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ORGANISATIONAL BEHAVIOUR

MOD007193 - Organisational Behaviour

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Table of Contents
Introduction....................................................................................................................3

Theoretical Framework................................................................................................. 4

Man............................................................................................................................................4

Lead..........................................................................................................................................4

Motivation.................................................................................................................................5

Culture......................................................................................................................................5

Teams........................................................................................................................................6

Structure...................................................................................................................................6

Diversity and Inclusion...........................................................................................................6

Case Study: NHS........................................................................................................... 7

Recommendations.......................................................................................................10

Conclusion................................................................................................................... 11

References................................................................................................................... 12

Self-reflection...............................................................................................................14
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Main Cause(s) of the 2022-2023 NHS Nurses Strikes and Solutions

Introduction

The National Health Service (NHS) has long been regarded as a cornerstone of the

United Kingdom's healthcare system, embodying a commitment to providing quality

medical care to millions. However, the reverberations of the unprecedented 2022-2023

NHS Nurses Strikes have illuminated deep-seated systemic issues within this

healthcare behemoth.

Contextualizing the NHS Nurse's Strikes

The colossal NHS Nurses Strikes of 2022-2023 thrust systemic problems faced by the

healthcare system into the spotlight. Far beyond being a mere labor dispute, these

nationwide strikes served as a collective call for addressing long-suppressed structural

issues (Ely, 2018). The decision of the nursing staff, integral to the NHS, to resort to

industrial action bears far-reaching consequences, signifying a watershed moment in

the organization's trajectory.

Bridging Academic Insight and Real-World Challenges

This paper endeavors to transcend the constraints of conventional analysis by

intertwining theoretical considerations from the study of organizational behavior with the

practical challenges encountered by the NHS. Navigating the complex landscape of the

healthcare sector demands a comprehensive strategy that melds theoretical

frameworks, insights from credible sources, and a profound understanding of the

interwoven dynamics within the NHS (Kramer, 2006). The intersection of academic

insight and real-world challenges becomes imperative in comprehending the

multifaceted nature of the issues at hand.

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Theoretical Framework

The 2022-2023 NHS Nurses Strikes need a rigorous theoretical framework that is

rooted in organisational behaviour in order to facilitate an understanding of the myriad of

problems that led to the strikes (Picheta, 2022). Using major ideas from landmark

textbooks and recent research, this part digs into the subtle dynamics of man, lead,

motivation, culture, teams, structure, and diversity and inclusion. It does so by studying

the deep relationships between these concepts.

Man

Among the most important aspects of the strikes is the problem of burnout, which is a

widespread problem in the healthcare business. By using Maslach's Burnout Model, it

becomes clear that nurses working for the National Health Service (NHS) suffer feelings

of emotional tiredness, depersonalization, and a reduction in their personal

achievements (Bryant, 2023). The research conducted by Dalla'Ora et al. (2023) on shift

work sheds more light on the emotional toll, establishing a connection between shift

work and burnout and highlighting the need of improving working circumstances in order

to improve the well-being of staff members (Clark-Ezzidio, 2023).

Lead

The investigation of leadership within the National Health Service (NHS) that was

conducted by Lead Messenger and Pollard (2022) uncovered inadequacies that

contributed to a poisonous working environment. It is of the utmost importance to

implement the Transformational Leadership Theory because successful leaders have

the ability to inspire and encourage their followers, hence promoting cooperation and

inclusion. According to Traynor (2017), this theory provides insights into how leadership
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practises may create the culture of an organisation, hence reducing the likelihood of

communication breakdowns and establishing a pleasant atmosphere in the workplace.

Motivation

The analysis that Collins (2022) conducted to determine the reasons why young NHS

staff voted in favour of the strikes sheds light on their discontent with the working

conditions and compensation they get. When this occurs, the Equity Theory comes into

play, which places an emphasis on the significance of results that are judged to be fair.

The hypothesis proposes that nurses feel that there is a disparity between the

incentives they get and the efforts they put forth, which ultimately results in collective

action. According to Young (2014), addressing these gaps is vital for recovering

motivation and averting further strikes.

Culture

The strikes put attention on deeper cultural difficulties inside the National Health Service

(NHS), which in turn affects the morale of staff members and the long-term stability of

the organisation (Sandhu, 2023). It is once again possible to use the Transformational

Leadership Theory in this situation since it has the potential to transform the culture of

the organisation to be more inclusive and collaborative. Leaders have the ability to

address the underlying reasons of dissatisfaction, which may result in an organisation

that is more optimistic and resilient (Messenger & Pollard, 2022). This can be

accomplished by cultivating a culture that emphasises transparency, acceptance, and

collaboration (Reed, 2022).

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Teams

The strikes exacerbate the interrelated problems of burnout, bullying, and sexism that

are present within NHS teams, hence producing a toxic atmosphere for employees to

work in (Hayward, 2022). The emotional toll that these challenges have on nursing

personnel is analysed by Maslach's Burnout Model, which gives such insights.

According to Schwartz (2016), well-being programmes that are based on this model

have the potential to provide complete solutions including the treatment of emotional

fatigue, the promotion of mental health, and the breaking of the cycle of burnout.

Structure

The inquiry that Collins (2022) conducted into unhappiness that was caused by working

conditions is a contributing factor to the strikes. One more time, the Transformational

Leadership Theory is an essential component in the process of reorganising the

structure of various organisations. It is possible for leaders to solve the problems of

unhappiness and enhance overall working conditions if they encourage inclusiveness

and collaborative decision-making (Messenger & Pollard, 2022).

Diversity and Inclusion

Since the strikes have brought to light issues of diversity and inclusion, it is clear that

there is a need for an organisational culture that is more welcoming to all employees

(Messenger & Pollard, 2022). This is consistent with modern theories of organisational

behaviour that place an emphasis on the significance of variety for the ability to innovate

and to remain resilient. It is imperative that leaders take measures to actively encourage

diversity and provide an atmosphere in which all perspectives are heard in order to

effectively solve these fundamental concerns.

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In summary, this theoretical framework offers a complete lens that may be used for the

purpose of analysing the layers of complexity that comprise the NHS Nurses Strikes

events. By using well-established theories, we are able to get insights into the

underlying causes of the problem as well as possible solutions for constructing a

healthcare system that is robust (Sandhu, 2023).

Case Study: NHS

An essential part of British healthcare, the National Health Service (NHS) was rocked to

its foundations by the seismic NHS Nurses Strikes of 2022 and 2023 (Sanfey, 2023).

Using insights from theories of organisational behaviour and credible sources, this case

study delves into the particular ways in which problems pertaining to diversity and

inclusion, culture, teams, structure, leadership, motivation, and diversity and inclusion

play out in the context of the National Health Service (NHS).

1. Man: Burnout and Staff Well-being

Overview: According to Bryant (2023) and Dalla'Ora et al. (2023), the NHS, which is

renowned for its unwavering commitment to healthcare, had nurses who were struggling

with burnout. The emotional weariness, depersonalization, and diminishing personal

accomplishments that nurses encounter may be better understood with the aid of

Maslach's Burnout Model.

Application of Organizational Behavior Theories: The impact of long shifts and

inadequate resources on NHS nurses may be better understood with the help of

Maslach's Burnout Model (Stevens, 2023). This model's revelation of emotional

exhaustion calls for an integrative strategy. Maslach's findings serve as a strategic

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answer for wellbeing programmes that prioritise mental health care, frequent breaks,

and psychological coping skills.

2. Lead: Leadership and Workplace Environment

Overview: Research on NHS leadership by Messenger and Pollard (2022) reveals a

lack of inclusive and collaborative practises that contribute to an unhealthy work

atmosphere.

Application of Organizational Behavior Theories: When it comes to altering the

leadership landscape inside the National Health Service (NHS), Transformational

Leadership Theory becomes important. The nursing staff may be inspired and motivated

by effective leaders, which facilitates the development of a common vision and a

dedication to the organization's objectives. Using this theory as a guide, training

programmes and leadership development efforts have the potential to embed the

concepts of transformational leadership, therefore eliminating communication

breakdowns and unhappiness (Van Der Merwe, 2023).

3. Motivation: Working Conditions and Remuneration

Overview: The research conducted by Collins (2022) demonstrates that young

employees of the National Health Service are dissatisfied, highlighting the need of

addressing both working conditions and compensation.

Application of Organizational Behavior Theories: Disparities in pay and working

conditions are consistent with equity theory. Transparent communication on reward-

related decision-making is crucial for resolving these challenges. It is critical that the

National Health Service (NHS) rethink its compensation and recognition policies to

better reflect the hard work and dedication of its nurses.

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4. Culture: Organizational Culture and Staff Morale

Overview: The strikes have unveiled deeper cultural issues within the NHS, impacting

staff morale and the long-term viability of the organization (Sandhu, 2023).

Application of Organizational Behavior Theories: Transformational Leadership

Theory can reshape the organizational culture, fostering transparency, acceptance, and

teamwork. By promoting a positive and collaborative work environment, leaders can

address the root causes of discontent among nursing staff, mitigating the toxic effects of

a flawed organizational culture.

5. Teams: Interconnected Issues of Burnout, Bullying, and Sexism

Overview: The strikes amplify interconnected issues of burnout, bullying, and sexism

within NHS teams, creating a toxic work environment (Hayward, 2022).

Application of Organizational Behavior Theories: Maslach's Burnout Model provides

insights into the emotional toll of these issues on nursing staff. Well-being programs

inspired by this model can offer comprehensive solutions, addressing emotional

exhaustion, promoting mental health, and breaking the cycle of burnout.

6. Structure: Dissatisfaction Stemming from Working Conditions

Overview: Collins's (2022) investigation into dissatisfaction stemming from working

conditions contributes to the strikes.

Application of Organizational Behavior Theories: Transformational Leadership

Theory plays a crucial role in reshaping the organizational structure. By promoting

inclusivity and collaborative decision-making, leaders can address the issues of

dissatisfaction and improve overall working conditions.

7. Diversity and Inclusion: Fostering an Inclusive Organizational Culture

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Overview: Issues of diversity and inclusion are highlighted by the strikes, indicating a

need for a more inclusive organizational culture (Messenger & Pollard, 2022).

Application of Organizational Behavior Theories: Leaders must actively promote

diversity and create an environment where all voices are heard. This aligns with

contemporary organizational behavior theories emphasizing the importance of diversity

for innovation and resilience.

Recommendations

It is necessary to implement focused measures in order to restore and improve the

National Health Service (NHS) in order to address the myriad of difficulties that were

brought to light by the Nurses Strikes in the NHS. Following are some suggestions that

have been offered, which are based on the insights that have been gained from the

theories of organisational behaviour and the empirical evidence:

Establish All-Encompassing Programmes for Health and Wellness: The implementation

of individualised wellness programmes that are based on Maslach's Burnout Model is of

the utmost importance. These programmes have to include techniques for treating the

emotional toll that is placed on healthcare personnel, including frequent breaks, mental

health assistance, and regular breaks.

Make the development of leadership a priority: Within the context of the

Transformational Leadership Theory, the National Health Service ought to make

investments in leadership development programmes. Creating leaders that are able to

motivate and encourage nursing staff members is a great way to cultivate a pleasant

work atmosphere and enable effective communication (Van Der Merwe, 2023).
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Restructure the systems that are used for compensation and recognition: It is

recommended that a pay system that is both transparent and fair be developed after

being guided by Equity Theory. It is possible to alleviate unhappiness and develop a

feeling of justice by actively including nurses in decision-making processes, performing

comprehensive reviews of pay structures, and investigating means of acknowledgment

that do not include monetary compensation (Van Der Merwe, 2023).

To put these ideas into action, it is necessary to engage in cooperative efforts, maintain

openness, and demonstrate a dedication to the health and happiness of healthcare

workers. Through the implementation of these measures, the National Health Service

(NHS) has the ability to strengthen its resilience and reaffirm its commitment to

providing high-quality healthcare services.

Conclusion

Finally, the scholarly investigation of the NHS Nurses Strikes of 2022–2023, grounded

in theories of organisational behaviour and backed by credible sources, reveals a web

of interrelated problems that precipitated the healthcare system's first ever significant

industrial action. Burnout, ineffective leadership, and pay and working conditions

inequality are all deeply ingrained in the NHS's organisational fabric and threaten the

long-term viability and efficiency of this crucial organisation. In order to tackle these

complex issues, the suggested solutions are based on theories of organisational

behaviour and call for reorganisation of compensation and recognition systems,

leadership development programmes, and comprehensive wellness programmes.

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References

Bryant, J. (2023). "'It's Soul Destroying': Why So Many NHS Staff Are Off Sick with

Burnout." The Guardian. Available at:

https://www.theguardian.com/society/023/feb/05/why-so-many-nhs-staff-are-off-

sick-with-burnout

Clark-Ezzidio, C. (2023). 'How Can NHS Strikes Be Resolved.' New Statesman.

Available at: https://www.newstatesman.com/spotlight/healthcare/2023/02/how-

resolve-nhs-strikes

Collins, A. (2022). 'Nurses' Strike: The Young NHS Workers Who Voted Yes.' BBC

News. Available at: https://www.bbc.co.uk/news/newsbeat-63542551

Dalla'Ora, C., et al. (2023). "Shift Work Characteristics and Burnout Among Nurses."

Occupational Medicine. Available at:

https://academic.oup.com/occmed/article/73/4/199/7148319

Ely, J. (2018). "RCN members voting on ‘best rise in a decade’ deal." Nursing Standard

(2014+), 33(2), p.7.

Hayward, R. (2022). 'Burnout, Bullying and Sexism Push NHS Vacancies to 105,000.'

The Times. Available at: https://www.thetimes.co.uk/article/nhs-resignation-crisis-

as-burnout-bullying-and-sexism-push-staff-out-kwt0rsjn6

Kramer, A. (2006). "Many Rivers to Cross: Caribbean People in the NHS 1948-69." The

Stationery Office.

Messenger, A., & Pollard, M. (2022). "Leadership for a Collaborative and Inclusive

Future." Government Publication. Available at:

https://www.gov.uk/government/publications/health-and-social-care-review-
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leadership-for-a-collaborative-and-inclusive-future/leadership-for-a-collaborative-

and-inclusive-future

Picheta, R. (2022). 'British Nurses Launch Historic Strike.' CNN. Available at:

https://edition.cnn.com/2022/12/15/business/uk-nurses-strike-thursday-nhs-gbr-

intl/index.html

Reed, M. (2022). 'Largest Nursing Strike in NHS History Starts.' BBC News. Available

at: https://www.bbc.co.uk/news/health-63946730

Sandhu, J. (2023). 'Striking Nurses Say They're Not Greedy.' inews.co.uk. Available at:

https://inews.co.uk/news/striking-nurse-want-salary-holiday-2133853

Sanfey, D. (2023). ‘Enough is Enough’: A Mixed Methods Study on the Key Factors

Driving UK NHS Nurses’ Decision to Strike.

Schwartz, J.S. (2016). "Lunar labour relations. Dissent, revolution and liberty beyond

Earth." Dissent, revolution and liberty beyond Earth, pp.41-58.

Stevens, L. (2023). 'NHS Bosses Offer Nurses £40-AN-HOUR to Cross Picket Line.'

The Mirror. Available at: https://www.mirror.co.uk/news/politics/nhs-bosses-offer-

nurses-40-28981446

Traynor, M. (2017). "Critical resilience for nurses: An evidence-based guide to survival

and change in the modern NHS." Taylor & Francis.

Van Der Merwe, G. (2023). 'NHS Crisis: Why Are So Many Staff Leaving the Health

Service.' Sky News. Available at: https://news.sky.com/story/nhs-crisis-why-are-

so-many-staff-leaving-the-health-service-12812473

Young, N. (2014). "The friends and family test is just as relevant in mental health."

Nursing Standard (2014+), 29(3), p.34.

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Self-reflection

Description: The primary difficulty encountered in the production of the study pertaining

to the NHS Nurses Strikes over the period of 2022-2023 was effectively managing the

substantial research demands necessary to conduct a thorough and all-encompassing

analysis. The copious amount of available information, along with the need to include

theories of Organisational Behaviour, presented a substantial obstacle. The process of

investigating various viewpoints and integrating theoretical frameworks required a

rigorous commitment to precision and a profound comprehension of the topic at hand.

Feelings: At the outset, I was overwhelmed upon encountering the huge reservoir of

knowledge. The process of choosing the most pertinent sources and guaranteeing a fair

portrayal of various viewpoints introduced an additional level of intricacy. Upon thorough

examination of the aforementioned ideas, concerns emerged about the cohesive

synthesis of Maslach's Burnout Model, Transformational Leadership Theory, and Equity

Theory within a unified framework.

Evaluation: The difficulty underscored the need to adopt a strategic methodology in

doing research. The process of evaluating the trustworthiness of sources and judging

the application of ideas requires a methodical and organised approach. The initial

feeling of dread underwent a transformation, leading to a recognition of the significance

of research skills in generating a comprehensive and knowledgeable report.

Analysis: My initial nervousness, I now see, was due to my inexperience in dealing with

broad research subjects. A deeper comprehension of the topic was achieved by the

thorough analysis of the sources and theories, which exposed the interdependence of

the data.
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Conclusion: Finally, despite its difficulties, the research process spurred both my

intellectual and personal development. It gave me the courage to take on more difficult

subjects in the future by demonstrating the value of research abilities in constructing a

case with subtlety and support.

Personal Development Plan:

*1. Enhancing Research Skills:

 Action: Go to lectures and workshops on efficient research methods.

 Timeline: By the end of the next semester, one should have completed two

workshops.

 Outcome: Enhanced self-assurance while dealing with complex study subjects.

*2. Structured Time-Management:

 Action: Get into the habit of utilising a planner or other digital tools to organise

the time.

 Timeline: Commencing with the subsequent task, put into action the revised

approach to managing time.

 Outcome: Simplified the process of juggling research, writing, and editing.

*3. Continuous Learning on Theoretical Frameworks:

 Action: Participate in more class discussions and readings pertaining to theories

of organisational behaviour.

 Timeline: Set aside an hour per week to delve into supplemental resources.

 Outcome: Improved comprehension and competency in using theoretical

frameworks for upcoming projects.

*4. Feedback Incorporation:

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 Action: Take action by asking for comments from classmates and teachers as

one write.

 Timeline: The following assignment should serve as the beginning point for

implementing this practice.

 Outcome: A more coherent piece of writing with better paragraph organisation is

the end result.

*5. Reflective Practices:

 Action: Incorporate reflective practises into the writing routine on a regular basis.

 Timeline: On the timeline, make sure that every assignment after this one has a

reflection component.

 Outcome: Enhanced self-awareness and a commitment to relentless academic

development.

In response to the difficulties faced while writing the NHS Nurses Strikes report, the

author has devised a personal growth plan to improve their research, time

management, theoretical knowledge, and ability to incorporate comments.