Professional Documents
Culture Documents
Bba Project
Bba Project
Bba Project
PROJECT REPORT
ON
“ IMPACT OF JOB ENRICHMENT ON
EMPLOYEE MOTIVATION
IN
MAX HEALTHCARE Ltd”
Submitted by
GUDDOLLA AKHILA
(Regd No :2091-17-684-037 )
GUDDOLLA AKHILA
(Regd No :2091-17-684-
037 )
CERTIFICATE
(D r.John Moses,Mcom,Ph.D)
PRINCIPAL
Dr.Narayana College of Commerce,
Kukatpally
Hyderabad
ACKNOWLEDGEMENT
It is great pleasure to take the opportunity to acknowledge and express my
gratitude to all those who helped me throughout my project first of all I would like
to take this opportunity to thank our beloved Dr.S.L.Narayana, Chairman of Dr
Narayana College of Commerce affiliated to Osmania University for having
allotted project work as a part of BBA course.
Finally I would also like to thank all the staff members in the Department of
Management , Dr Narayana Degree College of Commerce ,for their support during
the project.
GUDDOLLA
AKHILA
INDEX
SNO CONTENTS
CHAPTER-1
Introduction
CHAPTER-2
CHAPTER-6
Findings
Suggestions
Conclusion
Annexure
Bibliography
CHAPTER: I
INTRODUCTION
-_
INTRODUCTION
Someone has rightly said that practical experience is far better and closer to the real
world than more theoretical exposure. The practical experience helps the students to view the
real business world closely, which in turn widely influences their perceptions
and arguments their understanding of the real situation. Research work constitutes the
backbone of any management education programmed. A management student has to do
research work quiet frequently during his entire span.MBA is the stepping-stone to
management care in order to reach practical and concrete results. This project is on Impact
of Job Enrichment on Employee Motivation in Max Healthcare Institute Limited.
Job Enrichment refers vertical expansion of jobs. It increases the degree to which the
worker controls the planning, execution, and evaluation of work. An enriched job organizes
the tasks so as to allow the worker to do a complete activity, increases the
employee’s freedom and independence, increases job responsibility and provides
feedback. Employee’s job enrichment could be done in number of ways as job
autonomy for work allows employees to work independently; providing feedback for their
work allows employees to understand how poor or well they are doing and by increasing
client relationships, we can increase direct relationship between employee
and his clients. Based on above understanding of job enrichment, we have identified factors
which by which job enrichment could be done .These factors are Job redesigning, autonomy,
feedback, work place challenge, customer interaction, participative management, flexible
working hours, use of technical skills and on the job training. It is argued that in order to
explain the effect of enrichment on performance, it is necessary to consider other factors
besides the psychological states produced by jobs which are seen to have certain
characteristics. The rationale behind job enrichment is to motivate employees. The traditional
practice of specialization, or division of labor, dividing work into many components, and
assigning each component to a separate worker results in employee boredom, and
consequently loss of efficiency, and low productivity.
The main objectives of the project is to understand the
JOB ENRICHMENT IMPACT ON EMPLOYEE MOTIVATION in detail by interacting
with the management, supervision and workers and to see how far the various measures are
implemented and bring out the drawbacks if any and recommended measures for the
betterment of the system. Secondly to critically evaluate the JOB ENRICHMENT impact on
employee motivation as well as on absenteeism and turnover. At last study the most
extensive changes those are critical for high motivation and performance
Need of the Study
The current research project is based on JOB ENRICHMENT. The new changes both in
science and technology and business environment have brought a change in functional
approach of an industrial organization. The human resource executive plays a significant
role to set and achieve the objectives as the functional horizon is extended from legalistic
mundane approach to human relation. Employees are not perceived as human resource,
as some human resource experts have termed the human resource as ³knowledge capital´
of the organization. It is, therefore, imperative for human resource executive to adopt a
rationale approach to muster and accumulate the so-called knowledge capital. This places
an immense responsibility on HR executive, as there no direct scale to measure human
HR activities vis-à-vis the output.
To study the most extensive changes those are critical for high motivation and
performance.
Vertical job loading is the terminology used by Herzberg to describe his principles for
enriching positions and giving employees more challenging work. It is intended to contrast
with 'job enlargement,' a.k.a. 'horizontal job loading,' which often involves giving employees
more work without changing the challenge level.
To enrich a position, first brainstorm a list of potential changes to the position. Once you have
a list of options, Herzberg recommends using the following seven principles to review the
options, and shortlist only those that invoke one or more of the following:
Research Methodology
Job Enrichment refers vertical expansion of jobs. It increases the degree to which
RSM and FSO controls the planning, execution, and evaluation of work. An enriched
job organizes the tasks so as to allow the FSO to do a complete activity, increases the
employee’s freedom and independence, increases job responsibility and provides
feedback. Employee’s job enrichment could be done in number of ways as follows.
The research methodology adopted in this research consists of the following steps:
Procedure followed:
Based on above understanding of job enrichment, I have identified factors which by
which job enrichment could be done .These factors are as follows.
Job redesigning
Autonomy
Feedback
Customer interaction
Participative management
A questionnaire was prepared to see the effect of all of the above factors of employee
motivation, absenteeism and turnover which in turn effects employee satisfaction.
Our research design is concentrated with the specification of method and procedures
used for conducting study. The research design of our study is both explanatory as
well as descriptive .Our research is exploratory in initial stages to provide background
to the study. Here we explore general subjects to study.
Where the frame and population are identical, statistical theory yields exact
recommendations on sample size. However, where it is not straightforward to define a
frame representative of the population, it is more important to understand the cause
system of which the populations are outcomes and to ensure that all sources of
variation are embraced in the frame. Large number of observations is of no value if
major sources of variation are neglected in the study. In other words, it is taking a
sample group that matches the survey category and is easy to survey.
The sample size of a statistical sample is the number of observations that constitute it.
It is typically denoted n, a positive integer (natural number). Typically, different
sample sizes lead to different precision of measurement. This can be seen in such
statistical rules as the law of large numbers and the central limit theorem. Population
consists of 3000 employees. Our sample element comprises ASM and FSO. Name and
proper identification of the employees was taken from the attendance register of the
company.
Sampling is that part of statistical practice concerned with the selection of individual
observations intended to yield some knowledge about a population of concern,
especially for the purposes of statistical inference. Each observation measures one or
more properties (weight, location, etc.) of an observable entity enumerated to
distinguish objects or individuals. Survey weights often need to be applied to the data
to adjust for the sample design. Results from probability theory and statistical theory
are employed to guide practice.
Specifying a sampling method for selecting items or events from the frame I
have used stratified sampling method in the following ways-
PRIMARY DATA
I have used primary source of data that is structured questionnaire has been used. As our
research problem is to study job enrichment impact on employee motivation. This research
data is collected from the primary source only. Our method of collecting the data is from the
questionnaire that will be filled by the respondent from the sample, it will be structured
questionnaire. The project report much attention was paid on the subjective study because the
topic deals with psycho-socio behavior of the employees.
LIMITATIONS OF THE STUDY
Although the sincere efforts have been done to collect authentic and relevant
information, the study may have the following limitation:
Limited scope:
Scope of study is limited and because of limited time and money. So, results of
study may not generalize for India as a whole.
Existence of biases:
The chances of biased responses cannot be eliminated though all necessary
steps were taken to avoid the same.
Johnson (2008), studied that absenteeism due to stress increased slightly in South
African companies in 2008 compared with the previous year. So far 3.4% of all sick
leaves taken until the end of June this year were due to stress, depression and anxiety,
according to Cams, a company which looks at corporate absenteeism. This was line
with indications that the country was experiencing an economic downturn. In 2007
this figure was 3.1% and 3.9% in 2006. The research was done with the help of
statistics from 100,000 employees in 60 companies, using data from doctor-issued
sick certificates. "
Companies should therefore continue to ask themselves what they could do to make
their staff happy and productive."
Mills (1973), predicts that Industrial sociologists and psychologists have often paid
little more than scant attention to the actual work of the people they have been
studying. The literature is full of brief comments about the work situation which lack
both data and an analytical framework. This deficiency is surprising. Work content has
been shown to have a significant impact on behavior, morale, and productivity in the
workplace. The purpose of job design research is to seek to understand this
relationship more clearly and then to use research-based insights to create jobs which
are more satisfying to perform, and more efficient in performance. As such this body
of knowledge should be a subject of particular relevance for personnel specialists
since job content considerations should affect recruitment, training, placement and
effort-reward policies. However, although job content has very wide repercussions for
the personnel area, job design is frequently left by default to the technical and
engineering specialists, who seek to make their work system function effectively in
production rather than human terms.
Mogelofet.al (2005), discusses context-driven job satisfaction tradeoffs associated with
careers in élite versus non-élite organizations and the role organizations may play in
facilitating or impeding workers¶ participation in valued activities. It emphasizes the
importance of participation in valued activities as a key driver of job satisfaction. The
Peteret.al (2004), said Job enrichment is a type of job redesign intended to reverse the
effects of tasks that are repetitive requiring little autonomy. Some of these effects are
boredom, lack of flexibility, and employee dissatisfaction (Leach & Wall, 2004). The
underlying principle is to expand the scope of the job with a greater variety of tasks,
vertical in nature, that require self-sufficiency. Since the goal is to give the individual
exposure to tasks normally reserved for differently focused or higher positions, merely
adding more of the same responsibilities related to an employee's current position is
not considered job enrichment.
Pettman (1979), examines that ³quality of working life´ (QWL) has grown steadily over
a period in which the industrialized nations have increasingly come to question the
role and status of human beings in the modern technological environment. In recent
years concern with the nature of work, its impact upon people, and their attitudes
towards it, seem to have sharpened. Investigation of, and experimentation with, the
qualitative aspects of working life its ability to confer self-fulfillment directly, for
example, as opposed to being a means of acquiring goods has gained momentum
under the influence of a unique set of economic, social, political and technological
factors. The outpouring of books, reports and articles from a wide variety of sources
has, not surprisingly, grown apace.
Roberts (2006), study that absence is a major issue for many UK organizations, yet less
than half monitor the cost of absence to their business (CIPD, July 2007). On average the
cost of absence is £659 per employee per year and in addition to this the indirect
cost of absenteeism on the organization is significant, affecting productivity levels and
knowledge management and putting customer service, morale and corporate desired
standards of work behavior. Finally, considers the importance of psychological
measurement to test customer attitudes.Concludes that there are other areas
of organizational psychology which have implications for implementing a
programmed of total quality, and that the human side of TQM is at least as important
as the technical side.
OUTCOMES
Definition:
Job Enrichment is the addition to a job of tasks that increase the amount of employee
control or responsibility. It is a vertical expansion of the job as opposed to the horizontal
expansion of a job, which is called job enlargement. Most of us want interesting,
challenging jobs where we feel that we can make a real difference to other people’s lives.
As it is for us, so it is for the people who work with or for us. So why are so many jobs
so boring and monotonous? And what can you do to make the jobs you offer more
satisfying? (By reducing recruitment costs, increasing retention of experienced staff and
motivating them to perform at a high level; you can have a real impact on the bottom
line.)One of the key factors in good job design is job enrichment. This is the practice of
enhancing individual jobs to make the responsibilities more rewarding and inspiring for
the people who do them. With job enrichment, you expand the task set that someone
performs. You provide more stimulating and interesting work that adds variety and
challenge to an employee’s daily routine. This increases the depth of the job and allows
people to have more control over their work. The central focus of job enrichment is
giving people more control over their work (lack of control is a key cause of stress, and
therefore of unhappiness.) Where possible, allow them to take on tasks that are typically
done by supervisors. This means that they have more influence over planning, executing,
and evaluating the jobs they do. In enriched jobs, people complete activities with
increased freedom, independence, and responsibility. They also receive plenty of
feedback, so that they can assess and correct their own performance. Here are some
strategies we can use to enrich jobs in our workplace:
Rotate Jobs
Give people the opportunity to use a variety of skills, and perform different kinds of
work. The most common way to do this is through job rotation. Move our workers
through a variety of jobs that allow them to see different parts of the organization
learn different skills and acquire different experiences. This can be very motivating,
especially for people in jobs that are very repetitive or that focus on only one or two
skills.
Combine Tasks
Combine work activities to provide a more challenging and complex work assignment.
This can significantly increase ‘task identity´ because people see a
job through from start to finish. This allows workers to use a wide variety of skills,
which can make the work seem more meaningful and important. For example, you can
convert an assembly line process, in which each person does one task, into a process
in which one person assembles a whole unit. We can apply this model wherever you
have people or groups that typically perform only one part of an overall process.
Consider expanding their roles to give them responsibility for the entire process, or for
a bigger part of that process.
Break our typical functional lines and form project-focused units. For example, rather
than having all of your marketing people in one department, with supervisors directing
who works on which project, you could split the department into specialized project
units specific storyboard creators, copywriters, and designers could all work together
for one client or one campaign. Allowing employees to build client relationships is an
excellent way to increase autonomy, task identity, and feedback.
Job enrichment provides many opportunities for people’s development. You’ll give
them lots of opportunity for their task to participate in how their work gets done, and
they’ll most likely enjoy an increased sense of personal responsibility. Job enrichment
is connected to the concept of job enlargement. Job enrichment is the process of
"improving work processes and environments so they are more satisfying for
employees”. Many jobs are monotonous and unrewarding - particularly in the primary
and secondary production industries. Workers can feel dissatisfied in their position
due to a lack of a challenge, repetitive procedures, or an over-controlled authority
structure.
Job enrichment tries to eliminate these problems, and bring better performance to the
workplace. There are three key parts to the process of job enrichment:
Provide job variety. This can be done by job sharing or job rotation
programme.
It may be necessary to re-engineer the job process. This could involve redesigning the
physical facility, redesign processes, change technologies, simplification of
procedures, elimination of repetitiveness, redesigning authority structures.
Make sure the employee gets the right reward if performs well
intended to reverse the effects of tasks that are repetitive requiring little autonomy.
Some of these effects are boredom, lack of flexibility, and employee dissatisfaction
(Leach & Wall, 2004). The underlying principle is to expand the scope of the job with
a greater variety of tasks, vertical in nature, that require self-sufficiency. Since the
goal is to give the individual exposure to tasks normally reserved for differently
focused or higher positions, merely adding more of the same responsibilities related to
an employee's current position are not considered job enrichment. The basis for job
enrichment practices is the work done by Frederick Herzberg in the 1950's and60's,
which was further refined in 1975 by Hackman and Oldham using what they called
the Job Characteristics Model. This model assumes that if five core job characteristics
are present, three psychological states critical to motivation are produced, resulting in
positive outcomes (Kotila, 2001). Figure 1 illustrates this model.
Job enrichment can only be truly successful if planning includes support for all phases
of the initiative. Ohio State University Extension began a job enrichment program in
1992 and surveyed the participants five years later. The results, broken down into 3
sub-buckets of data beyond the main grouping of advantages/disadvantages as shown
in Table 1, indicate the University had not fully considered the planning and
administrative aspects of the program (Fourman and Jones, 1997). While the benefits
are seemingly obvious, programs fail not because of a lack of benefits, but rather due
to implementation problems. These problems can include a perception of too great a
cost, lack of long-term commitment of resources, and potential job classification
changes (Cunningham and Eberle, 1990).
In order for a job enrichment program to produce positive results, worker needs and
organizational needs must be analyzed and acted upon. According to Cunningham and
Ederle (1990), before an enrichment program is begun, the following questions should
be asked:
Do employees need jobs that involve responsibility, variety, feedback,
challenge, accountability, significance, and opportunities to learn?
When asked about the successes of a Training Generalist job enrichment program
begun in 2002, Karen Keenan, Learning Manager with Bank of America, stated the
accomplishments were," greater than expected". The Training Generalist program has
resulted in three successful participants to date. According to Ms. Keenan, positive
results can be directly tied to a program that addressed the strategic goal of greater
resource flexibility without adding to staff, as well as to proper planning, guidance,
and feedback for the participants. Having a voluntary program contributed as well,
attracting a high caliber of individuals eager to expand their skills and be positioned
for advancement. To date, all three Training Generalists have experienced promotions
and additional recognition while affording Ms. Keenan's team financial
results and workload flexibility it could not have otherwise achieved. A job
enrichment program can be a very effective intervention in some situations where a
Performance Technician is faced with a request for motivational training. Ralph
Brown (2004) summed it up very nicely:
Job enrichment doesn't work for everyone. Some people are very resistant to more
responsibility or to opportunities for personal growthy. Enriching jobs is a particularly
effective way to develop employees provided the jobs are truly enriched, not just more
work for them to do.
EVOLUTION OF MOTIVATION THEORIES
Mainstream theories about employee motivation have varied greatly over the past
century. Early conceptions, sometimes termed "traditional" management theory,
assumed that work was an intrinsically undesirable pursuit and that workers naturally
sought to do as little as possible. This translated into a sort of carrot-and-stick
managerial policy whereby companies tried to maximize motivation by providing
adequate compensation as an incentive but also by guarding against any sign of
wayward behavior through authoritarian control regimes. A backlash in the 1940s and
1950s against such policies, which did not always prove particularly successful,
emphasized building a conducive social environment in which workers felt valued and
respected. This model still maintained management's authority over all critical matters,
but attempted to make the workplace more palatable by humanizing it.
Current notions of employee motivation started to take root in the 1960s. Elaborating
on the importance of human factors, contemporary theories envision workers as large
and often untapped reserves of skills, ideas, and other potential benefits to an
organization. The motivation process, according to this view, involves tailoring the
work environment and incentive structure to harness as much of this potential as
possible. This approach emphasizes granting employees greater flexibility, power,
responsibility, and autonomy so that, to some extent, they may shape their own work
environments as they see fit, while remaining accountable for both favorable and
unfavorable outcomes of their actions.
THEORIES APPLIED
Some attempts to bolster employee motivation still consider only extrinsic rewards.
Endless mixes of employee benefits such as health care and life insurance, profit sharing,
employee stock ownership plans (ESOPs), exercise facilities, subsidized meal plans, child
care availability, company cars, and more have been used by companies in their efforts to
maintain happy employees. Although some experts argue that many of these efforts, if
only directed at motivating employees, are just a waste of company money, it is clear that
for certain individuals in certain scenarios, monetary incentives can stimulate better job
performance²at least for a while. The debate, rather, has been over whether such material
factors have more than a superficial impact on motivation. Many modern theorists
propose that the motivation an employee feels toward his or her job has less to do with
material rewards such as those described above, than with the design of the job itself.
Studies as far back as 1924 show that simplified, repetitive jobs, for instance, fostered
boredom and the taking of frequent, unauthorized breaks by those who performed them.
In 1950 a series of attitude surveys found that highly segmented and simplified jobs
resulted in lower employee morale and output. Other consequences of low employee
motivation include absenteeism and high employee turnover, both very costly for
businesses."Job enlargement" initiatives began to crop up in major companies in the
1950s, with one champion of the cause being IBM founder Thomas Watson, Sr. On the
academic front, Turner and Lawrence proposed task attributes that characterize jobs that
motivate. Turner and Lawrence suggest that there are three basic characteristics of a
"motivating" job:
MOTIVATION TOOLS
The methods of motivating employees today are as numerous and different as the
companies operating in the global business environment. What is the nature of the
company and its industry? Is it small or big? What kind of culture is fostered? Is it
conservative or innovative? What is important to the employees? What steps have
been taken to find out? The best employee motivation efforts focus on what
employees deem to be important. It may be that employees within the same
department of the same organization will have different motivators. Many
organizations today find that flexibility in job design and reward has resulted in
employees' increased longevity with the company, increased productivity, and better
morale. Although this "cafeteria-plan" approach to the work-reward continuum
presents variety, some strategies are prevalent across all organizations that strive to
improve employee motivation.
EMPOWERMENT
Giving employees more responsibility and decision-making authority increases their
control over the tasks for which they are held responsible and better equips them to
carry out those tasks. Trapped feelings arising from being held accountable for
something one does not have the resources to carry out are diminished. Energy is
diverted from self-preservation to improved task accomplishment. Empowerment
brings the job enlargement of the 1950s and the job enrichment that began in the
1960s to a higher level by giving the employees some of the power to expand their
own jobs and create new, personally identified challenges.
LEARNING
If employees are given the tools and the opportunities to accomplish more, most will
take on the challenge. Companies can motivate employees to achieve more by
committing to perpetual enhancement of employee skills. Accreditation and licensing
programs for employees are an increasingly popular and effective way to bring about
growth in employee knowledge and motivation. Often, these programs improve
employees' attitudes toward the client and the company, while bolstering self-
utility. In other words, if the body of knowledge gained can be applied to the work to
be accomplished, then the acquisition of that knowledge will be a worthwhile event
for the employee and employer.
QUALITY OF LIFE
The number of hours worked each week by American workers is on the rise again and
many families have two adults working those increased hours. Under these
circumstances, many workers are left wondering how to meet the demands of their
lives beyond the workplace. Often, this concern occurs while at work and may reduce
an employee's productivity and morale.
Companies that have instituted flexible employee arrangements have gained motivated
employees whose productivity has increased. Programs incorporating flextime,
condensed work weeks, or job sharing, for example, have been successful in focusing
overwhelmed employees toward the work to be done and away from the demands of
their private lives.
MONETARY INCENTIVE
For all the championing of alternative motivators, money still occupies a rightful place
in the mix of motivators. The sharing of a company's profits gives incentive to
employees to produce a quality product, perform a quality service, or improve the
quality of a process within the company. What benefits the company directly benefits
the employee. Monetary and other rewards are being given to employees
forgenerating cost savings or process-improving ideas, to boost productivity and
reduce absenteeism. Money is effective when it is directly tied to an employee's ideas
or accomplishments. Nevertheless, if not coupled with other, non monetary
motivators, its motivating effects are short-lived. Further, monetary incentives can
prove counterproductive if not made available to all members of the organization.
OTHER INCENTIVES
Study after study has found that the most effective motivators of workers are non
monetary. Monetary systems are insufficient, in part because expectations often exceed
results and because disparity between salaried individuals may divide rather than unite
employees. Proven nonmonetary motivators foster team spirit and include recognition,
responsibility, and advancement.
Introduction
Healthcare has become one of India’s largest sectors - both in terms of revenue and
employment. Healthcare comprises hospitals, medical devices, clinical trials, outsourcing,
telemedicine, medical tourism, health insurance and medical equipment. The Indian
healthcare sector is growing at a brisk pace due to its strengthening coverage, services and
increasing expenditure by public as well private players.
Indian healthcare delivery system is categorised into two major components - public and
private. The Government, i.e. public healthcare system comprises limited secondary and
tertiary care institutions in key cities and focuses on providing basic healthcare facilities in
the form of primary healthcare centres (PHCs) in rural areas. The private sector provides
majority of secondary, tertiary and quaternary care institutions with a major concentration in
metros, tier I and tier II cities.
India's competitive advantage lies in its large pool of well-trained medical professionals.
India is also cost competitive compared to its peers in Asia and Western countries. The cost
of surgery in India is about one-tenth of that in the US or Western Europe.
Market Size
Deloitte Touche Tohmatsu India has predicted that with increased digital adoption, the Indian
healthcare market, which is worth around US$ 100 billion, will likely grow at a CAGR of 23
per cent to US$ 280 billion by 2020. The healthcare market can increase three fold to US$
372 billion by 2022.
India is experiencing 22-25 per cent growth in medical tourism and the industry is expected
to double its size from present (April 2017) US$ 3 billion to US$ 6 billion by 2018. Medical
tourist arrivals in India increased more than 50 per cent to 200,000 in 2016 from 130,000 in
2015.
The Healthcare Information Technology (IT) market is valued at US$ 1 billion currently
(April 2016) and is expected to grow 1.5 times by 2020. #
Over 80 per cent of the antiretroviral drugs used globally to combat AIDS (Acquired Immuno
Deficiency Syndrome) are supplied by Indian pharmaceutical firms^.
There is a significant scope for enhancing healthcare services considering that healthcare
spending as a percentage of Gross Domestic Product (GDP) is rising. Rural India, which
accounts for over 70 per cent of the population, is set to emerge as a potential demand source.
A total of 3,598 hospitals and 25,723 dispensaries across the country offer AYUSH
(Ayurveda, Yoga & Naturopathy, Unani, Siddha and Homoeopathy) treatment, thus ensuring
availability of alternative medicine and treatment to the people. In 2017, the Government of
India has provided grant-in-aid for setting up of AYUSH educational institutions in States
and Union Territories.
Investment
The hospital and diagnostic centres attracted Foreign Direct Investment (FDI) worth US$
4.83 billion between April 2000 and September 2017, according to data released by the
Department of Industrial Policy and Promotion (DIPP). Some of the recent investments in the
Indian healthcare industry are as follows:
India and Cuba have signed a Memorandum of Understanding (MoU) to increase cooperation
in the areas of health and medicine, according to Ministry of Health and Family Welfare,
Government of India.
Singapore's Temasek will acquire a 16 per cent stake worth Rs 1,000 crore (US$ 156.16
million) in Bengaluru based private healthcare network Manipal Hospitals, which runs a
hospital chain of around 5,000 beds.
Government Initiatives
Some of the major initiatives taken by the Government of India to promote Indian healthcare
industry are as follows:
India's first ever 'Air Dispensary', which is based in a helicopter, will be launched in
the Northeast and the Ministry of Development of Northeast Region (DONER) has
already contributed Rs 25 crore (US$ 3.82 million) for its funding.
The Intensified Mission Indradhanush (IMI) has been launched by the Government of
India with the aim of improving coverage of immunisation in the country and reach
every child under two years of age and all the pregnant women who have not been
part of the routine immunisation programme.
Ministry of Health and Family Welfare is planning to spend more funds, over and
above the current sanction of Rs 955 crore (US$ 148.22 million), to tackle lifestyle
diseases such as cardiovascular disease (CVD), hypertension, obesity and diabetes in
India.
The Union Cabinet approved setting up of National Nutrition Mission (NNM) with a
three year budget of Rs 9,046.17 crore (US$ 1.40 billion) to monitor, supervise, fix
targets and guide the nutrition related interventions across the Ministries.
The Government of India aims to increase the total health expenditure to 2.5 per cent
of Gross Domestic Product (GDP) by 2025 from the current 1.15 per cent.
Mr J P Nadda, Union Minister of Health and Family Welfare, Government of India,
launched initiatives such as LaQshya, for Labour Room Quality Improvement, a
mobile application for safe delivery, and operational guidelines for obstetric high
dependency units (HDUs) and intensive care units (ICUs).
Road Ahead
India is a land full of opportunities for players in the medical devices industry. India’s
healthcare industry is one of the fastest growing sectors and in the coming 10 years it is
expected to reach $275 billion. The country has also become one of the leading destinations
for high-end diagnostic services with tremendous capital investment for advanced diagnostic
facilities, thus catering to a greater proportion of population. Besides, Indian medical service
consumers have become more conscious towards their healthcare upkeep.
Indian healthcare sector is much diversified and is full of opportunities in every segment
which includes providers, payers and medical technology. With the increase in the
competition, businesses are looking to explore for the latest dynamics and trends which will
have positive impact on their business.
India's competitive advantage also lies in the increased success rate of Indian companies in
getting Abbreviated New Drug Application (ANDA) approvals. India also offers vast
opportunities in R&D as well as medical tourism. To sum up, there are vast opportunities for
investment in healthcare infrastructure in both urban and rural India.
Max Healthcare Institute Limited began with a vision to deliver International Class
healthcare services in India. It was founded in 1985. The first Max healthcare centre
was opened as Max Medcentre in Panchsheel Park, New Delhi with OPD facilities
and day care surgeries in 2000.
Max Hospital, Noida was opened in 2002 with services including non-invasive
They 'Protect Life' through their Life Insurance subsidiary. Max Life Insurance, a
Joint Venture between Max India and Mitsui Sumitomo, Japan;
They 'Care for Life' through their Healthcare company, Max Healthcare, a
subsidiary of Max India Limited;
They 'Enhance Life' through their Health Insurance company, Max Bupa Health
Insurance, a Joint Venture between Max India and Bupa Finance Plc, UK;
Max India recently entered the Senior Living business with Antara Senior Living, a
fully owned subsidiary of Max India. From its past, Max India continues its interest
in the manufacture of Speciality Products for the packaging industry through its
subsidiary, Max Speciality Films.
Max India Group’s FY14 consolidated operating revenue was Rs. 91,390 million, a
growth of 12% above the same period last year. The Group is on a high growth path,
with a customer base of over 7 million, over 310 offices across 216 locations in the
country and people strength of 70,000 persons, as on March 31, 2014
The purpose of all human activity is to make life better. MHIL aspires to be one of
India’s most admired corporate for service excellence – in what they do, how they do
it. Through innovations, they constantly endeavor to bring better services and
environment that bring greater value to the society.
Core Purpose
"Improve Life Through Innovative Science"
Vision
They are a role model enterprise, respected globally for excellence in quality and
innovation.
They enhance stakeholder value while adhering to the code of responsible care and
ethical values.
They are an employer of choice and preferred business partner
worldwide. Corporate Values
MHIL believes in honoring its commitment. Integrity and transparency are an integral
part of their relationship with customers, employees and society.
Respect for Life: The Company believes that life in all its forms must be respected.
They respect and value their people.
Their employees are their value creators whose efforts, creativity and bond they
cherish.
Their customers reward them for their value creation and their stakeholders, who are
committed to them in their endeavor to improve life. They also recognize and respect
their environment and take every effort to preserve it.
VALUE STATEMENT
Integrity - They are open, ethical, transparent & uncompressing in their work.
Decisiveness - Set a goal, analyzes the facts and work on alternatives and
conclude them in fixed time frame.
Team Spirit - They encourage group interaction and working together. United
and collective drive achieves the desired goal.
Commitment - They keep all promises made within and outside the company.
Caring - They are concerned for their environment, society and employees
and work for their betterment.
Excellence - They are a role model and benchmark company for our products,
services and business processes.
Innovation - They nurture creativity and encourage application of knowledge
and ideas in all facets of our business.
Customer Orientation - Customer is uppermost in their mind. They work to
exceed the customer’s expectations.
MISSION
Establish niche service businesses in Life Insurance, Healthcare and Health Insurance.
.
QUALITY AND ENVIORNMENT
At MHIL quality is the keyword in every activity and a constant endeavor to achieve
standards of the highest levels has been an ongoing commitment from the time of its
inception as well as recognition and acknowledgement of this devotion. This
achievement has been set as a benchmark to go forward in excellence.
Max Hospital prides itself in having comprehensive and integrated healthcare service.
Their main differentiator is quality conscious and patient centric approach, which is
complimented by a network of highly respected and leading specialists. The hospital
also lays extensive emphasis on medical training and education. Max Healthcare
offers its patients with added advantage of a culture of safety as the staff is outcomes
oriented with evidence based medicine. All these provide 'value' to their customers.
The major issues addressed are:
Recognizing that healthcare errors impact one in every 10 patients around the world,
the World Health Organization calls patient safety an endemic concern.
It is with this background that Max Healthcare gives the highest priority to the safety
and quality of care for each of its patients.
Patient Centered Care is at the core of everything they do. The organization has
successfully implemented "Medical Excellence Model" with the help of their clinical
teams. The pillars of this model include clinical governance, credentialing and clinical
privileging of physicians and nurses, use of standardized, evidenced based protocols,
patient and staff safety, infection control, a culture of audit and continuous
professional development.
They have established a culture of safety. Every year they launch Max Healthcare
Patient Safety Goals based on the in-depth analysis of reported adverse events and
International norms.
All staff members participate in identifying, reporting any adverse events, or near
misses during care. The teams then take up projects to learn and strengthen safe
practices. Root cause analysis, audits, six sigma projects, drive improvements.
Each hospital has enthusiastic leaders who work relentlessly to identify opportunities
for improvement in all aspects of patient safety.
This culture of teamwork, accountability and transparency has kept our adverse events
on the lowest side.
FACILITIES
Cardiac Sciences
From diagnosis to treatment to recovery, Max Healthcare offers comprehensive
cardiac care through its dedicated team of Cardiologists and Cardiovascular surgeons.
Dental Care
Max Dental Center endeavors to give a relaxing and comfortable environment that
will put you at ease during your dental visits.
Dermatology
Department of Dermatology offers a holistic treatment involving a wide range of
services pertaining to medical, pediatric, surgical and cosmetic dermatology.
Eye Care
Get the most advanced eye care from the world's best eye surgeons at Max Healthcare
which is conceptualized to deliver unparalleled standards of medical & service
excellence.
General Surgery
The Department of General Surgery aims at providing treatment for a whole range of
complications. The Department has proficient doctors and surgeons who are devoted
to exclusive and comprehensive patient care.
Internal Medicine
The professional team at Max Department of Internal Medicine consists of
internationally renowned experts. The department prides itself in its state-of-the-art
diagnostic services and comprehensive treatment.
IVF
One of the most advanced centers in the country for infertility evaluation, IVF
treatment and assisted reproduction
Nephrology
Nephrology & Dialysis Services Department integrates advanced equipment and
medical expertise to provide care and treatments pertaining to general nephrology,
dialysis and kidney transplants.
Neurosciences
Complete care for disorders or diseases of the brain, spine and nerves.
Nutrition & Dietetics
From diet planning to nutritional assessment, Max Healthcare provides highest level
of nutritional care and education to patients.
Oncology(Cancer Care)
Medical, Surgical and Radiation – all forms of cancer treatment backed by superior
cancer treatment technology, medical expertise and holistic care, to fight the battle
against cancer.
Paediatrics
The institute is a unique, one of its kind, one stop health care facility set up for the
needs of babies, children as well as teenagers.
Physiotherapy & Rehabilitation
Max Healthcare delivers professional expertise to treat people with different types of
problems, ranging from sports injuries and low back pain to serious neurological
injuries.
Podiatry
Podiatry Department believes in providing specialized and individualized care as well
as treatment to the patients.
Pulmonology
Department of Pulmonology is dedicated towards providing excellent medical services
for conditions like Asthma, Chronic obstructive pulmonary disease, Emphysema,
Pulmonary Edema etc.
Urology
The department of Urology at Max Healthcare offers comprehensive diagnostic and
treatment services for adult and pediatric urological conditions.
HOSPITALS
At Max Healthcare In statute Limited, R&D is the key to survival and growth, given
that a fast paced global environment results in ever changing customer needs and new
services with innovative technologies drain away competitiveness. To that end they
have a central R&D facility, the Deepak Research & Development Centre (DRDC) at
Pune that has been approved by the Government of India., Dept. of Science &
Technology. DRDC has a sophisticated analytical laboratory and facilities for testing
new technologies and new products.A team of over 30 persons, including PhDs and
Chemical Engineers are supported by a technical services group of Chemists /
Chemical Engineers at the manufacturing divisions. The Centre works closely with
reputed universities and research institutes of India like the University Institute of
Chemical Technology – Mumbai, National Chemical Laboratory - Pune and the Indian
Institute of Chemical Technology – Hyderabad. Approved by the Government of
India., Dept. of Science & Technology, the centre is primarily engaged in research and
process development for new products as well as optimization of the manufacturing
processes for existing products. The pilot plant of the company ensures solutions for
extremely demanding customers.
CHAPTER V
DATA ANALYSIS AND INTERPRETATION
MOTIVATION PERCENTAGE
INCREASE 25 83
GRAPHICAL
DECREASE 2 6 REPRESENTATION
NO
EFFECT 3 10
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 83.30% employees while
on6.66% level of motivation was decreased and 10.00% were not affected.
2) Impact of Job Autonomy on Motivation
MOTIVATION PERCENTAGE
INCREASE 24 80
DECREASE 4 13
NO
EFFECT 2 7
GRAPHICAL REPRESENTATION
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 80.00% employees while
on13.33% level of motivation was decreased and 6.66% were not affected.
3) Impact of Feedback on Motivation
MOTIVATION PERCENTAGE
INCREASE 16 53
DECREASE 4 13
NO
EFFECT 10 34
GRAPHICAL REPRESENTATION
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 53.33% employees while
on13.33% level of motivation was decreased and 33.33% were not affected.
4) Impact of Work Challenges on Motivation
MOTIVATION PERCENTAGE
INCREASE 21 70
DECREASE 5 17
NO
EFFECT 4 13
GRAPHICAL REPRESENTATION
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 70.00% employees while
on16.67% level of motivation was decreased and 13.33% were not affected.
5) Impact of customer interaction on Motivation
MOTIVATION PERCENTAGE
INCREASE 3 13
DECREASE 9 23
NO
EFFECT 18 64
GRAPHICAL REPRESENTATION
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 13.33%employees while
on23.34% level of motivation was decreased and 63.33%were not affected.
6) Impact of Participative Decision on Motivation
MOTIVATION PERCENTAGE
GRAPHICAL REPRESENTATION
INCREASE 24 80
DECREASE 4 13
30
NO
25
EFFECT 2 7
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
MOTIVATION PERCENTAGE
DECREASE 15 50
NO 30
EFFECT 7 27 25
20
15
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 23.33% employees while
on50.00 % level of motivation was decreased and 26.67%were not affected.
8) Impact of Technical skills on Motivation
MOTIVATION PERCENTAGE
INCREASE 24 80
DECREASE 2 7
NO
EFFECT 4 13
GRAPHICAL REPRESENTATION
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 80.00%employees
while on 6.7%level of motivation was decreased and 13.33%were not affected
9) Impact of on the Job training on Motivation
MOTIVATION PERCENTAGE
INCREASE 27 90
DECREASE 0 0
NO
EFFECT 3 10
GRAPHICAL REPRESENTATION
30
25
20
INCREASE
15
DECREASE
NO EFFECT
10
0
MOTIVATION ABSENTEEISM TURNOVER
Interpretation:
It is also interpreted that level of motivation was increased on 90.00% employees
while on 0%level of motivation was decreased and 10%were not affected.
CHAPTER VI
FINDINGS & SUGGESTIONS
After doing the survey it is found that 63.89% of the employees believe that
Job Enrichment increases their motivation and 15.48% decrease their
motivation.
20.4% of the employees believe that job enrichment does not affect their
motivation.
Job Enrichment does not affect absenteeism for 56.3% of the employees and
32.96% of the employee’s feels that absenteeism will decrease with job
enrichment.4.
2.96% of the employees feel that job enrichment will decrease the turnover
and 36%of employees feel that job enrichment will have no effect on turnover.
From the above study we can deduce that the job enrichment helps in increasing
motivation and reducing turnover but does not help much to reduce absenteeism. All
these effects combined together help in increasing job satisfaction of an employee.
Employers often use in their speeches the cliché that ³Employees are our most
important asset without doing much to improve working conditions and the
motivation of employees to do their best for the organization. In today’s fast changing
environment employees are faced with increasing demands from various sources. Also
with the rising level of education employees aren’t any more satisfied with repetitive,
not meaningful, tasks. Job enrichment offers a good way to increase the variety of
work and to motivate employees to truly commit themselves for the benefit of the
whole organization. In increasingly competitive environment, management finds that
the best way to achieve corporate goals is to work together with the persons who are
close to the actual work.
Companies that implement programs that enhance employees’ knowledge, abilities,
and experience and allow them to apply these new skills in their work will be
profitable in the future.
ANNEXURE
QUESTIONNAIRE :
INCREASE
DECREASE
NO
EFFECT
INCREASE
DECREASE
NO
EFFECT
DECREASE
NO
EFFECT
INCREASE
DECREASE
NO
EFFECT
INCREASE
DECREASE
NO
EFFECT
9) Impact of Technical skills on Motivation, Absenteeism and Turnover
INCREASE
DECREASE
NO
EFFECT
.
10) Impact of on the Job training on Motivation, Absenteeism and Turnover
BOOKS
WEBSITES
Introduction of max healthcare institute limited (2015, June 8) Retrieved from
https://en.wikipedia.org/wiki/Max_Healthcare
Impact of Job Enrichment on employees (2015, June 20) Retrieved from
https://www.scribd.com/doc/57813064/Impact-on-job-enrichment-and-
employee-motivation
Books of human resource management (2015, June 20) Retrieved from
https://www.goodreads.com/shelf/show/strategic- management
Facilities available in max hospitals (2015, June 25) Retrieved from
http://wikimapia.org/9836617/Max-Healthcare-Institute-Limited-Max-House;
Advantages and disadvantages of job enrichment (2015, June 30) Retrieved
from http://study.com/academy/lesson/job-enrichment-definition-advantages-
disadvantages-examples.html