FFA Scenarios
Based on FFA, it is recommended that in order to emphasise on a sense of a common group identity among diverse staff, RGO’s policies should be securing their future and making them feel that they are trusted and truly valued. Also, any source of discrimination should be eliminated, for example, the employment contracts should be unified for all, including expatriates to create a sense of fairness (Nishii and Özbilgin, 2007). Also, selection criteria for training and promotion should be equal.
More authorisation and autonomy should be allowed to the RGO Medical Director. Also, it will be more appropriate for the leader of RGOMS to be a military-trained physician (Kirby et al., 2011) and to get appropriate leadership training to show more support
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Headquarters’ willingness to upgrade Medical Service
The Headquarter is willing to invest and provide financial resources towards any activity that helps in the improvement of Medical Service upon the request of the Medical Director regardless of the amount.
Restraining Forces
1. Inadequate goal-setting training
RGO Medical Director did not get training in goal-focused leadership. In banking sectors’ study, Hu and Liden (2011) found that team goal setting has a negative impact on team potency and effectiveness if the leaders are not skilled in human resources management and goal-focused leadership.
2. Lack of authority for resource allocation
Evidence suggests that powerlessness and lack of authority for resource allocation will negatively affect goal accomplishment (Sulu et al., 2010). This is the case in RGO, as the Medical Director has limited influence in allocating resources required for service provision.
3. Inadequate goal planning
Currently, the organisational culture in RGOMS does not support planning ahead so all problems are dealt with on ad hoc basis. Lack of adequate goal planning hinders good team performance, where setting common “group-centric” goals will maximise the contribution of each staff and enhance overall performance through team goal commitment, task complexity and feedback (Hu and Liden, 2011; Kleingeld et al.,
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