Transformational leadership in nursing: towards a more critical interpretation. Nursing inquiry, 20(1), pp.11-22.

Imison, C. and Bohmer, R., 2013. NHS and social care workforce: meeting our needs now and in the future. London: The Kings Fund.

Koops, B.J., 2014. The trouble with European data protection law. International Data Privacy Law, 4(4), pp.250-261.

McGraw, P., 2013. Recruitment and selection. na, p.205.

Melanthiou, Y., Pavlou, F. and Constantinou, E., 2015. The use of social network sites as an e-recruitment tool. Journal of Transnational Management, 20(1), pp.31-49.

Melchor, O.H., 2013. The government workforce of the future: Innovation in strategic workforce planning in OECD countries. OECD Working Papers on Public Governance, (21), p.0_1.

Miller, A.R. and Tucker, C., 2013. Active social media management: the case of health care. Information Systems Research, 24(1), pp.52-70.

Nancarrow, S.A., Booth, A., Ariss, S., Smith, T., Enderby, P. and Roots, A., 2013. Ten principles of good interdisciplinary team work. Human resources for Health, 11(1), p.19.

Nuti, S., Seghieri, C. and Vainieri, M., 2013. Assessing the effectiveness of a performance evaluation system in the public health care sector: some novel evidence from the Tuscany region experience. Journal of Management & Governance, 17(1), pp.59-69.

Ogrinc, G., Davies, L., Goodman, D., Batalden, P., Davidoff, F. and Stevens, D., 2016. SQUIRE 2.0—Standards for Quality Improvement Reporting Excellence—revised publication guidelines from a detailed consensus process. Journal of the American College of Surgeons, 222(3), pp.317-323.

Okello, D.R. and Gilson, L., 2015. Exploring the influence of trust relationships on motivation in the health sector: a systematic review. Human resources for health, 13(1), p.16.

Parkes, K.A., Dredger, K.S. and Hicks, D., 2013. ePortfolio as a Measure of Reflective Practice. International Journal of ePortfolio, 3(2), pp.99-115.

Pyper, D. and McGuiness, F., 2013. Zero-hours contracts. London: UK Parliament.

Raes, E., Kyndt, E., Decuyper, S., Van den Bossche, P. and Dochy, F., 2015. An exploratory study of group development and team learning. Human Resource Development Quarterly, 26(1), pp.5-30.

Rode, J., Gómez-Baggethun, E. and Krause, T., 2015. Motivation crowding by economic incentives in conservation policy: A review of the empirical evidence. Ecological Economics, 117, pp.270-282.

Shortell, S.M., 2013. Bridging the divide between health and health care. Jama, 309(11), pp.1121-1122.

Stewart, C., 2014. Transforming professional development to professional learning. Journal of Adult Education, 43(1), p.28.

Taplin, S.H., Foster, M.K. and Shortell, S.M., 2013. Organizational leadership for building effective health care teams. The Annals of Family Medicine, 11(3), pp.279-281.

Townley, B., 2014. Selection and appraisal: reconstituting. New Perspectives on Human Resource Management (Routledge Revivals), 92.

Ventola, C.L., 2014. Social media and health care professionals: benefits, risks, and best practices. Pharmacy and Therapeutics, 39(7), p.491.

Wang, D., Waldman, D.A. and Zhang, Z., 2014. A meta-analysis of shared leadership and team effectiveness. Journal of applied psychology, 99(2), p.181.

West, M.A. and Lyubovnikova, J., 2013. Illusions of team working in health care. Journal of health organization and management, 27(1), pp.134-142.