Introduction Al Ain hospital prides for the first-class service it offers to its clients in the Al Ain region. It provides services to nationals of the Gulf countries and the Emirates as well as expatriates. It specializes in acute care and emergency. The hospital has 30 medical departments and divisions with 412 beds. Use of Line management system Understanding the use of line management techniques at Al Ain Hospital requires the linkage of operational performance to business drivers. There is growing awareness of the importance of linking customer care services to leadership, customer orientation and more operational issues such as benchmarking, quality control and service design, with their impact on business performance. The strength of the hospital lies in its operations, in the departments and divisions. Performance measurement and operations improvement are the drivers of the hospital with much emphasis on providing high quality services to clients. Despite some major work in the performance measurement area, the hospital seemed reluctant to review critically and develop their performance measurement systems. The balanced scorecard, although a significant step forward for the hospital, had once led to a degree of complacency, and its Standard Business Units, have found measures to fit all four boxes. Guarantees, complaints and service recovery Organizational practice in the area of complaints and recovery has regressed into mere marketing ploys (Robson, 2002). Complaints procedures in some organizations had become mechanisms to pass on tokens or small payouts to disgruntled customers. Guarantees often seemed little more than the clients’ statutory rights, or an “opportunity” to purchase insurance so that, if the product or service fails, the hospital would not be in troubled with the problem (and so was unaware of the in-built problems of their products or services). Service recovery appeared to be reactive, with staff carefully listening to, sympathizing with, and then paying off the customer but never sorting out the root problem. The key questions for the Al Ain hospital managers are;   * How can we link complaints and failures to organizational improvement? How can organizational learning develop from mistakes?   * How can organizations be proactive in finding and dealing with mistakes before their customers tell them (or more often don’t tell them)?   * What are reasonable service guarantees and how can they be operationalized?   * What evidence is there that complaints, guarantees or service recovery drive improvements within an organization?   * How is learning best captured and applied? Addressing these questions has gone a long way into enhancing the efficiency at the hospital and earning patients trust. People, management Despite some excellent additions to the literature in the HRM area operations, academics need to retrace their roots and focus on the design of jobs. The problem is not knowing that customers expect empathy, reliability and assurance but delivering it in a regular routine. We need to understand how all employees can deliver constant and consistent high levels of service, and how we can design jobs and motivate employees to respond to client needs effectively (