Organisational Development and Performance Management at SHS

This report provides an in-depth analysis of the Saudi Hospital System (SHS), addressing critical organizational challenges and proposing strategic solutions for organizational development and performance management. The report begins with an overview of SHS's issues, including leadership deficiencies, high staff turnover, and financial hardships, and its need to implement new healthcare information systems. It then outlines various strategies for organizational development, covering workplace communication through intergroup interventions, employee motivation, and conflict management approaches. Human resource management strategies are also discussed, including workforce planning, performance management systems utilizing Management by Objectives and KPIs, and training and development programs tailored to the healthcare industry. The report emphasizes the importance of effective communication, employee recognition, job security, and continuous training to improve SHS's performance and competitiveness. The report concludes with a call for the implementation of these strategies to foster a more efficient, motivated, and patient-focused healthcare environment.

Saudi Hospital System – Organisational Development
PERFORMANCE MANAGEMENT –
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Saudi Hospital System – Organisational Development
Table of Contents
Introduction.......................................................................................................................3
Case Background..........................................................................................................................3
Strategies for Organisational Development.......................................................................3
Workplace Communication..........................................................................................................3
Motivation...................................................................................................................................4
Conflict Management...................................................................................................................5
Human Resource Management Strategies.........................................................................5
Workforce Planning......................................................................................................................5
Performance Management Systems.............................................................................................6
Training and Development...........................................................................................................7
Conclusion.........................................................................................................................8
Bibliography......................................................................................................................9
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Saudi Hospital System – Organisational Development
Introduction
Case Background
Saudi Hospital System, also known as SHS, is a healthcare organisation that has been facing
a number of issues related to leadership, staffing deficiencies as well as financial hardships.
The company has been facing a high labour turnover ratio in the past two years, which has
almost doubled up to 20% and is expected to rise even further. The company is also planning
to implement healthcare information systems in the coming years but the workplace
environment is not favourable for implementing any kind of changes. The employees have
been demonstrating a high resistant to changes, the culture in the organisation is apathetic, the
stress levels amongst the employees are rising, the employees are resisting teamwork and the
quality of services offered to the patients is being compromised. These are some of the many
problems that SHS is facing while its competitors are grabbing a greater market share.
The new Chief Executive Officer of the company is planning to turn things around by
implementing organisation development interventions and by implementing new human
resource management policies. Therefore, in this report, a long term strategy is discussed,
which can be implemented by SHS to fulfil its organisational goals and objectives.
Strategies for Organisational Development
Organisational development is a concept that is aimed at implementing planned interventions
to increase the overall efficiency or productivity of a company. Some of the interventions and
the areas where they can be implemented for SHS are discussed below:
Workplace Communication
Effective communication between various departments is of an utmost important for
healthcare organizations. For providing high quality services to patients, multiple healthcare
departments have to work in coordination and communication is the key to their success. One
of the best ways to enhance the quality and effectiveness of workplace communication is to
implement intergroup interventions (MBA Knowledge Base, 2011). Intergroup interventions
are planned strategies that enable people from different departments of an organisation to
come together, communicate with each other and work towards the achievement of a
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common goal. SHS can implement intergroup interventions in a number of ways. First of all,
SHS can form a task force which would comprise of members from each of the department in
the healthcare centre. The main objective of this task force would be to keep in constant
touch with each other and share information and facts about all the patients undergoing
treatment in the healthcare centre. In this way, all the associated departments will be able to
gather more knowledge about the patients, communicate with each other more efficiently and
provide better and timely healthcare services to the patients. Secondly, periodically rotating
the staff members from one department to another can also help the organisation in creating
an environment that is open to team work and communication (Parker, 2007).
Motivation
Motivation amongst the employees is of utmost important, especially for healthcare
organizations. Healthcare staff has to go through a lot of difficult situations every day, which
can have an impact on their psychological well-being. It is important that the staff is
constantly motivated to offer best services to the patients (HRH, n.d.). First of all, SHS will
have to show its employees that they have an important role to play in the achievement of the
organisation’s goals and objectives. Once the employees are aware of the responsibilities and
obligations that they have towards their patients, they will remain motivated to offer best
quality services. Secondly, SHS will have to set up a system for employee recognition and
recognise employees for all the efforts that they put in to offer healthcare services to the
patients. Leaders in the organisations should make it a point to praise their juniors whenever
they perform well and to make them feel important at all point of time. Thirdly, SHS will
have to remove any kind of barriers that might make it difficult for the healthcare personnel
to offer healthcare services to their patients. At times, there can be certain workplace policies
or procedures which can make it difficult for the employees to carry out their operations
smoothly. Such barriers should be removed to ensure better performance. Fourthly, employee
survey feedback should be implemented as a regular program, which will be aimed at
gathering knowledge about the well-being of the employees and also about the problems that
are having a negative impact on the workplace environment. Lastly, healthcare staff develop
a very strong psychological contracts with their organizations and also with their patients
(Conrad, Ghosh, & Isaacson, 2015). Their duties can sometimes be harsh and can extend up
to 24 hours at a stretch. Therefore, SHS will have to remember that it is dealing with people
and they have their needs to. Providing the staff with work life balance opportunities,
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workplace recreational activities, a playground area within the workplace, etc. can help the
company in keeping the workforce motivated in the long run. Since the downsizing of the
workforce, the employees have developed a fear in their mind that their jobs are not secure.
Another strategy that can help the organisation in keeping its employees motivated is to
provide them job security (Senol, 2011).
Conflict Management
Conflict management interventions are aimed at minimising the negative impacts of a conflict
on the workforce and creating a better workplace environment by solving the conflict. If an
organisation fails to manage workplace conflicts properly, the morale of the employees can
suffer and they might not be able to perform well in their jobs. Certain strategies that can be
used by SHS to manage conflicts are discussed below:
First of all, SHS needs to realise that workplace conflicts are inevitable and running away
from them can only worsen the situation. Unresolved conflicts can foster anger amongst the
employees, which can lead to higher absenteeism and increased labour turnover ratios.
Secondly, SHS can formulate a conflict management team, which would deal with workplace
conflicts and would also look after the well-being of the employees. This team would be
solely responsible for mediating over the conflicts and reporting about them to the senior
level management. Collecting data related to conflicts can also be helpful in identifying
factors that lead to a conflict. Once a factor, which could lead to a workplace conflict is
identified, the core team developed to deal with the conflicts can then find out ways to
eradicate the factor and ensure that no workplace conflicts occur due to that very factor in the
future (Morreim, 2014). One of the best ways to deal with workplace conflicts is to stick to a
collaborative strategy where ideas from multiple sources are considered for the purpose of
conflict resolution. Collaboration not only helps in dealing with conflicts more efficiently but
also keeps the employees engaged (Quain, 2019).
Human Resource Management Strategies
Human resource management is a concept that allows business organizations to provide
better work conditions to their employees and optimise their performance levels. Human
resource management has become one of the most important functions of a business
organisation and is given a lot of value by contemporary business organizations. Certain
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human resource management strategies that can be used by SHS to establish itself in the
market are discussed below:
Workforce Planning
Workforce planning is a concept in human resource management that allows business
organizations to forecast human resource demand of their subsidiaries and identifying supply
channels to fulfil the demand (Lopes, Almeida, & Almada-Lobo, 2015). Healthcare industry
is facing a significant labour shortage challenge as talented employees in the industry are
being poached by multinational healthcare service providers. Moreover, for companies like
SHS that are not having strong policies for its human resources, high labour turnover ratios
are rocketing and are proving to be a nightmare. Workforce planning for SHS will help in
avoiding conditions of labour shortage and will also ensure that the right talent is placed at
the right job in the organisation. Workforce planning can also be used by SHS to develop
schedules for its staff and avoiding wastage of efforts (Staff Report, 2002).
SHS can go for a need-based strategy for carrying out workforce planning for its workplace.
A need based strategy lays stress on identifying a healthcare workplace’s human resource
demand on the basis or core staff members and assistants. Need-based strategy also takes an
account of situations where additional workforce can be required in case of a natural or a
man-made disaster (Murphy, Birch, Mackenzie, Rigby, & Langley, 2017).
Performance Management Systems
Performance management systems would form an important part of the new human resource
management strategy at SHS. For healthcare organizations like SHS, performance
management system will be helpful in optimising the performance levels of different
departments as well as of the healthcare personnel. It would not only foster a performance
oriented environment in the workplace but would also help the company in keeping its
employees engaged (Traberg, 2011).
One of the best performance management systems for the company will be Management by
Objectives in addition with Key Performance Indicators. Management by Objectives is an
approach that aims at establishing organisational goals and breaking them down into
individual goals. MBO also lays stress on formulating SMART goals, which means that the
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goals should be Specific, Measurable, Acceptable, Relatable and Time-Bound
(Kyriakopoulos, 2016). Further, KPI or Key Performance Indicators is a measurable value
that is used to quantify the key business objectives. The combination of the two systems will
enable SHS to benchmark the performance levels of its departments, employees and of the
organisation as a whole (Questica, 2018). For example, the objectives for the cleanliness
departments is to maintain a clean environment. The performance of the cleanliness
department can be measured using Key Performance Indicators, such as rooms cleaned,
floors cleaned, number of staff members present, litter complaints received, customer rating,
area cleaned per hour, retention rate of cleaning staff, etc. Such key performance indicators
cannot just measure performance but can also be helpful in identifying problems within a
department or areas where a department lacks efficiencies.
Training and Development
Healthcare industry is facing significant challenges when it comes to availability of skilled
and competitive workforce. The challenge becomes even more difficult to deal with because
the industry is also facing technological changes on a daily basis, which makes it important
that the employees working in the healthcare industry are continuously trained and developed
to be able to perform their duties and responsibilities effectively (Hughes, Gregory, Joseph, &
Sonesh, 2016). Training and development strategies that can be implemented by SHS are
discussed below:
First of all, SHS needs to ensure that the training programs are adequality implemented by
analysing the training needs of its staff members. The training needs of the employees can be
identified using the results from the company’s performance management system. Secondly,
training programs should cover different learning styles, such as verbal, visual, hands-on, etc.
Using different teaching methods, delivery of a training program can be made more effective.
Thirdly, SHS can also implement interactive training programs, which can be in the form of
quizzes, group activities, etc. Interactive training programs ensure that the employees remain
engaged in the training program and offer their feedback as well. It makes them more
enjoyable and it becomes easier for the employees to learn new skills and competencies
(Becker's Hospital Review, 2012). Fourthly, SHS should implement training and
development programs that are catered in accordance with its work culture. The training and
development programs should be able to deliver learning to the employees in a way that they
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are able to transfer the learning back to the workplace with an ease. Lastly, measuring the
effectiveness of a training program should also become a top priority for SHS. Measuring the
effectiveness of a training program not only helps in concluding whether a training or
development program was effective enough in offering a return on the investment of did it
result in wastage of time and other important resources (Gesme, Towle, & Wiseman, 2010).
Measuring the effectiveness of training programs through employee feedbacks can also help
SHS in designing better training and development programs in the future.
Conclusion
SHS is operating in a highly competitive industry which experiences a large number of
challenges in terms of human resources and organisational effectives. The new CEO of SHS
has already started an improvement process, which has had some positive outcomes for the
company but due to the lack of efficient human resource management policies, the human
element of the organisation has been negatively affected. Therefore, SHS needs to implement
organisational development interventions along with new human resource management
policies, which would help it in becoming more effective and efficient in delivering better
healthcare services to its patients.
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