Analyzing Performance Management System in Emirates Red Crescent

This report provides an in-depth analysis of the performance management system (PMS) at Emirates Red Crescent, a healthcare organization in the UAE. It evaluates the organization's purpose, vision, and mission, highlighting the importance of talent management and a skilled workforce. The report identifies gaps in the current performance management practices, particularly concerning employee motivation, growth opportunities, and open communication. It suggests implementing a more effective appraisal system, including goal setting, development planning, and 360-degree feedback, to enhance employee performance and address issues such as employee turnover. Additionally, the report discusses compensation implementation factors, such as budget allocation, salary ranges, and benefit packages, emphasizing the need for a fair and competitive compensation strategy. The importance of a clear communication plan and an effective appeal process are also highlighted to ensure employee satisfaction and address grievances. Finally, the report underscores the significance of employee development programs to foster job satisfaction, leadership, and overall organizational success, recommending that Emirates Red Crescent consider these factors to improve its performance management system.

Running head: HEALTH ORGANIZATION
Health Organization
Name of the Student
Name of the University
Author Note

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Table of Content
Introduction......................................................................................................................................2
Discussing performance management system.................................................................................2
Organization purpose, vision and mission system.......................................................................3
Defining and measuring performance management system at Emirates Red Crescent..............3
Measuring performance...............................................................................................................4
Appraisal system in the organization...........................................................................................5
Compensation implementation factors........................................................................................6
Communication plan....................................................................................................................8
Appeal process.............................................................................................................................8
Employee development consideration.........................................................................................8
Conclusion.......................................................................................................................................9
References and Bibliography.........................................................................................................10

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Introduction
The present report provides a deep insight of how performance management system can
be applied to healthcare organization. To, demonstrate how PMS can be applied to organization,
Emirates Red Crescent- a health organization located in UAE has been considered in the
report. Performance management system (PMS) is essentially required for measuring
organizational and employee performance and measurement of overall performance further helps
to identify the strength and weaknesses of the organization with respect to services. In this
context, Gelens et al. (2014) mentioned that a skilled workforce remains or is considered as the
lifeblood of every firm because when the war of talents escalates, firms rapidly learn the
importance of choosing the right people.
Particularly, in the health sector, it is highly important to have right people to develop
and maintain a quality service. However, it is often observed that several organizations find
themselves guilty of treating performance management as a yearly event. Scholarly studies show
that a firm with an ongoing focus on performance management gain better outcome. Gruman &
Saks (2011) particularly mentioned that firms where employees review their goals frequently are
40% more likely to gain above-average financial performance. Therefore, considering such
aspects and new practices, the present report provides an effective performance management
plan for Emirates Red Crescent. The purposes of the report is to evaluate the current PMS used
by firms in health sector and develop a suitable PM plan for the organization.

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Discussing performance management system
A study on talent management conducted by Zaman and Lehmann (2013) reveals that
performance appraisals and assessments remain as just a single piece of skill management
puzzle. The author insisted on the fact that to develop an empowered as well as skilled
workforce, the organizations should do more than auditing employee achievements. The firms
should work following a management cycle where the judgment is never a fundamental focus;
instead, ongoing support as well as improvement should be more important.
Organization purpose, vision and mission system
Emirates Red Crescent’s strategies: The organization works to support and serve the
community in the “peacetime”. Peacetime means that the firm focuses on developing awareness
programs, provide first protection, have control over the epidemics, take attention to the social
issues, and provide different humanitarian assistance for the victims, needy people and other
patients (Rcuae.ae 2018).
Vision: The vision of the Red Crescent is to reinforce Authority’s role in the field of
humanitarian work domestically.
Mission System: “A continuous improvement to enhance service and achieve excellence”
Defining and measuring performance management system at Emirates Red Crescent
The performance management practices at Red Crescent is not effective enough to
develop a skilled workforce and achieve desired performance. This is because the organization
pays more attention to service quality and people’s need but an adequate attention lack in talent
management. Red Crescent believes in annual appraisal and employee performance when it
comes to measure performance. However, Al Afari, and Elanain (2014) mentioned that in 2015,

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around 15% of doctors as well as around 13% of nurses left the jobs in UAE and to excel in their
career, they joined the medical centre in U.S or Europe. The purpose of such employees is to
hold administrative positions and such departures have increased awareness to wider human
capital issues, which are affecting Red Crescent. Karantzas et al., (2012) has also mentioned
that licensing of Broad Certified Physicians in UAE is not transparent, which leads to issues in
recruiting as well as retaining staffs and further resulting in understaffed healthcare setting.
Measuring performance
According to theory X of McGregor, managers or the supervisors tend to consider a
pessimistic view of their people as well as the leaders assume that they are typically unmotivated
and dislike the work (Şahin, 2012). Consequently, the employees should be rewarded and
promoted or penalized essentially to ensure that they complete their tasks. However, in the case
of Red Crescent , the employees lack motivation and they do not find growth opportunities in
the organization. To bring employee attention to the assigned tasks, the leaders under an
autocratic culture guide employees to go towards the desired direction and the employees are
supervised at every step. However, this practice eventually hamper’s employee attention as in
every step, they need to take consent of their supervisor, which means they do not have freedom
to do their work own in accordance with the situation. Such practice often created pressure on
the employees at Red Crescent, UAE.
On the other side, the theory Y of McGregor implies that supervisor need to have an
optimistic view about the people in the organization and where the supervisors work under a
decentralized and participative management style. However, to implement workforce
management practice, the organization must develop an open communication style where the
employees can share their views or issues regarding the work (Kopelman, Prottas & Falk, 2012).

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Nonetheless, the current management practice in the organization implies that employees work
under a layer of management, where the supervisors cannot be reached and approached through
an open communication. Consequently, as the employees are not able to share their concerns and
they grow a state of sense their employer is not listening to them. Eventually, they switch to
other firms with better growth opportunities. Thus, the following appraisal system could help to
enhance employee performance and resolve the encountered issues
Appraisal system in the organization
A study conducted by Cousin et al., (2012), on managing human resource, mentions the
fact that employees stick to an organization when their basic needs, wages, work culture,
remuneration, scope career opportunities are met. However, Gruman, & Saks (2011) mentioned
that to reward or compensate employee adequately, an employer needs a proper and fair
appraisal system. Thus, following are some of the elements of an effective performance appraisal
can be applied to Red Crescent.
Goals setting and revising: Every stuff needs a clear understanding of expectation for
their job roles and responsibilities. As put forward by Guest (2011), employees need a clear
context, which must include an understanding of where they fit into as well as how they
contribute to overall success of the firm. To implement this, for example, Red Crescent could
develop executive objective setting, which passes into the managers, team and individual setting.
Red Crescent allows its workforce with higher sets of business goals with clear priorities and
direction. This practice must ensure that employees in the organization can sense the ownership
in the business through their individual goals and objectives.

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Development planning: Annual appraisal is being obsolete now days; thereby, the
employees need regular feedback on their performance as well as particular details on how they
can enhance their performance (Zhu, Kraut & Kittur, 2012). For example, supervisors of service
volunteering department at Red Crescent identifies that employees’ approaches of collecting
details from the patients are not polite. Here, supervisors ask employees to change this particular
approach in the feedback. Such practice helps to identify the skill gap and once it identified, the
workers have clear understanding about how they need to improve if they want to excel in their
career.
360-degree feedback: This technique includes receiving feedback regarding a employee
from the people who interact with him/her (Rajput, 2015). They can be peers, subordinates,
superiors, clients and the employee himself should be interviewed regarding his perception of
being self as well as responsibilities towards the job. This method is effective because, the best
way to review an employee’s overall performance and gain understanding about that person’s
behavior, attitudes and personality. Such process could time-consuming but it is cost effective as
well precise. As there are several parties are involved in the process, the chances of biasness are
limited.
Compensation implementation factors
In order to implement compensation, some significant factors such as budget allocation,
develop salary ranges, salary audits, benefits package, performance management, legal
compliance and other should be considered during the implementation of compensation package.
Budget Allocation: As put forward by Boachie-Mensah and Seidu (2012) the
compensation strategy must include firm’s approach to stipulating dollar into salary and benefits.

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Based on the budget available, Red Crescent needs to stipulate the compensation budget, the
percentage of salary and incentives. For example, particularly for a budget of $1000, if almost
90% is salary and remaining 10% is benefit, the firm needs to determine that how 10% of
benefits should be allocated or spent- such as 7% on the benefits of health, almost 2%
particularly on the retirement and rest 1% on reimbursement.
Forming the salary range:
As mentioned by Ochoti et al., (2012) developing salary range remains vital to ensure
that workers’ pay is competitive with other firms in the sector. In such context, while developing
the salary range, Red Crescent needs to observe market structure and industry pay roll system.
More specifically, Red Crescent is financially stable in the market; it could internally perform a
research to learn the market trends. The organization needs to make sure that the pay structure is
slotted and it matches the job description.
Salary Auditing: It is certain that each market has become dynamic due to instability in
the economy; therefore, to deal with such dynamic environment, Red Crescent could carry out a
routine salary audit to make sure that salary range is reflecting the present compensation trends
in a specific industry. Emirates Red Crescent , while carrying out the audit, the goal should be, to
determine how competitive are the jobs what are the demands of external market. Another
significant element associated with this factor is that it is necessary for the firm to focus on the
current market changes to stay updates as failing to deal with the competition could lead to loss
of key employees (Bernardin & Wiatrowski, 2013).
Benefit package- Besides salary, many organizations use benefit package to attract and
retain employees. Hence, Red Crescent’s major goal is to be competitive with retirement,

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reimbursement and other associated benefit because this could be an understanding factor for the
candidate who is in the dilemma of accepting or leaving a position from a firm.
Communication plan
Besides effective salary structure and performance management system, another
significant area that organization needs to focus on is, how human resource department of the
firm communicates the entire PMS process to its employees (Gruman & Saks, 2011). The human
resource department of the firm needs to develop an open communication culture where, they
could share organizational strategies – such as the pay structure with the employees or through
such open communication, they can identify employees’ needs and demands. Once employees’
needs are internally identified, it would be easy for the management to develop performance and
pay structure. Due to multiple layers in the communication, employee demands are often
unheard, which eventually employee dissatisfaction.
Appeal process
Employee approaches or appeal process is a significant factor, which should be
considered in the performance management system. In order to avoid internal employee issue,
employees should be provided with the ways to communicate with the management. This means
Red Crescent could develop a direct communication approach, where the employee can directly
appeal to the management or approach HR managers to share their concern. In addition, Red
Crescent could develop a weekly “employee grievance sharing session” where all employees
could share their personal concern with the HR executives.

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Employee development consideration
As put forward by Şahin (2012) in most of the organizations, the employee development
programs are considered to completely tied to retention, leadership, job satisfaction and overall
firm’s rating. To implement employee development consideration, Red Crescent could pay
attention to three major elements such increased employee retention, job satisfaction and
improved attitudes. The organization need to plan and implement a training and development
program where these three variables should be incorporated. The firm could plan for a weekly
training and development session, where in each week, the employees should be provided with
skills and knowledge development programs with respect to healthcare services such as skill of
approaching patients in convenient manner.
Conclusion
Above-presented analysis and discussion helps to conclude a healthcare sector in UAE
have observed an increasing of employees turnover caused by limited employee growth
opportunities and inadequate performance management system. Consequently, Emirates Red
Crescent had to observe a vulnerable loss of key employees. Thus, by identifying the basic
managerial issues with respect to PMS, appropriate performance appraisal method has been
provided to the organization. However, the market environment is rapidly changing; thereby, the
firm needs to think of more dynamic process to design and develop performance management
system.

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References and Bibliography
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the relationship between interactional justice and work outcomes: An empirical study of
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Bernardin, H. J., & Wiatrowski, M. (2013). Performance appraisal. Psychology and
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system: a case study. International Journal of Business and Management, 7(2), 73.
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communication style and patient attitudes predicts patient satisfaction. Patient education
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