Professional Documents
Culture Documents
Mrinali Baburao Tikare
Mrinali Baburao Tikare
Research Guide:
June, 2009
DECLARATION
I hereby declare that the Study titled Study on Human Resources Management
Practices in Hospitals and Its Impact on Employee Satisfaction. submitted for the
M.Phil. Degree at Padmashree Dr. D.Y. Patil University, Navi Mumbai,
Department of Business Management is my original work and the dissertation
has not formed the basis for the award of any degree, associateship,
fellowship or any other similar titles.
June, 2009
CERTIFICATE
This is to certify that the dissertation titled Study on Human Resources Management
Practices in Hospitals and its Impact on Employee Satisfaction is the bona-fide research
work carried out by Mrinali Baburao Tikare, student of M.Phil., at Padmashree Dr. D.Y.
Patil University, Navi Mumbai, Department of Business Management, in partial fulfillment
of the requirements for the award of the Degree of M. Phil. and that the dissertation has
not formed the basis for the award previously of any degree, diploma, associateship,
fellowship or any other similar title.
June, 2009
Signature
Prof.Dr. R. Gopal
ACKNOWLEDGEMENTS
June, 2009
PREFACE
During the course of my job career in Hospital while having discussions with Hospital
Management professionals, it became apparent that the problem of Hospital sector is the
lack of Efficiency and Effectiveness of Human Resources. Presently, the Human
Resource Department of hospitals are not focused on execution of the systematic and
scientific HR Practices plus issues concerning the satisfaction level of employees. Hence,
to understand the above issues of the Hospital sector, this research work titled Study on
Human Resources Management Practices in Hospitals and Its Impact on Employee
Satisfaction was carried out.
CONTENTS
Chapter No.
Title of Chapters
Page. No.
Chapter I
Introduction
1 - 17
Chapter II
18 - 39
Chapter III
Literature Review
40 - 70
Chapter IV
Research Methodology
71 - 81
Chapter V
HR Practices in Hospitals
82 - 123
Chapter VI
124 - 187
Chapter VII
188 - 205
Chapter VIII
206 - 215
Chapter IX
Annexure
Bibliography
216 - 225
ABBREVIATIONS
Air Condition
ASST
Assistant
CEO
Dept.
Department
HCO
HOD
HR
Human Resources
HRM
ICU
IT
Information Technology
MBO
Management by Objectives
PA
Performance Appraisal
SQ
Service Quality
TDP
TQM
STS
TTS
UT
Union Territory
Admin-
Administrative
SD
Standard Deviation
CV
Coefficient Variation
List of Tables
Table
Number
Page No
4.4.1
74
4.6.1
76
4.6.2
77
6.1
125
6.2
126
6.3
126
6.4
126
6.5
127
6.6
128
6.7
129
6.8
130
6.9
131
6.10
132
6.11
134
6.12
135
6.13
136
6.14
137
6.15
138
6.16
139
6.17
141
6.18
142
6.19
143
6.20
145
6.21
146
Table
Number
Page No
6.22
147
6.23
149
6.24
150
6.25
151
6.26
152
6.27
153
6.28
154
6.29
155
6.30
156
6.31
157
6.32
159
6.33
160
6.34
161
6.35
Prince Ali Khan Hospital : HRM influencing on Employee Satisfaction: Mean, SD, CV
162
6.36
163
6.37
164
6.38
166
6.39
167
6.40
169
6.41
170
6.42
171
6.43
172
6.44
173
6.45
174
6.46
175
6.47
176
6.48
177
6.49
178
Table
Number
Page No
6.50
179
6.51
180
6.52
181
6.53
182
6.54
183
6.55
184
6.56
185
6.57
186
6.58
187
7.1
205
EXECUTIVE SUMMARY
This study sheds light on the relationship between Human Resource Management (HRM)
practices with employee satisfactions. The objective of the study is to analyze the implementation
of Human Resource Management practices in Hospital Industry and its impact on perception of
employees which leads to Satisfaction or Dissatisfaction. Human Resources Management
function includes Job Analysis, Manpower planning, Recruitment, Selection, Induction, Training
and Development, Performance Appraisal, Compensation Management and Industrial Relation.
The study focuses on four functions i.e. Recruitment, Selection, Induction, Training and
Development, Performance Appraisal. It is observed that those hospitals following systematically
and scientifically Human Resources Management practices create high satisfaction level within
employees. These employees are more committed towards better performance. On the other
side in some well known hospitals, HR Dept. is seen as a mere Cost Centre that ensures the
payroll is on time and Leave Record tracking is accomplished. In such hospitals employee
satisfaction level is on lower curve. In era of globalization where hospital sector is booming and
there is increasing demand of hospital services, all employees should be managed efficiently and
effectively by implementing systematically and scientifically Human Resources Management
practices.
As there is an urgent need to reshape HR function in hospitals in order to have a competitive
edge and to be of world class status, Hospital organizations are direly required to take stock
of their HR practices without losing any further time to mould HR department as per the need
of the hour.
Chapter 1
Introduction
In terms of the growth rate, the healthcare industry in India is moving ahead neck to neck with the
pharmaceutical industry and the software industry. Till date, approximately 12% of the scope offered by
the healthcare industry in India has been tapped. The healthcare industry in India is reckoned to be the
engine of the economy in the years to come. Growing at an enviable rate of 15% every year, the
healthcare industry in India is estimated to be a $40 million by 2012. There are vast differences in medical
expenses in western countries and that of India; India has become one of the favorites for healthcare
treatments. Due to the progressive nature of the healthcare sector in India, several foreign companies are
intending to invest in the country.
Existing healthcare organizations are expanding by opening hospitals in new service areas and new
organizations entering with state of art equipments, latest technology and marketing strategies.
Consequently, competition in the healthcare sector is on the rise. Increased incomes and awareness
levels are driving the customers to seek quality healthcare.
The providers in turn need to be more innovative in their approach and offer quality services at competitive
price. All this necessitates the systematic Human resource Management by trained and professional
managers and administrators.
Human resource management refers to the practices and policies needed to carry out the personnel
aspects of management. These include:
Analyzing jobs;
Planning manpower needs and recruiting competent people;
Selecting best people;
Appraising performance and potential on ongoing basis;
Socializing, training and developing people;
Managing compensation;
Communicating;
Building employee commitment and so on so forth.
A commitment HRM bundle includes diverse practices such as training, sharing information, employment
security, performance based compensation, employee participation, and ensuring employees well-being
(Chang, 2005). If every manager is good at managing HR along within his or her own functional area he or
she can avoid:
Having dissatisfied employees who always think about their salaries and perceive them to
be unfair and inequitable relative to others in the organizations.
Failure to provide job related training which will eventually undermine the department's
effectiveness.
Today human resources occupy, more than ever, the center stage of all economic activities. It is
alarming time for all those organizations that wish to be successful in global markets to gear up
and implement desired shift in their prevailing human resource management practices and
leverage their human resources along with the other resources. Also to become more flexible and
innovative organizations need to adopt new ways of attracting, retaining and motivating
employees who are keen to learn and can contribute to the growth and development of the
Recruitment involves attracting a pool of applicants upon which selection procedures will later be applied.
Research suggests staffing effectiveness is both a function of the quality and quantity of the applicant pool
(Fisher, 1989).
Roshen Joseph and Gautam Ghosh have stated in their paper, "Reaching to People" (Power of
Millennium, Ascent, Times of India, 15th Jan, 2000), Recruitment is the entry step and if required care is
not taken then the organization will have to face adverse consequences. The use of IT applications can
enhance the efficiency of recruitment.
1.2 Induction
Induction is the process of welcoming, indoctrination and socialization of new employee to his job
and organization.
In words of Michael Armstrong, Induction is the process of receiving and welcoming employee
when he first joins a company and giving him basic information he needs to settle down quickly
and happily and start work.
1.3 Training
In the opinion of Edwin B. Flippo, Training is the act of increasing the knowledge and skills of an
employee for doing a particular job. Training in any process by which the attitudes, skills and
abilities of employees to perform specific jobs are improved, (Michael J. Jucious ).
Training is the process of systematically developing expertise in individuals for the purpose of
improving performance. (Barrett & OConnell (2001) Stavrou-Costea (2005) found that
organizational productivity was related to training and development practices, employee relations
practices, and efficiency and flexibility challenges. Adequate training enables the generation of a
work force that is multi skilled, adaptable to rapid changes and has wide conceptual knowledge of
the production system (Pfeffer 1998).
Training and employee commitment is closely related which lead to higher productivity and
satisfied employee. Bartlett (2001) explored effects of training on organizational commitment and
found that perceived access to training produced the highest correlations with organizational
commitment. The results showed that employees perceived the availability of training as support
from their employer, which made them more committed to their organization. Developing human
capital through continuing training may increase the productive output from each employee either
through improvement in skill level or through improvement in morale and job satisfaction (Dessler,
2003).
Kubur and Prukopenko (1989) stated that lack of clear training policies, poor alignment between
training and wider development policies and the failure to link training design to the future needs
are the major drawbacks of many training systems in the developing nations. To control the
limitations of Training, Sethumadhavan - 1996, suggested Strategic Training System.
Strategic Training Systems (STS) Traditional training system (TTS)
Strategic training system may be defined as a training system which is derived designed primarily
based on short, medium and long term plans and objectives the Department (Sethumadhavan,
1996). Training in STS is a planned and careful activity, whereas the traditional training system
(TTS), it is random ritual or a number game. The need for linking the organizational strategy for
change with the training strategy was initially felt by only the manufacturing and service
organizations, operating in competitive and decontrolled markets. However, today even the Public
service organizations and the Govt. departments have started feeling the need of it (Irudayaraj,
system is pursued in very selective organizations in India, mostly present with new economy organizations
software, information technology enabled services, financial services, pharmaceuticals, green field
manufacturing set ups and rarely in old economy organizations. However, many organizations, both in
corporate and non-corporate government and private sectors, there is a growing realization of the need to
put in place a scientific performance management system capable of creating a high performance culture.
1.5 Benefits
Ganesh Shermon has stated in his article "Culture and Work Ethos: An Experience in
Organizational Building" (IJTD, Vol. XXIX, No.4, Oct.-Dec., 1999), that companies should
cultivate and nurture individual growth along with their corporate growth. HR has an important
role to play in order to identify what employees want from their career and then evaluate
alternatives and design appropriate career paths for them. He says productivity gain comes from
improved co-ordination as a result of increased employee involvement analysis, planning and
designing of career paths.
1.8 Job Satisfaction
Job satisfaction in the broadest: sense simply refers to a person's general attitude toward the job
or toward specific dimensions of the job (Hodson, 1991). Locke defined job satisfaction as, A
pleasurable or positive emotional state resulting from the appraisal of ones job or job experience.
Several studies have been conducted to find out the Determinants of Job satisfaction.
Fung-Kam [1998] identified four general theories: Need/value fulfillment theory; person-environment (P-E)
fit theory, the theory of career and the theory of work adjustment. The theory of need/value fulfillment
proposes that the discrepancy between individual needs and the extent to which the job meets these
needs is negatively related to job satisfaction and expectation gaps have been linked to the violation of the
psychological contract between employer and employee. Theory of P-E fit suggests there are person
characteristics that suit working environments better than others and working environment characteristics
that suit certain individuals better. Similarly Adams and Bond [2000] classified job satisfaction theories into
three groups: discrepancy theories, which examine the extent to which employees needs are satisfied in
the work place; equity theories, which highlight social comparisons in the evaluation of job rewards; and
expectancy theories which focus on employee motivations.
Hackman and Lawler [1971] believed that the employees' perception of their job rather than the jobs
objective characteristics was a more important determinant of job satisfaction. The two theories that have
been important in the development of an understanding of job satisfaction in nursing are Maslow's human
needs theory [1954] and Herzberg and Mausner's motivation-hygiene theory [1959]. Maslow identified two
types of needs; deficiency needs (physical, safety and belonging) and growth needs (self-actualization and
self esteem). Herzberg and Mausners' theory consists of intrinsic factors or 'motivators' that promote job
satisfaction and extrinsic factors or 'hygiene factors' that cause dissatisfaction.
Blegen [1987] synthesized findings from 48 studies and identified thirteen variables that were most
strongly associated with job satisfaction. These included stress, commitment, communication (with
supervisor and peers), autonomy (and locus of control), recognition, routinization, and fairness. A
secondary analysis of data from the 1977 Quality of Employment Survey found that task variety, relations
with co-workers, financial rewards and age were all positively associated with job satisfaction. Work
attitudes (supervisor support, work-group cohesion, variety of work, autonomy, organizational constraint,
promotional opportunities, work and family conflict, and distributive justice) were also important in
explaining the job satisfaction of registered nurses in the United States.
Different managerial styles and practices at the organizational unit level (e.g. ward) can have a direct
bearing on nurse satisfaction. The work of Adams and Bond [2000] highlighted the importance of
interpersonal relationships with nurses and other medical staff, workload and ward cohesiveness. A
number of studies have shown a positive association between autonomy and levels of job satisfaction and
which has been confirmed amongst nurses, Shoham-Yakubovich I, Carmel S, Zwanger L, Zaltcman T
[1989], Acorn S, Ratner PA, Crawford M [1997], Finn CP [2001].
Blegen [1987] found that job satisfaction correlated less strongly with age or years of experience, while
Shields and Ward [2001] found that increasing age, marriage, and children impacted positively on nurses'
satisfaction. The survey of NHS nurses found training had a positive impact on job satisfaction but
diminished with the number of training spells.
In a study of nurses working in the NHS, Clark AE, Oswald AJ [1996], individuals who stressed nonpecuniary reasons (e.g. flexibility of hours, helping others) had significantly higher job satisfaction than
those who did not (e.g. attracted by job security, promotion prospects, pay). Not being graded fairly was
the largest negative determinant of overall job satisfaction and not having the hours to suit an individual's
preference had a negative impact.
An employees relationship with an organization is shaped by HRM actions such as recruiting, appraising
performance, training, and benefits administration through which employees come to understand the
terms of their employment (Rousseau & Greller, 1994). It has been shown that when the organization
nurtures relationships with employees, the result can lead to a real improvement in services provision to
customers (Schneider & Bowen 1995). Employees who feel that the organization provides them with a
supportive working environment, and see that the organization aspires to a high quality of service and
excellence, are often more willing to give customers the best service. When customers meet a satisfied
and enthusiastic employee, their perceptions of the service are likely to reflect the positive encounter
(Schneider, White & Paul 1998).
HRM practices are likely to have an impact on employee attitudes about work (Meyer and Allen,
1997), thus attitudinal factors such as job satisfaction or organizational commitment could be
assessed.
Employee Psychology Contract and HRM
According to Wright, Gardner, and Moynihan (2003) measuring HRM practices via employees perceptions
is crucial.
How jobs are advertised (great advancement potential, opportunity for salary growth,), the way an
organization is portrayed during the recruitment interviews (this organization provides plenty of training ),
comments made in performance appraisal reviews (keep up the good work and we will move you up),
compensation systems (wages based on time on the job, rank or performance), all send strong messages
to individuals regarding what an organization expects of them and what they can expect in return. Hence
HRM practices are seen to play an important role as message senders, shaping terms of the
psychological contracts (Rousseau & Wade-Benzoni, 1994).
Rondeau and Wagar (2001) investigated the effect of HRM practices on nursing home performance in
Canada. Their study of 283 nursing homes found that nursing homes with more "progressive" HRM
practices and a workplace climate that values participation, empowerment, and accountability tended to be
perceived as performing better on a number of valued organizational outcomes.
"Organizations cannot hope to achieve any kind of success with new programs when they ... lack
a foundation of employee commitment and trust". Therefore, managerial objectives of HRM
practices include improving employees' levels of job satisfaction, organizational commitment and
morale, as these are precursors to a firm's level of service, quality and innovation. To improve
organizational performance, HR professionals have to ensure that their firms' HRM practices
follow best practices and contribute to the meeting of the firm's objectives. (Capowski (1997)
Firms need to formalize their job descriptions, as clearly written job descriptions improve role clarity and
reduce role conflict and job tension, which were found to increase employees' level of job satisfaction
(Rogers, Clow and Kash, 1994). The increase in the level of job satisfaction occurred because employees
had a better understanding of their work requirements and therefore, had more realistic job expectations
(Ting, 1997).
Where staffing activities are concerned, initiatives that improve the service delivery of HR
recruitment activities led to more positive applicant reactions with the recruitment process. This
was found to attract higher applicant quality (Heneman, Huett, Lavigna and Ogsten, 1995).
Applicants who perceived the selection process more favorably were more satisfied with the
selection process, the job and the organization. Such positive attitudes led to more job
acceptance intentions (Macan, Avedon, Paese and Smith, 1994). In addition, the use of realistic
job previews (RJPs) during the recruitment process increased applicants' met expectations,
which led to increased job satisfaction and organizational commitment (Hom, Griffeth, Palich and
Bracker, 1998).
Employees also reported higher levels of satisfaction and commitment in organizations where
there is fairness in the assignment of work tasks (Witt, 1993). Perceived fairness in pay and
promotion also accounted for a significant amount of the variance in job satisfaction (Witt & Nye,
1992). Particularly, employees' overall levels of satisfaction were significantly increased by the
availability of a flexible benefit plan (Barber, Dunham and Formisano, 1992).
Where career management activities are concerned, employees who had mentors were more
satisfied with their jobs and the organization, than those without (Chao, Walz and Gardner, 1992).
This is because protgs received more career-related and social support from their mentors, as
well as higher salaries. Even in the absence of higher pay, firms that used career anchors
increased their employees' level of job satisfaction (Leavitt, 1996).
Employees' job satisfaction, organizational commitment and morale levels are important measures of the
return on the efforts by the HR department (Davidson, 1998; Kinicki, Carson and Bohlander, 1992).
However, Dillon and Flood (1992) found that the link between organizational commitment and HR
practices was, at best, inconclusive. They explained the results as being similar to those of
Herzberg (1959), in that personnel policies and practices can only reduce the dissatisfactions of
employees but cannot raise the levels of job satisfaction. If personnel practices do not increase
the levels of job satisfaction, then they cannot be expected to affect organizational commitment
and other organizational effectiveness measures.
Having dissatisfied employees who always think about their salaries and perceive them to
be unfair and inequitable relative to others in the organizations.
Failure to provide job related training which will eventually undermine the department's
effectiveness.
By discussion with hospital industry experts, hospital Management academicians, it is observed that well
known, State of Art Hospitals in a Metropolitan City like Mumbai are facing all the above mentioned
problems and their employees are not satisfied. Thus, there is need to consider satisfaction factors apart
from Motivational Techniques.
On the basis of Researchability of the problem, and with the aim to make significant contribution to
Healthcare industry and its Clinical and Non-clinical employees, the problems of HRM practices and its
impact on Employee satisfaction have been selected. At the same time the constraint of time and money
has been considered with respect to feasibility of the study.
Chapter 2
Hospital: as Service Industry
2.1 Healthcare Organization
In the healthcare industry, as in most other service industries, the interaction between patients and
healthcare service providers (professionals and other employees) is an integral part of the service process
(Conway & Willcocks 1997, Benbassat & Taragin 1998). Health Care Organizations should be encouraged
to take the role of the patient into consideration in the healthcare service process, and in order to achieve
high quality service (White 1999) respond to patients needs and expectations. Another issue that is likely
to challenge HCO management is the central role played by employees in Service quality achievement.
White (1995) reported cooperation between employees and managers as the key to providing high quality
care, because it can compensate for the constraints imposed by cost containment and managed care. In
pursuit of this objective, management might seek to implement progressive HRM practices that encourage
service oriented behavior and show concern for employees organizational and personal needs.
administration,
viz.
appointing
the
senior-most
doctor
as
the
Medical
minimum cost. Thirdly, the rapidly rising number of patients and the inadequate
expansion of hospitals and medical services have thrown the hospital administration
machinery completely out of gear. Hence, the need for better planning, organizing,
staffing, coordinating and controlling hospitals can hardly be overemphasized. Hospital
administration can no longer be left to continue in the hands of a person who is 'Jack-ofall trades' and 'master-of-none'.
In the past, hospitals could, perhaps, afford the luxury of being unbusiness like and of
adopting hit-and-miss methods of management as a number of philanthropists made
huge donations to meet the ever-rising deficit in hospital budgets. Similarly, in the field of
human resource management, as long as the salary budget comprised only a small
portion of the total budget, hospital administration could afford to neglect the introduction
of scientific and progressive principles of human resource management. But they can no
longer afford to do so as salary and wages now represent 65 per cent or more of the total
hospital budget.
Let us examine a few definitions of the term 'hospital'. The word 'hospital' is derived the
Latin word hospitalis which comes from hospes, meaning a host. The English 'hospital'
comes from the French word hospitale, as do the words 'hostel' and hotel, all originally
derived from Latin. The three words, hospital, hostel and hotel, although derived from the
same source, are used with different meanings. The term 'hospital' means an
establishment for temporary occupation by the sick and the injured
Today hospital means an institution in which sick or injured persons are treated. A hospital
is different from a dispensary - a hospital being primarily an institution where in-patients
are received and treated while the main purpose of a dispensary is "distribution of
medicine and administration of outdoor relief.
Dorland's Illustrated Medical Dictionary defines a hospital as
an institution suitably located, constructed, organized, staffed to supply scientifically,
economically, efficiently and unhindered, all or any recognized part of the complex
requirements for the prevention, diagnosis and treatment of physical, mental and the
medical aspects of social ills; with functioning facilities for training new workers in many
special professional, technical and economical fields, essential to the discharge of its
proper functions, and with adequate contacts with physicians, other hospitals, medical
schools and all accredited health agencies engaged in the better-health programme.
A hospital in Steadman's Medical Dictionary is defined as, an institution for the care, cure
and treatment of the sick and wounded, for the study of diseases and for the training of
doctors and nurses.
Blackiston's New Gould Medical Dictionary (McGraw-Hill, New York, 1956, p. 560)
Describes a hospital as an institution for medical treatment facility primarily intended,
appropriately staffed and equipped to provide diagnostic and therapeutic services in
general medicine and surgery or in some circumscribed field or fields of restorative
medical care, together with nursing care and dietetic service to patients requiring such
care and treatment.
According to the Directory of Hospitals in India, 1988,
A hospital is an institution which is operated for the medical, surgical and/or obstetrical
care of in-patients and which is treated as a hospital by the Central/state government!
Local body/private and licensed by the appropriate authority.
A close analysis of the above definitions reveals that no single definition is perfect in
defining a modern hospital and its multifarious services. Dorland's definition is
comprehensive but fails to visualize rehabilitative and follow-up aspects. Steadman's
definition is very simple and, to a great extent, highlights all the essential services. The
definition given in the Directory of Hospitals in India, 1988 is also very simple but too short
to cover all the aspects of a hospital. .
On the basis of the above definitions, we can evolve a comprehensive definition of a
hospital, highlighting all the essential services provided by a modern hospital:
A modern hospital is an institution which possesses adequate accommodation and well qualified and experienced personnel to provide services of curative, restorative and
preventive character of the highest quality possible to all people regardless of race,
Colour, creed or economic status; which conducts educational and training programmes
for the personnel particularly required for efficacious medical care and hospital service;
which conducts research assisting the advancement of medical service and hospital
services and which conducts programmes in health education.
Modern hospitals are open 24 hours a day. Their personnel render services for the cure and
comfort of patients. In the operation theatre, skilled surgeons perform lifesaving surgery. In
the nursery, new-borns receive the tender care of trained nurses. In the laboratory, expert
technicians conduct urine, stool, and blood tests, vital to the battle against disease. In the
kitchen, cooks and dieticians prepare balanced meals that contribute to the patient's speedy
recovery.
2.3 Complexity of Hospital Industry
Though Hospitals have been compared to industry, there is a distinct difference. The product of a hospital
is service to people provided by its personnel with a variety of skills. The nature of the demand for Hospital
services is also distinctive to the hospital as admission to the hospital for services is need driven. The
patient leaves his home, family, friends, his work place, and his way of life for a new environment i.e. the
hospital where he becomes one of the many. He is housed with strangers and carries out several intimate
functions in their presence. Moreover, he encounters the different hospital personnel performing different
functions.
2.4 Features of Hospital: Peculiarities associated with hospitals:
3) High Cost:
Both these factors have resulted in steep increase in expenditure for starting and running a
hospital.
Public continues to look upon hospitals as institutions meant to provide their services to the
society as cheaply as possible.
incorporated under the Societies Registration Act, 1860 or Public Trust Act, 1882 or any
other appropriate Act of the Central or state government. They are run with public or
private funds on a non-commercial basis. No part of the profit of the voluntary hospital goes
to the benefit of any member, trustee or to any other individual. Similarly, no member,
trustee or any other individual is entitled to a share in the distribution of any of the,
corporate assets on dissolution of the registered society. A board of trustees, usually
comprising prominent members of the community and retired high officials of the
government, manages such hospitals. The board appoints an administrator and a medical
director to run such voluntary hospitals. These hospitals spend more on patient care than
what they receive from the patients. There is, of late, a trend among voluntary hospitals to
charge reasonably high fees from rich patients and very little from poor patients. Whatever
they earn from the rich patients of the private wards, spend on the patients of general
wards. However, the main sources of their revenue are public and private donations, and
grants-in-aid from the Central Government, the state government, and from philanthropic
organizations, both national and international. Thus, voluntary hospitals run on a 'no profit,
no loss' basis.
Private Nursing Homes: Private nursing homes are generally owned by an individual doctor
or a group of doctors. They admit patients suffering from infirmity, advanced age, illness,
injury, chronic disability, etc., or those who are convalescing, but they do not admit patients
suffering from communicable diseases, alcoholism, drug-addiction or mental illness. There
is, however, no uniform definition for nursing homes. The phrase may refer to out-of-home
care facilities that offer a range of services similar to many found in a hospital. These nursing
homes are run on a commercial basis. Naturally, the ordinary citizen cannot usually afford to
get medical treatment there. However, these nursing homes are becoming more and more
popular due to the shortage of government and voluntary hospitals. Secondly, wealthy
patients do not want to get treatment at public hospitals due to long queues of patients and
the shortage of medical as well as nursing staff leading to lack of medical and nursing care.
Corporate hospitals: The latest concept is of corporate hospitals which are public limited
companies formed under the Companies Act. They are normally run on commercial lines.
They can be either general or specialized or both.
(i) General hospital: All establishments permanently staffed by at least two or more medical
officers, which can offer in-patient accommodation and provide active medical and nursing care
for more than one category of medical discipline (e.g. general medicine, general surgery,
obstetrics).
(ii) Rural hospital: Hospitals located in rural areas (classified by the Registrar General of India)
permanently staffed by at least one or more physicians, which offer in-patient accommodation
and provide medical and nursing care for more than one category of medical discipline (e.g.
general medicine, general surgery and obstetrics).
iii) Specialized hospital: Hospitals providing medical and nursing care primarily for only one
discipline or specific diseases (e.g. tuberculosis, ENT, eyes, leprosy, orthopedic, pediatrics,
gynecological, cardiac, mental, cancer, infectious disease, and venereal diseases). The
specialized departments, administratively attached to a general hospital and sometimes located
in an annex or separate ward, may be excluded and their beds should not be considered in this
category of specialized hospitals.
(iv) Teaching hospital: A hospital to which a college is attached for medical/dental education.
(v) Isolation hospital: This is a hospital for the care of persons suffering from infectious diseases
ultrasound, MRI and CT scan for diagnosis, and operation theatre for surgery, labor
room for delivery, nursery for children, physical therapy for rehabilitation of patients, so
that they may be properly treated.
2. Training of physicians, nurses and other personnel: They receive their training in
both theory and practice in approved schools and colleges. Therefore, a hospital being
a complex and specialized organization must employ highly trained personnel so that
they may train others. Particularly in the branch of medical and paramedical education,
different associations/councils play very important roles. They make surveys of
hospitals and accord their approval. Only these approved hospitals can provide training
in medicine, nursing, dietetics, pharmacy, physiotherapy, administration, medical social
work, medical record library, X-ray and medical record technology, etc. Capable boys
and girls should be attracted to such courses as a career which offers them fair
remuneration, opportunities for self-development and reasonable security.
3. Prevention of disease and promotion of health: It is the duty of the hospital to
cooperate with the government agencies. They can treat patients of communicable and
non-communicable diseases, notify to the recognized authorities of any communicable
disease of which it has knowledge, assist in vaccination programmes of the
government, etc.
4. Advancement of research in scientific medicine: In light of the broad social
responsibility for maintaining and restoring the health, it is an important function, but no
7.Another way in which the responsibilities and activities of the hospital administrator differ
from his counterpart in other fields is in the amount and variety of training programmes
that the hospital has to provide. Training is provided for medical interns and residents (6
months to 1 year), nurses (3 to 4 years), X-ray technicians (2 years), medical laboratory
technicians (2 years), physiotherapists (4 years), pharmacists (2 years), medical social
workers (2 years), dieticians (2 years), nurse aides and nursing orderlies (l year).
Classroom, clinical and apprenticeship training methods are used in varying combinations.
The administrator is responsible for planning and operating these various training
programmes. Very few other types of institutions combine such major educational
responsibilities with other operating activities.
8.Just as administration in hospitals differs from that in most other fields, similarly, public
relations aspects and problems of hospitals are more pervasive, delicate and volatile. The
human elements-the consumers (patients), producers of care and services (doctors,
nurses and other personnel), the variety of community health agencies, the other
competing hospitals, the people in the community (relatives and friends of the patients)and the conditions and environment in which they are brought together (the hospital),
present public relations problems of a sort and variety vastly different from those of most
other institutions.
9.The efficiency and quality of health care services in any hospital is directly dependent on
the use of bio-medical equipments in diagnosis, surgery and therapeutic process. These
equipments invariably employ sophisticated technology made of complex systems. Hence,
the problem of maintenance and management of these bio-medical equipments is complex
because there is acute shortage of technical hands who have suitable and adequate
work at all. Hence the hospital administrator faces another peculiar problem what is not
faced by a chief executive of a business organization or a hotel in disposing of the waste
of their institutions.
This distinctiveness of hospital administrations, call for a high degree of professional
competence to do justice to the job. It is, therefore, obvious that hospital administration
should be entrusted to those who have the necessary training and the right kind of
attitude to perform this vital task.
2.10 Organizational Chart
Most of the hospital is having following organizational Chart.
Governing Board
Executive Committee
Director
Administrative Committee
Medical
Supt.
Nursing
Supt
General
Supt.
Financial
Controller
HRM in health has to function in a sector with some unique characteristics. The workforce is large,
diverse, and comprises separate occupations often represented by powerful professional associations or
trade unions. Some have sector-specific skills; other can readily move from the health sector to
employment in other sectors. The avowed first loyalty of those with sector-specific skills and qualifications
(physicians, nurses, etc.) tends to be to their profession and their patients rather than to their employer.
2.12 Categories of Employees and Functions:
Broadly speaking Employees are divided into four categories
Their main functions are clinical treatment, Patient care, Medical Audit, Education & Research.
Nurses:
Administrative Staff:
These people are involved in overall Management of the hospital. It also includes support services like
kitchen, Laundry, Engineering, C.S.S.D, Security, and HR Dept. Finance Dept. etc.
Paramedical Staff:
The code of ethics of hospitals goes hand in hand with the code of ethics of physicians.
Both of them are required to follow their ethics to render care to the sick and injured. As
far as the hospital code of ethics is concerned, it was developed nearly half century ago,
but the code of ethics of physicians has been in existence since the days of Hippocrates
who lived about B.C. 460-377. Today, the code of medical ethics has become the
fundamental law of the hospitals and is applicable to all its personnel, including the
trustees.
The trustees are required to employ a qualified administrator to keep accurate records, to
provide facilities consistent with community needs, to determine fair policies, to set
professional standards and to provide protection to the patients during their stay in their
hospital. There should be neither solicitation for patients nor undesired publicity of any
kind whatsoever. Similarly, personnel of the various professions and avocations are
required to maintain the dignity and honor of their profession by discharging their
responsibilities to ensure that all patients receive the best care without any unnecessary
delay; secrecy about their diseases is maintained and they are not harassed in any wayneither by soliciting favors nor by accepting monetary rewards.
The major responsibility of the Administrator of a hospital is also to follow the hospital
ethics. His relationship with the trustees should be respectful, refraining from any violation
of their confidence. He should be courteous in dealing with patients and relatives. No
Administrator of any hospital can be successful without having cordial relationship with
the medical staff. It is his responsibility to understand their difficulties, if any, and solve
their problems immediately so that they may render care to the sick and injured to the
best of their ability.
The hospital code of ethics clearly states that to render care to the sick and injured, to
impart scientific knowledge to its personnel, prevention of disease and promotion of
health and advancement of research in health related fields are primary responsibilities of
the hospital. Though the hospital has many functions, but all are subordinate to its abovementioned responsibilities and must never be allowed to detract in any respect. The very
personal information given by a patient and observations made during examination and
treatment by the staff of a hospital should be held as a sacred trust and should never be
revealed except during academic discussions and in a court of law. Modesty of the
patient is very important. No one including the treating physician and the nurse has the
right to expose the patient unnecessarily. Violation of this rule means the loss of
confidence of a patient in the hospital staff. Therefore, each and every hospital personnel
including the physician, nurse, laboratory and X-ray technicians, physiotherapists, and
others should avoid all those acts which would lead to the loss of trust of the patient
because whatever a patient tells, he does so in good faith and expects that all the
information will be kept secret and used only for treatment purpose. Therefore, it is for
practical reasons that sincerity, reliability, sobriety and calm balanced temperament are
required of those who are caring for the sick and injured, otherwise, the hospital may lose
its respect not only in the eyes of the patient but also of the community because each
Chapter 3
Literature Review
3.1 HRM, Employee Satisfaction & Healthcare Industry
In past two decades many healthcare organizations across the globe have realized the importance of
human resources and have shown great concern towards their internal customers by investing in a big
way for their growth and development. In the liberalized economy, Indian healthcare organizations are
also learning to compete locally as well as globally but most of the Indian healthcare organizations have
been exploiting only apart of their inherent potential. The main reason behind it is that they have failed to
tap the actual potential. People are the greatest asset to a company; it is they who can give the strategic
advantage to an organization. So there is a dire need on the part of Indian healthcare organizations to
take initiatives to find out the root cause of the gap in corporate growth, goals, business strategies and
employee's ambitions and job satisfaction. The first and foremost condition to run a healthcare
organization successfully in competitive environment is to devise an efficacious and productive
performance management system to manage the performance of the employees in a meaningful manner.
How to improve HR practices so as to make them compatible to global standards is a question that needs
a great deal of research and analysis. Many scholars and experts have contributed their ideas and views
in terms of articles, research papers, etc. Some of the works reviewed are mentioned hereunder:
John T. Delaney and Mark A. Huselid (1996), In 590 for-profit and nonprofit firms from the National
Organizations Survey, we found positive associations between human resource management (HRM)
practices, such as training and staffing selectivity, and perceptual firm performance measures. Results
also suggest methodological issues for consideration in examinations of the relationship between HRM
systems and firm performance.
HRM Practices affects on Job satisfaction found by Alina Ileana, Petrescu, and Rob Simmons (2008). The
purpose of this paper is to investigate the relationship between human resource management (HRM)
practices and workers' overall job satisfaction and their satisfaction with pay. After controlling for personal,
job and firm characteristics, it is found that several HRM practices raise workers' overall job satisfaction
and their satisfaction with pay. However, these effects are only significant for non-union members.
Satisfaction with pay is higher where performance-related pay and seniority-based reward systems are in
place. A pay structure that is perceived to be unequal is associated with a substantial reduction in both
non-union members' overall job satisfaction and their satisfaction with pay. Although HRM practices can
raise workers' job satisfaction, if workplace pay inequality widens as a consequence then non-union
members may experience reduced job satisfaction.
Ching-Chow Yang (2005), study confirms that HRM significantly affects TQM practices. The study
concluded that HRM practices have a significantly positive effect on the implementation of TQM.
Implementing HRM practices can also have a significant effect on employee and customer
satisfaction. It also positively affected employees' quality awareness and corporate image. The
quality performances were also significantly affected by the implementation of TQM.
The management of a firm's human resources is important because it affects profitability and
competitiveness through its effects on employees' level of job satisfaction, commitment to the
organization, and other organizational citizenship behaviors. Hoon, Lee Soo (2000), The HRM
audit provides a means for managers to evaluate their firms' HRM practices and to assess how
these HRM activities are contributing to their organizational objectives. The results obtained
serves to encourage managers to develop a strategic approach to managing human resources as
well as in measuring the performance of HRM activities. Systematic analysis of performance can
help determine priorities that will lead to a more rational approach to the management of human
resources
HR has evolved from a mere administrative rubber stamp to a more active strategic business
partner striving for aligning the HR processes with the core processes for attaining business
excellence. Jyoti Budhraja (2008) discusses the latest and emerging trends in HR practices in the
contemporary scenario with a focus on Indian context. It also explores the role of HR as an
enabler in the ever-increasing business challenges.
Most business authorities believe that Talent Management (TM) has emerged as an important
global business challenge. In developed economies, employers anticipate many experienced
workers to retire, creating a vacuum of talent that will not be easy to fill; in developing economies,
talent needs are fueled by explosive business expansion and pending waves of retirements.
Typically, Talent Management has focused on attracting, developing and retaining talented
people. But that is not enough for the future. Organizations will need next generation talent
management. William J Rothwell (2008)
The new perspective in the functioning of an HR Manager, Seema S. (2008) explained the role of
the Human Resource Manager is changing in the competitive environment. He plays a crucial
role in the future of an organization. HRM supports Strategic Management. Talent acquisition and
retention has become a significant job of an HR Manager. The success of an organization
depends on deploying employees who can adapt to and be comfortable in the changing
environment. Acquisitions and mergers are taking place so rapidly that organizations have to
grow by themselves or get `swallowed' by others. There is an increasing demand for HR
personnel who are capable of managing the increasing workforce.
HR managers should develop themselves into capable "change managers" as long as the
economy is dynamic and evolving, discussed by K Mallikarjunan (2008). Organizational change is
generally called for because of external and internal factors, like competitive forces and consumer
patterns (external) and need for reorganization (internal) in the light of changing business
environment. To be successful in managing change, the HR team should pick up new
perspectives that will encompass not only the conventional HR tasks but also active participation
in business matters to the extent of gaining a degree of awareness of the business nuances.
Such awareness will enable the HR team to make useful contribution to the adaptive strategies of
the corporate towards the changing environment.
Sreekumar P. (2008) analyzes and compares certain critical HRM strategies with respect to the
management of knowledge workers and how the knowledge workers and those who manage
them can understand their roles better and contribute to the upgradation of human capital of their
firm.
Recruitment is the entry step and if required care is not taken then the organization will have to
face adverse consequences. Shefali Goyal (2008) highlights the impact of Internet on
recruitment. It also discusses the concept of e-recruitment from the perspective of employers and
job-seekers, and throws light on the growing world of job portals in e-recruitment arena in India.
Information Technology and Internet have changed the face of an organization. Never more has
the concept of "boundaryless organizations" been more apt than in today's world. Internet has
increased the reach of organizations both in terms of markets and manpower.
Shrinivas Kandula (2006) find out challenges in handling interview technique as a part of
selection is discussed in this paper. Exterior simplicity of interview technique has become the
encouraging factor for widespread use of the interview method for a variety of purposes. In order
to use the interview method rightly and for right purposes, the practitioner should be conscious of
the following challenges:
Understanding and managing limitations of the interview method
Understanding the background of interviewee
Training of interviewers
Formatting interview
Understanding purpose/context
Interviewer to be honest and straight forward
Interviewers keeping self in high pedestal
Warming up
Advance briefing to interviewee
Trap of symbol and artifacts
Making generalizations
See-off candidate with a positive mind
Michael A. Campion,
Elliott D. Pursell,
Barbara K. Brown
interviewing technique is proposed, which includes the following steps: (1) develop questions based on a
job analysis, (2) ask the same questions of each candidate, (3) anchor the rating scales for scoring
answers with examples and illustrations, (4) have an interview panel record and rate answers, (5)
consistently administer the process to all candidates, and (6) give special attention to job relatedness,
fairness, and documentation in accordance with testing guidelines. Examination of psychometric
properties for hiring entry-level production employees reveals high inter-rater reliability and predictive
validity, as well as evidence for test fairness and utility. The levels of these properties are comparable to
those of a comparison battery of typical employment tests, and correlations with the tests suggest that the
interview has a strong cognitive aptitude component. Potential explanations for the effectiveness of this
structured interviewing technique are discussed.
Andrew (2004), discussed on, Triumphant Companies have recognized the role of HR in appropriate
selection of Employees. World economy has shifted from manufacturing to service and knowledge. The
new role of HR is to determine the perfect skill essential for the employees to accomplish the
organizations strategy.
The paper helps practitioners in sharpening the behavioral training intervention and building it as
a sophisticated and reliable technique like any other cutting edge technology whose efficacy can
be proved. Shrinivas Kandula (2006)
Shrinivas Kandula (2006) in his book emphasizes the need to follow a systematic training strategy and
process for real results out of training implementation. However, efficacy of training programmes is a big
question everywhere when it comes to behavioral training. The paper identifies 10 factors that contribute
to ineffective training intervention. These are:
System (PMS) and how it can be successfully implemented, taking a cue from the current trends and best
practices followed.
Shrinivas Kandula and B. Hari Bapuji (2006), captured the need to shift focus from appraisal
system to appraisal process. People hate being assessed but they welcome any practice that
facilitates them to understand their performance level. It is not an exaggeration to state that
number of employees who express satisfaction with performance appraisal is abysmally low in
comparison to those who complain against it. Organizations need to introspect the real reasons
for the failure of appraisal system, so that it can be turned into a potent weapon for organizational
performance. This paper hotly debates the negative factors associated with administration of
performance appraisal and provides remedies to overcome them. This is especially beneficial to
those managers who are making efforts to instill performance-oriented culture, rather than merely
eager to push a faceless performance appraisal system.
T. Kiran Kumar (2008) suggested that A Performance Management (PM) system enables the business to
measure, manage and optimize its performance and profitability by relating the employees' pay to
competency and contribution. It ensures a conducive business environment-enabled healthy performance
and brings all the employees under a single strategic umbrella. Integrating the components of PM and
managing it effectively isn't easy. In reality, companies have realized that it requires a high level of
coordination between information-sharing and timely review.
V.S. R. Subramanium (1975) Concluded different Performance Appraisal is needed for optimal motivation
of different sectors of manpower in an organization, and hence one grand performance Appraisal system
should be avoided.
Arvind Mishra, (1998), concluded that Performance appraisal can make a major contribution to individual
and organization success by creating an atmosphere of openness and trust.
HR practitioners ought to be able to forecast what type of work, pay and benefits, promotion system and
recognition an employee would desire and sculpt these around him. A good indicator of these desires
would be their career anchor, Dr. R. K. Premarajan, (2003)
Job satisfaction is popular concept in Industrial Psychology and Human resource Management. At various
times it has been linked to productivity, motivation, absenteeism, tardiness, accidents, mental health,
physical health and general life satisfaction. The credit for bringing this term in to currency goes to
Happock (1935), according to whom job satisfaction is any combination of psychological, physiological
and environment circumstances that causes a person truthfully to say: I am satisfied with my job.
Wilfred J. Zerbe , Dawn Dobni, GEdaliahu H. Harel (2004) shed light on the relationship between
satisfaction with human resource management (HRM) practices and employee performance. We
examined the proposition that employee perceptions of HRM practices predict their behavior toward
customers. Previous writers have based such hypotheses on theory formulated at the level of individual
employees, but have used analyses at organizational or aggregate levels. We therefore sought to
demonstrate individual-level relationships between employee perceptions and service behavior. We also
sought to contrast the role of satisfaction with HRM practices with that of employees' perceptions of how
service-oriented their organization's culture was, based on the position of marketing theorists that a
service culture is fundamental to promoting service behavior. Our study of airline service employees
showed that service culture had a direct effect on self-reported service behavior, and that HRM practice
perceptions had both a direct effect on self-reported service behavior and an indirect effect through
service culture. Specifically, satisfactions with leadership and with work demands were the strongest
predictors of service behavior. Service culture did not moderate the relationship between perceptions of
HRM practices and service behavior. Discussion focused on alternative explanations for the relationship
between organizational practices and service behavior and on the implications for organizations wishing to
promote service behavior.
Michael K. Mount (2005) has given evidence that employees perceive certain aspects of the appraisal
system in a global way, whereas managers differentiate among various components and see them as
distinct entities. Second, the relative importance of the factors differs between the two groups. The largest
portion of variance accounted for in the employee sample pertained to general satisfaction with the system
whereas for managers it pertained to the types of ratings made on the appraisal form.
V V. Manerikar (1980) discussed on Job satisfaction and Performance. For better performance there is
need of required abilities and skills to fulfill managerial role. The study further discussed on selection
strategies with well developed battery of psychological tests and interviews, As well as the role of
Sensitivity training and Transactional Analysis to understand the forces of behavior for job satisfaction.
Employee satisfaction serves as a stimulus for the organizational quality and productivity. Hina Sohrab
Kiani, Omama Khurshid (2006), provides support for some key factors serving as stimulators for employee
satisfaction. These factors are pay, job interest, leadership (encouragement, feedback, and performance
appraisal), and career growth, working environment, broadly defined job responsibility, organizational
objectives and trainings. These factors if not provided, result in dissatisfaction of employees. In addition to
this some new factors have been identified which were not made part of the survey initially but came
across on employees feedback. These factors include government policies, transport, good innovative
projects, company strength, social and economic values, political instability, natural disaster, location,
vendor management, weather, and family issues. it is proved that employee satisfaction impacts positively
on software quality and productivity. In brief, if the factors highlighted are given proper consideration, the
productivity and quality of organization will increase.
Service climate and job satisfaction is showing positive effect on service quality where as
turnover intention is having negative impact on service quality. From Electronic Thesis (2006) it is
found that there is positive and significant impact of HRM practices on service climate and job
satisfaction. It has also been found that HRM practices are negatively related to turnover intention
of the employees.
The importance of the recruitment process remains as one of the most important, yet under researched
areas in human resources management. While the utilization of recruitment sources is documented from
both employer (Malm, 1954) and applicant (Latham, 1985) perspectives, few studies have addressed the
relationship between recruiting sources and employee behaviors and attitudes. Of the existing studies,
researchers have largely focused on recruiting sources as they relate to employee behaviors, such as
tenure (Decker and Cornelius, 1979; Gannon, 1971; Reid, 1972; Taylor and Schmidt, 1983), absenteeism,
and performance (Breaugh, 1981; Taylor and Schmidt, 1983). Van M. Latham, Peter M. Leddy (1987)
empirically investigated the relationship between recruiting methods and the work attitudes of job
involvement, organizational commitment, and job satisfaction. Multivariate and follow-up univariate
analyses showed strong recruitment source effects, with employee referrals emerging as a better source
of recruitment than newspaper advertisements. These studies are conclusive in their findings, namely, that
informal sources of recruitment (employee referrals, walk-ins) are the best sources of longer tenured and
less absent employees, while formal methods of recruitment (newspaper ads, employment agencies) are
among the worst sources.
Alan M. Saks (2006) examined the psychological processes for the effects of recruitment source and
organization information on newcomers' job survival. Formal sources of recruitment were compared to
informal sources, and a model based on the realism and met expectations hypotheses for the effects of
information accuracy received from one's recruitment source and the organization on job survival was
tested. Employees recruited through informal sources of recruitment (employee referrals, rehires, and selfinitiated walk-ins) were found to have greater job survival in comparison to employees recruited through
formal sources of recruitment (newspaper and radio advertisement, and posters), and reported receiving
more accurate job information from their recruitment source, greater met expectations, and ability to cope.
The results of a path analysis indicated that the accuracy of information received from one's recruitment
source and the organization was significantly related to several of the hypothesized process variables of
the realism hypothesis that are related to subsequent job survival. Further, the results support the met
expectations hypothesis as one of the key psychological processes underlying the relationship between
information accuracy and job survival. The implications for future research and practice are discussed
from an information acquisition perspective that integrates the literature on recruitment sources and
socialization.
A refocus on human resources management in health care and more research are needed to
develop new policies. Effective human resources management strategies are greatly needed to
achieve better outcomes from and access to health care around the world. The importance of
human resources management (HRM) is improving overall patient health outcomes and delivery
of health care services. Health care organizations are not factories. They are highly knowledgeintensive and service-oriented entities and thus require a different set of HR practices and
systems to support them. Naresh Khatri (2006) discussed, the current human resource (HR)
management practices in health care are consistent with the industrial model of management.
Drawing from the resource-based theory, he argues that HRs are a potent weapon of competitive
advantage for health care organizations and propose a five-dimensional conception of HR
capability for harnessing HRs in health care organizations. The significant complementarities that
exist between HRs and information technologies for delivering safer and better quality of patient
care are also discussed.
Stefane M Kabene, Carole Orchard, John M Howard, Mark A Soriano, Raymond Leduc (2000) addresses
the health care system from a global perspective and it studied Challenges in the health care systems in
Canada, the United States of America and various developing countries are examined, with suggestions
for ways to overcome these problems through the proper implementation of human resources
management practices. Finally he concluded that Proper management of human resources is critical in
providing a high quality of health care.
James Buchan (2006) clearly indicated that it is not only the organizational context that differentiates the
health sector from many other sectors, in terms of HRM. Many of the measures of organizational
performance in health are also unique. As noted in the discussion, "performance" in the health sector can
be fully assessed only with indicators that are sector-specific. These can focus on measures of clinical
activity or workload (e.g. staff per occupied bed, or patient acuity measures), on measures of output (e.g.
number of patients treated) or, less frequently, on measures of outcome (e.g. mortality rates; rate of postsurgery complications). The challenge for researchers and policy analysts in the health sector is to bridge
the current knowledge gap between what we know from the general evidence base on HRM inputs and
performance, and what we know from the health-specific evidence base focusing on sector-specific
outcome measures.
The other main lessons from the evidence base examined in this paper are the need to consider
"contingency" that there must be a "fit" between the HRM approach and the characteristics, context and
priorities of the organization in which it is being applied; and the recognition that so-called "bundles" of
linked and coordinated HRM interventions will be more likely to achieve sustained improvements in
organizational performance than single or uncoordinated interventions. In the often "politicized" health
sector, this is an important message.
Finally, it should be noted that defining the "best practice" evidence base is one thing, but translating this
into widespread application of the appropriate bundle of HRM interventions is another. Both Richardson
and Thompson and Guest highlighted the issue of the relative lack of "take up" of HRM good practice:
even when it has been verified by the studies quoted above, it is not evident in day-to-day practice in
many organizations. This highlights an important issue for any sector wishing to improve HRM practice:
deciding how best to disseminate good practice in HRM is as important as determining how to identify and
evaluate it.
Though departments are belonging to the same hospital, these departments seem to adopt
different human resource architectures. Hsin-Chih Kuo (2005) , his study applies both resourcebased view and strategic human management theory to explore two kinds of fit in strategic
human resource management for Taiwanese hospitals.
management can be divided into two kinds of fit: vertical and horizontal. To explore the vertical
and horizontal fit of human resource management practices, this study adopted an embedded
case study design and treated individual department as analysis unit. After interviewing several
medical and administrative department leaders, this research finds that the combination of
resources will influence the human resource management practices.
Rather than viewing HR as a critical driver of organizational strategy and outcomes, most health care
organizations see HR as a drain on the organization's bottom line. Fottler, Myron D.; Erickson, Eric;
Rivers, Patrick A. (2006) discussed uses the popular Balanced Scorecard approach to align its measures
of HR performance to the organization's strategic plan. Only by aligning HR with the organizational
strategy will HR leaders truly get a seat at the leadership table. HR professionals can overcome
impediments and gain a seat at the table by learning the language of business and the ways in which
organizational leaders use data to drive their decisions.
HR staff must be specialists with strategic HR functions and not generalists who are confined to playing a
restricted and bureaucratic role. Ummuro Adano (2008) described the quality and integrity of the public
health sector can be improved only through professionalizing HRM, reformulating and consolidating the
currently fragmented HR functions, and bringing all the pieces together under the authority and influence
of HR departments and units with expanded scopes.
There is broad consensus that Canadas healthcare employers must do more to support and develop their
staff within healthy and positive environments. Turning the corner on healthcare human resource
challenges requires nothing short of cultural transformation. Just as in other industries, the
transformational journey is step-by-step. The goal: building a high-trust culture that encourages innovation
and supports employees to deliver the highest-quality patient care and community services. Graham S.
Lowe (2005)
Contemporary performance appraisal (PA) has become an important tool in the overseeing of
employees in work. Little of the vast literature however, has focused on its effects on the
individual, beyond simple descriptions that inform its management implementation. G. Coates
(2000) firstly examines the changing nature of employee management under PA, before it
investigates the contemporary usage of PA and the effects on women. This is illustrated with
research, gathered from a case study in the Midlands. The article also examines the changing
focus of PA as a means through which the marginal and not so marginal performer can be
controlled. Analysis focuses on the use of subjective images of women, through PA, for creating
functionally flexible workers in a quality environment. This analysis also examines
managements attempts to involve individuals in the formulation of their own work process. It
does this by focusing on the powerful subjective manipulation of knowledge over individuals. The
use of a hospital case study highlights some of these issues in relation to the changes taking
place in the public service sector. This sector faces fundamental transformations in its concept of
service.
Nurses, as the largest human resource element of health care systems, have a major role in providing
ongoing, high-quality care to patients. Productivity is a significant indicator of professional development
within any professional group, including nurses. The human resource element has been identified as the
most important factor affecting productivity. Nahid Dehghan Nayeri, Ali Akbar Nazari (2009) explored
nurses' perceptions and experiences of productivity and human resource factors improving or impeding it.
Participants maintained that satisfactory human resources can improve nurses' productivity and the quality
of care they provide; thereby fulfilling the core objective of the health care system.
Shay S. Tzafrir & Amit B. A. Gur, (2000) have undertaken the study within an Israeli Health Care
Organization to examine the relationship between HRM practices, and Service Quality as well as
the mediating role of trust in management. Human Resources Management (HRM) plays a
central role in the exchange relationships between the organizations management and its
employees. Though earlier studies investigated several facets of climate as possible mediators,
none of them have examined trust as a mediating variable that affects the relationship between
HRM practices and service quality (SQ). In the healthcare industry, as in most other service
industries, the interaction between patients and healthcare service providers (professionals and
other employees) is an integral part of the service process. Yet, the provided services are highly
professional, and the layman cannot always evaluate these services professionally. The current
research focused on SQ as was perceived by employees. The findings suggest that trust in
management affects perceived SQ directly, and mediates the relationship between employees
perceptions of feedback and SQ. These findings are discussed in terms of relativeness for HRM
policies and practices in HCOs.
C S Weisman, C S Alexander, and G A Chase (1980) collected Data from a two-wave panel study of staff
nurses in two hospitals are used to assess the relative importance of several types of independent
variables as determinants of job satisfaction. Both organizational and non-organizational determinants are
examined, with the formed including both perceptual and structural measures. Findings indicate that
perceptions of job and nursing unit attributes, particularly autonomy and task delegation, predict
satisfaction most strongly. In addition, a nurse's own characteristics are found to be more important than
either structural attributes of nursing units or job characteristics in predicting job satisfaction.
HRM does affect job and client satisfaction. Correlations between HRM and client satisfaction were
generally rather low. Employees satisfaction with their organization is a better predictor of client
satisfaction than job satisfaction. Job-related training showed no relation with job satisfaction, but a clear
relation with client satisfaction, while leadership style of their manager had a significant relation with job
satisfaction, and a more limited one with client satisfaction. Regular performance reviews are important for
job satisfaction and client satisfaction. Employee and client satisfaction can also conflict: more regular
schedules increase employee satisfaction, but decrease client satisfaction, Marlies Ott, Prismant, Utrecht,
Han van Dijk, Prismant, Utrecht (2005).
Improving the work environment so that it provides a context congruent with the aspirations and values
systems of nurses is more likely to increase the satisfaction of nurses and consequently have a positive
effect on individual, organizational and health outcomes. Rubin Pillay, (2009), highlighted the overall
dissatisfaction among South African nurses and confirmed the disparity between the levels of job
satisfaction between the public and private sectors. Health managers should address those factors that
affect job satisfaction, and therefore retention, of nurses in South Africa.
The human factor is central to healthcare, yet its proper management has remained beyond the reach of
healthcare organizations. Khatri, Naresh; Wells, Jack; McKune, Jeff; Brewer, Mary (2005) qualitative study
examines strategic human resource management (HRM) issues in a university and a community hospital.
The findings indicate that the hospitals lacked a clear understanding of their strategic intent and
objectives; as a result, their human resource (HR) practices lacked coherence and direction.
Sunil Maheshwari, Ramesh Bhat & Somen Saha (2008), attempted to analyze the commitment of state
health officials and its implications for human resource practices in Gujarat. Following initiatives were
identified to foster a development climate among the health officials: providing opportunities for training,
professional competency development, developing healthy relationship between superiors and
subordinates, providing useful performance feedback, and recognizing and rewarding performance.
Human resource plays a very significant role in effective performance of a hospital which
depends to a great extent on the quality of its staff. The better the quality, the higher level of
performance. Hospital is a place where, on one hand, we have highly skilled personnel such as
doctors and on the other; we have unskilled workers such as sweepers. Management has been
using the traditional tools which are basically coercive in nature (such as, punishment,
suspension, degradation and discharge) to control the employees but it is to be realized that
these coercive measures are never productive. To control the staff effectively, modern
management tools are to be adopted and coercive measures are to be replaced by persuasive
ones. Ram Nath Prasad (2005)
Sonal Shukla (2008) discovers in her Article that, Hospitals in India aiming for accreditation are
increasingly adopting credentialing and privileging to ensure that the physician or nurse in charge of the
patient's treatment has adequate education and training. Credentialing and privileging are seen as means
that allow a hospital to optimize the utility of its most crucial resources the specialists and provide
efficient and quality patient care. The concept, which is still in its infancy in India, is slowly gaining
momentum with the dawn of corporate healthcare and increasing numbers of hospitals choosing different
quality standards.
made to go into the depth of a personal problem of the employee and help him to sort out the same. Some
monetary help would also provide great relief to him. Such gestures would make the employees more
committed to the organization and also help them perform at their optimum level. To conclude, smaller
hospitals and nursing homes should understand that recruitment is a costly and time-consuming process.
Therefore all attempts should be made to keep the employees happy and well-informed. Cordial
relationship between a hospital and its employees would go a long way in providing efficient healthcare
services.
Hospital industry is a labor and capital intensive industry. Nowadays hospitals are trying their level best to
acquire most talented staff from different stream of skill sets for efficient operations. Competent manpower
is what sets a hospital exclusive from other service providers in market and builds a long lasting growth
oriented Brand Equity. Cost of recruiting potential employees is increasing day by day as methodology of
recruitment has also changed due to augmentation of media vehicles such as news papers, magazines
and web-based search for employment. After recruitment, hospitals like any other industry prefer to have
optimum input from employees for continuous delivery. Due to increase in number of service providers,
hospitals are focusing more on cost containment and quality services and therefore it becomes more
important that absenteeism and turnover are dealt with continuous monitoring to reduce cost of manpower
to hospital. Absenteeism and turnover are types of withdrawal behavior that an employee exhibits when
he encounters personal and professional problems and the relative importance of a particular problem is
more then the other job factors in his life by Ankush Gupta (2002).
Dr Charulata Pamnani (2008) focuses on HR aspects should address key practices like creating and
maintaining a high performance work culture to enable the staff to adapt to change. A peculiar challenge
for healthcare organizations is the breadth of staff relationships. This is true even for a laboratory, the
variety of people contributing to the delivery of services range from doctors, quality managers, technicians,
phlebotomist, students and boys. HR aspects should address key practices like creating and maintaining a
high performance work culture and developing staff to enable them to adapt to change. For creating a high
performance culture, you need to have policies for: Recruitment, Training, Staff reviews, Grievances
industry. "It is literally a green-field and has tremendous potential, provided it is done by qualified,
trained and authorized assessors. By the same token, it would die a premature death if treated as
a fad and done by amateurs, untrained and unauthorized assessors".
Ankush Gupta (2005) discussed Cost containment measures in relation to Human Resource
Management.
Human resource management practices with special reference to the latest developments of the
1990s such as environmental effects and managing diversity were investigated. The purpose of
the study was to unveil how the health care industry can benefit from these new concepts, as well
as to describe how the traditional health care facilities can adapt these new ideas.
Junaid
Siddiqui, Brian H. Kleiner (1998) concluded from this research, that the health care industry
should adapt the latest methods to compete and survive, such as use more marketing tools to
attract human resource management personnel from other industries, promote diversity at the
work place, promote from within the company, and cross-train personnel whenever possible.
Health care industry has generally lagged behind other industries in securing high-performance
individuals and marketing personnel; however, with the development of health maintenance
organizations, this trend is changing.
Productivity and quality of service in an organization entirely depends on its ability to manage the
human resource. How to get 'people' involved and motivated for excellence at work? The key to
effective work performance is in understanding of Human Motivation based on needs. S.M. Garg,
N.K. Parmar, Rajvir Bhalwar, Kalpana Srivastava (2001) objectively discusses various issues
related with motivational needs of medical professionals. The overall results have highlighted low
level of motivation in career, unmet comfort needs, and low self-esteem among doctors. The
analysis of occupational role structure of "Doctors and Nurses" concluded that self-esteem and
pride in job depends upon social and professional standard of doctors in an organization. To
create a motivating environment, it is therefore imperative to dovetail in to the organization
structure and functioning an objective system to measure and meet the motivational needs of
doctors which may vary among specialists and non specialists during their career progression.
Use of various psychological tools which are available is also recommended in various areas of
Human Resource Management.
It has been said that managing change is a synonym for managing people through change. No
other industry has experienced more change in the past ten years than the health-care industry.
In order to regulate all of this change, managers in health-care organizations must identify new
ways to deal with the changes. The issues are as old as time: job satisfaction, cultural conflict,
and compensation. Galen Conant, (1998) addresses each of these key issues with the following
examples. A new nursing paradigm that was implemented at a hospital has significantly
increased job satisfaction. This paper also takes a look at ways to manage cultural conflict in a
diversified workforce.
How do Hospital employees perceive HRM practices like Recruitment, Selection Process,
Induction,
Training,
performance
Appraisal
and
Motivational
techniques
exercised
Management?
How do the above HRM Functions affect on hospital employees levels of satisfaction?
In this Research Study, the above said questions are addressed and appropriate answers are found out.
by
Chapter 4
Research Methodology
The present chapter aims at enunciating the research problem and giving precisely the objective and
scope of the study. The hypothesis formulated for this investigation, the design and method of study, the
tools and techniques adopted for the analysis and interpretation of data, and the characteristics of the
sample selected for this research are also outlined in this chapter.
In previous chapters, the study dealt with the concepts, its related explanations and the various problems
from the field of HRM and its execution, Employee satisfaction and Healthcare Industry. It can be
conceived that the problem to manage employees efficiently and effectively depends on the behavioral
part of the individual which comprises of satisfaction, dissatisfaction, perceptions and attitude etc. The
concept of satisfaction is not only associated to Monetary and Motivational Mechanism, however, it is also
interconnected with HR functions like Recruitment, Selection, Induction, Training and Performance
Appraisal and so on. The present investigation has been carried out on the following problem i.e. in what
way the satisfaction level of employees varies with the systematic or unsystematic (disorganized)
implementation of HRM practices.
The proposed study intends to assist Healthcare organizations to improve the efficiency and effectiveness
of employees, to discuss the aspects of Systematic HRM and how the same can be inculcated into
practice. To increase the satisfaction level of employees for better performance and enhancing the Brand
image of the hospital.
The present study explores the HR practices in these hospitals and focuses on four functions i.e.
Recruitment, Training and Development and Performance Appraisal. It further analyzes the satisfaction
level of employees which is related to implementation pattern of above mentioned functions.
The study has not taken into consideration the practices of HR in respect of Class IV employees.
To find out the satisfaction levels of employees as a consequence of the HR Practices of the Hospital.
To make recommendations to these selected hospitals in order to increase the efficiency and
effectiveness of its Human Resources.
satisfaction.
The following Twelve Trust Hospitals were included in the sample and surveyed:
Table No. 4.4.1: Selected Hospitals, Bed Capacity and Total Employees
SR.
NO.
Total
Total
Class IV
Beds
Employees
Employees
130
720
Out Sourced
Bombay Hospital
830
4700
1000
173
1000
300
BSES Hospital
100
500
Out sourced
Godrej Hospital
120
215
Out sourced
H. N. Hospital
320
727
200
Hinduja Hospital
351
2200
340
Jaslok Hospitals
359
800
700
Lilavati Hospital
310
1100
500
10
Nanavati Hospital
400
1260
500
11
164
400
225
12
Saifee Hospital
236
560
Out sourced
To carry out the study in a meaningful manner, an adequate amount of data and information was required.
An in-depth study of HRM Practices, Employee Satisfaction and Complexities of Healthcare Industry was
made through reviewing literature of Journals, Research Magazines, Books, PhD Thesis. The semi
structured interview method is adopted for In-depth Interviews with HR Manager or Asst. HR in order to
focus the discussion on the Implementation of HRM functions in their respective hospitals.
4.6 Data-Collection instrument
For this study, the survey-questionnaire instruments were used achieve the main objective of the study.
The design of questionnaire has been formulated after referring to extensive literature and through
discussion with well known HRD experts. A self-administered questionnaire was distributed to the
employees. The questionnaire given to the employees aimed to assess the HRM practices in their
hospitals.
In addition, this also aims to find out the feeling of satisfaction level with HRM practices.
The Content of the questionnaire is covering first part of the background information like Name of the
Hospital, Department, Age and years of experience and the second part is about the HRM functions with
following sequence of Recruitment, Induction, and Job assignment, Training, Performance Appraisal and
Motivational Mechanisms. Its relevant Factors / Aspects have been considered for Data Processing.
(Table No.4.6.2)
The questionnaire was structured in such a way that respondents will be able to answer it easily. Thus, the
set of questionnaire was structured using the Likert format with a five-point response scale. A Likert Scale
is a rating scale that requires the subject to indicate his or her degree of agreement or disagreement to a
statement. In this type of questionnaire, the respondents were given five response choices. These options
served as the quantification of the participants' agreement or disagreement on each question item. Below
are the designated quantifications used in the questionnaire:
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
The visit to above twelve hospitals is made to conduct the interview with HR Manager or Asst. HR. After
exhaustive discussion the authorization has been taken to fill up the questionnaire from samples which is
composed with different Departments.
Q.No
1
2
3
4
5
Questions
To fill vacant positions hospital is giving first preference to existing
employees
I feel my appointment is done by following systematic recruitment
plan
I enjoyed interview by receiving structured questions and being
given opportunity to express my strength and feelings and
opinions.
My hospital is conducting formal and systematic Induction
programme.
Within first month I got complete information about my hospital, its
history, vision, mission, objectives, Financial Status and
organization Culture.
10
11
12
13
14
15
16
Performance feedback
17
18
19
20
21
22
23
Listening of disputes
24
25
Table No. 4.6.2: Questions from Questionnaire and Its Relevant Factors/ Aspects to Measure
A little editing had to be done for correcting erroneous entries to the master data table of responses. This work
was simplified as most part of the interview schedule for the employees was precoded. Coding was specified to
a measure of scale viz. Likert scale and a range of the measure equivalent of +2 to the higher end of the
positive response which meant a strong agreement to a scale of -2 equivalent to lowest end of the scale of
negative scale which meant that the respondent strongly disagreed with the respective question he/she was
made to answer the measurement is denoted as follows
+2 meaning strong agreement
+1 meaning somewhat agreement
0 meaning non responsive or non committal
-1 meaning somewhat disagreement
-2 meaning strong disagreement
All the responses with close ended questions were tabulated in the above format. Quantitative data was
analyzed using software package EXCEL. A mean for all the respective responses to the statements posed
to the employees was derived.
the variability of the data. The measure of variability used is nearly always the standard
deviation. The standard deviation is approximately equal to the average deviation from the mean.
Subsequently ranking of the questions was performed. The ranking was done in the order beginning from
questions with higher mean and lesser standard deviation.
Coefficient variation was calculated to know the volatility of responses. The coefficient of variation (CV) is
a normalized measure of dispersion of a probability distribution.
The responses with lesser coefficient of variation (CV) are stable answers. Finally the results thus
obtained to the whole set of responses were analyzed and the findings thus established were sorted again
to the most favorable response to the least favorable response and accordingly results of calculations thus
obtained were tabled along with the interpretations under the headings as most favorable responses to the
question posed on one end to the lesser or least favorable responses on the other to facilitate the testing
of the HYPOTHESIS of the study.
Finally, this thesis has been written after data processing, data analysis and findings. The
recommendations have been made to implement systematic HRM in hospital industry in order to achieve
higher levels of employee satisfaction.
4.10 Limitations of the Study
The present study has been carried out very carefully and systematically though it might suffer the
following limitations:
The twelve hospitals selection is based on Non Probability sampling which suffers from sampling bias,
and Purposive sampling does not represent the whole of the population.
Fifteen employees from each hospital is very less a number compared to total employees. In addition,
Disproportionate stratified Sampling does not give proportionate representation of Total population of
Strata.
Problems like incompleteness of information was confronted during the data and information collection
exercise.
In-depth interview with HR Manager or Asst. HR Manager suffers from overstating of the Efficiency of
HR Dept.
A survey method is subject to response error.
The study may not be of direct help to the hospitals to reshape their HR function by benchmarking
against the recommended HR practices as the implementation of these HR practices varies from one
hospital to another.
Chapter 5
HR Practices in Hospitals
HR practices prevailing in the twelve hospitals in Mu mbai as follows:
5.1 Asian Heart Institute Ba ndr a, Mu mbai
RECRUITMENT:
manpower planning is done keep in view the present and prospective requirements.
SOURCES OF RECRUITMENT: The hospital depends on the following sources for their
recruitment:
Placement Consultants
Walk- in Interviews
References
Campus recruitment
Advertisement in newspapers
For Junior/Residential Doctors the recruitment sources are students of College of Physicians &
Surgeons.
SELECTION:
The hospital has adopted a multi-stage selection process which proceeds as follows:
a) Scrutiny of applications by HR Department, followed by a scrutiny by HOD
b) Short listed candidates are called for interview which is conducted by Head of Department and
HR Manager
For the selection of nurses there is a slight deviation. Depending upon vacancies, the nurses
appear for a walk-in interview with Nursing Director.
INDUCTION:
For induction, the hospital follows a formal and systematic process. The new entrants are formed
into groups of 15. They are put through the induction process on the 17th and 18th of each month.
The induction process consists of:
The Head of HR briefs the employees on the various HR issues
Presentation by various HODs about their respective departments
General tour of the hospital
Induction speech by the Vice-Chairman of the hospital.
Evaluation of Training:
In the case of nurses only, pre-training evaluation and post-training evaluation is conducted
The performance appraisal system is organized and executed through an HR consultant who is
on the panel of experts of the hospital. As a first step the consultant discusses with the
employees of each department and finalizes the Key Result Areas and sets the goals. Against
these the performance is evaluated for different categories as under ---
For Executives
Quarterly basis
For Nurses
Annual basis
For Probationers
Promotion decision
Performance bonus
Increment grade
PROMOTION POLICY
Promotion is only based on Performance.
MOTIVATIONAL MECHANISM:
RECRUITMENT: The responsibility for recruitment is decentralized as with the Medical Director
handling doctors recruitment, the Nursing Director managing nurses recruitment and the HR
Manager being responsible for the other categories of staff.
SOURCES OF RECRUITMENT: The moment HR Dept. gets a job requisition slip from any
department, it starts looking for prospective candidates using various sources of recruitment. The
following sources are used in this hospital .
Times of India
Placement Consultants
Data Bank
SELECTION:
Interview Panel:
For Doctors: Medical Director and Expert Doctors
For Nurses: Nursing Director and related professionals
For other positions: HR Director and concerned departmental Heads
INDUCTION:
The Hospital does not have a structured and formal induction process but employees get familiar
with the hospital system over time.
Behavioral training
Hygiene aspects
Personality development
Communication skills
External Training: The hospital encourages employees to attend computer courses outside for
which it reimburses the course fees
For those in the Officers rank and above, the hospital encourages higher education by
reimbursing the fees on the condition that the concerned employee will enter into a bond for a
further period of two to five years.
Evaluation of Training:
The formal Evaluation of Training Programme is not been conducted.
three levels:
The entire Performance Appraisal system is a strictly confidential and to that extent
lacks transparency.
Performance Appraisal for Officers
The Performance Appraisal System for Officers commences with the preparation of his Job
Description. The Director uses this Job Description for rating the performance of the Officer.
The details of the Performance Appraisal are transferred to the Chairman on-line to maintain
secrecy. The Chairman meets each Officer individually to discuss their contribution to the
organization through their job profile. Based on this discussion the Chairman rates each officer
using a grading system as A +, A, B +, B, C+, C. each of which denote a predetermined monetary
compensation.
Performance Appraisal for Directors
The Chairman himself fills the Performance Appraisal forms of the Directors. This is followed by a
one-to-one meeting between them to discuss performance and contribution. Performance bonus
is paid on the basis of contribution made.
PROMOTION POLICY: Promotion is based on
Qualification
Experience
Performance
MOTIVATIONAL MECHANISM:
SELECTION:
Interview Panel:
The interview panel is comprised of General Manager (HR & Admin.) and the concerned
Department Director.
INDUCTION:
Formal induction is nonexistent in this hospital. However induction takes place after a new
incumbent joins the hospital and goes through the familiarization process.
Training Methods:
In-house training: Composed of topics in the area of Behavioral etiquettes and discipline.
External Training: IT Department: Persons of this department are sent to NIIT with whom the
hospital has a tie-up.
Nurses: They are deputed in turns to professional institutes for knowledge and skill enhancement
in areas related to their field.
HR Department:
Persons from HR department are sent for training programmes, conferences conducted by
specialized agencies.
Evaluation of Training:
No follow up on training through an evaluation system.
The hospital has adopted a three -fold performance appraisal, system; 1) For employees at the
entry level who are still on probation 2) For confirmed employees 3) Executive staff
For the first category the performance appraisal is done on a monthly basis by the HOD.
The appraisal is aimed at evaluating the employee in the area of his assigned work. The
appraisal report is then sent to the HR Department.
For the second category, the performance appraisal is done on a yearly basis in a
confidential manner by the HOD.
For
the
third
category
the
performance
appraisal
is
based
on
their
PROMOTION POLICY:
Promotion is based on both performance and seniority. For lower level employees, it is based
purely on seniority while for higher level executives, performance is the sole criteria.
MOTIVATIONAL MECHANISM:
The motivational techniques centre around non economic and economic benefits.
The morale of the employees is kept high through activities like, picnics, lunch parties, and sports.
On the professional front, employees enjoy job stability in a well known hospital. The employees
have the privilege of free communication with superiors facilitated by the open door policy of the
hospital.
SELECTION:
The hospital follows a multi-stage interview process for selecting its candidates. The steps
involved in the selection process are:
1. Short listing of CVs which done by HR Manager with the help of HOD of Concerned
Department.
2. The interviews are conducted in a sequential manner , (a) Preliminary interview conducted by
HR, the focus of the interview being culture related issues (b) Second round interview conducted
by HOD focusing on technical issues (c) the third round being conducted by Medical Director and
Director of Administration.
After selection the candidate is required to undergo medical fitness tests followed by issue of offer
letter and subsequently by appointment letter.
INDUCTION:
In-house training:
If the number of eligible candidates is in large number, the hospital goes in for in-house training
by outsourcing faculty persons.
Apart from the above, the hospital conducts sessions on soft skills and CME on every Friday with
the help of internal experts.
External Training:
For external training in behavioral and technical aspects, the hospital has a tie-up with L.R.
Institute of Management.
Evaluation of Training:
No follow up on training through an evaluation system.
The Performance Appraisal Form is first filled by immediate superior which if then sent to HOD for
review and later forwarded to HR Department. The entire process is highly confidential.
In the HR Department, the Performance Appraisal attributes are translated into numerical values
and scores are assigned to each employee.
Feedback on the Performance Appraisal is organized by the team comprising of HR Head and
Administrator. The scores obtained by an employee are discussed with him/her with the aim of
ascertaining the reasons for the level of performance indicated by the scores. The grade and the
reward for the concerned employee are firmed up in this meeting.
PROMOTION POLICY:
Promotions are based on seniority and performance.
MOTIVATIONAL MECHANISM:
Welfare committee
The recruitment process at the hospital starts with the HODs indicating the
3. Aptitude test for all categories aimed at judging their technical capabilities. However, Doctors
do not have to go through the aptitude test.
5. Medical fitness
Interview Panel:
For Doctors:
conducted by CEO.
For Nurses: Chief of Nursing, HR Manager and CEO
INDUCTION:
Induction programme is conducted twice in a month each lasting for one day with duration of 8
hours.
The different aspects covered in the induction programme are
Communication skill
Speech technique
Personality development
Evaluation of Training:
No follow up on training through an evaluation system.
1. Admin. Officers
2. Nursing Staff above Officers level
3. HODs
The basis of performance appraisal system is, Performance parameters set up, through the MBO
system. This involves setting of goals through mutual consent bring out four Key Results Areas
(KRAs) with time frames. The achievements vis--vis is reviewed every six months.
Subsequently, a final review is done at the end of the year.
The employee is required to state his performance levels in a FORM which depicts weightages
for the level of achievement in each KRAs. Further he is required to rate his achievement based
on the Weightage.
These forms of various employees are forwarded to HR Manager for final score. The HR
Manager discusses the final score with the concerned employee and CEO.
These forms are the basis for the concerned employees performance bonus and increment
PROMOTION POLICY:
It is wholly based on performance which includes additional responsibility reposed on the
employee.
MOTIVATIONAL MECHANISM
SELECTION
Interview Panel:
For preliminary interview, the selection panel comprises of HR Manager and Department
Directors. For final interview, the composition is HR Director, Department Director, and Secretary
of Board.
INDUCTION
The employees of the official cadre are familiarized with the working system of the hospital
through a pre determined schedule whereby the staffs are required to visit and meet Directors of
different departments. In addition induction manual is handed over to them to study and
understand the working of the hospital in a comprehensive manner.
For nursing staff the induction programme is conducted group-wise using the lecture method
followed by a tour of the hospital. For the staff in the other categories, the responsibility for
induction rests with the concerned Departmental Heads
Determining the Training Needs: The training process is commences with training need
assessment revealed in the Performance Appraisal Data.
Training Methods
In-house training: Comprising topics such Personality development, Team building Leadership,
Behavioral skills and Communications skills.
External Training:
Staffs are sent to outside agencies for training in professional areas such as pathology,
Radiology, ICU, Maintenance, etc.
Employee Development programmes: The hospital does not consider the need for employee
development and as such no initiative is taken in this regard.
Evaluation of Training:
No follow up on training through an evaluation system.
These
students are initially inducted as trainee nurses and later promote to the next level.
SOURCES OF RECRUITMENT: The main sources are:
Through Times of India
Consultancy agencies
Internal Circulars for vacancies
Recruitment Policy of H. N. Hospital: In addition to the above details the policy for Administrative
and para-medical staff is to take them on contract basis
SELECTION
Interview Panel:
For Doctors: Medical Director, Panel of experts
For Nurses: Medical Director, Matron
For other positions: HOD and HR manager
Medical Examination: Medical examination of the selected candidates takes place in the hospital
itself to save the cost and inconvenience. The reports of the medical examination has to be
submitted to HR Department
INDUCTION
There is no practice of Induction in this hospital. The only familiarization exercise that takes place
is when the HOD introduces the new incumbent to other members of the section/department
Trainer:
HR manger and
Outside Expert Doctors
Mechanical Training is arranged by Vendor and Technical Engineers.
Evaluation of Training:
The formal Evaluation of Training Programme is not been conducted.
Management Development Programmes: MDP programme is not conducted.
Higher Education:
If any employee wants to pursue Higher Education, HR dept. helps him by making flexi time but
monetary help is not being provided.
PROMOTION POLICY
Whenever a vacancy arises, the same is intimated to those concerned who in turn will have to
apply for the same and will then be considered for the senior position.
MOTIVATIONAL MECHANISM:
Apart from stability of the job tenure and a brand image there is no cognizable efforts from the
hospital towards motivation.
Observations
The workers of this hospital are affiliated to four unions backed by prominent political parties. Such a situation constantly throws
up various IR issues which constantly engage the attention and time of the HR Manager.
In Jaslok Hospital all Department Heads prepared the Job- Requisition Form
Descriptions.
The Hospital is recognized by COLLEGE of PHYSICIANS & SURGEAONS. The vacancies of
Houseman and Registrar are fulfilled by the Post Graduate students of COLLEGE of
PHYSICIANS & SURGEAONS. Specialists are appointed on Honorarium basis directly.
Nurses are recruited from internal as well as external sources. The hospital owns School of
Nursing which is affiliated with Mumbai University. These students are initially appointed as
trainee nurses and later promote to the next level.
SOURCES OF RECRUITMENT: The main sources are:
i.
ii.
The other policy of selection is, appointing only experienced person to reduce the cost of Training
SELECTION
The hiring procedure in the Jaslok hospital is having five stages. The selection processes begins
by providing Application Form. The form contains Biographical Data, Educational Attainment,
Work Experience, Salary and benefits, Personal Items.
Interview Panel:
For Doctors: Medical Director, Medical Superintendent and HR manager conduct the interview.
For Nurses: Medical Director, Matron and HR manager conduct the interview.
For other positions: Head of the Dept. and HR manager conduct the interview.
INDUCTION
There is no practice of Induction in this hospital. The only familiarization exercise that takes place
is when the HOD introduces the new incumbent to other members of the section/department
TRAINING AND DEVELOPMENT
Every year Appraisal form is given to the Head of the Department. He gives rating to his
subordinates. After filling the form it is forwarded to HR Manager. The HR Manager compares his
rating with past records of employee to avoid favoritism or errors. With the recommendation of
HOD and ratings HR manager takes the decision of Promotion or grade Revision or Increment.
The hospital is using traditional method called Graphic Rating Scale.
The performance Report is being Confidential to avoid interruption from Trade Unions.
PROMOTION POLICY
Promotion is only based on seniority.
MOTIVATIONAL MECHANISM
Apart from stability of the job tenure and a brand image there is no cognizable efforts from the
hospital towards motivation.
A very systematic procedure is followed by the hospital in the matter of selection of its personnel.
The process begins with the receipt resumes in the hospital, which are first read by the HR
Director, followed by a scrutiny by the HOD. Subsequently, after a discussion on the issue
between the HOD and the HR Director the prospective candidates are short listed. The next
activity in the process is the issue of interview call letters. On the designated day, the candidates
are put through a process of written test, interview by a panel, following which appointment letters
are issued to the successful candidates on the same day.
The natures of written tests for the different categories of personnel are.
Nurses: Technical paper related to the profession
Admin & Others: The paper is aimed to judge the general knowledge by combining essay writing,
objective type of questions and numerical ability tests.
Doctors: there is no written test for Doctors.
Interview Panel:
Nurses; Nursing Chief, HR Director and ICU Doctors
Admin & Others: HOD and HR Director
Doctors: Medical Superintendent, HR Director, HOD of the concerned Department
INDUCTION
The induction programme of the hospital is very comprehensive and systematic as described
below:
The induction starts with the new entrants being given a Manual of the hospital. On every 1st and
15th day of the month, the incumbents are put through the induction programme which comprises
mainly of lecture sessions with the help of Power Point Presentations covering aspects like,
background of the hospital, customer following, services provided, general expectations from
hospital staff, disciplinary matters, and personal benefits. The induction programme concludes
with a tour of the entire hospital.
Doctors Nurses and Para Medical Staff are required to attend the Continuous Medical
Education (CME) which is conducted every week.
Nurses are subjected to specialized training by a specialist tutor.
Based on the recommendation of HOD, Nurses, Doctors and Para
there is the facility of in-house training and they are also deputed to
Apart from training, the hospital encourages staff for higher education by providing time flexibility
through shift adjustment
Evaluation of Training:
No follow up on training through an evaluation system.
The Performance Appraisal System is an appraiser- appraisee interface to bring out and
communicate performance expectations. The review period is January to December of each
year. The appraiser is trained to conduct the performance appraisal.
The Performance Appraisal process begins with a discussion across the table between the
Individual (appraisee) and the supervisor (appraiser) during the course of which the performance
appraisal form is filled. The forms are the sent to the Functional Head/Director for his review and
remarks. Later the form reaches the HR Department where they are analyzed and the details are
checked for consistence for the last three years. The gradation of factors indicated in the
Performance Appraisal form is done on a 1 to
10 scale. .
Those employees whose scores are below average are being communicated the findings with a
directive that they should improve.
PROMOTION POLICY
The basis of the promotion policy in this hospital is merit cum service criteria. Only those
whose performance rating is above average with long term service are considered for promotions
However at any point of time only 15 to 25% of such candidates get promoted.
MOTIVATIONAL MECHANISMS
vacancies following which the HR department is authorized by the Heads of Departments to fill up
the vacancies.
SOURCES OF RECRUITMENT: The main sources for senior nurses, Administrative staff and
Para-medical staff are:
Timesjob.com
The prospective candidates sourced from the above are entered in the hospitals Data Bank and
regularly updated after enquiring from the candidates about their availability for recruitment
In addition to the above sources, nurses are recruited from the hospitals own School of Nursing.
These students are initially appointed as trainee nurses and later promoted to the next level.
In so far as doctors are concerned, The College of Physicians & Surgeons is the major source for
recruitment. Specialists are appointed on Honorarium basis directly.
SELECTION
The hospital follows the normal selection routine as is followed by the major hospitals such as 1. Issue of application forms
2. Schedule of interviews
3. Conducting interview
4. Issue of appointment letter
5. Medical examination
Composition of Interview Panel:
For
Doctors:
Medical
Superintendent,
Director
(Medical
Services),
Director
(Medical
Medical
Superintendent,
Director
(Medical
Services),
Director
(Medical
Administrator)
For
Nurses:
INDUCTION
There is no practice of Induction in this hospital. The only familiarization exercise that takes place
is when the HOD introduces the new incumbent to other members of the section/department
Training Methods:
1. In-house training for all categories of employees using the Lectures
And Audio-visual aids Methods
2. External Training
The hospital is having a tie-up with Institute of Health Management Bangalore and deputes
concerned employees for training programmes conducted by the Institute
As far as are concerned, they are deputed to vendors for up gradation of technical skills.
For Managerial and Executive positions, the hospital follows a policy of retainership on contract
for a period of one year which is renewable every year. For class III and class IV employees,
there is a regular process of recruitment, probation and confirmation.
SOURCES OF RECRUITMENT: The hospital depends on the following sources for their
recruitment:
Job portals
Employee references
Advertisement in newspapers
SELECTION
The selection procedure for doctors is walk-in interviews. For other employees:
a) Screening of applications
b) Scrutiny by chief of operational and personnel in-charge and concerned HOD and clinical
coordinator. These officers send their recommendations about the candidates to the HR
Department. The HR Department schedules the interviews.
c) The same officers mentioned above conduct the interviews.
d) This is followed by issue of offer letters and medical test.
INDUCTION
The induction process is restricted to nurses only. The programme consists of an assistant from
the front office conducting a general tour of the hospital. This is follow by the Head of the nurses
giving the rest of the information about the hospital, its policies etc.
Determining the Training Needs: Training needs of employees is decided on the basis of the
HODs recommendation on the basis of Performance Appraisal form. The in-house training is
conducted by executives focusing on focusing on
Behavioral skills
Soft skills
Communication skills
For nurses and Para medical staff, external training is resorted to for which, the hospital has a tieup relevant institutes in Bangalore and Chennai.
Evaluation of Training:
The evaluation process consists of a form to be filled by the trainee; which is reviewed by the
HOD.
The performance appraisal is done on a three monthly basis. The system consists of a form being
jointly filled by the rater and rate indication performance expectations. The same is forwarded to
the CEO for his recommendations. The form is subsequently sent to records.
PROMOTION POLICY
MOTIVATIONALMECHANISM
Data bank
Job portals
Employee references
Placement agencies
Advertisement in newspapers
For Junior/Residential Doctors the recruitment sources are students of College of Physicians &
Surgeons.
SELECTION
The hospital has adopted a multi-stage selection process which proceeds as follows:
a) Receipt of applications
b) Scrutiny and short listing by HR
c) Subsequent scrutiny focusing on technical aspects by concerned HODS
d) Interview call-up and conducting of interview in two stages. The interview panel consists of
HOD, HR, Superintendent, and Doctors. The process stands completed when the selected
candidates are given offer letters and advised to appear for medical test.
INDUCTION
The hospital follows a formal induction system. The induction process starts with the
representative of the HR department taking the new incumbents on a tour of the hospital and
explaining the structure and jobs performed.
Evaluation of Training:
The hospital regularly carries out training evaluation.
At the outset the management informally communicates to the employee its expectations fin
broad terms. The employee and his immediate superiors discuss and record in a form the
performance parameters, the purpose being to maintain transparency.
These forms are subsequently sent to the HODs. The HODs enter their remarks and then the
forms are sent to HR department. The HR Department computes the details and rates them on a
five point scale and then works out the average. This is formulated in a report form and sent to
the Medical Director. Based on this, the Medical Director takes decisions ob promotion, increment
etc. as the case deserves.
MOTIVATIONAL MECHANISM
They have well defined grievance procedure which is strictly followed. In addition Decent working condition
Supportive system to enhance behavioral skills,
Good food facility
Good brand name and corporate image
Chapter 6
The data and information collected for the study has been subjected
interpretation with a view to arrive at a fairly accurate picture about the status of HR aspects and
employee satisfaction For the measurement of the responses Likerts Summated Scale has been used.
Applying the Stevens Measurement method, numerical values has been assigned to the multiple choice
responses by using the rule of interval measurement. The choice of interval measures has been made
keeping in view the concepts of equality and arbitrary zero
Responses have been recorded in terms of scale points as Strongly Agree +2, Agree +1, Neutral 0,
disagree -1 and Strongly Disagree -2.
For Statistical Analysis the Mean (Average) is used for Measure of Central tendency and Standard
Deviation is used for Dispersion.
For graphical representation, Vertical Bar Charts have been prepared to exhibit Mean of responses in
compare to HRM Aspects. (Questions)
Table 6.1: Number of Hospitals, Total Employees and Number of sample selected from each hospital
SR.
NO.
1
Bombay Hospital
Total
No. of Sample
Employees
Selected
4700
15
Percent to Total
0.31%
H. N. Hospital
727
15
2.06%
Nanavati Hospital
1260
15
1.19%
Godrej Hospital
215
15
6.97%
1000
15
1.5%
Lilavati Hospital
1100
15
1.36%
Hinduja Hospital
2200
15
0.68%
Jaslok Hospitals
800
15
1.87%
BSES Hospital
500
15
3%
10
Saifee Hospital
560
15
2.67%
11
720
15
2.08%
12
400
15
3.75%
14182
180
1.26%
TOTAL
Department
No. of Respondents
Doctor
36
Nurses
36
Paramedical
36
Front Office
36
Administrative Staff
36
Age
No. of Respondents
20 to 25
49
26 to 35
68
36 to 45
39
46 to 55
18
55 and above
Years
No. of Respondents
29
1 to 2 Year
44
3 to 5 Year
45
6 to 10 years
33
29
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
1.2
1.08
90.194
0.67
1.18
176.27
Structured Interview
0.4
1.12
280.31
Systematic Induction
0.93
0.88
94.684
0.73
1.16
158.58
-0.1
1.06
-795.1
0.2
1.01
507.09
0.2
1.01
507.09
0.07
0.96
1441.7
10
0.13
0.74
557.42
11
0.2
0.77
387.3
12
0.13
0.83
625.36
13
0.33
0.82
244.95
14
0.47
0.74
159.26
15
-0.1
0.88
-1326
16
Performance feedback
0.47
0.74
159.26
17
0.47
0.74
159.26
18
0.53
19
-0.2
0.68
-338.1
20
-0.2
0.41
-207
21
0.65
22
-0.2
0.68
-338.1
23
Listening of disputes
-0.1
0.64
-480
24
0.13
0.74
557.42
25
0.2
0.77
387.3
Mean
SD
1.50
1.00
0.50
0.00
-0.50
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Mean 1.20 0.67 0.40 0.93 0.73 -0.1 0.20 0.20 0.07 0.13 0.20 0.13 0.33 0.47 -0.0 0.47 0.47 0.00 -0.2 -0.2 0.00 -0.2 -0.1 0.13 0.20
SD
1.08 1.18 1.12 0.88 1.16 1.06 1.01 1.01 0.96 0.74 0.77 0.83 0.82 0.74 0.88 0.74 0.74 0.53 0.68 0.41 0.65 0.68 0.64 0.74 0.77
Question
Q. No.
SD
CV
1.2
1.08
90.2
Systematic Induction
0.93
0.88
94.7
0.73
1.16
159
0.67
1.18
176
Interpretations
The Asian Heart hospital gives priority to Internal Recruitment. Hospital management gives first preference
to existing employees to fill the vacant positions. Employees feel very satisfied on being considered for
filling the vacant positions as indicated by the strong positive response where the Mean stands at 1.2 and
standard Deviation at 1.08.
Employees show positive response to Systematic and Comprehensive Induction and Orientation
Programme by presenting .93 and .73 mean and 0.88 and 1.16 standard Deviation.
The Systematic Appointment is also positively indicated.
Q. No.
SD
CV
21
0.65
18
0.53
15
-0.1
0.88
-0.1
1.06
-795
23
Listening of disputes
-0.1
0.64
-480
19
-0.2
0.68
-338
22
-0.2
0.68
-338
20
-0.2
0.41
-207
-1326
The zero mean and the standard deviation thereon of 0.65 and 0.53, indicate that employees have neutral
response towards healthcare and retirements benefits and Awareness about pay and performance
Connection.
The response in matters such as; Communication for expectation of performance, getting right job
profile; listening of Disputes by HR dept. indicate a mean score of -0.1 and standard deviation varies from
1.06 to 0.64. which falls in the area of highly volatile.
While responding to issues such as; satisfaction about promotion system, Healthcare benefits to my
family, Satisfaction with salary structure the scores seem somewhat skewed perhaps because of lack
frank responses to the questions in this regard. This is demonstrated by mean of -0.2 and 0.68, 0.41 is
Standard Deviation.
Table No.6.8:
Bombay Hospital: HRM Practices influencing On Employees Satisfaction
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
Structured Interview
Systematic Induction
-1.1
0.8
-75
-0.2
1.01
-507
0.6
0.74
123
0.73
0.46
62.4
-0.4
1.4
-351
-0.6
0.83
-138
10
-0.1
0.8
-1198
11
-1
0.93
-93
12
-0.5
1.13
-211
13
0.4
0.83
207
14
-0.7
1.33
-182
15
-0.6
0.91
-152
16
Performance feedback
-0.7
0.98
-146
17
0.93
18
-0.2
0.68
-338
19
-0.2
1.01
-507
20
0.47
0.52
111
21
0.6
0.74
123
22
0.8
0.41
51.8
23
Listening of disputes
0.6
0.51
84.5
24
0.73
0.46
62.4
25
0.47
0.52
111
Q. No.
SD
CV
Structured Interview
22
0.8
0.41
51.8
0.73
0.46
62.4
24
0.73
0.46
62.4
M e a n a n d S t a n d a rd D e v ia tio n
SD
13
14
2.00
1.50
1.00
0.50
0.00
-0.50
-1.00
-1.50
10
11
12
15
16
17
18
19
20
21
22
23
24
25
Mean 1.00 1.00 1.00 -1.07 -0.20 0.60 0.73 -0.40 -0.60 -0.07 -1.00 -0.53 0.40 -0.73 -0.60 -0.67 0.00 -0.20 -0.20 0.47 0.60 0.80 0.60 0.73 0.47
SD
0.00 0.00 0.00 0.80 1.01 0.74 0.46 1.40 0.83 0.80 0.93 1.13 0.83 1.33 0.91 0.98 0.93 0.68 1.01 0.52 0.74 0.41 0.51 0.46 0.52
Question
Interpretation
Bombay Hospital management gives first preference to existing employees to fill the vacant positions.
Employees feel very contented on being considered for filling the vacant positions and for Systematic
Appointment and Structured Interview. The strong positive response is indicated by its average of 1and
standard Deviation of Zero.
Employees feel satisfied on receiving Healthcare benefits to their families which is indicated by 0.8
averages and by 0.41 Standard Deviation.
HR Dept. maintains Accurate Job Description and makes it available to the concern employees. The
desire to stay on the job till the completion of the tenure is positively shown by mean of 0.73 and Standard
Deviation of 0.46.
Q. No.
SD
CV
17
0.93
10
-0.1
0.8
-1198
-0.2
1.01
-507
19
-0.2
1.01
-507
18
-0.2
0.68
-338
-0.4
1.4
-351
12
-0.5
1.13
-211
15
-0.6
0.91
-152
-0.6
0.83
-138
16
Performance feedback
-0.7
0.98
-146
14
-0.7
1.33
-182
11
-1
0.93
-93
Systematic Induction
-1.1
0.8
-75
The zero mean and 0.93 standard deviation indicates that Employees are non committal towards
Guidance for performance Improvement.
The Hospital Employees revealed minor dissatisfaction in the matter of their interest being considered and
their getting an opportunity to work on projects of their interest as indicated by the mean of -0.1 and
standard Deviation at 0.8
The mean like -0.2, -0.4, -0.6, -0.7 with Standard Deviation varying from 0.68 to 1.4 respectively
demonstrates that Employees were ridden with fear and anxiety when responding to issues such as
Clarity of job responsibility, transparency in performance appraisal process and feedback, Information
about promotion and not understanding the connection between pay and performance.
The knowledge about training Calendar and Supervisors assessment for Training Needs have shown that
employees are uneasy in their response to this issue as indicated by -0.5 and -1 mean with 0.93 and 1.13,
standard Deviation.
The mean -0.2 and -1.1 with Standard Deviation of 1.01 and 0.8 confirms poor implementation of induction
programme.
Q. No.
Factors
Mean
Standard
Deviation
Coefficie
nt
Variation
1.07
0.88
82.8
0.87
0.35
40.6
Structured Interview
0.67
0.72
109
Systematic Induction
0.33
0.9
270
0.73
0.88
121
0.93
0.88
94.7
0.8
0.86
108
0.93
0.8
85.6
0.67
0.9
135
10
0.8
0.77
96.8
11
0.47
0.83
179
12
0.8
0.77
96.8
13
0.6
0.91
152
14
1.07
0.8
74.9
15
0.73
0.7
96
16
Performance feedback
0.93
0.7
75.4
17
0.93
0.88
94.7
18
0.6
0.74
123
19
0.33
1.05
314
20
-0.1
1.1
-1650
21
1.2
0.56
46.7
22
1.13
0.74
65.6
23
Listening of disputes
0.93
1.1
118
24
0.67
0.72
109
25
0.67
0.98
146
M e a n a n d S t a n d a rd D e v ia t io n
Mean
SD
1.4
1.2
1
0.8
0.6
0.4
0.2
0
-0.2
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Mean 1.07 0.87 0.67 0.33 0.73 0.93 0.8 0.93 0.67 0.8 0.47 0.8 0.6 1.07 0.73 0.93 0.93 0.6 0.33 -0.1 1.2 1.13 0.93 0.67 0.67
SD
0.88 0.35 0.72 0.9 0.88 0.88 0.86 0.8 0.9 0.77 0.83 0.77 0.91 0.8 0.7 0.7 0.88 0.74 1.05 1.1 0.56 0.74 1.1 0.72 0.98
Question
Q. No.
SD
CV
21
1.2
0.56
46.7
22
1.13
0.74
65.6
1.07
0.88
82.8
14
1.07
0.8
74.9
23
Listening of disputes
0.93
1.1
118
0.93
0.88
94.7
17
0.93
0.88
94.7
0.93
0.8
85.6
16
Performance feedback
0.93
0.7
75.4
Interpretations
Employees seem to be very satisfied with the Healthcare benefits to their family and retirement benefits
which is indicated by Mean Of 1.2 and 1.13 with 0 .56 and 0.74 Standard deviation.
The policy of internal recruitment, acquiring right job profile and getting clear job responsibilities makes
employees in high spirits to work with the hospital. This fact is supported by Mean of 1.07 and 0.93 and
Standard deviation of 0.88 and 0.80
The positive mean 1.07 and 0.93 is a sign of good Performance Appraisal System. Employees are
contented with clarity in communication of Performance expectations, performance Feedback and
Guidance for performance Improvement. (Standard Deviation is 0.88, 0.8 and 0.7)
The mean 0.93 and Standard Deviation 1.1 demonstrating that, Management is actively listening to the
Disputes of employees.
Q. No.
SD
CV
19
0.33
1.05
314
Systematic Induction
0.33
0.9
270
20
-0.1
1.1
-1650
The employees are satisfied with the promotion system as well as implementation of systematic induction
which is indicated by 0.33 mean with 1.05 and 0.9 Standard Deviation.
The negative mean -0.1 with 1.1 Standard Deviation is sign of disappointment with the Salary Structure.
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
0.33
1.05
314
1.13
0.35
31
Structured Interview
0.47
0.92
196
Systematic Induction
1.13
0.35
31
0.73
0.59
80.9
0.47
1.3
279
0.33
0.98
293
0.47
0.92
196
0.4
0.99
246
10
0.47
0.92
196
11
0.47
0.99
212
12
0.33
0.98
293
13
0.87
0.35
40.6
14
-0.2
1.32
-660
15
0.73
0.7
96
16
Performance feedback
1.27
0.46
36.1
17
0.6
0.99
164
18
1.07
0.59
55.7
19
0.33
0.98
293
20
0.67
0.62
92.6
21
-0.4
1.06
-264
22
-1.1
0.7
-66
23
Listening of disputes
0.93
0.7
75.4
24
0.53
0.74
139
25
0.27
1.1
412
M e a n a n d S t a n d a rd D e v ia t io n
Mean SD
1.5
1
0.5
0
-0.5
-1
-1.5
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Mean 0.33 1.13 0.47 1.13 0.73 0.47 0.33 0.47 0.4 0.47 0.47 0.33 0.87 -0.2 0.73 1.27 0.6 1.07 0.33 0.67 -0.4 -1.1 0.93 0.53 0.27
SD
1.05 0.35 0.92 0.35 0.59 1.30 0.98 0.92 0.99 0.92 0.99 0.98 0.35 1.32 0.70 0.46 0.99 0.59 0.98 0.62 1.06 0.70 0.70 0.74 1.10
Question
Q. No.
SD
CV
16
Performance feedback
1.27
0.46
36.1
1.13
0.35
31
Systematic Induction
1.13
0.35
31
18
1.07
0.59
55.7
23
Listening of disputes
0.93
0.7
75.4
Interpretations:
The positive mean 1.27 and low Standard Deviation 0.46, is representing a high level of satisfaction on
performance feedback.
Systematic Appointment and Systematic Induction are the encouraging factors for employees which are
indicated by positive mean 1.13 and low Standard Deviation 0.35.
The employees are seized with the relation between pay and performance. (Mean is 1.07 and Standard
Deviation is 0.59)
Employees have expressed their contentment about their views being heard in resolving disputes which is
shown by the mean 0.93 and Standard Deviation 0.7.
Q. No.
SD
CV
0.33
1.05
314
0.33
0.98
293
12
0.33
0.98
293
19
0.33
0.98
293
25
0.27
1.1
412
14
-0.2
1.32
-660
21
-0.4
1.06
-264
22
-1.1
0.7
-66
The mean 0.33 and Standard Deviation ranging from 1.05 to 0.98 exhibited that employees are seeking
the policy of internal recruitment, Accurate Job Description, information on promotion. At the same time
they feel that supervisor should analyze their training needs to achieve best job performance.
The response of employees about career planning fort the employees by the management is negative as
revealed by the Mean of 0.27 and Standard Deviation of 1.1)
The set of expectations and its communication for best performance is highly insisted by employees which
are exposed by negative Mean -0.2 with 1.32 Standard Deviation.
The aspects like Healthcare benefits to my family and Retirements benefits are symptomatic of
unhappiness among employees indicated by -0.4 and
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
0.4
0.63
158
0.87
0.83
96.2
Structured Interview
1.07
0.26
24.2
Systematic Induction
1.13
1.06
93.5
1.33
1.05
78.5
0.33
1.4
419
0.2
0.56
280
0.67
0.49
73.2
0.27
1.22
459
10
-0.1
0.8
-1198
11
0.4
1.24
311
12
0.4
1.18
296
13
1.07
1.33
125
14
0.4
1.35
338
15
1.07
1.39
130
16
Performance feedback
-0.1
0.74
-557
17
0.2
1.08
541
18
-0.3
1.11
-334
19
0.2
0.94
471
20
0.67
1.23
185
21
1.73
0.46
26.4
22
0.93
0.8
85.6
23
Listening of disputes
0.4
1.12
280
24
0.53
1.19
223
25
0.73
1.03
141
M e a n a n d S t a n d a r d D e v ia t io n
Mean SD
2.00
1.50
1.00
0.50
0.00
-0.50
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Mean 0.40 0.87 1.07 1.13 1.33 0.33 0.20 0.67 0.27 -0.07 0.40 0.40 1.07 0.40 1.07 -0.13 0.20 -0.330.20 0.67 1.73 0.93 0.40 0.53 0.73
SD
0.63 0.83 0.26 1.06 1.05 1.40 0.56 0.49 1.22 0.80 1.24 1.18 1.33 1.35 1.39 0.74 1.08 1.11 0.94 1.23 0.46 0.80 1.12 1.19 1.03
Question
Q. No.
SD
CV
21
1.73
0.46
26.4
1.33
1.05
78.5
Systematic Induction
1.13
1.06
93.5
15
1.07
1.39
130
13
1.07
1.33
125
Structured Interview
1.07
0.26
24.2
22
0.93
0.8
85.6
Interpretations:
The employees of the Godrej hospital are very happy with the Healthcare and Retirements benefits which
is signified by the highest mean 1.73 with low Standard Deviation of 0.46. At the same time they feel
obliged about Healthcare scheme to their family which is indicated by 0.93 and 0.8 Standard Deviation.
The mean 1.07, 1.33 and 1.13 with 0.26, 1.05 and 1.06 Standard Deviation demonstrates that the new
workforce enjoys the Structured Interview, Systematic Induction as well as comprehensive information
about organization.
The employees express satisfaction with Performance appraisal Process which is revealed by 1.07 mean
with 1.39 Standard Deviation.
The mean 1.07 with 1.33 Standard Deviation implies that staff is having Accessibility to company
Sponsored training.
Q. No.
SD
CV
0.27
1.22
459
17
0.2
1.08
541
19
0.2
0.94
471
0.2
0.56
280
10
-0.1
0.8
-1198
16
Performance feedback
-0.1
0.74
-557
18
-0.3
1.11
-334
The employees are quite upset for unavailability of Tools and Resources which is exposed by 0.27 mean
with 1.22 Standard Deviation.
The staffs of the hospital are seeking for Performance feedback and clear Guidance for performance
Improvement. At the same time they want to identify the connection between pay and performance. These
aspects are exhibited by -0.1, 0.2 & -0.3 mean with 0.74, 1.08 & 1.11 Standard Deviation.
The Accurate Job Description as well as Opportunity to work on interesting projects is also disconcerted
which corresponds to the mean of 0.2 and -0.1 with 0.56 and 0.80 as Standard Deviation.
The lucid Information about promotion is also on agenda of employees which is supported by 0.2 mean
and 0.94 Standard Deviation.
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
0.87
0.83
96.21
1.27
0.46
36.14
Structured Interview
0.33
0.82
244.9
Systematic Induction
0.87
1.06
122.3
0.87
0.35
40.6
-0.1
1.13
-844
0.13
1.19
890.4
-0.3
1.11
-334
10
0.8
0.41
51.75
11
-0.9
1.06
-122
12
0.33
0.82
244.9
13
-0.2
1.26
-632
14
-0.9
1.13
-130
15
-0.7
1.18
-176
16
Performance feedback
0.33
0.82
244.9
17
0.33
1.23
370.3
18
19
20
-0.6
0.91
-152
21
22
23
Listening of disputes
-0.2
1.01
-507
24
25
-0.1
0.88
-1326
M e a n a n d S t a n d a r d D e v ia t io n
Mean SD
1.50
1.00
0.50
0.00
-0.50
-1.00
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Mean 0.87 1.27 0.33 1.00 0.87 0.87 -0.13 0.13 -0.33 0.80 -0.87 0.33 -0.20-0.87 -0.67 0.33 0.33 1.00 1.00 -0.60 1.00 1.00 -0.20 1.00 -0.07
SD
0.83 0.46 0.82 0.00 1.06 0.35 1.13 1.19 1.11 0.41 1.06 0.82 1.26 1.13 1.18 0.82 1.23 0.00 0.00 0.91 0.00 0.00 1.01 0.00 0.88
Question
Q. No.
SD
CV
1.27
0.46
36.14
Systematic Induction
18
19
21
22
24
Interpretations:
Systematic appointment and systematic induction are the special attributes indicated by the Mean of 1.27
and 1 with 0.46 and zero Standard Deviation.
The employees expressed satisfaction on the Awareness about pay and performance Connection and
having satisfaction for promotion system.
The Retirements benefits, Healthcare benefits to family and feeling of job satisfaction are the core
motivational aspects for employees, is evidenced by the mean of 1 and 0 Standard Deviation.
Q. No.
25
SD
CV
-0.1
0.88
-1326
-0.1
1.13
-844
13
-0.2
1.26
-632
23
Listening of disputes
-0.2
1.01
-507
-0.3
1.11
-334
20
-0.6
0.91
-152
15
-0.7
1.18
-176
14
-0.9
1.13
-130
11
-0.9
1.06
-122
The mean -0.1 and 0.88 Standard Deviation exposed the misgivings of employees in the matter of career
planning by the Management.
The factors like Accurate job description and Availability of Tools and Resources are the sore point with
employees which is represented by
discontented
Sponsored training which is indicated by Negative mean -0.9 and -0.2 with 1.06 and 1.26 Standard
Deviation.
The dissatisfaction with Performance Appraisal process and clarity in Communication of expectations for
performance are revealed by -0.7 and -0.9 mean with 1.18 and 1.06 Standard Deviation.
The mean -0.2 and -0.6 with 1.01 and 0.91 Standard Deviation shows signs of frustration with salary
structure and concern for dispute by management.
Q. No.
Factors
Mean
Standard
Deviation
Coefficie
nt
Variation
0.8
0.94
118
1.27
0.46
36.1
Structured Interview
0.87
0.52
59.6
Systematic Induction
0.6
0.83
138
1.47
1.06
72.3
0.93
0.88
94.7
0.8
0.86
108
0.47
1.13
241
0.13
0.74
557
10
0.13
1.06
795
11
0.33
0.98
293
12
0.4
1.18
296
13
0.27
0.88
331
14
0.4
1.12
280
15
0.67
1.18
176
16
Performance feedback
0.2
1.26
632
17
0.2
1.21
604
18
0.47
1.19
254
19
0.33
1.18
353
20
0.27
1.44
539
21
0.87
0.92
106
22
0.6
1.06
176
23
Listening of disputes
0.8
0.94
118
24
0.6
0.99
164
25
0.8
1.15
143
Mean
SD
2.00
1.50
1.00
0.50
0.00
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Mean 0.80 1.27 0.87 0.60 1.47 0.93 0.80 0.47 0.13 0.13 0.33 0.40 0.27 0.40 0.67 0.20 0.20 0.47 0.33 0.27 0.87 0.60 0.80 0.60 0.80
SD
0.94 0.46 0.52 0.83 1.06 0.88 0.86 1.13 0.74 1.06 0.98 1.18 0.88 1.12 1.18 1.26 1.21 1.19 1.18 1.44 0.92 1.06 0.94 0.99 1.15
Question
Q. No.
SD
CV
1.47
1.06
72.3
1.27
0.46
36.1
0.93
0.88
94.7
21
0.87
0.92
106
Structured Interview
0.87
0.52
59.6
Interpretations
Systematic Appointment and Structured Interview are the strength of the hospital, supported by 1.27 and
0.87 mean with 0.46 mean and 0.52 Standard Deviation.
Acquiring Right Job Profile is the sign of accomplishment for employees which is demonstrated by 0.93
mean and 0.88 Standard Deviation.
Employees are contented with Healthcare and Retirements benefits. (Mean 0.87 and 0.92 Standard
Deviation.)
Q. No.
SD
CV
20
0.27
1.44
539
13
0.27
0.88
331
16
Performance feedback
0.2
1.26
632
17
0.2
1.21
604
10
0.13
1.06
795
0.13
0.74
557
The employees are annoyed with the salary structure which is revealed by 0.27 mean and 1.44 Standard
Deviation.
The mean 0.27 with 0.88 stands for the lack of Accessibility to company Sponsored training.
The employees expressed uneasiness about Performance feedback and Guidance for performance
Improvement which is indicated by 0.20 mean with 1.26 and 1.21 Standard Deviation.
The employees were in disagreement about the hospital providing Opportunities to work on interesting
projects supported by the mean 0.13 and Standard Deviation 1.06
Limited Availability of Tools and Resources are irritating employees supported by 0.13 mean with 0.74
Standard Deviation.
Table No.6.26:
Jaslok Hospital: HRM Practices influencing On Employees Satisfaction
Q. No.
Factors
Mean
Standard
Deviation
Coefficie
nt
Variation
0.47
0.83
179
1.2
0.41
34.5
Structured Interview
0.87
0.92
106
Systematic Induction
-1
0.93
-93
0.67
0.82
122
0.2
1.26
632
0.2
1.15
573
0.13
1.13
844
0.13
1.13
844
10
0.47
0.92
196
11
-0.1
1.06
-795
12
0.2
1.08
541
13
-0.2
1.01
-507
14
-0.3
1.16
-436
15
0.27
1.1
412
16
Performance feedback
0.07
1.16
1744
17
0.2
1.01
507
18
0.67
0.62
92.6
19
0.53
0.74
139
20
0.8
0.56
70.1
21
0.8
0.41
51.8
22
0.8
0.41
51.8
23
Listening of disputes
0.73
0.59
80.9
24
0.73
0.59
80.9
25
0.6
0.74
123
M ea n a n d S t a n d a rd D e viat io n
Mean
SD
1.50
1.00
0.50
0.00
-0.50
-1.00
-1.50
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Mean 0.47 1.20 0.87 -1.00 0.67 0.20 0.20 0.13 0.13 0.47 -0.13 0.20 -0.20 -0.27 0.27 0.07 0.20 0.67 0.53 0.80 0.80 0.80 0.73 0.73 0.60
0.83 0.41 0.92 0.93 0.82 1.26 1.15 1.13 1.13 0.92 1.06 1.08 1.01 1.16 1.10 1.16 1.01 0.62 0.74 0.56 0.41 0.41 0.59 0.59 0.74
SD
Question
Q. No.
SD
CV
1.2
0.41
34.5
Structured Interview
0.87
0.92
106
20
0.8
0.56
70.1
21
0.8
0.41
51.8
22
0.8
0.41
51.8
Interpretations
The new employees of Jaslok Hospital are enjoying the structured interview process and systematic
Appointment. This feeling of pride is indicated by Mean 1.2 and 0.87 with 0.41 and 0.92 Standard
Deviation.
Most of the employees are satisfied with salary structure, Retirement Benefits and healthcare provision for
their families. (Mean is 0.8 and Standard Deviation is 0.56 and 0.41)
Q. No.
SD
CV
16
Performance feedback
0.07
1.16
1744
11
-0.1
1.06
-795
13
-0.2
1.01
-507
14
-0.3
1.16
-436
Systematic Induction
-1
0.93
-93
The mean 0.07 and -0.3 with 1.16 Standard Deviation reveals the need for Improvement in performance
Appraisal system. Employees are uncomfortable while responding to questions like Performance
Feedback; communication for performance expectations before appraising period.
To employees feel very much curbed when Training Calendar is not disclosed and when they are denied
access to Company sponsored training. This is evaluated on the basis of mean of -.01 -0.2 with standard
deviation of 1.06, 1.01.
The mean -1 with Standard Deviation 0.93 is a sign of poor implementation of induction programme.
Employees have demonstrated the need of systematic and comprehensive Induction Programme.
Table No.6.29:
Lilavati Hospital: HRM Practices influencing On Employees Satisfaction
Q. No.
Factors
Mean
Standard
Deviation
Coefficie
nt
Variation
0.6
1.12
187
0.47
0.92
196
Structured Interview
0.87
0.52
59.6
Systematic Induction
0.47
1.13
241
-0.5
0.74
-139
0.73
0.7
96
0.73
0.7
96
0.8
1.01
127
1.2
0.41
34.5
10
0.8
0.77
96.8
11
0.67
0.9
135
12
1.27
0.59
46.9
13
-0.1
0.99
-743
14
0.07
1.03
1549
15
0.47
1.13
241
16
Performance feedback
-0.1
1.22
-1834
17
0.73
1.16
159
18
19
-0.6
0.74
-123
20
-0.1
1.13
-844
21
0.4
0.91
228
22
-0.4
0.74
-184
23
Listening of disputes
-0.1
0.8
-1198
24
0.2
0.94
471
25
0.07
0.8
1198
M e a n a n d S t a n d a rd D e v ia t io n
Mean SD
1.50
1.00
0.50
0.00
-0.50
-1.00
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Mean 0.60 0.47 0.87 0.47 -0.53 0.73 0.73 0.80 1.20 0.80 0.67 1.27 -0.13 0.07 0.47 -0.07 0.73 0.00 -0.60 -0.13 0.40 -0.40 -0.07 0.20 0.07
SD
1.12 0.92 0.52 1.13 0.74 0.70 0.70 1.01 0.41 0.77 0.90 0.59 0.99 1.03 1.13 1.22 1.16 1.00 0.74 1.13 0.91 0.74 0.80 0.94 0.80
Question
SD
CV
12
1.27
0.59
46.9
1.2
0.41
34.5
Structured Interview
0.87
0.52
59.6
0.8
1.01
127
10
0.8
0.77
96.8
Interpretations
The Mean 1.27 with 0.59 Standard Deviation reveals the Managements awareness about the employees
capabilities and job requirements and evinces keen interest on the training needs for good performance.
Employees seem to be happy about the availability of tools and resources required for the performance of
their jobs which is Shown by 1.27 Mean and 0.41 Standard Deviation.
The factors like Structured Interview, Clear Job responsibilities, Opportunity to work on interesting projects
are positively indicated by 0.87 and 0.80 mean with 0.52, 1.01 and 0.77 Standard Deviation.
Q. No.
SD
CV
18
16
Performance feedback
-0.1
1.22
-1834
23
Listening of disputes
-0.1
0.8
-1198
20
-0.1
1.13
-844
13
-0.1
0.99
-743
22
-0.4
0.74
-184
-0.5
0.74
-139
19
-0.6
0.74
-123
The employees of the Lilavati Hospital remained tight lipped with the
The mean -0.1 varies through 0.8 to 1.13 Standard Deviation are the symbol of Volatile responses towards
the aspects like Performance feedback, salary structure, Accessibility to company Sponsored training and
apathy to listen disputes.
The employees are showing frustration over not getting Healthcare benefits to their family indicated by 0.4 mean with 0.74 Standard Deviation.
The employees are totally in the dark about Information on the Organization as well as their promotion
which is revealed by -0.5 and -0.6 mean with 0.74 Standard Deviation.
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
0.47
0.74
159
1.13
0.35
31
Structured Interview
0.4
0.74
184
Systematic Induction
0.27
0.88
331
0.87
1.06
122
0.87
0.64
73.8
0.8
0.68
84.5
0.67
1.18
176
0.33
0.9
270
10
0.53
1.06
199
11
0.33
1.05
314
12
0.8
0.77
96.8
13
0.53
0.99
186
14
0.13
1.19
890
15
0.4
0.99
246
16
Performance feedback
1.36
17
0.2
1.15
573
18
0.33
0.98
293
19
0.53
0.99
186
20
0.53
0.92
172
21
1.27
0.88
69.8
22
1.33
0.82
61.2
23
Listening of disputes
0.33
0.9
270
24
0.6
1.06
176
25
0.93
1.03
111
Mean
SD
1.50
1.00
0.50
0.00
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Mean 0.47 1.13 0.40 0.27 0.87 0.87 0.80 0.67 0.33 0.53 0.33 0.80 0.53 0.13 0.40 0.00 0.20 0.33 0.53 0.53 1.27 1.33 0.33 0.60 0.93
SD
0.74 0.35 0.74 0.88 1.06 0.64 0.68 1.18 0.90 1.06 1.05 0.77 0.99 1.19 0.99 1.36 1.15 0.98 0.99 0.92 0.88 0.82 0.90 1.06 1.03
Question
Q. No.
SD
CV
22
1.33
0.82
61.2
21
1.27
0.88
69.8
1.13
0.35
31
25
0.93
1.03
111
0.87
1.06
122
0.87
0.64
73.8
Interpretations
The Mean 1.33 and 1.27 with 0.82 and 0.88 Standard Deviation are the sign of contentment for Healthcare
benefits to family and Retirements benefits.
The Systematic Appointment, Right Job Profile and Information sharing about Organization are the
strengths of the Nanavati hospital which is revealed by 1.13 and 0.87 Mean with 0.35, 0.6 and 0.64
Standard Deviation.
The employees seem to be happy as Management is making career plan for them, indicated by the Mean
0.93 and Standard Deviation 1.03.
Q. No.
SD
CV
Systematic Induction
0.27
0.88
331
17
0.2
1.15
573
14
0.13
1.19
890
16
Performance feedback
1.36
The Mean 0.27 with 0.88 Standard Deviation depicts the least response towards Systematic Induction.
The employees expressed disappointment about the lack of systematic Performance Appraisal System;
clarity in communication of setting target or Expectations; Performance Feedback and Guidance for
Performance Improvement. These aspects are indicated by mean ranging from 0.20, 0.13 and Zero with
1.15, 1.19 & 1.36 Standard Deviation.
Table No. 6.35: Prince Ali Khan Hospital: HRM Practices influencing on Employees Satisfaction
Q. No.
Factors
Mean
Standar
d
Deviatio
n
Coefficient
Variation
0.53
0.74
139
Structured Interview
1.07
0.26
24.2
Systematic Induction
0.27
0.8
300
-0.1
0.59
-890
0.6
0.74
123
0.67
0.62
92.6
0.38
37.8
0.2
0.86
431
10
0.93
0.46
49
11
0.93
0.26
27.7
12
0.38
37.8
13
0.33
0.9
270
14
1.33
0.49
36.6
15
1.27
0.46
36.1
16
Performance feedback
0.53
53.5
17
1.13
0.35
31
18
0.65
65.5
19
1.33
0.49
36.6
20
1.13
0.74
65.6
21
1.13
0.52
45.6
22
0.93
0.26
27.7
23
Listening of disputes
1.53
0.52
33.7
24
1.27
0.46
36.1
25
1.2
0.41
34.5
M e a n a n d S t a n d a rd D e v ia tio n
Mean
SD
2.00
1.50
1.00
0.50
0.00
-0.50
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Mean 0.53 1.00 1.07 0.27 -0.07 0.60 0.67 1.00 0.20 0.93 0.93 1.00 0.33 1.33 1.27 1.00 1.13 1.00 1.33 1.13 1.13 0.93 1.53 1.27 1.20
SD
0.74 0.00 0.26 0.80 0.59 0.74 0.62 0.38 0.86 0.46 0.26 0.38 0.90 0.49 0.46 0.53 0.35 0.65 0.49 0.74 0.52 0.26 0.52 0.46 0.41
Question
SD
CV
23
Listening of disputes
1.53
0.52
33.7
14
1.33
0.49
36.6
19
1.33
0.49
36.6
15
1.27
0.46
36.1
24
1.27
0.46
36.1
25
1.2
0.41
34.5
20
1.13
0.74
65.6
21
1.13
0.52
45.6
17
1.13
0.35
31
Structured Interview
1.07
0.26
24.2
18
0.65
65.5
16
Performance feedback
0.53
53.5
0.38
37.8
12
0.38
37.8
Interpretations
The employees feel satisfied when their disputes are being listened by Management which is supported by
Positive Mean 1.53 with low Standard Deviation.
The employees are expressing contentment with Performance Appraisal System, Clear indications for
Performance Expectations, Performance Feedback and guidance for performance improvement. These
aspects are indicated with mean varies from 1.33, 1.27, 1.13 and 1 with 0.49, 0.46, 0.35 and 0.53
Standard Deviation.
The information about promotion well in advance indicated by employees having 1.33 Mean with 0.49
Standard Deviation.
The Mean 1.27 and 1.20 with 0.46 and 0.41 Standard Deviation corresponded to Feeling of Job stability
among employees and visualizes their career with the hospital which is planned by Management.
The employees are satisfied with salary structure, Healthcare and Retirements benefits. They are also
conscious about pay and performance Connection. (Mean 1.27, 1.13 & 1 with Standard Deviation 0.46,
0.74 & 0.65)
The new employees are enjoying Systematic Appointment, Structured Interview and Clear Job
responsibilities, which are demonstrated by the mean 1.07 and 1 with 0.26, 0.65 and zero Standard
Deviation.
The supervisor or Head of the Department constantly looking for the updates regarding job knowledge and
skills and evaluate their subordinates to equip with updates for best performance. It is revealed by the
mean 1 and 0.38 Standard Deviation.
Q. No.
SD
CV
Systematic Induction
0.27
0.8
300
0.2
0.86
431
-0.1
0.59
-890
The mean 0.27 and 0.80 standard deviation indicates that Employees are non committal towards
Systematic Induction.
The Hospital Employees exposed the fact of limited tools and Recourses. (Mean is 0.20 and standard
Deviation 0.86)
The volatile responses are shown by the mean -0.1 and 0.59 Standard Deviation towards Complete
Information about Organization.
Q. No.
Factors
Mean
Standard
Deviation
Coefficient
Variation
0.87
0.52
59.6
1.13
0.64
56.5
Structured Interview
1.27
0.46
36.1
Systematic Induction
1.13
0.83
73.6
0.27
0.8
300
1.2
0.56
46.7
1.07
0.46
42.9
1.2
0.56
46.7
0.87
0.83
96.2
10
0.93
0.46
49
11
0.65
65.5
12
1.13
0.64
56.5
13
0.67
0.72
109
14
0.8
0.56
70.1
15
0.73
0.7
96
16
Performance feedback
0.53
0.83
156
17
1.07
0.26
24.2
18
1.27
0.46
36.1
19
0.8
0.41
51.8
20
0.13
0.83
625
21
0.13
0.99
743
22
0.53
0.83
156
23
Listening of disputes
0.93
0.46
49
24
0.93
0.26
27.7
25
1.2
0.41
34.5
M ea n a n d S ta n d a rd D e v ia tio n
Mean
SD
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Mean 0.87 1.13 1.27 1.13 0.27 1.20 1.07 1.20 0.87 0.93 1.00 1.13 0.67 0.80 0.73 0.53 1.07 1.27 0.80 0.13 0.13 0.53 0.93 0.93 1.20
SD
0.52 0.64 0.46 0.83 0.80 0.56 0.46 0.56 0.83 0.46 0.65 0.64 0.72 0.56 0.70 0.83 0.26 0.46 0.41 0.83 0.99 0.83 0.46 0.26 0.41
Question
Q. No.
SD
CV
Structured Interview
1.27
0.46
36.1
18
1.27
0.46
36.1
1.2
0.56
46.7
1.2
0.56
46.7
25
1.2
0.41
34.5
Systematic Induction
1.13
0.83
73.6
1.13
0.64
56.5
12
1.13
0.64
56.5
1.07
0.46
42.9
17
1.07
0.26
24.2
11
0.65
65.5
ERROR: undefined
OFFENDING COMMAND: pdfsave.exe
STACK:
0
-mark3
false
false
2910
1199
2
4
12
24
2
4