Field Practicum Assignment
Performance Appraisal in Mafraq Hospital
Brief description of the hospital
Mafraq hospital is one of the largest hospitals in united Arab Emirate established in 1981 and commissioned by the government in 1983 as a tertiary health facility. It is one of the facilities managed by the Abu Dhabi Health Care Company (SEHA), an independent public joint stock company that was established in 2007 and mandated to manage the public health care facilities offering curative services in Abu Dhabi. Mafraq Hospital is currently one of the most prestigious facilities in the Abu Dhabi with a bed capacity of 451 beds. The hospital has over 350 physicians who serve over 2000 patients who visit the hospital daily for different services from the 52 specialties the hospital is known for. The hospital prides itself as the best hospital offering thoracic surgery, ENT services and largest burnt unit in the region. The SEHA management has injected a lot of money in order to expand the facility to be a state of art hospital not only in United Arab Emirate but in the Middle East region at large. In addition, the managing company has invested in intensive technology to man the various departments of the hospital in a bid to improve service delivery and enable Mafraq hospital to remain competitive in the region. It’s by no doubt, the economy of the Middle East countries has grown in the recent past making the health sector in the region very competitive. For Mafraq to continue being a prestigious center for health, it is absolutely necessary that it develops and adopts competitive strategies (SEHA, 2011).
In terms of organization, the hospital has several departments which act collaboratively to deliver service to the customers. As earlier said, the hospital is managed by the SEHA which is appointed by the government to manage all health facilities that offer curative services. The hospital internal structure comprises thirteen departments (Mafraq Hospital, 2015) namely:
1. Human resource department,
2. IT department,
3. Finance department,
4. Registration department
5. Nursing department
6. Engineering department
7. Health information department
8. Laboratory department
9. Pharmacy department
10. Medical office department
11. Patient affairs department
12. Marketing department
13. Supply support department
The human resource department is responsible for the management of the employee welfare in the organization from recruitment to the remuneration of the staffs. The IT departments is one of the most important departments currently because it is charged with the management of the hospital database. The supply support department is the department responsible for procurement and purchasing of every material that is used in the hospital. Though the hospital is public owned, the marketing department is charged with the responsibility of developing the models that promote the image of the hospital both within the country and to the internal market. The medical, nursing laboratory and pharmacy departments are directly involved in the welfare of the patients. The patient welfare department promotes the welfare of the patient by dealing with the cases of the patients who cannot pay and also works like the customer care of the hospital in matters concerning patients.
The systems are interconnected by an information system called Enterprise Resource Planning (ERP) to allow for smooth delivery of services. In addition, these departments are connected to SEHA and other external health organizations like Khalefa hospital, Al Rhapha and Twam Hospital which are likewise under the management of SEHA.
Physician Payment and Insurance Claims
The payment of physicians across the hospital network managed by SEHA is the same. While the physician were initially paid like any other servants in the country, SEHA has since revised the criteria of remunerating the physicians by introducing the physician pay for performance system which was Al Rabha hospital before it was implemented across the network. According to this system, the physicians are paid according to their performance which is evaluated against predetermined criteria. In particular, the performance is evaluated based on the patient outcome, satisfaction, quality of care and the physician productivity (SEHA, 2011).
Al Mafraq hospital like most of the health facilities in United Arab Emirates offer care to insured patients. The hospitals are supplied with a system through which they communicate with the insurer for services that require preauthorization. The insurers give cards to the clients indicating the service that they can be offered and once the services are offered, the hospital can claim the reimbursement of the cost incurred in treating patients who are covered by the various insurance companies. One of the largest insurance companies is the Dhika Daman insurance company which has provided the hospital and the client as system through which they can claim for the reimbursement. In order to facilitate the reimbursement and billing the hospital has an intensive network system that integrates billing and remittances from Daman insurance. The hospital through the ERP systems has included a subsidiary ledger for the amount receivable (AR) that facilitates the billing. The Daman insurance on the other hand has the remittance Advice system which automatically creates cash receipts providing the hospital and SEHA at large picture of the amount receivable from the Daman insurance. Besides the online system, Daman launched a double tracking method for the service providers where they use both the online system and the paperwork to ensure they are fully reimbursed for the cost they incur in delivering care to the beneficiaries of these insurance companies. Daman has also offered a claim tracking methods that enables them to track the cost reimbursements through their online account.
Performance appraisal is one of the managerial functions of the human resource department. In any organization, performance appraisal aims to identify and recognize the employees who have contributed in an exemplary way to the organization performance. The appraisal may be directed to individual employees or to departments. Performance appraisal is intended to motivate and encourage the employers while challenging the other employees to be more productive (Bouskila-Yam & Kluger, 2011). In Mafraq hospital the human resource department is charged with recruiting and managing the affairs of the employees which include their career development. The appraisal of departments and individuals is an initiative of the human resource through the INJAZ program. Performance appraisal is an important step towards career development because it proves of one’s experience in case one applies for promotion in within and without the Mafraq organization. As part of its functions, the human resource department works in close collaboration with the heads of various departments in order to appraise the employees.
This system is intended to promote fairness in the appraisal process by eliminating any discrimination that might result in the process. This procedure however may not be tight proof against unfairness since though the procedure requires the filling of appraisal forms by the head of department; some information may be lost because the appraisal is done at the end of the first quarter of the year. In order to improve the appraisal process, there should be a continuous monitoring and appraising of the employees and the records kept. By so doing the system can more receptive to the contribution of the employees which go unnoticed in the current system (Den Hartog, et al., 2013). In addition, the reward system should entail not only the yearly awards but should be accompanied by certification which can be a show of proof for the owner even after leaving the organization. The appraisal process should also identify the employees with untapped talents and taken for further training (Bouskila-Yam & Kluger, 2011).
Mafraq hospital should also consider appraisal models that recognizes team contribution. While there are departmental awards, the organization should consider models that encourage team play since there is empirical evidence to support group contributions. This way, the productivity of the whole organization will be increased since departments will be keener in their activities in a bid to win the recognition. The appraisal methods for departments may include organized parties and recognition medals for all the team players in those departments (Bouskila-Yam & Kluger, 2011).
Material management cycle
The Mafraq has one of the most intensive procurement system designed to ensure the supply to the organization is based on a competitive process. The procurement process is intended to maximize the purchasing power of the organization by ensuring they get the best deals from the market. While most organization have specific suppliers who supply on a long term basis, Mafraq hospital and the larger network of SEHA company maintain a competitive process based on tender method with no specific supplier maintained as a long term. While this method may be criticized for lack of loyalty creation, it ensures the company gets the best products from the market at the best prices any time they are buying (SEHA, 2011). The tendering process is an extensive process managed by the purchasing department which advertises the opening and potential vendors send their quotations before an intensive interview is conducted with the vendors to ensure the organization fully understands them. Like earlier said, the hospital departments are digitized and interconnected with similar departments in the 12 facilities that are managed by the SEHA Company. The procurement process is therefore open to all the SEHA facilities through the inter-organizational networking. The network also allows potential suppliers to see the open tenders in the organization and place the bids through the set criteria. The tendering system is therefore is considered one of the best way of ensuring an organization gets the best deals in the market since it gives the organization control over the market forces (Khripunov et al, 2014). No wonder therefore, the SEHA Company has adopted the system to supply its network of facilities.
Abu Dhabi Health Service Company (SEHA, 2011). The 2011 Annual Report. Accessed 29th September, 2015. http://www.seha.ae/SEHA/Annual%20Report/AR%202011/pdf/seha_ar11_en.pdf
Bouskila-Yam, O., & Kluger, A. N. (2011). Strength-based performance appraisal and goal setting. Human Resource Management Review, 21(2), 137-147.
Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, Communication, Satisfaction, and Perceived Performance A Cross-Level Test. Journal of Management, 39(6), 1637-1665.
Khripunova, A., Vishnevskiy, K., Karasev, O., & Meissner, D. (2014). Corporate Foresight for Corporate Functions: Impacts from Purchasing Functions. Strategic Change, 23(3-4), 147-160.
Mafraq hospital presentation (2015) accessed 29th September, 2015. https://docs.google.com/presentation/d/1GubQLbrNl3PObA51vifL2OkU5yi_kUWAsxbNaVb7s8k/edit#slide=id.gded1a17_0_100