1

Acknowledgement
It was really a wonderful and excited short trip of Head Office building in
Korangi for Emergency Medical Services of Aman Healthcare Services with an
amazing experience to meet highly talented and extremely professional
team. We really had a great time discussing the overall procedures,
strategies and practices to have a competitive advantage in this unique
Industry of the vicinity.
We would like to extend our gratitude to the self-motivated team of
Emergency Medical Services of Aman Healthcare Services.who took time out
from their busy schedule and made things so easy to understand to a level
where we started to feel that we are also part of the system.
Very special thanks to:

Mr. Abid Naveed, working there as a Senior Manager Emergency

Medical Services of Aman Healthcare Services for his support and kind
cooperation in organizing the visit and interview form the concerned
personnel and for the hospitality extended to us during that visit.

Mr. Shuja Ahmed, functioning there as a Senior Manager Human

Resource Department of Aman Healthcare Services for his time to
detailed us about the history, strategies and challenges faced by Aman
Healthcare Service in Managing performance for sustainability or even
enhancement in the quality of services which is actually a life-saving
services. He is really an amazing personality with excellent knowledge
of his domain and he was very generous helped us to make trip
successful enough not only for our report making purpose but also for
knowledge development and enhancement.

Mr. Muhammad Wahid, working there as a Manager Human

Resource Department of Aman Healthcare Services for his support and
kind cooperation throughout the visit and during his interview

We enjoyed our stay very much and appreciated the opportunity to meet the
entire team and observed and analyzed the Core strategy to have
sustainable competitive advantage in the changing environment and
marketing and sales perspective of the Emergency Medical Services of Aman
Healthcare Services.
Term Report of Performance
Management

We wish them (Emergency Medical services of Aman Healthcare Services)

very success in future.

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We would like to thank our course teacher of Performance Management Sir

Dr Saad Usmani who provided us a chance to visit and have an insight of
Emergency Medical Services of Aman Healthcare Services and its offering in
different directions to serve customers, though it was a quite short journey of
just two to three hours but have given an immense sense of knowledge and
information about innovation, creativity and practices of Emergency Medical
Services of Aman Healthcare Services in terms of leading services in
Pakistan.
We had visited Aman Foundations Head Office Building at Korangi, Karachi
as per plan and all of us have pre prepare questionnaire in which sets of
questions are there from different parts of Performance Management and its
subsidiaries. We had shared the questionnaire with them and then according
to questionnaire asked the questions, observe the environment and
workforce, identify their best practices, verify their effectiveness and
efficiency, appreciate them on their achievements, conclude our findings,
and analyze and compare our results with theoretical standards. Our
questionnaire has been designed to meet the requirements of Organizational
Development respective. We realized that they intensely focuses on their
talented workforce and keep them busy in Performance Management with
Training and Development to build the Capacity of organization via human
resource and tried to captured opportunities in a more confident and efficient
way by giving knowledge and self-confidence in the team leaders, who inturn provide complete knowledge in a transparent medium to their
subordinates with great zeal and enthusiasm. They have firm belief on their
core team and also on their work force. The higher and senior management
know how to keep and maintain hierarchy even for some instance they also
follow the diffused model of hierarchy but from top to bottom and vice versa
they are following the same to maintain the respect among the individuals
and create respect of individuals.
Moreover they are very religiously following and completing all the set
strategies & targets, by using technology and talented workforce and also
keep them motivated by educational and anti-stress recreational activities
but as per the need.
Yours Sincerely,

Ali Kashan Malick

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Management

Rabeya Khanum

Muqaddas Israr

Ayesha Wasiq

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Management

TABLE of CONTENTS
S.
No.

Topics

Page
No.

01

Executive Summary with VMV Framework

05

02

Aman Foundation Transforming Lives

06

03

Overview of Aman Foundation

09

04

Emergency Medical Services

10

05

SWOT Analysis of EMS

11

06

Organogram of Emergency Medical Services

12

07

Job Analysis and Job Evaluation

13

08

Overview of Performance Management

14

09

Levels of Performance Management

14

10

Performance Management Process

16

11

Rules for annual Performance Appraisal

19

12

Process for online Appraisal System

20

13

Grievance Committee

21

14

Reward Management

21

15

Annual Performance Rewards

22

16

Annual Awards

22

17

Review of Performance Management System

22

18

Conclusion

23

Recommendation

24

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Executive Summary:
Brand Identity:
Emergency Medical Services of Aman Healthcare Services brand identity is
the outward expression of what they stand for as an organization. This is
summarized in their vision, mission and is supported by their values.

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Transforming Lives:
The Aman Trust (AT) is a social sector enterprise that aims to champion
dignity and choice for the underserved throughout the MENASA region. It has
been involved in philanthropic giving for many years (primarily Pakistan,
India, Jordan, Palestine, Egypt and the UAE). Aman Trust has operated largely
outside the public purview due to the privacy needs of its sponsor trustees
(namely Arif Naqvi and his family) but, institutional capacity building and
example-setting has dictated that AT is now visible. For the Pakistan
component of its work, AT has seeded the Aman Foundation with USD 100
million to help achieve the Foundations mission: To champion dignity and
choice for the underserved in Pakistan through sustainable, scalable, and
systemic development in areas of health and education. Capacity building
and promoting female empowerment is a cross-cutting theme across all
Aman businesses. The word business is used deliberately, since Aman is
run as a private sector entity with accountability, transparency and clear
KPIs for its operational teams although it is a not-for-profit.
The Foundation realizes that Food Security and Nutrition are fundamental to
the development of any society without which targets in healthcare and
education cannot be met. Recognizing this, in September 2008 a project to
provide hygienic and nutritionally balanced meals to 3,000 children per day
in an economically deprived peri-urban Karachi community was piloted. Its
primary purpose was to improve child healthcare statistics. However,
enrolment and attendance were simultaneously enhanced in a measurable
way. AMANGHAR serves as a model blue print for other socially responsible
citizens and corporations to adopt and replicate. Over 3.5+ million
nutritionally balanced meals have been served till-date.
Forty per cent of death and disease in Pakistan is preventable; a fact that has
led the Foundation to undertake major health initiatives that address this in a
systemic manner. At its core is the creation of the Emergency Medical
Services (AMANAMBULANCE), which in a city of 18 million has redefined
ambulatory care. Offering a fleet of 80 fully-equipped ambulances to all parts
of the city, manned by doctors and trained paramedics, the service which
was launched in March 2009 has already conducted almost 600,000
emergency medical interventions to date; and has evolved as a service of
choice in times of need. Operating as mobile clinics during flood relief efforts
of 2010 and 2011, these vehicles provided timely outpatient care to an
additional 100,000 displaced persons in the worst affected areas of Sindh
and Punjab. Coordinated through a central control and command center, this
state-of-the-art emergency service has achieved an average response time
of less than 10 minutes.
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To further build this health ecosystem, Aman has set up a Tele-health

Service. AMANTELEHEALTH is a call center that provides diagnostic
services and advice via medical advisers and doctors over the phone. With a
capacity to handle over half a million calls a year, its design allows for an
expansion to provide complete national coverage. The program aims to
leverage the cell phone revolution to surmount issues of social immobility
and lack of female access to healthcare facilities particularly for those that
inhabit low income communities. It empowers women to seek timely medical
advice and counseling, which significantly reduces death and disability
through early stage interventions. To address sustainability challenges of the
service, the Foundation is building partnerships with corporations like
Unilever for communications and awareness, while collaboration with
telecom companies are being explored for revenue sharing. Already
successful in India and sub-Saharan Africa, this mode, as a sustainable social
sector business, has for the first time been launched in Pakistan. This project
works in tandem with an evolving Aman Community Health Program (ACHP)
that is currently operational in a peri-urban Karachi fishing community. This
Program again aims to take healthcare directly to the homes of underserved
women, who have been deprived of basic healthcare due to social and
cultural bounds. Moreover, a chain of 20-bed Mother and Child Clinics are
being planned across Karachi to address the grave mother and child
mortality rate in the country. In October, 2012 Arif Naqvi, Chairman Aman
Foundation, and Bill Gates, Co-chair of the Bill & Melinda Gates Foundation
signed a five-year framework agreement on family planning and health in
Pakistan. Further areas for collaboration to advance global health and
development will be explored as well.
Education is the second pillar of Amans strategy in Pakistan and again a
systemic approach is paramount. The Foundation recognizes the Countrys
need for a significant shift towards improved and relevant vocational and
technical education. AMANTECH Amans vocational training institute
seeks to align Pakistans labor force with the expectations of the private
sector both locally and internationally. This is a critical success factor that
provides the underserved with access to overseas markets, and generates
earning streams that lead to the uplift and development of their families and
communities. In addition it would increase foreign exchange remittances to
the country alongside providing an enhanced skill set to the domestic
economy. Equipped with state-of-the-art workshops and a broad base of
experienced instructors to achieve success at scale, Aman is partnering with
specialist international vocational training organizations, such as GIZ
(Germany), City & Guilds (UK), and Skills International (Sri Lanka). Currently
the Institute has 3000+ students enrolled in 11 trades. Of the first batch 87%
of students cleared the City & Guilds examinations, 22% achieved
distinctions in their respective courses. Placing the successful graduates into
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jobs is part of the undertaking the Foundation takes upon itself graduates
to date have been placed both locally and abroad.
Teach For Pakistan, is ostensibly a teacher training program but in reality it is
the beginning of a nationwide movement of graduates and young
professionals who commit two years to teach in under-resourced schools.
These young people will go on to become lifelong leaders working from
across all fields to expand educational opportunity in Pakistan. The program,
which is a partner in the Teach for All global network, was launched in 2011
with 60 fellows teaching across 40 low income schools in Karachi. Two-thirds
of the Fellows, come from foreign universities and prestigious national
institutions such as LUMS and IBA.
AMANSPORTS, which is a part of Amans multi-pronged education strategy,
believes in childrens basic right to play and that transformative learning
occurs through play. The program primarily focuses on extensive grass roots
sports access for all school-going children. The vision is to create a system of
regular organized sporting events which become a part of every bottom of
the pyramid schools academic ethos. Through this grass roots activation,
AMANSPORTS envisions the creation of a School of Sports an academy that
will harness and hone the talent that emerges through the grass-root
sporting events. AMANSPORTS seeks to create a sports marketing and
business development arm of its operations that will attract the media and
catalyze the sports industry, thereby creating avenues of sustainability. This
arm seeks to create revenue streams not only from its operations, but also
by strategic alliance formation with corporates and sports federations. Real
Madrid Foundation signed a letter of intent to partner with Aman in football
and basketball in Pakistan. A Memorandum of Understanding (MoU) between
the two parties was then signed in November, 2012.
To address the theme of capacity building within the community, Aman has
been involved in strategic grant giving, which in addition to working
synergistically with its own projects has been designed to promote
collaboration to leverage other peoples good work. An example of this is the
collaborative community mental health initiative (SHAMIL) that was launched
in August 2011. It is a joint venture created through i-Care,Karvan-e-Hayat,
Pakistan Association for Mental Health and HANDS. The program seeks to
establish satellite psychiatric clinics, and build capacity by training
community health workers to conduct mental health assessment, provide
basic support and guidance. Moreover, research commissioned by Aman is
designed to provide the basis of a strategy for Mental Health in Karachi as
none exists. Such work can amplify impact in our priority sectors; almost
saying, Aman provides risk capital and early stage financing in core
strategic philanthropy areas where others do not.
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Grants worth USD 23.5 million to date have been made to leading initiatives
in these sectors, striking partnerships with reputed institutions and
organizations such as The Institute of Business Administration, Acumen Fund,
Leyton Rehmatullah Benevolent Trust, Aga Khan University, The Citizens
Foundation, i-Care, AMANPALS, British Asian Trust, Basic Needs and INJAZ
Pakistan to name a few.
While our work impacts thousands of lives each day, join us to grow the
impact through your support and contributions, you can help us transform
millions more.

Overview of Aman Foundation:

The Aman Foundation is a local, not-for-profit trust, based and operating in
Pakistan, born out of the belief that Pakistanis must take the lead in solving
Pakistans problems. The Aman Foundation aims to champion dignity and
choice for the underserved, focusing on Health, Nutrition and Education
through direct intervention; aspiring to derive scalable, sustainable and
systemic change in Pakistan.
Healthcare Development and implementation of healthcare systems
ranging from;

Emergency Medical Response

Community Health Workers
Tele-Health initiatives
Mother-and-Child Hospitals.

Nutrition Provision of nutritious and hygienic meals to school children to;

Reduce hunger and malnutrition

Enhancing enrolment
Increasing attendance simultaneously.
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Education and Skills A Vocational Training Institute designed to transform

unemployed and untrained youth into productive members of society and
the Teach For Pakistan Program, a nationwide movement of graduates and
young professionals that commit two years to teach in under-resourced
schools.
In addition to its social development initiatives, Aman Foundation engages in
venture philanthropy by providing strategic grants to high-social-impact
organizations that work in the Foundations core areas of focus.

Emergency Medical Services:

1021; Emergency Medical Services of Aman Healthcare Services, Karachis
very own yellow ambulance, was awarded the Asian Emergency Medical
Services (EMS) Award based on innovation, scalability, national and regional
impact and community involvement. The award recognizes the contributions
of Aman Healths EMS services in delivery of and promotion of life saving
services to the people of Karachi. Professor Hideharu Tanaka, Chairman of
the Asian EMS Council, called AMANAMBULANCE the leading light in the EMS
sector across Asia. Upon hearing news of the award, Mr. Ahsan Jamil,
Chairman of Aman Health, remarked We at Aman are humbled by this
prestigious honor that has been bestowed upon us. We are very excited to
receive this award within only five years of establishing AMANAMBULANCE.
This award comes at a very opportune moment as we are in the process of
raising funds to upgrade our aging fleet.
This is the first time that a Pakistani EMS has ever received a pan-Asian
award for emergency lifesaving ambulance services. Dr. Junaid Razzak, CEO,
AmanHealth received this prestigious award on October 18th, in Goa, India.
On the occasion Dr. Junaid said, It is a testament to the hard work and
dedication of our doctors, trained paramedics and all of Emergency Medical
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Services of Aman Healthcare Services staffs commitment that we have

received this singular accolade.
1021 EMS consists of a fleet of over eighty state-of-the-art advanced
lifesaving ambulances, with doctors and Emergency Medical Technicians
(EMT) on board to provide triage and comprehensive round-the-clock
coverage to over 20 million people in Karachi, with emergency medical
dispatch protocols based upon London and NY ambulance systems.
The only advanced lifesaving ambulance in Pakistan, 1021; Emergency
Medical Services of Aman Healthcare Services has achieved great success in
providing emergency interventions, transforming the pre-hospital care
system across Karachi. Aman Ambulances have provided over 600,000
interventions to Karachis underserved citizens. To maximize impact in this
field, Aman has partnered with Edhi Foundations Ambulatory service to
strengthen EMS services and provide appropriate high-quality ambulatory
care across Karachi.

Strength

Board of dedicated professionals

that represent the organization who
help to promote and strengthen the
system
First & Only EMS life Saving
Ambulance
Latest life-saving, life-saving
medications
Trained Professional workforce
Centralized command & Control
Response time
Defined Scope of practice
In-house training & refresher

Weakness

Lack of public awareness

Aging ambulances in fleet
Weak research
All providers are not regulated
Fewer people seeking EMS
career
Low home to hospital calls
Lack of technologies

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facilities

Opportunities

Integration into centralized health

care eco system
Opening in hospital career
opportunities may help workforce
development
Expansion
Partnerships
Time attendance system for
attendance monitoring & planning
PDA devices with internet facility will
improve coordination with hospital &
integration with different
departments.

Threats

Lack of Public education

Socio economic instability
Frequent disturb law & order
situations
Unsatisfactory financial &
resource support for
sustainability
Potential loss of key staff due to
Highly paid organizations

SWOT Analysis of Emergency Medical Services:

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Organogram of Emergency Medical Services:

HoD EMS

Senior
Manager
EMS

Zonal
Manager
EMS

Zonal
Manager
EMS

Station
Supervisor

Station
Coordinator

Station
Coordinator

Station
Supervisor

Station
Supervisor

Station
Coordinator

EMO

Station
Supervisor

Station
Supervisor

Station
Supervisor

Station
Coordinator
M

Station
Coordinator
E

Station
Coordinator
N

PM

EMT

Station
Supervisor

EVO

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Job Analysis and its frequency:

Job analysis in Emergency Medical Services is the process of studying and
collecting information relating to the operations and responsibilities of a
specific job. The process of job analysis results in two sets of data:
i.
ii.

Job Description
Job Specification

These data are recorded separately for references once in a year. In

Emergency Medical Services, job analysis involves the following steps:

Collecting and recording job information by interview

Checking the job information for accuracy by engaging line managers
Writing job description based on the information
Using the information to determine the skills, abilities and knowledge
that are required on the job
Updating the information from time to time as per the need

Job Evaluation:
Till current there is no Job Evaluation in Emergency Medical Services but now
they are moving for 3rd party Prolink for evaluation of job. For this purpose
they distribute a DCQ to collect the Data all management post till Assistant
Manager.

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Overview of Performance Management:

Performance management systems in Aman Healthcare Services especially
in Emergency Medical Services, typically include annual performance
appraisal and employee development, are the Achilles heel of human
resources management. Though there are many constraints and challenges
especially with employees and managers regularly bemoaning their
ineffectiveness. In Emergency Medical Services of Aman Healthcare Services,
there is a strong belief to have quality in life saving services by Performance
Management and thats the basic reason why their Performance
Management System is very extensive and very transparent as every
employee know his/her performance at the end of the his/her working day.
All the KPIs are very well driven from Organizational Vision, Mission and Value
Framework which is also known as VMV Framework.
Moreover, currently they have more emphasis in standardization of culture
throughout in the organization and for this they reinforce the values of the
organization in all corners of Aman Foundation.

Levels of Performance Management:

The Performance Management in Emergency Medical Services of Aman
Healthcare Services has three levels to have sustainability and enhancement
of performance not only at individual level but also at organizational level.

Strategic level Performance Management:

At strategic level, performance management in Emergency Medical Services
of Aman Healthcare Services deals with the achievement of the overall
organizational objectives. In Aman Foundation, it refers as corporate,
business, organizational or enterprise performance management, this being
the highest and most complete level of usage of performance management
principles in Emergency Medical Services of Aman Healthcare Services.
Strategic management is a key driver of performance management in
Emergency Medical Services of Aman Healthcare Services, as the key
processes related to performance management systems are strategy
formulation and implementation. They have firm belief on the method which
is called as strategic performance management development cycle, which
consists of three stages/components:

Strategic management model

Strategic reporting model
Performance-driven behavioral model
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Operational level Performance Management:

Performance management at operational level in Emergency Medical
Services of Aman Healthcare Services is linked to operational management
of Field Operations, Command and Control Operations and Fleet operations,
as its focus is on the achievement of operational objectives. Although aligned
with corporate strategy the focus of these are more functional / tactical. The
evolution of operational performance management is linked to the evolution
of accounting and management in history. This is due to the fact that
operational performance is evaluated in terms of efficiency and
effectiveness. And the easiest way to do this is by using financial indicators,
provided by the accounting function in organizations. Over time, as internal
and external operating environments became more complex, Emergency
Medical Services of Aman Healthcare Services started to look at nonfinancial
indicators of performance. This made the connection with operations
management and other aspects of the general management discipline but as
a not for profit organization they have different paradigm for monitoring and
accounting the efficiency and effectiveness by using their Research and
Development Department also known as Measurement, Learning and
Evaluation Department who gauges their impact of day to day activity by
analyzing reports and of different resources

Individual level Performance Management:

The traditional level at which performance management is used in
Emergency Medical Services of Aman Healthcare Services is the individual
level, looking at the performance of individuals in an organizational context.
It is perhaps the level with the longest evolution in history, as it mirrors the
level of organizational maturity. At individual level, performance
management is represented by an integrated and planned system for
continuously improving the performance of all employees. It involves;

Defining work goals and standards/ Aligning of Key performance

indicators
Developing control over the KPIs and values
Reviewing performance against these standards
Actively managing all levels of performance
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Maximizing learning and development

Performance Management Process in EMS:

Following is the diagrammatic representation of performance management
process in Emergency Medical Services.

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Performance Planning:
In Emergency Medical Services at the beginning of the performance
management cycle, it is important to review with employees their
performance expectations, including both the behaviors employees are
expected to exhibit and the results they are expected to achieve during the
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upcoming rating cycle. Behaviors are important in Emergency Medical

Services because they reflect how an employee goes about getting the job
donehow the individual supports the team, communicates, mentors others
and so forth. They are all familiar with employees who may achieve
exceptional results but are extremely difficult to work with, unhelpful or
exhibit maladaptive behaviors at work. Because such behaviors can be
extremely disruptive, behavior is important to consider in most work
situations. On the other hand, an employee can be extremely helpful,
considerate and interpersonally effective, yet never achieve any important
results.
Ongoing Feedback:
During the performance planning process, in Emergency Medical Services of
Aman Healthcare Services both behavioral and results expectations have
been set. Performance in both of these areas discussed and feedback
provided on an ongoing basis throughout the rating period. In addition to
providing feedback whenever exceptional or ineffective performance is
observed, providing periodic feedback about day-to-day accomplishments
and contributions is also very valuable in EMS as a part of their performance
management.
For the feedback process to work well, experienced personnel of HR have
advocated that it must be a two-way communication process and a joint
responsibility of managers and employees, not just the managers
Employee Input:
Employee input has been used effectively in Emergency Medical Services. It
is taken place by the form of asking employees to provide self-ratings on
performance standards, which are then compared with the managers ratings
and discussed. They are also very well aware with the fact that this type of
process and discussion can lead to increased defensiveness, disagreements
and bad feelings between employees and managers, if managers ultimately
rate employees less effectively than they have rated themselves. So they are
working on an alternative way of collecting employee input is to ask
employees to prepare statements of their key results or most meritorious
accomplishments at the end of the rating period.

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Performance Evaluation:
Performance evaluation in Emergency Medical Services is done at different
level to boost the performance of life-saving services.

Daily Performance Evaluation

Monthly Performance Evaluation
Quarterly Performance Evaluation
Mid-Year Performance Evaluation
Annual Performance Evaluation (Performance Appraisal)

Performance Review:
In Emergency Medical Services of Aman Healthcare Services feedback has
been provided on an ongoing basis, the formal performance review session
simply is a recap of what has occurred throughout the rating period. In other
words, there are no surprises in the performance review. During this meeting,
managers discuss with employees their ratings, narratives and rationale for
the evaluation given.
Beside that probationary performance reviews are also there to cater those
employees who are newly hired or labeled as TSTR.

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Rules for Annual Performance Appraisal:

The following performance ranking distribution will be followed in Aman
Healthcare Services:
The distribution will be followed for each unique population

Employees who have availed leaves in excess of 42 days will not be eligible
for Excellent or Outstanding. This will not apply to verifiable leaves approved
by the Management

All Marginal and Outstanding cases will have to be backed up with a write
up of evidence supporting the rating which will be reviewed by Human
Resources before the rating is finalized

The employees who have joined on or before 30th June, this year and have
been confirmed will be eligible for appraisal

Employees rated marginal will not be given any merit increment and will be
placed in a 3 month Performance Improvement Plan

Salary adjustments should be given to the critical employees to ensure their

retention and to address gross inequity

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Process of online Performance Appraisal System:

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Grievance Committee:
Currently there is no such grievance committee but they are working very
extensively and aggressively to have it in near future. Till now the line
managers, senior manager, HoD of EMS and Senior Manager HR is
responsible to hear grievance and act accordingly as per their policy.

Rewards Management:
There are number of rewards offered in Emergency Medical Services of Aman
Healthcare Services on the basis of Performance. The reward management
system is completely transparent and till data working really very fine.
Details of reward management are given as under.

Monthly Reward:
For Example Best Emergency Medical officer, Paramedic, Emergency
Medical Technician and Emergency Vehicle Operator of the month at
each and every station of Emergency Medical Services of Aman
Healthcare Services on the basis of their monthly performance. There
are a total of 7 Stations working for EMS in Karachi

Quarterly Rewards:
Same as above given to those employees who are provided their best
services in EMS

Mid-Year Rewards:
Monthly Data is collected from Daily Data which is generated
accordingly by Station Management, and this Data is then collected for
quarter and then mid-year performance evaluation and rewards.

Other Rewards:
Other rewards on the basis of Good handling of critical cases are also
given on Quarterly Basis for enhancement of quality performance and
motivation

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Annual Performance Rewards:

There is an increment awarded in terms of rewards of employee annual
performance which is different for Non-Management and Management Staff.
For Non- Management Staff:

For Management Staff:

Moreover there was a bonus system inclusion in annual performance rewards

but after a year deleted due to financial instability of the organization.

Annual Awards:
There is also an annual award ceremony every year to recognize and
distribute awards to outstanding performers at Organization level

Review of performance management System:

Human Resource Department is playing an important and pivotal role in
performance management system strategically and reviewed the whole
process, rankings, and increment on annual basis with the alliance of
Executive Committee.
Currently they are reviewing their performance appraisal system and now
conducting online appraisal with inclusion of values especially for white collar
jobs in the Aman Foundation.

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Conclusion:
After considering all the above mentioned views and points we are at
decision that Performance Management in Emergency Medical Services of
Aman Healthcare Services aims at;

Enhancing congruence between organizational structure, process,

strategy, people and culture
Developing new and creative organizational solutions for effective and
efficient performance management
Developing the organizations self-renewal capacity
Current framework of organizational effectiveness needs to be evaluated
empirically to examine its efficacy and to improve it further for Performance
Management of life-saving services.
At this stage Emergency Medical Services of Aman Healthcare Services is
having a tag that it is the market leader of Pakistan Emergency Medical
Services industry so they have no chance to follow their challenger, followers
and indirect competitors but they have an opportunity to create market with
his remarkable audience and change the trend of ambulance service by new
technology, creativity and innovation.
E Emergency Medical Services of Aman Healthcare Services focuses on both
External as well as Internal Customer Satisfaction by continuously monitoring
through well integrated systems of feedback, evaluation and surveys
accordingly which ultimately help them to enhance their quality of work.

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Recommendations:
By Ali Kashan Malick:

The online appraisal system has many complexities; need to work on

resolving the complexities of the online appraisal

By Rabeya Khanum:

Being an Emergency Medical Services should learn about the use of

systems thinking in designing and leading to cope up with
environmental dissonance

By Muqaddas Israr:

Performance Management should gain an understanding for and

practice skills to assess the current state of an organization and make
the business case for Talent retention

By Ayesha Wasiq:

Being an EMS, should develop competencies to plan and implement

performance management appropriately and adequately

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