Human resource management (HRM or simply HR) is the management of an

organization's workforce, or human resources. It is responsible for the attraction, selection,

training, assessment, and rewarding of employees, while also overseeing organizational
leadership and culture, and ensuring compliance with employment and labor laws. In
circumstances where employees desire and are legally authorized to hold a collective
bargaining agreement, HR will typically also serve as the company's primary liaison with the
employees' representatives (usually a labor union).
HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work
such as payroll and benefits administration, but due to globalization, company consolidation,
technological advancement, and further research, HR now focuses on strategic initiatives like
mergers and acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.
In startup companies, HR's duties may be performed by a handful of trained
professionals or even by non-HR personnel. In larger companies, an entire functional group is
typically dedicated to the discipline, with staff specializing in various HR tasks and
functional leadership engaging in strategic decision making across the business. To train
practitioners for the profession, institutions of higher education, professional associations,
and companies themselves have created programs of study dedicated explicitly to the duties
of the function. Academic and practitioner organizations likewise seek to engage and further
the field of HR, as evidenced by several field-specific publications.
Human Resource Management (HRM) is the art and science of managing an
organization's people to achieve specific business objectives, such as high engagement, low
1

turnover, solid satisfaction and other important goals. It does so through the use of people,
process and technology geared towards the internal organs of the organization rather than its
external strategies, goals and objectives.
There are many different approaches and perspectives in Human Resource
Management Theory and it is a subject that is continually evolving. Human Resource
Management draws upon many diverse subjects such as psychology (also industrial
psychology), business management, process management, information technology, statistical
analysis, sociology, anthropology, and other subjects. One perspective put forward by the
Human Alliance argues that current HR methodologies are not sufficient to meet the
expectations of current Human Resource Management development theories and that much
will need to change as the industry grows and matures.
One could argue that an examination of organisations, in the ways they are structured
and operated and the methods by which they control and manage employees, could provide
insights into how nurses perceive their morale and that of the organisation as a whole. In
trying to explain organisational factors and culture and their effect on the wellbeing of staff,
research points to a number of hospitals that are considered market leaders through low
turnover and high staff morale,40 with these so called magnet hospitals seeing culture as
more important than wages to attract staff. As hospitals have little ability to increase wages
and incentives, efforts have been concentrated on improving the work environment.
Magnet hospitals can best be described as those that are able to retain and attract well
qualified nurses through the adoption of characteristics such as participatory supportive
management styles, decentralised organisational structures, adequate staffing, flexible
working schedules, professional autonomy and responsibility, emphasis on teaching and
education, and career advancement opportunities.

OBIECTIVES:

To know the employees attitude towards the organization.

To Identify the reasons for the employees positive attitude.
To understand the reasons for the employees negative attitude.
To analyse the employees expectations from the organization.
To suggestions to improve the attitude of the employees to the management.

SCOPE OF THE STUDY

Various studies have been conducted to find out the factors which
determine job satisfaction and the way it influences productivity in the organization. Though,
there is no conclusive evidence that job satisfaction affects productivity directly because
productivity depends on so many variables, it is still a prime concern for managers.
Job satisfaction is the mental feeling of favourableness which an individual has about his job.
Moreover, a health care unit like the one in the current study, the SDMCDS employs people
from various social and educational strata. The contrasting aspects like a hospital could have
a person with little education working as a house keeping staff to a highly educated physician
under one roof. Such contrasts pose a challenge Human Resource managers and
administrators when it comes to formulating effective organizational level policies.

NEED FOR THE STUDY

To know and understand about the employee morale. find out the various factors leading to
employee morale in the organization. the level of morale of the employees working in Health
care level of satisfaction of the employees towards the company. The morale of the employee

should be satisfied in all needs of the origination. All the employee are very satisfied the
there needs.

LIMITATIONS

Due to the time constraint the study is made only among

120 respondents
The employees may be biased with their answers.
Due to some wnfiolentially of some information accurate response was given
by some response

INDUSTRY PROFILE;

The Indian healthcare sector can be viewed as a glass half empty or a glass half full. The
challenges the sector faces are substantial, from the need to improve physical infrastructure to the
4

necessity of providing health insurance and ensuring the availability of trained medical personnel.
One driver of growth in the healthcare sector is Indias booming population, currently 1.1 billion
and increasing at a 2% annual rate. By 2030, India is expected to surpass China as the worlds most
populated nation. By 2050, the population is projected to reach 1.6 billion. The Indian economy,
estimated at roughly $1 trillion, is growing in tandem with the population. Goldman Sachs predicts
that the Indian economy will expand by at least 5% annually for the next 45 years and that it will be
the only emerging economy to maintain such a robust pace of growth. Another factor driving the
growth of Indias healthcare sector is a rise in both infectious and chronic degenerative diseases.
While ailments such as poliomyelitis, leprosy and neonatal tetanus will soon be eliminated, some
communicable diseases once thought to be under control, such as dengue fever, viral hepatitis,
tuberculosis, malaria and pneumonia have returned in force or have developed a stubborn resistance
to drugs. This troubling trend can be attributed in part to substandard housing, inadequate water,
sewage and travel. AIDS is one other such dreadful disease to be controlled. Indias healthcare
infrastructure has not kept pace with the economys growth. The limited in their ability to drive
healthcare standards because of the poor condition of the infrastructure in the vast majority of the
country.
Health science libraries are a distinct lot among special libraries as they serve the
specific needs of specialized users, but its nature is also an indicator of an academiclibrary as
it supports and supplements academic medical programmes.

Health care librarianship has its own character and tradition determined by the special
characteristics of its users and the unusual structure of medical knowledge. The flood of
information continuously pouring in from various facets of the universe of knowledge has
resulted in proliferation of literature. The rapid scientific inventions in the recent past have
evolved a variety of sophisticated means of communication which forced the organizations,

especially in science and technology, to develop special information centers to control,

organize and to disseminate information. Every organization tries to achieve their objectives.
As human resource of an organization is considered as an importance resource, organizations
wish to keep well trained and effective work force. Employees, satisfy with their job, may
exert high effort to organization wish to satisfy their employees for getting effective more
work done. To make the best use of people as a valuable resource of the organization
attention must be given to
the relationship between staff and the nature and content of their jobs. The organization and
the design of jobs can have a significant effect on staff. Attention needs to be given to the
quality of working life. It is with this background, a study of employee job satisfaction was
conducted at SDM College of Dental Sciences and Hospital, Dharwad. The study included
samples drawn from two major groups, teaching and nonteaching employees and also
samples from library section. It is evident from research that employees who are satisfied
with their jobs are more likely to stay with their employees. According to this survey at SDM
College of Dental Sciences and Hospital 94% of employees indicated overall satisfaction
with their current position, with 39% of employees reporting they were very satisfied.
Majority of employees reported that the current working climate is what they are satisfied
with.

COMPANY PROFILE

Vijaya Hospital came into existence in 1972 as one of the earliest private
hospital in Chennai and is providing service to the sick ever since. The Vijaya Health Centre
6

was started in 1987 and Vijaya Heart Foundation in 1996 as an extension of Vijaya Hospital.
The Vijaya Group of Hospitals are situated in Vadapalani in 20 acres of land, which is the
heart of the Cine Studios in Chennai, located within 10 kms of the central railway station and
the international airport. This study includes the staff of Vijaya Hospital, Vijaya Health
Centre and Vijaya Heart Foundation which is functioning under Vijaya Medical &
Educational Trust.
Vijaya Medical & Educational trust consisting of Vijaya Hospital (VH) Vijaya Health Centre
(VHC) and Vijaya Heart Foundation (VHF) is one of the pioneer private institutions offering
medical service to the people of Chennai. The trust was formed by Sri.B.Nagi reddy, a
recipient of Dada Sahib Phalke award and Managing Director of Vijaya Vahini Studio, one of
the most reputed film studios in the country. In his own words, what prompted him to set foot
into the medical field from his film and printing spheres was to fulfil his desire to provide
quality services at affordable expense to the public who desire to have the best of medical
services.
Vijaya Hospital is one among the earliest private hospitals to come into being in the city.
Owing to the facilities offered and the quality of service rendered, the hospital has steadily
grown in size as well as popularly resulting in expansion, which has become a matter of
continuous necessity. Vijaya Group of Hospital consists of 800 beds with multi specialty
employing approximately 1750 personnel.
The built up area is 4, 00,000 sq.feet. The hospital is surrounded by scenic garden of 20 acres
and the hospitals are known for their scenic serenity and peaceful atmosphere. The hospitals
are well equipped with all the latest medical technologies. The various departments, the
specialists and the equipment available are one of the best in the country. The Vijaya Group
of hospitals serves more than 1, 50,000 out patients and 27,000 in patients every year.

All the latest medical & surgical services and allied specialty services including
ophthalmology, obstetrics, pediatrics, neonatology, dentistry, otorhinolaryngology, and
urology are now available at Vijaya Hospital. The Tamilnadu Dr.MGR Medical University,
Medical council of India and National Board of Examination has recognized the Vijaya
Hospital for UG and PG studies.
The Vijaya Medical & Educational Trust was awarded with National Accreditation Board for
Hospitals & Healthcare Providers in January 2011 for providing quality medical services and
patient safety.

VISION
Is to continue to provide exemplary physical and emotional care for each of our
patients and their families.
To continually upgrade our services by becoming an internationally accredited
hospital.

MISSION
Our mission is to deliver quality healthcare at affordable prices, to strive with
unrelenting commitment towards clinical excellence and to treat our patients with
unparalleled skill and compassion.
CLINICAL SERVICES
8

 Anaesthesiology
Cardiology
Cardio Vascular & Cardiothoracic Surgery
Critical care and internal medicine
Chest & Pulmonology
Dermatology(Skin)
Dental & Maxillofacial Surgery
Diabetology& Endocrinology
ENT
General medicine
General Surgery
Gastroenterology Medical
Gastroenterology Surgical
Haematology
Laparoscopic surgery
Lymphology Pathology
Nephrology
Neurology
Neuro surgery
Nuclear Medicine
Obstetrics & Gynaecology
Oncology Medical / Surgical / Radiation
Orthopaedics & Trauma care

 Paediatrics
Psychiatry
Plastic cosmetic surgery
Rheumatology
Urology
Vascular & Endovascular Surgery

DIAGNOSTIC & SUPPORT SERVICES

C.T. Scan
MRI Scan
ECG
ECHO
Cardiac Angiography
Ultrasound Scan
Laboratory
Digital & Computerized X- Ray
Pharmacy
Blood Bank
Video Endoscopy
Colour Doppler Vascular
Treadmill
Dexa Scan
Mammogram
10

 Audiometry
Physiotherapy
Dialysis
Rehabilitation therapy & Occupational Therapy

RESEARCH DESIGN:

11

The research design used in the study was descriptive research design. It
includes surveys and fact-finding requires of different kinds. The major purpose of
description research designs, as it exists at present. The main characteristics of this method
are that the researcher has on control of variables; he can report only what has happened or
what is happening.

SAMPLING:
Sampling method
In this study convenient sampling method is used in selecting the samples.

Population
The population comprises of 400 employees.

Frame
The frame comprises the employees of VIJAYA HOSPITALS.
Sample size- 120

DATA COLLECTION METHOD

Primary data collection was done through structured questionnaire.
Secondary data was collected from company records.

Primary data: primary data are those which are collected a fresh and for the first time and
thus happen to be original character. Primary data can be collected either through experiment
or through survey.

12

Secondary data: the secondary data on the other hand or those which have already been
collected someone else and which have already been passed through the statistical process.

DATA COLLECTION INSTRUMENT:

The instrument used for the collecting data was a structured
questionnaire. The questionnaire considered of 25 questions with a combination of closeended questions.

13

RESEARCH METHODOLOGY

Research is an active, diligent and systematic process of inquiry in order to discover,

interpret and revise facts, events, behaviors or theories or to make practical applications with
the help of such facts, laws or theories. Employees attitude towards the organization should
be known by the entire organization to reduce the grievance. The main objective is to find out
the number of employees who are having positive attitude and or attitude and what leads to
the same. Here, the general employee opinion survey method has been followed. A survey
was conducted in SDM College of Dental Sciences and Health Care, Dharwad, where the
opinions of staff regarding satisfaction with their jobs were studies using a questionnaire. A
quantitative analytical design for this study was preferred because questionnaires provide
fairly economical avenues to collect vital data.Out of total staff, randomly selected samples
were selected for the study. This comprises of teaching staff and non-teaching staff .
Samples consist of teachers, Resident Doctors, Technicians, Staff Nurse, Administrative and
Library staff. The teaching staff comprised of randomly selected from SDMCDS&H HR
database. Likewise nonteaching employees were represented a blend of
technicians and 10 administrators and 15 library staff.

14

staff nurse,

CORRELATION:
Correlation coefficients are used in statistics to measure how strong a relationship is
between two variables. There are several types of correlation coefficient pearsons correlation
or pearsons is a correlation. Coefficient commonly used is linear regression.

N = number of value or element

X = first score
Y = second score
XY = sum of the product of first and second scores
X = sum of first scores
Y = sum of second scores
X2 = sum of square first scores
Y2 = sum of square second scores

WEIGHTED AVERAGE METHOD:

The average of a quantity is calculated after summing up all the values of that
quantity an then dividing it by the total number. A weighted average is calculated by
taking into consideration, additional conditions associated with each of the values for the
15

data. That is, some values are multiplied by an extra multiplicative factor as they occur
more often. Unlike an average value, in which all the values of a quantity contribute
equally, in a weighted average, they contribute unequally. Some values of the particular
quantity contribute more than others. The weighted average formula is:

REVIEW OF LITERATURE
TOPIC: AN ANALYSIS ON EMPLOYEE MORALE AT ANOVA
AUTHOR- MORROW IN THE YEAR (1989)

16

CONTENT:

Morrow (1989) in his study says that professional commitment is identified as a form
of work commitment and defined as the relative strength of identification with and
involvement in one's profession. Its reliability and validity are evaluated vis--vis job
involvement and organizational commitment in a sample of professional and scientific
employees working for a major university. The concept and measure are recommended for
further study. The paper highlights some of findings from a journal article by Munevver
(2006) on Empolyee Morale. The study showed that age and experience have a significant
impact on Empolyee Morale and commitment. ANOVA test show that there is a significant
difference in job satisfaction level (intrinsic) with reference to tenure, however there is no
significant difference in job satisfaction (extrinsic) with reference to age. Ryan and Chan
(1999a) in his study five thousand human resource professionals surveyed regarding the
extent to which agreed with various HR research findings. Responses from 959 participants
suggest that there are large discrepancies between research findings and practitioners beliefs
in some content areas, especially selection. In particular, practitioners place far less faith in
intelligence and personality test as predictors of employee performance than HR research
would recommend.

TPOIC: AN ANALYSIS ON EMPLOYEE MORALE AT AMWAY

AUTHOR - Remus and Timothy in the year 2003.
CONTENT :

17

Remus and Timothy (2003), in their article the authors investigate the extent to which
traits reflecting individual differences in personality and affectivity explain or mediate
genetic influences on Empolyee Morale, the authors computed the proportion of genetic
variance in Empolyee Morale that is explained by these trait frameworks. Results indicate
that the affectivity model is a stronger mediator of genetic effects on Empolyee Morale. Gary
et al. (2006) in his survey shows that psychological empowerment is the perception that
workers can help determine their own roles, accomplish meaningful work, and influence
important decisions. Empowerment has been studied from different perspectives, including
employee perception, leadership behaviors and management programs. Despite positive
rhetoric, programs designed to increase empowerment seldom achieve the benefits promised.
Inconclusive and seemingly contradictory outcomes stem from the fact that few companies
give employees significant control and access to management information.
Ryan and Chan (1999b) in their cross-cultural equivalence of a multinationals
employee opinion survey was examined using multiple-groups covariance structure analysis
to examine 4 scales in 4 countries. Cultural and linguistic influences were considered by
assessing equivalence across two pairs of countries having the same language. The measure
was equivalent across U.S and Australian samples only. Analyses indicated items that were
the source of lack of invariance. One cause explored was translation problems. Another factor
driving the growth of Indias healthcare sector is a rise in both infectious and chronic
degenerative diseases. While ailments such as poliomyelitis, leprosy and neonatal tetanus will
soon be eliminated, some communicable diseases once thought to be under control.
Understanding the variety of research, reports and statistics that exists for the tourism
and hospitality industry can seem overwhelming. In our new Research section, you have
access to the latest info about the tourism industry, including BCs new tourism labor market
strategy, compensation studies and more. For older research and reports, please visit our

18

Archived Research & Reports section. You may also find useful, tourism-specific national
research studies on the Canadian Tourism Human Resource Council's website.
CTHRC's Demographic Profile of Tourism Sector Employees. June 2010. The report was
developed by the Canadian Tourism Human Resource Council (CTHRC), using customized
tabulations from the 2006 Census. It offers employment statistics for each of the industry
groups included in the tourism sector, as well as demographic profiles of the tourism labour
force by geography and industry group, for selected occupations. The report is developed
every five years as new customized Census data is made available.
Results of go2's 2010 Olympic Legacy Project. May 2010. BC's tourism and hospitality
operators were surveyed about their expectations leading up to the 2010 Winter Games, and
about their experiences during Games time. This report aims to provide several important
pieces of information to those who want to understand how businesses were impacted during
the Games and to those whose businesses will be impacted by future Olympic Games.
Vancouver Island Tourism Labour Market Study Report. May 2009. This report was
commissioned to examine overall employment level and human resource requirements for the
tourism industry as a whole in the Vancouver Island/Coast region. Report by Roslyn Kunin &
Associates, Inc. prepared for the Vancouver Island Tourism Human Resources Steering
Committee. This project was made possible with the generous support of Human Resources
and Social Development Canada (HRSDC).
Labour Market Demand Analysis For the Sea-To-Sky Region. May, 2006. This report
was commissioned as part of a larger regional tourism labour market project that was kicked
off in the Sea-to-Sky Corridor with the goal to develop a long-term, comprehensive human
resources strategy to support tourism growth to 2015. Report by Ruth Emery, Canbritic

19

Consultants Ltd. prepared for the Sea-to-Sky Tourism Human Resources Strategy Steering
Committee.
Tourism Labour Market Analysis for the Kootenay Rockies Region. May 2007. This report
was commissioned as part of a larger regional tourism labour market project in the Kootenay
Rockies with the goal to develop a long-term, comprehensive human resources strategy to
support tourism growth to 2015. Report by Ruth Emery, Canbritic Consultants Ltd. prepared
for the Kootenay Rockies Tourism Human Resources Strategy Steering Committee.
Ronna Coe knows the best workforce is one thats the most established, so the small-business
owner does what she can to retain quality employees. Shes also aware that to keep her
workers content, she must provide motivation in the workplace.Our business involves a real
team effort, and its important that all employees know their value to the finished product and
to customer satisfaction, says Coe, chairman of Coastal Component Industries (CCI), which
employs 18 people, more than half of whom have been with her for more than 10 years. The
company was founded in 1990 and manufactures
Given the tight economy, Coe does her best to keep spirits up and employees inspired. While
she does offer a variety of generous benefits, including 10o-percent company-paid employee
health insurance and substantial year-end bonuses, she knows that she cant solely rely on
such monetary motivations, so she also focuses on intrinsic motivators like those highlighted
in the well-known book on management, Work Happy: What Great Bosses Know, by Jill
Geisler.
FOCUS ON EMPLOYEES STRENGTHS

20

Effective managers know that focusing on employee strengths leads to satisfied

workers. Giving employees the opportunity to concentrate on work that allows them to excel
leads to high-quality workmanship.
We expect a lot from our employees and we rely on their best effort every day, Coe says,
noting that an important part of encouraging competence is giving feedback. We strive to
always thank employees for a job well done when the work meets deadlines and our
expectations.
BE FLEXIBLE WITH SCHEDULES
Giving employees control of their work environment whenever possible often
motivates. Though the manufacturing nature of her business precludes her from allowing
most of her employees an autonomous work schedule, Coe was able to offer flextime to her
vice president, Diana Romero.
My flexible schedule, which constitutes four days a week, allows me to take care of my
granddaughter and gives me personal time, Romero says. This autonomy also really
motivates me to do my best work, because it gives me the message that Im valued and that
makes me loyal to the company and its mission.
State Farm insurance agent Rhonda Shaders company provides insurance and financial
services to small businesses, individuals and families. She also believes in motivating
employees by providing autonomy and flexibility when possible.
We have operating hours, but I always try to accommodate personal needs and wants, says
Shader, who employs six people. Recently, my top salesperson asked to have one personal
day a month off just to catch up. I readily agreed, and we worked out a plan we were both

21

happy with to accommodate her request. I am always open to ideas, as long as we can
continue to serve our customers well.
GIVE EMPLOYEES A SENSE OF PURPOSE
When it comes to what motivates employees, though a paycheck may seem like the
obvious answer, its not always the prime motivator, says Shader, who notes that a persons
sense of purpose is often tied to job satisfaction, and the only way to understand that purpose
is to get to know each employee.
People respond to a variety of motivators, Shader says. It takes some work to figure out
what each person needs, but once you determine what turns employees on and fuels their
sense of purpose, they feel appreciated and valued, and you get their very best.
BROADCAST THE COMPANYS PROGRESS

Every employee wants to know that progress is being made and that they and the
company are meeting goals. Good managers keep the workforce apprised of company targets
and when they are met, as well as take special interest in the personal goals of employee.
At least once a year, Coe meets with every employee about their individual profit
sharing plans. We go over their account together, and they really appreciate the attention to
this aspect of their personal financial goals, she says. They acknowledge how valuable this
company benefit is and walk away feeling good about their progress.
Keeping employees happy and productive in a tough economy may not be an easy task, but
your business is sure to benefit when you incorporate these tactics for creating motivation in
the workplace.

22

12 MOST LETHAL WAYS TO KILL EMPLOYEE MORALE

1. Offer poor training.

No one really knows what they're supposed to do. You hire people and expect them to
jump right in. Then, when they inevitably make mistakes, you yell at them for doing it wrong.
2. Have unclear expectations.
No one knows what you expect them to do, so the less ambitious appear lazy and the
more ambitious rush into things and mess them up. Even though you never properly
expressed your expectations, you criticize your team for not meeting them.
The resentment building in your employees will come out in their work. Be involved in the
social politics of your employees to the extent that you will recognize problems before they
get out of hand.
4. Tolerate bad attitudes.
Some of your employees are complaining about a certain person's attitude, but you
say you can't do anything because that person hasn't technically done anything wrong.
Actually, yes, that person has done something wrong. She upset her colleagues. And if you
don't address the issue, everyone with a good attitude will leave.
5. Turn meetings into complaint sessions.
Why do you have employee meetings? Do you spend all your time yelling at them
and listening to them complain about how unfair their work is? Is it all just a big gripe
session?

23

Try to make your meetings more about recognizing people for the good work they do and
discussing strategy going forward. Keep meetings constructive. If problems need addressing,
address the individuals that have the problems.
6. Make extracurricular work mandatory.
If you force your employees to volunteer at a bake sale, put together an educational
group presentation, or join a book club, they will see it as a chore. It won't be fun or build
camaraderie. It will just make workers more stressed and cranky.
Make any extracurricular activity you offer completely voluntary. Not only will people
participate, but they will enjoy it.
7. Have no tangible ties to the company's mission.
If you want your people to actually believe your mission statement, bake it into their
everyday tasks. For most companies a mission statement is some abstract concept that never
translates to reality. When you establish rules with your employees, explain how they help
fulfill your mission. It will make them feel like they're working for a better reason than "the
boss said so."
8. Using threats to alter behavior.
Do you know what your employees think when they hear you say things like this?
You believe they think, "Wow, I guess I better straighten up." In reality they think, "Well, I
guess it's time to look for a new job."
Your employees aren't your slaves; they can leave at any time. If you want them to stay, offer
incentives to alter their undesirable behaviors. Don't make threats.

24

9. Have a confusing managerial structure.

Do your employees know who their bosses are? Do they know who they're supposed
to report to? In some companies, employees don't know who has authority. It can be
confusing to not know whether someone is a colleague, boss, or even an underling.
Make sure your employees know who leads them, or there won't be any leadership at all.
10. Incentivize rivalry.
While there are exceptions, most contests that pit individuals against other individuals
are divisive. Employees will either not take it seriously and it won't work, or they will take it
too seriously, which will cause resentment among the staff. Instead of giving out individual
incentives, try group incentives. That way whether or not they reach their goal, they did it
together.
11. Put customers above employees.
There will be times when an employee says or does something to a customer that is
out of line, but you shouldn't defend the customer all the time. The customer isn't always
right. In fact, your employees should be your No. 1 customers. Take care of your employees,
and your employees will take care of your customers. Never yell at an employee just to make
a nasty customer feel better.
12. Build a culture of blame.
Never focus on blame. Focus on contribution. When there's a problem, don't put
employees on the defensive. It only backs them into a corner and forces them to blame others
on the staff. Chances are multiple people contributed to the problem.

25

FOCUS ON SOLVING THE PROBLEM TOGETHER INSTEAD OF FINDING OUT

WHERE TO POINT FINGERS.
As a manager or team leader, the easiest question to ask yourself is, "Would I want to
work here?" If you would be among the first to leave, don't be surprised by the revolving
door in your hiring process. If you want good people to stay, create an environment where
they can function and thrive. Don't kill their morale; feed it.
Realise that the first step begins with the employer. To recognize the value of your
employees is key. Many business have the attitude that employees are a 'dime a dozen'. If one
leaves, another can be found to take their place without much trouble on their part. While this
maybe true to some extent, the cost of advertising, interviewing and training the new
employee can be prohibitive. Let people know they are appreciated. Simply stating a few
words of thanks or sincere admiration for a job well done will help increase morale among
employees. Provide employee perks such as casual Friday, free lunches, and cash bonuses or
gift certificates. Sponsor social events such as a softball team, barbecues for employees and
their families, or office picnics.
Offer bonuses, whether financial incentives, company cars, or other prizes. This gives
employees a goal to work towards and can create enthusiasm which is often contagious
among employees. Open the lines of communication with employees to find out what kind of
things or programs would get them motivated. This will also help them feel like they are an
important, contributing factor of the company.
Understand that the work environment can greatly affect employee morale. A dreary
office lacking light and color can cause depression and a lack of motivation. Brighten up the
space with a soothing paint job, green plants, and tasteful artwork. If it is not possible to fix

26

up the environment (i.e. a warehouse or factory), make sure you offer adequate breaks and a
break room where employees can relax, eat, and rest.
Use 360 degree feedback surveys as a way to illustrate to employees that you support
and encourage an atmosphere of continuous improvement and dedication to improving work
conditions.
Encourage communication between employees and management. Doing so will allow
employees to feel comfortable to voice their opinions and make suggestions to improve
conditions and work. Listen to the employees you do have. What are their concerns? Well,
money probably Revise the company mission statement to include all employees and
departments to ensure each employee feels as though they are an integral part of the
companys future.
Make sure the values and ethics of the company are of those employees can take pride
in. Most employees in the work force want to work for a company they can trust and believe
in. Find ways to make life more pleasant in general for employees. Offer flexible schedules,
work-from home schedules, gym memberships, etc.
Be loyal to your employees. If business starts to decline, find ways to keep employees
without cut backs or lay offs. Be sure to offer promotions and pay raises to those who
deserve. Give employees a chance to help others. 'Wear a Hat to Work Day' can be turned into
a chance to help a local charity. Employees pay a dollar or two for the privilege of looking
silly and the money goes to charity.
Change the atmosphere. Do you rule by intimidation? Surely not, but every
atmosphere can be lightened up to a degree. Stop and think, "Will what I'm doing today have

27

an impact a hundred years from now?"; or, "Will what I'm doing today hurt or harm someone
if I don't act like a dictator?". If not, come out of the throne room and lighten up!
Have fun! You don't have to dress in a clown's costume, but you can promote a feeling
of happiness and satisfaction in the workplace. Go out and talk to your employees. Smile.
Recognize what they do, for without them, you wouldn't have a business to start with.
High morale - High morale implies determination at work- an essential in
achievement of management objectives. High morale results in:
A keen teamwork on part of the employees, Organizational Commitment and a sense
of belongingness in the employees mind, Immediate conflict identification and resolution.
Healthy and safe work environment, Effective communication in the organization. Increase in
productivity, Greater motivation.
Low morale - Low morale has following features:Greater grievances and conflicts in
organization, High rate of employee absenteeism and turnover, Dissatisfaction with the
superiors and employers, Poor working conditions. Employees frustration, Decrease in
productivity, Lack of motivation.

Though motivation and morale are closely related concepts, they are different in following
ways: While motivation is an internal-psychological drive of an individual which urges him
to behave in a specific manner, morale is more of a group scenario.
Higher motivation often leads to higher morale of employees, but high morale does not
essentially result in greatly motivated employees as to have a positive attitude towards all
factors of work situation may not essentially force the employees to work more
efficiently.
28

While motivation is an individual concept, morale is a group concept. Thus, motivation

takes into consideration the individual differences among the employees, and morale of
the employees can be increased by taking those factors into consideration which influence
group scenario or total work settings.
Motivation acquires primary concern in every organization, while morale is a secondary
phenomenon because high motivation essentially leads to higher productivity while high
morale may not necessarily lead to higher productivity.
Things tied to morale are usually things that are just part of the work environment, and
things tied to motivation are tied to the performance of the individual.
Morale sentence examples
Morale of enemy troops. It may be just in bits and pieces, a squeeze of the railroad
which will sap morale and destroy its potential. They also knew that mail from home
improved morale. Morale booster for the society. Chi found high staff morale in some mental
health trusts with many examples of good practice. Morale of the german soldiers. The
romans believed it was good to boost the morale of their troops by leading from the front. We
have seen evidence of low staff morale in the leaked survey. Morale boost. The competitors
were having a field day and employee morale was low and getting lower. Ending the national
claim fragmented the unity and undermined the morale of the nursery nurses to a limited
extent.
The media does have an effect on civilian morale. With the new academic year the new first
years gave the usual boost to. morale. Hotspur expects to bolster morale with a comic
reminder of hal's deficiencies. Poor morale in a team can build on the problem. It would
certainly explain the low levels of troop morale which have been reported on many
occasions. On the record: " i'm just going down to lime grove to lower morale. And

29

employers report enhanced staff morale and team development when they are seen to be good
employers of people with disabilities. It can be an acceptable alternative to redundancy for
employees and trade unions and thus have a less detrimental effect on workforce morale. The
relatively poor pay for academics and lack of tenured positions further erodes staff morale.
THE IMPORTANCE OF GOOD MORALE IN THE WORKPLACE
Having a job is unavoidable for most of us, but how many of us get
the chance to work in a place with a great environment and high morale?
Not that many of us. If you've ever worked in a place that just plain sucks,
then you know what I'm talking about when I say that morale in the
workplace affects how you feel about your job.
Morale in the workplace does depend on the employees, to a certain extent. Nobody wants to
work with the whiner. You know the kind I mean - they spend all day whining about the latest
dating tragedy. If I wanted to hear someone's sob story I would watch a daytime television
talk show. The intensely paranoid aren't a pleasure either. If you spend an entire shift telling
your coworkers the boss is out to get you, you'd be better off saving your breath. Maybe the
boss really doesn't like you. If you kept your mouth shut and actually worked instead of
griping, maybe they would like you more.
Assuming your coworkers are tolerable, the morale at the office can still be dragged down by
the bosses. If a boss treats their employees like a dispensable piece of machinery, what is the
incentive to work harder? No matter how hard you work, you'll be treated the same. There's
not much point in giving 110% when doing "just enough" consistently gets you the same
results.

30

It is equally annoying to have too many bosses. Each one may give you slightly different
feedback, which is just irritating. It is even more irritating to hear the exact same thing
multiple times in a day. Personally, I have had as many as four bosses at one time, and each
one liked things to run differently. It's too tiring to keep up with which boss likes it this way,
which one likes it that way...
In the film Office Space, the character Peter Gibbons, played by Ron Livingston, hits the
morale issue right on the head. If you haven't seen this film, you really must. As soon as
you've finished reading this article, run to Hollywood Video. Gibbons has eight bosses, none
of whom are spectacular. When telling business consultants his opinion of his bosses and his
job, he says "...when I make a mistake, I have eight different people coming by to tell me
about it. That's my only real motivation is not to be hassled; that, and the fear of losing my
job. But you know, Bob, that will only make someone work just hard enough to not get
fired."
So, if you're a coworker, just try to do your job without making everyone else want to bang
their head on a wall. And if you're a boss, do not make your employees feel like they could be
disposed of at any time. Don't hassle them over stupid things either. It will only make them
work "just hard enough to not get fired".
1

Begin with talent acquisition, and start with the right people. No firm we work with
ever hires on a proactive basismost firms conduct employment searches reactively.
Seek employees that fit with the organizational culture and with the obligatory skills.
Never wait!

31

Hire for skill. Talent is innate. Organizations hire for personality and behavior first
and skill second. Skill is not interchangeable, behavior is. A great hire might have a
wonderful temperament but lack the skill to plug a socket into an outlet.

Look at best practices from best people. Management focuses on fixing those that
cannot rather than improving those that can. Icons of performance exist in your
organization. Discover what they do right and encourage others to emulate it.

Hire for passion. In the 1980s Sylvester Stallone appeared again as Rocky, this time
with a theme, Eye of the Tiger. What a great metaphor for valuable talent! Seek to
acquire talent that truly loves work. Passion too is innate. Employees must love what
they do and how they do it. When passion is high, so too is morale.

Focus on the customer. Management, the organization and the employees must
vehemently focus on the customer. Southwest Airlines and FedEx both intensely focus
on servicing the client.

Management must constantly strive to provide feedback to employees. Feedback is

not an annual performance review event. It is imperative that daily communication
exists for good information and improvement. Coaching, counseling and mentoring
are components of organizational morale. Many people attend church and hear the
words, It is right to give thanks and praise. Many watch professional sports and
witness coaches cheering on their athletes. We can learn something here: Simple
words of thanks and praise can improve employee morale and relationships.

32

TABLE NO 4.1
Relevant training program.

ATTRIBUT
NO OF
% OF
ES
RESPONDE RESPONDE
NTS
NTS
Yes
98
81
No
22
19
Total
120
100

INTERPRETATION:
SOURCE: PRIMARY DATA

According to the portage of respondents healthcare should give the training to the
workers because they should care of is customer health. The organization must give the
training program. Because they dont want to spoil the name in the field they want a reputed
name in the industry. The healthcare organization compares with the other healthcare
organization. The use of training to the people is to know about work and they should also
about how to work, how to treat the customer. How to talk with the sinner staff in the
organization. The training should be very important thing in the healthcare sector for
employees
33

CHART NO 4.1
Relevant training program.

100

98

90

%
o
f
r
e
s
p
o
n
d
t
s

80
70
60
50
40
30
22
20
10
0
YES

NO
ATTRIBUTES

34

ATTRIBUTES
Never
Rarely
Sometimes but not very
often
Often but not always
Always
Total

NO OF
RESPONDEN
TS
5
31
33

% OF
RESPONDEN
TS
4
26
28

10
41
120

8
34
100

TABLE NO 4.2
Good interpersonal skill of managers or supervisors.

INTERPRETATION
SOURCE PRIMARY DATA

According to the respondents aspects good interpersonal skill of

managers of supervisors are found very often. The present situation makes a concern man to
be stressed up with his personal to official work. The way of superiors managing them along
with motivating a employee to be satisfied with the work environmental. It is a fact that
managers are busy with execution of the work but still a good personal relationship between
35

the employee of managers aliases only a good company. Exists below them the gap deceases
of more decision making is entered in them it alreets a manager with good interpersonal skill.

CHART NO 4.2
Good interpersonal skill of managers or supervisors.

36

ATTRIBUTES
Yes
No
Total

NO OF
% OF
RESPONDENT RESPONDENTS
S
98
82
22
18
120
100
TABLE NO 4.3
proud to be a part of organization.

INTERPRETATION
SOURCE PRIMERY DATA

The worker should proud to work in the healthcare industry because is majority of the
respondents hated that proud to work in the form. the saving the human life. The workers
should proved to work in the healthcare. Because

all the personas cont work in the

healthcare. Some people should have the helping tendency. for work in the healthcare
37

helping tendency is need. Because the patient need the help from workers. You should doing
the small help is the value of his person life. If they save the one person life means it is the
proved. It is not like other work it is very critical work it is the personas life. You should be
carful always.

CHART NO: 4.3

proud to be a part of organization.

38

100

98

90

%
O
F

80
70
60

R
E
S
P
O
N
D
E
N
T

50
40
30
22
20
10
0
YES

NO
ATTRIBUTES

TABLE 4.4
High morale

ATTRIBUTES
Never
Rarely

NO OF
RESPONDE
NTS
4
37
39

% OF
RESPONDE
NTS
3
31

Sometimes but not very

often
Often but not always
Always
Total

27

23

18
34
120

15
28
100

INTERPRETATION
SOURCE PRIMERY DATA

The people should enjoy they work and do it according to the respondents view
rarely employee are with high morale. The worker should enjoy sometimes but not very often
because they should also do there is work. Worker in the organization should enjoy the work
with our staff who is working with these. In the healthcare industry we should know about
the peoples pain and threes is needs. The morale of the healthcare is rarely good. The
healthcare should always enjoy work. In the healthcare should fare the helping tendency is
must no blood fear. We should treat the customer like our family member .

CHART NO 4.4
HIGH MORALE

40

120
110
100
90
N
O

80

O
F

60

R
E
S
P
O
N
D
E
N
T
S

40

70

50
37

34
27

30

18

20
10

HIGH MORALE

TABLE NO 4.5
Rating of safety and health standard.
41

ATTRIBUTES
Excellent
Very good
Good
Average
Poor
Total

NO OF
RESPONDENT
S
15
26
43
26
10
120

% OF
RESPONDENT
S
12
22
36
22
8
100

INTERPRETATION
SOURCE: PRIMARY DATA

The health of the organization is the good to compcle to other organization, it is the
best healthcare. The health standard of the company is good. According to the % of
respondents most of the workers should excellent average only, but some peoples should state
excellent. There are some different types of workers is they all wont tell the same answer to
all the questions each and every people should tell some other answers. More of the workers
should tell poor health standard. It totally depends open the designation of the employee.

CHART NO 4.5
42

Rating of safety and health standard

120
110
N
O
O
F

100
90
80
70

R
E
S
P
O
N
D
E
N
T

60
50

43

40
30
20

26

26

15
10

10
0
EXCELLENT

VERY GOOD

GOOD

AVERAGE

SAFETY AND HEALTH STANDARD

TABLE NO 4.6
43

POOR

Satisfied with work environment.

ATTRIBUTES NO
OF
RESPONDE
NTS
Yes
97
No
23
Total
120

%
OF
RESPONDE
NTS
81
19
100

INTERPRETATION
SOURCE PRIMARY DATA

Utmost member of respondents are satisfied with work environment in the healthcare
organization. The worker should satisfied his salary of doing work. Most of the people
should be satisfied in the organization environment because the organization should take care
of all the workers health and family medical expenses of the family , childrens educational
help should be also they provided. then the organization will come to the high level in all
these industry they will do the more help to the employs. The employs do is work properly it
is must. The organization wants to be the perfect job.

44

CHART NO 4.6
Satisfied with work environment

100

97

90
N
O
O
F
R
E
S
P
O
N
D
E
N
T
S

80
70
60
50
40
30

23

20
10
0
YES

NO
WORK ENVIRONMENT

TABLE NO 4.7
45

ATTRIBUT NO
OF
ES
RESPONDE
NTS
Yes
84
No
36
Total
120

%
OF
RESPONDE
NTS
70
30
100

Interest in upgrading new methods.

INTERPRETATION
SOURCE PRIMARY DATA

According to the aspects of respondents the healthcare industry should upgrade new
methods. because the technology is developed, people should want to take the treatment is
pain less. Because of these only the healthcare industrys upgrading. Some healthcare should
ask the idea from the workers. It is very use full to develop the organization in best way. In
this organization, the freedom given to workers get the idea for the developing organization.
It is the improve the workers talent. In these not only the talent of the worker it is help full to
the organization.

46

CHART NO 4.7
Interest in upgrading new methods

120

N 100
O
O
F
R
E
S
P
O
N
D
E
N
T
S

84
80

60

40

36

20

0
YES

NO

UPGRADING NEW METHODS

47

TABLE NO4.8
Respects of human resources.

ATTRIBUTES

NO OF
RESPONDEN
TS
Never
10
Rarely
22
Sometimes but not very often
27
Often but not always
8
Always
53
Total
120

% OF
RESPONDEN
TS
8
18
23
7
44
100

INTERPRETATION
SOURCE PRIMARY DATA

According to the perspective value of respondents the organization should give the
respect to the workers. In this organization, employees are treat equally. sometimes but not
always giving the respect of human resources. The organization should rarely give the respect
of the workers. Reqventialplopr working properly he gets the respect from the organization
automatically. They should follow the roles and regulation of the company. On that time
should know your how to behave higher officers. You should give the respect to others. On
that time only you can get the respect. often but not always you cont get the respect in time
duration should not give always.
48

CHART NO 4.8
Respects of human resources

100
90
80
N
O

70

O
F

50

R
E
S
P
O
N
D
E
N
T
S

30

60

53

40

20
10

22

27

10

HUMAN RESOURCES

49

TABLE NO 4.9
Mutual co-operation

ATTRIBUTES
Agree
Strongly agree
Neither agree not
disagrees
Disagree
Strongly disagree
Total

NO OF
% OF
RESPONDENTS RESPONDENTS
50
42
18
15
31
26
12
9
120

10
7
100

INTERPRETATION
SOURCE PRIMERY DATA

The majority of the respondents states had mutual co-operation in side the
organization is very must . the workers should accept the all other department people. Half of
the people should agree to get the co-operation. But some people could neither agree not
disagrees it is mean

by some peoples should not get the co-operation from the other

department. Some people strongly agree we will get the co-operation from other departments.

50

CHART NO 4.9
Mutual co- operation

100
90
80
%
O
F
R
E
S
P
O
N
D
E
N
T
S

70
60
50
40
30
20
10
0

MUTUAL CO - OPERATION

51

TABLE NO 4.10
Department Well planned and organized work progress.

ATTRIBUTES
Agree
Strongly agree
Disagree
Strongly disagree
Total

NO OF
RESPONDENTS
68
38
5
9
120

% OF
RESP0NDENTS
57
32
4
7
100

INTERPRETATION
SOURCE PRIMERY DATA
Almost the percentage of the respondents in these organization is very perfect
planned. Inside the organization is also well planned. The workers should planned the work
how to do. The workers should share the work for doing fast. All the department people
should agree. But the some people should strongly agree but less peoples only support. Very
less peoples only support to the disagree .

52

CHART NO 4.10
Department Well planned and organized work progress.

100
90
80
%
O
F
R
E
S
P
O
N
D
E
N
T
S

70

68

60
50
40

38

30
20
10

ORGANIZATION PLANNING

53

STATISTICAL ANALYSIS:
CALCULATION OF CORRELATION:
TABLE NO:4.11
The table showing the relationship between two variables of interpersonal skill and high
morale of the employees.
X

X2

Y2

XY

25

16

20

31

37

961

1369

1147

33

27

1089

729

891

10

18

100

324

180

41

34

1681

1156

1394

120

120

3856

3594

3632

n xy x * y

n x 2 x * n x 2 x
2

R=

5 * (3632) (120)(120)
2

5 * (3856) (120) * 5(3594) (120) 2

R=

18160 14400
(19286) 14400) * (17970 14400)
R=
R= 3760/4176.48 = 0.900

INTERPRETATION:
54

From the above calculation it shows that there is positive relationship between interpersonal
skill & the morale of the company.

TABLE NO : 4.12

CALCULATION OF WEIGHTED AVERAGE METHOD:

Table showing the relationship between the two variables.
Particulars

Strongly
Agree

Agree

Neutral

Disagree

Strongly
disagree

Interest in
work
Recognisati
on
Awards&
rewards
Compensati
on

70

25

15

60

40

10

75

20

15

60

20

15

15

10

WEIGHTED AVERAGE=(WXi) / (W)

= (5*70) + (4*25) + (3*15) + (2*5) + (1*5)/120

=4.25
= (60*5) + (4*40) + (3*10) + (2*5) + (1*5)/120
= 4.21
= (5*75) + (4*20) + (3*15) + (2*5) + (1*5)/120
= 4.04
= (5*60) + (4*20) + (3*15) + (2*15) + (1*10)/120
= 3.87

Rank

Attributes

Interest in work

II

Recognition

55

III

Awards & rewards

IV

Compensation

FINDINGS:

Most of the respondents said that the training which they are providing in relevant in
their job.

Some of the respondent said that the interpersonal skills of manager or supervisors are
good.

Some of the employee said that the morale is low and 28% of the employees said that
the organization follows the high morale.

More than half of the employees said that the company in maintaining good standard
for their health and safety measures.

Most of the employees are satisfied with their working environment.

Some of the employees said that the company is not interested in upgrading new
methods.

Few of the employee responded that the organisation gives respect to the human
resources sometimes but not very often.

Half of the employees agreed that they have mutual co-operation in the organization.
Most of the respondents said that the departments in the organization are well planned
and have organized working process.

SUGGESTIONS:

Most of the companys employees are proud to work in the organization, the
company may continue to do the same in the future endeavours.

56

The employees morale level is unequally balanced in the company, the firm
could balance the morale equally to all the employees.

Some of the employees have responded that the company is not interested in
upgrading new methods, this may appear as a drawback to the company in due
course of time.

Most of the employees have agreed for the factor of mutual co-operation in the
company but, it is the companys responsibility to satisfy the remaining of the
employees as well.

Nearly, 90% of the employees have said that the company has a good working
environment, the company may continue to do the same.

CONCLUSIONS:

Employee gets satisfaction towards the organization then only his productivity
will be increased. In this organization, even though some employees told low morale
the organization they feel proud to work in that hospital. Most of the employees
satisfied about the working environment. The hospital try to increase the satisfactory
level of the employees, then it can improve morale of the employees. Though
attracting the employees is very difficult in organization, it is mandatory that
57

satisfying them for higher productivity. By changing the negative aspects to positive
thoughts and improving the morale of the employees in an organization will result in
good labour management.

BIBLOGRAPHY

HRM JAYASHANKAR
BUSINESS STATISTICS P.R. VITTAL

WEBSITE REFERRED:

WWW.WIKIPEDIA.COM
WWW.HRMANAGEMENT.COM
WWW.VIJAYAHOSPITAL.COMZ

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