CHAPTER 1

INTRODUCTION
1.1 INTRODUCTION TO THE STUDY

In recent times, the renewed importance of Human Resource Management is being

felt in the healthcare sector. To enhance collaboration and to enrich organizational culture,
and hr functions in the hospital it is very important to focus on legal and ethical issues, safety
and welfare of employees and motivation and support activities. Healthcare Sector is a place
wherein you may come across increased diversity of cultural backgrounds of both patients
and employees. A strong Human Resource department is needed to pay closer attention to the
issues of compliance, payroll, and recruitment that majorly influences that day to day
functioning of the healthcare industry. Any industry employees are the most valuable assets
and to use their potential to the optimum, it is necessary to have a very efficient Human
Resource Management department.

It is essential that the Human Resource department should provide constant

improvement in such areas as job analysis and recruitment, promotion in the healthcare
industry, distribution of employee benefits, motivation and support and also compliance and
payroll. The partnership between the HR department and the management of the healthcare
industry is unique. Most healthcare organizations are built on dual managerial structure.
Human is basically the administration of human resources. It primarily refers to handling
employees and acknowledging their requirements for maintaining a positive work culture.
The healthcare HR professional does more than hire nurses and doctors. Physical plant
management, billing, sanitation and food services are often part of even a small provider’s
facility. The range of candidates sourced, interviewed, managed and hired run from PhDs to
entry level, with everything in between. The variety of staffing needs, ongoing personnel
management, training and development all fall under the responsibility of HR in the health
industry.  

Proper management of human resources is imperative in the recruitment and

maintenance of clinical and non-clinical staff, promoting staff morale, providing
opportunities for specialized development, and in the capability of a health care organization
to provide quality health care services and progress patient health. A hospital is a miniature
community that operates like a small city, displaying the same issues with a stronger
viewpoint due to the human relations factor. With responsibilities that envelop everything
from performance management to safety, Human Resources Management plays a
fundamental role in the health care workplace to ensure optimum delivery of health care
services and providing the best patient outcomes. In any health care background, the Human
Resource department is responsible for an assortment of personnel wants that both employers
and employees come across.

The function of this department is to handle all aspects of operations that are
personnel-related.HR managers are the unsung protagonists in healthcare, mostly because
their jobs directly affect the lives of patients whom they seldom meet. They work directly
with healthcare professionals to devise programs and key solutions that cater to the
requirements of both employees and patients. It is significant work that is worthwhile in a
number of ways.

Employees are most valuable assets of an organization and Human Resource

managers are responsible for employee’s performance. In healthcare industry HR managers
need to pay close attention on healthcare services delivery and team work training to the
hospital staff. In order to create organized health care workforce ecosystem human resource
managers should work closely with hospital staffs- doctors, head of departments, nurses, &
other work employees. Patient satisfaction is the key for hospital success and without
organized and trained hospital staff, it is next to impossible. The presence of HR manager in
hospitals or health care facilities is key factor in delivery satisfactory services. Hospital's HR
Managers handle manpower training and management both responsibilities. Human Research
department provide training to handle patients and family for maximum satisfaction.

Human resource staff members ensure that the hospital complies with the employment
regulations norms. They are the people who complete the necessary paperwork to document
that nurses, doctors, lab technicians and other healthcare professionals are eligible to work.
The HR department coordinates the orientation of new workers. Training and development
provide support which a healthcare facility needs for the employee development and
employment practices. It also aids in preparing aspiring leaders to take on managerial and
supervisory roles down the road. Human resource managers in the healthcare industry are
responsible for various issues like employee retention, legal matters and recruitment of staff.
Like natural resources, HR in the healthcare sector is deeply buried. These resources are not
found on the surface; instead, hospitals have to look for them. Medical facilities have to
create situations where their human resources make themselves noticeable. Instead of
relevant specs, many people around the world are wandering generalities after failing to mine
and discover the potential in them. Managing the work in a hospital is a very tedious task
which requires proper insights, knowledge, creativity and teamwork.

Along with mailing out the benefits packets, the human resource does many other
things in the healthcare sector. People may think of human resource has a limited role, but
the field is extensive than that. For example, human resource officials manage the disputes
between workers, management and labor and firing and hiring workers. Human resource is
also necessary for legal issues concerning staff hired from overseas and the facility as well as
in the education and training of the staff.

1.2 OBJECTIVE OF THE STUDY

 To evaluate the effectiveness of human resource functions in hospital.

 To evaluate the effectiveness of training and development provide by the hospital.
 To ensure employer employee relations.
 To evaluate employee motivation.
 To evaluate the safe working environment of Hospital employees.

1.3 NEED OF THE STUDY

The study aims to bring out effectiveness of major HR functions in the healthcare
industry. The importance of Human Resource functions providing in the healthcare sector are
recruitment, motivation, employer-employee relationship and good working environment.
Human resources management, or HRM, has a huge role in healthcare. HRM is responsible
for much of the hiring and firing of staff members as well as for their development and
training. The main aim of the study is to analyze the HR functions are The HR
department coordinates the orientation of new workers, Training and development provide
support which a healthcare facility needs for the employee development and employment
practices. Motivate the employees for the success of the healthcare industry, maintain a good
relationship with Employees for the well being of the hospital and also give the employees to
a safe working environment for better service.

1.4 SCOPE OF THE STUDY

Through the study which conducted in Avitis hospital is to find out the HR functions
in hospital is effective among employees or not. The survey which is conducted between the
administrative staff and among the nursing staff. Sample comprises the nurses, technicians,
housekeeping staffs and administration staffs. In the hospital total population of nurses is
374, technician 73, 59 administrative staffs and 67 housekeeping staff. Researcher prepares
the questionnaire on the basis of effectiveness of hr function in the hospital. And to analyses
the effectiveness of HR functions in the hospital.

1.5 LIMITATIONS OF THE STUDY

The healthcare industry has always had to operate under a certain amount of pressure.

Since their work is critical to the health and well-being of so many, healthcare professionals
deal with incredible levels of stress you won’t find in other professions.

Although the study was carried out with extreme enthusiasm and careful planning there are
several limitations to the study:

 The response of the staff is based on the mood fluctuation.

 Data given by some respondents may be based on their assumptions and guess
work which reduces the accuracy of collected data.
 Staffs are very busy professionals, due to lack of time, they didn’t give enough
feedback.
 Restriction due to Covid 19 has affected the data collection
 The study proposed to cover only a limited number of people due to time
constraint.
 The limited time period is the other limitation of the study
 CHAPTER 2

CONCEPTUAL BACKGROUND

2.1 INTRODUCTION
 The conceptual background is the structure that can hold or support a theory of
research study. The conceptual backgrounds introduce and describe the theory. A conceptual
study consist of concepts, together with their definitions and existing theories that are used
for your particular study. It must demonstrate an understanding of theories and concepts that
are relevant to the topic of your research paper and that will relate it to the broader field of
knowledge in the project you are taking.

2.2 CONCEPTUAL BACKGROUND

Human Resource Management is a management function concerned with hiring,
motivating, and maintaining the workforce in an organization. Human resource management
deals with issues related to employees such as hiring, training, development, compensation,
motivation, communication, and administration. Human resource management ensures the
satisfaction of employees and a maximum contribution of employees to the achievement of
organizational objectives. Human Resources management has an important role to play in
equipping organizations to meet the challenges of an expanding and increasingly competitive
sector. Increase in staff numbers, contractual diversification and changes in demographic
profile which compel the HR managers to reconfigure the role and significance of human
resources management. The functions are responsive to current staffing needs, but can be
proactive in reshaping organizational objectives. All the functions of HRM are correlated
with the core objectives of HRM. For example personal objectives are sought to be realized
through functions like remuneration, assessment etc.
2.3 Functions of Human Resource Management
Human Resource Management functions can be classified into the following three categories.

 Managerial Functions
 Operative Functions
 Advisory Functions

The Managerial Functions of Human Resource Management are as follows:

1. Planning 
 In this function of HRM, the number and type of employees needed to accomplish
organizational goals are determined. Research is an important part of this function,
information is collected and analyzed to identify current and future human resource needs
and to forecast changing values, attitudes, and behavior of employees and their impact on the
organization.

2. Organizing
In an organization tasks are allocated among its members, relationships are identified,
and activities are integrated towards a common objective. Relationships are established
among the employees so that they can collectively contribute to the attainment of the
organization's goal.

3. Directing
Activating employees at different levels and making them contribute maximum to the
organization is possible through proper direction and motivation. Taping the maximum
potentialities of the employees is possible through motivation and command.

4.  Controlling
After planning, organizing, and directing, employees' actual performance is checked,
verified, and compared with the plans. If the actual performance is found deviated from the
plan, control measures are required to be taken. 

The Operative Functions of Human Resource Management are as follows:

1. Recruitment and Selection 

Recruitment of candidates is the function preceding the selection, which brings the
pool of prospective candidates for the organization so that the management can select the
right candidate from this pool. The aim of staffing is to provide a sufficient supply of
qualified individuals to fill jobs in an organization. Job analysis, recruitment and selection
are the main functions under staffing. Workers job design and job analysis laid the
foundation for staffing by identifying what diverse people do in their jobs and how they are
affected by them. Job analysis is the process of describing the nature of a job and specifying
the human requirements such as knowledge, skills and experience needed to perform the job.
The end result of job analysis is job description. Job description spells out work duties and
activities of employees. Through HR planning, managers anticipate the future supply of and
demand for employees and the nature of workforce issues, including the retention of
employees. So HR precedes the actual selection of people for organization. These factors are
used when recruiting applicants for job openings. The selection process is concerned with
choosing qualified individuals to fill those jobs. In the selection function, the most qualified
applicants are selected for hiring from among the applicants based on the extent to which
their abilities and skills are matching with the job. Recruitment or Hiring is the process of
searching and attracting the right candidates for hiring them for vacant jobs in an organization.
There are two sources of recruitment, internal sources and external sources. Recruitment refers
to the process of searching for potential employees and influencing them to work for their
organization.

The purpose of the recruitment process is to find talented and qualified individuals for
the growth and development of their organization. It is part of the human resource management
(HRM) department

Internal Sources of Recruitment 

Internal sources of recruitment consist of employees who are already on the payroll of a
firm. It also includes former employees who have returned to work for the organization.
Recruitment from internal sources is done to fill up vacancies through promotion, re-hiring and
transferring employees within the company.

External Sources of Recruitment

External sources of recruitment refer to the sources that lie outside or exist external to the
organization.

Sources of external recruitment include:

 People joining an organization, specifically through recommendations.

 Employment agencies or employment exchanges.

 Advertising

 Institutes like colleges and vocational schools (e.g. campus selection)

 Contractors

 Hiring unskilled labor

  List of applications

 Temporary workers

2. Job Analysis and Design - Job analysis is the process of describing the nature of a job and
specifying the human requirements like qualification, skills, and work experience to perform
that job. Job design aims at outlining and organizing tasks, duties, and responsibilities into a
single unit of work for the achievement of certain objectives.

3. Performance Appraisal - Human resource professionals are required to perform this

function to ensure that the performance of employees is at an acceptable level.

4. Training and Development - This function of human resource management helps

employees acquire skills and knowledge to perform their jobs effectively. Training and
development programs are organized for both new and existing employees. Employees are
prepared for higher-level responsibilities through training and development.

Training and Development is one of the main functions of the human resource
management department. Training refers to a systematic setup where employees are instructed
and taught matters of technical knowledge related to their jobs. It focuses on
teaching employees how to use particular machines or how to do specific tasks to increase
efficiency.

Whereas, Development refers to the overall holistic and educational growth and maturity
of people in managerial positions. The process of development is in relation to insights,
attitudes, adaptability, leadership and human relations. Training and development programmes
are designed according to the requirements of the organization, the type and skills of employees
being trained, the end goals of the training and the job profile of the employees. These
programmes are generally classified into two types: (i) on the job programmes, and (ii) off the
job programmes.

5. Wage and Salary Administration - Human resource management determines what is to

be paid for different types of jobs. Human resource management decides employee's
compensation which includes - wage administration, salary administration, incentives,
bonuses, fringe benefits, etc.

6. Employee Welfare - This function refers to various services, benefits, and facilities that
are provided to employees for their well-being.

7. Maintenance - Human resource is considered an asset for the organization. Employee

turnover is not considered good for the organization. Human resource management always
tries to keep their best performing employees with the organization.

8. Labor Relations - This function refers to human resource management interaction with
employees represented by a trade union. Employees come together and form a union to
obtain more voice in decisions affecting wage, benefits, working conditions, etc.

9. Employee and employer relationships - A company’s success relies on its people, so

human resource management must focus on fostering healthy relationships among all
levels of employees. 

This can include conflict resolution during tense situations or negotiating positive
outcomes for all involved parties. It may also include providing specific types of
training, such as anger management or mindfulness, to ensure employees have the
resources to manage themselves effectively in the workplace. 

The relationship between managers and their employees must be handled legally and
effectively. Employer and employee rights must be addressed. It is important to develop,
communicate and update HR policies and procedures so that managers and employees alike
know what is expected. In some organizations, union/management relations must be
addressed as well.

10. Personnel Research - Personnel research is done by human resource management to

gather employees' opinions on wages and salaries, promotions, working conditions, welfare
activities, leadership, etc,. Such researches help in understanding employee satisfaction,
employee turnover, employee termination, etc.

11. Personnel Record - This function involves recording, maintaining, and retrieving

employee-related information like - application forms, employment history, working hours,
earnings, employee absents and presents, employee turnover, and other data related to
employees.

12. Health and safety-HR plays an important role in creating and implementing health and
safety regulations. Making these regulations part of the company culture is one of the main
functions of HR.

13. Rewards - Rewarding employees for their work is a function that is impossible to
miss. Compensation and benefits are integral to attracting the right kind of candidate for the
role, and company. These will vary across different fields, countries, and cultures. In some
countries, such as the USA, health insurance is often part of a job offer. However, in
countries such as the UK, where a public health system provides most healthcares, to most
people, this is not the case. Yet the total rewards framework shows that rewards are more
than just money. They can also be relational and psychological outcomes.

Rewards include salary but also growth and career opportunities, status, recognition, a
good organizational culture, and a satisfying work-life balance. For example, fantastic
colleagues and meaningful work are also rewarding to employees. The monetary reward of
the job consists of financial rewards and other benefits.

2.4 IMPORTANCE OF HR FUNCTIONS IN HEALTHCARE

 HR functions are very important in healthcare industry. To enhance collaboration and
to enrich organizational culture, it is very important to focus on legal and ethical issues,
safety and welfare of employees and motivation of support activities. Healthcare sector is a
place wherein you may come across increased diversity of culture backgrounds of both
patient and employees. A strong human resource department is needed to pay closer attention
to the issues of compliance, payroll, and recruitment that majorly influences that day
functioning of the healthcare industry. Human resources leaders are playing a critical role in
healthcare companies throughout the industry. HR's ability to hire and train the right people,
manage variable shifts and pay schedules, understand regulatory and legal compliance, and
improve patient satisfaction, is making the department invaluable.

2.5 CHALLENGES OF HR FUNCTIONS IN HEALTHCARE

 Engaging the Workforce.

 Attracting Talent to the Enterprise.
 Managing Relationships.
 Training and Development Strategies.
 Talent Retention.
 Diversity in the Workplace.
 Embrace Inevitable Change.
 Employee Health and Well-Being.

2.6 CONCLUSION

In this chapter the researcher discussed with other studies related with this topic and the
authors of those topics. There are several studies already conducted with these topics but
there are no other studies founded regarding the combination of all. The researcher discussed
about conceptual background related with the title of “A study on effectiveness of HR
functions in Healthcare”. Through this chapter the researcher discussed about recruitment,
safe working environment, training and development, employee employer relation and
motivation of the employee.
 CHAPTER 3

INDUSTRY AND COMPANY PROFILE

3.1 INTRODUCTION

The healthcare industry is an aggregation and integration of sectors within the

economic system that provides goods and services to treat patients with curative,
preventive, rehabilitative, and palliative care. It includes the generation and
commercialization of goods and services lending themselves to maintaining and re-
establishing health. The modern healthcare industry includes three essential branches
which are services, products, and finance and may be divided into many sectors and
categories and depends on the interdisciplinary teams of trained professionals and
paraprofessionals to meet health needs of individuals and populations.

The healthcare equipment and services group consists of companies and entities that
provide medical equipment, medical supplies, and healthcare services, such as hospitals,
home healthcare providers, and nursing homes. The latter listed industry group includes
companies that produce biotechnology, pharmaceuticals, and miscellaneous scientific
services. Other approaches to defining the scope of the healthcare industry tend to adopt a
broader definition, also including other key actions related to health, such as education
and training of health professionals, regulation and management of health services
delivery, provision of traditional and complementary medicines, and administration of
health insurance.

3.2 INDUSTRY PROFILE

Healthcare Industry

According to WHO (World Health Organization), Hospital is a integral part of social

and medical organization. The functions of which is to provide for population, complete
health care, curative and prevention whose outpatient services reach out to the family and
its home environment; the hospital is also a centre for the training of health workers and
biosocial research. The word 'Hospital' is derived from the Latin word a hospital which
comes from hopes, meaning a host. The English word hospital is comes from French word
hospitalae, as do the 31 words 'hostel' and 'hotel', although derived from the same source,
are used with different meanings.
 The term 'hospital ‘means an establishment for temporary occupation by the sick and
injured. A hospital is a healthcare institution providing patient treatment by specialized
staff and equipment. Hospitals are usually funded by public sector, by health
organizations (profit or Non profit), health insurance companies, or charities, including
direct charitable donations. Historically, hospitals were often founded and funded by
religious organizations or charitable individuals and leaders. Today, hospitals are largely
staffed by professional physicians, surgeons and nurses, where as in the past, this work
was usually done by the founding religious orders or volunteers. However, there are
various catholic religious orders or by volunteers.

According to the directory of hospitals in India 1998, a hospital is an institution which

is operated for the medical, surgical and obstetrical care of in-patients and which is treated
as a hospital by the central/ state government/ local body/ private and licensed by the
appropriate authority. We are living in a world of scientific innovations and technologies.
As the world develops, the health care sector also develops and get new horizon in the
world. In these recent days, people are very conscious about their health and so they are
very keen to go to specialized hospitals as well as consult specialized doctors. As people
come to the hospitals, they prefer maximum satisfaction and minimum stay. Hence
hospital management is obligated to give it to people. Hospital is a health care institution.
Health care delivered by practioners in medicine, density, nursing, pharmacy, and other
health related services to patients. It refers to the work done in providing primary care,
secondary care and tertiary care, as well as public health.Health care is the diagnosis,
treatment, and prevention of disease, illness, injury, and other physical and mental
impairments in humans.

Health care is delivered by practitioners in medicine, optometry, dentistry, nursing,

pharmacy, allied health, and other care providers. It refers to the work done in providing
primary care, secondary care, and tertiary care, as well as in public health. 32 Health care
is conventionally regarded as an important determinant in promoting the general health
and well-being of people around the world. The health care industry, or medical industry,
is an aggregation of sectors within the economic system that provides goods and services
to treat patients with curative, preventive, rehabilitative and palliative care. The modern
health care industry is divided into many sectors and depends on interdisciplinary teams of
trained professionals and Para Profession also meet health needs of individuals and
population. The health care industry is one of the world's largest and fastest-growing
industries. Consuming over 10% of gross domestic product (GDP) of most developed
nations, health care can form an enormous part of a country's economy.

HOSPITAL

Generally speaking hospital is a healthcare institution providing patient treatment by

specialized staff and equipment. According to The Directory of Hospitals in India (1988),
“A hospital is an institution which is operated for the medical, surgical and /or obstetrical
care of in-patients and which is treated as a hospital by the central/state government /local
body/private and licensed by the appropriate authority”. Hospitals were originally "places
of hospitality" and usually hospitals are funded by the public sector, by health
organizations (for profit or non-profit), health insurance companies, or charities.
Historically, hospitals were often founded and funded by religious orders or charitable
individuals and leaders. Today, hospitals are largely staffed by professional physicians,
surgeons, and nurses, whereas in the past, this work was usually performed by the
founding religious orders or by volunteers. The term hospital means an establishment for
temporary occupation by the sick and the injured. Some patients go to a hospital just for
diagnosis, treatment, or therapy and then leave (outpatients) without staying overnight;
while others are 'admitted' and stay overnight or for several days or weeks or months
(inpatients). Hospitals usually are distinguished from other 33 types of medical facilities
by their ability to admit and care for inpatients whilst the others often are described as
clinics.

TYPES OF HOSPITALS

A. SPECIALIZED

This offers only a particular type of care like, psychiatric hospitals, women’s hospitals,
children’s hospitals. Specialty hospitals tend to be less common than general hospitals.
Types of specialized hospitals include trauma centers, rehabilitation hospitals, children’s
hospitals, geriatric hospitals and hospitals for dealing with specific medical needs such as
psychiatric problems, certain disease categories, and so forth. A hospital may be a single
building or a number of buildings on a campus. Many hospitals with pre- twentieth-
century origins began as one building and evolved into campuses. Some hospitals are
affiliated with universities for medical research and the training of medical personnel such
as physicians and nurses, often called teaching hospitals. Worldwide, most hospitals are
run on profit basis by governments or charities. Within the United States, most hospitals
are non-profit.

B. TEACHING

A teaching hospital combines assistance to patients with teaching to medical students and
nurses and often is linked to a nursing school. Some of these are associated with
universities.

C. COMMUNITY HOSPITAL

Which provides those services provided in the general hospital but for specific
community.

D. CLINICS

The medical facility smaller than a hospital is generally called a clinic, and often is run by
a government agency for health services or a private partnership of physicians (in nations
where private practice is allowed). Clinics generally provide only outpatient services. 34
Hospitals usually are distinguished from other types of medical facilities by their ability to
admit and care for inpatients whilst the others often are described as clinics.

E. GENERAL

The hospital offers medical, surgical, obstetric, emergency, and diagnostic and laboratory
services. The best- known type of hospital is the general hospital, which is set up to deal
with many kinds of disease and injury, and normally has an emergency department to deal
with immediate and urgent threats to health. Larger cities may have several hospitals of
varying sizes and facilities. Some hospitals, especially in the United States, have their own
ambulance service.

F. DISTRICT HOSPITAL

A district hospital typically is the major health care facility in its region, with large
numbers of beds for intensive care and long-term care.

G.TERITARY HOSPITAL

These are serving as referral centers for clients with complex or unusual problems. They
have the facilities for specialized types of care such as burn centers, bone marrow
transplant centers, as well as resources for general care. They serve a wide geographic
area in addition to their own community. Usually associated with a university is a part of a
large medical centre.

H. SUB-ACUTE CARE

It is a growing type of services that may be offered n a special unit of a hospital or may
be provided in long term care setting.

I. IN- HOME SERVICES

These are provided in the community health care agencies, by health care professional
including nurses, physical therapists, social workers

J. AMBULATORY CARE

It refers to care services provided to persons who are not hospitalized. That means they
are not the inpatients to the hospital. The ambulatory settings include the following:

1. The outpatient surgery centers

2. Minor emergency clinics

3. Outpatient dialysis units

4. Outpatient birthing centers

CLASSIFICATION ACCORDING TO LENGTH OF STAY

A. SHORT STAY FACILITIES

It means services to patients who are suffering from acute conditions that require less
than 24 hours of care. Short stay may take place in separate units in a hospital, or in short
stay centers.

B. TRADITIONAL ACUTE CARE

It includes patients staying more than 24 hours but fewer than 30 days.

C. LONG TERM CARE

Which include those agencies that offering services to patients with major rehabilitation
needs, chronic disease, function losses, or mental illness. The average length of stay
extends from several months to years.

4.2.5 CLASSIFICATION BY OWNERSHIP

A. PUBLIC HOSPITALS

A public hospital or government hospital is a hospital which is owned by a government

and receives government funding. This type of hospital provides medical care free of
charge, the cost of which is covered by the funding the hospital receives. Most hospitals
worldwide are public.

B. PRIVATE HOSPITALS
A private hospital is a hospital owned by a for profit company or a non-profit organization
and privately funded through payment for medical services by patients themselves, by
insurers or by foreign embassies. This practice is very common in the United States and
Australia.

C. GOVERNMENTAL ORGANIZATIONS

1. Owned, administered and controlled by government

2. Provide free care for patients

3. May offer private accommodation for free- paying patient

4. The hospital is not meant for profit The governmental hospitals are owned by: a) The
ministry of health

b) The university

c) Military personnel

d) Health Insurance organization

D. NON- PROFIT AGENCIES

Owned and operated by non-profit groups or organizations (e.g.: religious bodies and
community boards). The original capital costs are obtained in a variety of ways (e.g.:
through donation. In the past, the hospital has been a place for care of the sick. Today the
hospital has become a Centre of technical services for the sick and well, inpatients as well-
as outpatients, with greater emphasis on achieving the highest standard of patient care and
community health.

4.2.6 FUNCTIONS OF THE HOSPITAL

Following are the functions of hospital:

1) Preventive function
2) Curative function

3) Training function

4) Research function

1) PREVENTIVE FUNCTION:

1. It is an emerging secondary function for the hospital and concerned with health
promotion.

2. It is geared toward providing the preventive services through a community health

centre.

3. It takes an active role to improve the health of the population.

2) CURATIVE FUNCTION:

1. It is the primary function of the hospital and concerned with providing patient care.

2. It refers to any type of care given to the patients by the health team members.eg:
physicians, nurses, dieticians.

3. Also include health education to patients.

3) TRAINING FUNCTION:

1. It is secondary function and concerned with providing training and educational courses
for the professional and technical personnel who provides health services (e.g.: physicians,
nurses, dentists, and therapist).

4) RESEARCH FUNCTION:

1. It is a secondary and concerned with conducting the health-related researches that

focus on the improvement of the health and prevention of diseases.
INDUSTRY CLASSIFICATION

The Global Industry Classification Standard and the Industry Classification Bench mark
further distinguish the industry as two main groups:

1. Health care equipment and services

2. Pharmaceuticals, biotechnology and related life sciences.

Health care equipment and services comprise companies and entities that provide
medical equipment, medical supplies, and health care services, such as hospitals, home
health care providers, and nursing homes. The second industry group comprises sectors
companies that produce biotechnology, pharmaceuticals, and miscellaneous scientific
services. Other approaches to defining the scope of the health care industry tend to adopt a
broader definition, also including other key actions related to health, such as education
and training of health professionals, regulation and management of health services
delivery, provision of traditional and complementary medicines, and administration of
health insurance.

TECHNOLOGICAL ADVANCES

With the rapid developments and advances in technological, medical and

administrative sciences and innovative techniques and therapies, today’s hospitals will
become obsolescent within a short time. One cannot even guess at the future miracle of
medicine. It was in a hospital that most of us made our entry into the world, and in all
likelihood, we would need hospital care about the time we make our exit from here. In
between, much as we would like to stay away from the hospital, we cannot because
inevitably we are afflicted with some health problem or the other. When our health is at
stake, we want quality, whatever it takes. We demand the best and are willing to pay for it.

CHALLENGES FACED BY HEALTHCARE INDUSTRY

The healthcare scenario throughout the globe presents a contrasting landscape. At one end
there are advanced medical devices, qualified medical professionals, and wellequipped
hospitals and clinics, at the other end there is the rising cost of medical-care and ageing
population trying desperately to fit in the complexity of the future. In the midst of all,
there are lives whose hopes and struggles totally depend on how efficiently the healthcare
companies combat the healthcare challenges and reduce 48 this contrast to deliver better
medical care. Hospital Care Executive Group (HCEG) Board Members announced the
results of the year-long process that determined the 2020 HCEG Challenges, Issues, and
Opportunities.

1. Costs and transparency: - Implementing strategies and tactics to address growth of

medical and pharmaceutical costs and impacts to access and quality of care.

2. Consumer experience: -Understanding, addressing, and assuring that all consumer

interactions and outcomes are easy, convenient, timely, streamlined, and cohesive so that
health fits naturally into the “life flow” of every individuals, families and community’s
daily activities.

3. Delivery system transformation: - Operationalizing and scaling coordination and

delivery system transformation of medical and nonmedical services via partnerships and
collaborations between healthcare and community-based organizations to overcome
barriers including social determinants of health to effect better outcome.

4. Data and analytics: Leveraging advanced analytics and new sources of disparate, non-
standard, unstructured, highly variable data (history, labs, Rx, sensors, IoT,
Socioeconomic, geographic, genomic, demographic, lifestyle behaviours) to improve
health outcomes, reduce administrative burdens, and support transition from volume
tovalue and facilitate individual/provider/payer effectiveness.

5. Interoperability/consumer data access: Integrating and improving the exchange of

member, payer, patient, provider data, and workflows to bring value of aggregated 25 data
and systems (EHR’s, HIE’s, financial, admin, and clinical data, etc.) on a near real-time
and cost-effective basis to all stakeholders equitably.
6. Holistic individual health: Identifying, addressing, and improving the member/patient’s
overall medical, lifestyle/ behavioural, socioeconomic, cultural, financial, educational,
geographic, and environmental well-being for a frictionless and connected healthcare
experience.

7. Accessible points of care: Telehealth, wearables, digital devices, retail clinics, home-
based care, micro-hospitals; and acceptance of these and other initiatives moving care
closer to home and office.

8. Healthcare policy: Dealing with repeal/replace/modification of current healthcare

policy, regulations, political uncertainty/antagonism and lack of a disciplined regulatory
process

FUTURE OF THE INDUSTRY

Healthcare industry is booming all over the world. In the US it is already the largest
service sector. And world-wide it is slated to be a $4 trillion market by 2005. A World
Bank Report in November 1999 points at the emergence of large-scale, investor-owned
hospitals in the country as a "dramatic" development. The Corporate hospitals will play a
positive role in the healthcare sector by taking the load off government hospitals, whose
performance hasn’t been up to the mark. The Healthcare Industry is on the threshold of a
major Growth Spiral which shall assimilate all new technologies to provide cost effective
Healthcare. It shall not only employ the largest chunk of all available capital but shall also
employ a large proportion of the skilled work force. The Healthcare Industry is poised to
become the biggest Employer in all Countries. It shall also be the biggest consumer of all
new technologies. Specifically, in the next decade, it is anticipate that the Healthcare
Industry shall grow at an accelerated pace and will achieve a Growth Rate of 8 - 10 % per
annum in India and a Growth Rate of 4 - 8% per annum in most of the Countries of third
World.

As a result, most of the Countries in the world (Other than USA) shall add more
Hospital Beds. This accelerated growth will require a large body of skilled Healthcare
Providers. As a result, the Medical Education Sector, including Medical and all Para-
 medical staff, shall also witness a faster growth. It is anticipated that the numbers of
skilled Healthcare Providers shall double in next decade. The addition of hospital beds
shall catalyze a growth in hospital equipment industry. It shall also fuel the growth of
Pharmaceutical Industry. It shall specifically affect the medical and surgical supply
segment and there too, the prosthetic devices segment shall witness a very rapid growth.
50 In the next decade, the Earth's Population shall reach a peak number. This, coupled
with availability of better Healthcare shall lead to a higher Expectancy of Life at Birth.

3.4 COMPANY PROFILE

AVITIS SUPER SPECIALITY HOSPITALS PVT, PALAKKAD

Avitis was borne out of a dream to see a world class health care facility established
in the district of Palakkad, Kerala. The foundations stone for the hospital was laid on 31st
March 2016 and inaugurated on 16th June 2020 by Honourable, Chief Minister of Kerala
Shri Pinarayi Vijayan.Avitis Super Specialty Hospitals Private Limited is a Private
incorporated on 25 August 2015. It is classified as Non-Govt Company and is registered at
Registrar of Companies, Ernakulam. Its authorized share capital is Rs. 200,000,000 and its
paid up capital is Rs. 200,000,000.

Atop a small hill, the facility is ideally located within the town limits, in the Valley
of Nelliyampathy Mountains, at Nemmara. The picturesque 360-degree view from the
location is a visual treat and soul soothing, proving to be a great value addition to the
physical and psychological healing process being facilitated at Avitis. The hospital is only
25 km away from Palakkad town, 45 km away from Thrissur City. Nearest airports
are Cochin International Airport and Coimbatore International Airport. Avitis is a unique
health care venture visualised by two women entrepreneurs, Mrs. Jyothy Palat and Mrs.
Santhi Promoth.

Avitis is an ultra-modern 151-bedded medical facility that provides a comprehensive

range of tertiary super specialty medical care. A spring top rogress and evolve into a
quaternary hospital with several centers of excellence, the hospital promotes and
encourage in-depth study, research, innovation and cutting-edge medical solutions and
care. Avitis Institute of Medical Sciences is committed to create a quality health care
facility that would set global benchmarks for excellence in health care services, patient
care, research and academics supported by committed and dedicated professionals through
continuous quality improvement, training and regular monitoring.

HOSPITAL’S CENTRES OF EXCELLENCE

Avitis Centre of Excellence means a focused clinical care with improved protocols,
programs and service for every patient. A comprehensive range of treatment options and
quality differentiation of services and technology provide better health care for tomorrow.
The five Centers of Excellence at Avitis are an assurance to clinical and research
leadership with broad market prominence and community outreach.

Avitis Institute of Cardiac Sciences

Lack of facilities to properly manage cardiac emergencies has been a long-standing curse
of Palakkad and neighboring areas. Patients with chest pain had to be taken to hospitals at
Thrissur and/or Coimbatore. Many lives were lost in transit. Understanding this as one of
the major health concerns of the region, Avitis decided to encompass Cardiology and
allied specialties under the umbrella of Avitis Institute of Cardiac Sciences. A cohesive
team of Interventional Cardiologists, Cardiothoracic Surgeons, Cardiac Anesthesiologists
and well-trained support staff offer comprehensive services

Avitis Institute of Neurosciences

Neurological Vascular Emergencies resulting in ‘Stroke’ are as common as Cardiac

Vascular Emergencies. If the patient is brought to the hospital within 4.5 hours of having
the symptoms of Stroke, apart from having the high possibility of saving the life of the
patient, through prompt therapeutic measures, residual disabilities can be minimized and a
near normal life can be offered to the patient to avoid being a burden to the family and the
society for the rest of his/her life.

Realizing this fact, Avitis made a conscious decision to develop Neurology and allied
specialities in the form of a Centre of Excellence – Avitis Institute of Neuro Sciences.
Special focus is being given in this Centre of Excellence to organise extensive public
awareness programmes to elevate the level of awareness about this latest treatment
modality for stroke and to drive in the significance of timely reporting to the hospital.

Avitis Institute of Gastro-intestinal and Hepato- biliary Sciences

Gastrointestinal diseases are on the rise among the general public. This is mainly because
of the life style of the people. Avitis, in its attempt to provide comprehensive healthcare
services decided to develop facilities for GI disorders management in the form a Centre of
Excellence – Avitis Institute of Gastro-intestinal and Hepato-biliary Sciences.

Avitis Institute of Renal Sciences

Renal diseases leading on to EKD (End Stage Kidney Disease) forcing people to be on
dialysis or to go for renal transplantation are on the rise in the society. This is mainly
because of lack of awareness about the importance of early diagnosis and management,
especially in the form of life style modifications. These factors along with dependence on
quackery put the resilience of the kidneys to test, resulting in irreversible damages. Avitis
is committed to put a stop to it and has developed a Centre of Excellence to contribute
towards this cause – Avitis Institute of Renal Sciences.

Centre for Orthopaedics and Plastic Surgery (CoPS)

VISION & VALUES:

Vision:“To Be the Noble, Trusted & Admired Health care Provider”

Values and Service Standards:

COMPASSION

We shall foster a culture of understanding, sensitivity and empathy. The needs of our
patients and their dear ones come first, and we shall touch their lives with kindness and
care - every interaction, every time.

RESPECT

We commit to ensure dignity and respect in our interaction with our patients, our people
and the society at large, by taking the effort to recognise individual needs, respecting their
choices and privacy. We understand and appreciate differences and shall treat everyone
with a fair and consistent approach.

INTEGRITY

We shall adhere to the highest standards of professional conduct and ethical behaviour.
We pledge personal responsibility and accountability, to rise up to be worthy of the trust,
our patients and thier dear ones have places in us.

EXCELLENCE

We shall relentlessly pursue excellence in every aspect of our operations and push the
boundaries to set new standards in teh healthcare industry. We shall strive to deliver the
best outcomes and highest quality service through the dedicated efforts of every team
member.
LEARNING

We shall adhere to the highest standards of professional conduct and ethical behavious.
We pledge personal responsibility and accountability, to rise up to the worthy of the trust,
our patients and their dear ones have placed in us.

MOTTO: “Care Matters”

PERIPHERALCENTRES OF AVITIS

Avitis Hospital - PalakkadTown

Avitis Clinc -Vadakkenchery

Avitis Medical Centre -Koduvayur

Avitis Clinc -Kollengode

Image Avitis Clinc -Kanjikode

SERVICES PROVIDED BY THE HOSPITAL

CENTRES OF EXCELLENCE

1. Cardiac Sciences

Cardiac Thoracic and Vascular Surgery

Cardiology

2. Neurosciences

Neurosurgery

Neurology

3. Gastro-Intestinal and Hepato-biliary Sciences

Medical Gastroenterology

Surgical Gastroenterology
4. Renal Sciences

Nephrology

Urology

5. Orthopaedics & Plastic Surgery (COPs)

Orthopaedics

Plastic Surgery

SUPER SPECIALTIES

Rheumatology

Pulmonologist

Plastic Surgery and Reconstructive Surgery

SURGICAL SPECIALTIES

ENT

General Surgery

Orthopaedics

Obstetrics and Gynecology

MEDICAL SPECIALTIES

Anesthesiology

Dentistry

Dermatology

General Medicine

Family Medicine and Geriatrics

Paediatrics and Neonatology

Psychiatry

CRITICAL CARE UNIT

Multidisciplinary ICU

Coronary Care Unit

High Dependency Unit

Neonatal ICU

Surgical ICU

REHABILITATIVE SERVICE

Physiotherapy

Audiology &Speech Language Therapy

Counselling Psychology

Respiratory Therapy

24*7 SERVICES

Emergency Service

Radiology

Pharmacy

Blood Storage Centre

Cathlab

DIAGNOSTIC SERVICES

Laboratory

Hematology

Biochemistry & Immunology

Molecular Biology

Microbiology & Serology

Clinical Pathology

Radiology

CT Scan

MRI

X-ray

USG

Mammogram

Doppler studies

Bone densitometry

2D Echo

Urodynamics

SPECIAL SERVICES

Haemodialysis Unit

Operation Theatres

Labour rooms

Dietetics & Medical Nutrition

Home Collection-Lab

Food & Beverages

Isolation Unit

Mobile ICU & Ambulance Service

 Executive Health check-up Packages

COMMITTEES AT AVITISHOSPITAL
 Avitis Institutional Ethics Committee
 Cardio-Pulmonary Resuscitation Committee
 Credentialing and Privileging Committee
 Condemnation Committee
 Grievance Redressal Committee
 Hospital Transfusion Committee
 Internal Complaints Committee
 Medical Records Committee
 Mortality and Morbidity Committee
 Operation Theatre Care Committee
 Pharmaco- Therapeutic Committee
 Prevention and Control of Infection Committee
 Purchase Committee
 Quality and Patient Care Committee
 Safety Committee
 Senior Management Committee
 Clinical Audit Committee

3.5 ORGANOGRAM
 CHAPTER 4

REVIEW OF LITERATURE
4.1 REVIEW OF LITERATURE
1. Singh and Negi (2013) conducted study on “Effectiveness of Human resource
management functions in large Hospitals of Degrading, Uttrakhand’’- the study
analyze the human resource management process and practices into large hospitals of
Dehradun. Three hospitals were included in this study and assessment was carried out
on the basis of primary and secondary information based on the personal visits. Study
suggested that HR functions are very important in healthcare facilities. The HR
processes and procedures are fairly good in hospitals and HR policies are very
important for healthcare facilities.

2 Saif and Sartavi (2013) conducted study on “Relationship between Human Resource
Management and perceived performance of employees in Jordanian hospitals”. The
goal of this study is to quantify the effects of HRM functions on employee
performance in a 5 hospitals of Jordan. The study design adopted was descriptive and
analytical. Random Sampling technique was used in this study. The study population
included all healthcare Providers in five central Jordanian public hospitals. A
structured questionnaire was used to Collect data from respondents; the likert scale of
1 to 5 was used. The questionnaire was administered to 420 employees. A total of362
questionnaire was returned, giving an 86% response rate. The findings suggested that
HRM functions are related to hospital performance, That Jordanian Hospitals do not
have effective HRM practices, and that compensation has thegreatest impact on
increasing an employee’s level of performance.

3 Ozcan and Hornby (2005) with their study entitled “Determining staff requirement in
hospitals’’; the study showed that one of the cause for poor performance of employees
in govt hospitals in Turkey, was mainly due to absence of interest by the executives of
head
departments in govt hospitals to provide better condition to hospital’s employee and
develop incentives system. The present study suggested that the adaptation of
 incentives by system and rewards for the staffs and nurses who perform good and
selection of a group each month as a role model for individuals working in the
hospital and pay them special bonus to motivate other employee who have been not
selected.

4 Mc Dormott and keating (2011) with their study entitled “Managing professionals:
Exploring the role of Hospital HR function ’’; the aim of this study was to evaluate the
role of HR function in the management of professional and non professional staff in
the acute hospital sector. The present study found that in two of the three cases the HR
function predominantly provides service to the non professional employees. The study
suggested the HRM “the management of people and work’’ was being practised, if not
by the HR function.

5 Dr. Nagaraju Battu and G. Karthik Chakravarthy (2006) with their study entitled
“QUALITY OF WORK LIFE OF NURSES AND PARAMEDICAL STAFF IN
HOSPITALS’’. The aim of this study to explore the quality of work life in private and
public sector hospitals in Vijayawada. The study identifies the quality of work life of
nurses and Para-medical staff. The study highlighted the factors on working
conditions, work stress, job satisfaction, organizational climate and staff
communication. Data was collected from 150 respondents (70 private sectors and 80
public sectors). Likert 5 point scale is used for the questionnaire (1 indicates very poor
2.Poor 3. Average, 4. Good 5. Very good). Stratified random sampling technique has
been s study. Anova and percentage method has been used as statistical tools for this
analysis. The study concluded that private sector the management has to take
measures on work stress, job satisfaction and staff communication and in the public
sector the government has to take necessary measures on working conditions,
organizational climate and work stress.

6 A study entitled “The importance of human resource management in healthcare: a

global
 context’’, Kabane and Orchard (2006). The aim of this study is to show the healthcare
system in global context and importance of HRM to improve health outcome of
patients in healthcare delivery. Study adopted secondary data sources for data
collection. Study suggested that proper management of human resources is critical in
providing quality of healthcare. A refocus on human resource management in
healthcare and more research are needed to develop new policies.

7 A study entitled “Analysis of factors affecting staff recruitment in private hospitals in

North Rift: A survey of Uasin Gishu county’’ Martha MWANGI et al, (2014). The
aim of this study is to analyze the factors affecting recruitment in health institution.
The study adopted descriptive survey and 8 major private hospitals in Eldoret were
sampled. Census sample technique was used. Analysis of variance and multiple
regression analysis were used in qualitative and quantitative analysis of data. Findings
showed positive significant relationship between policies and procedures
characteristics and effective recruitment of staffs. The study recommended that the
private hospital management need to understand the benefits of having effective
recruitment in organization.

8 Radha karunakaran (2008) with her study entitled “Human resource management
practices in private hospitals in Kerala’’; the objectives of this study was to assess the
effectiveness of human resource management practices in private hospitals in Kerala.
hospitals were selected randomly, and data was collected through questionnaires. The
survey focused on both top management & the employees in managerial cadre Simple
statistical tools like percentage and correlation was used for the first level analysis of
variance (ANOVA) was applied, factors was calculated and Z-test tools was used for
analysis. The study concluded that overall Human resource practices in private
hospitals in Kerala are fairly satisfactory. There is a need of immediate attention in the
several areas from policy maker and private hospital management.

9. Saif and Sartavi (2013) conducted study on “Relationship between Human Resource
 management practices and perceived performance of employees in Jordanian
hospitals”. The goal of this study is to quantify the effects of HRM practices on
employee performance in a 5 hospitals of Jordan. The study design adopted was
descriptive and analytical. Random sampling technique was used in this study. The
study population included all healthcare providers in five central Jordanian public
hospitals. A structured questionnaire was use to collect data from respondents; the
likert scale of 1 to 5 was used. The questionnaire was administered to 420 employees.
A total of362 questionnaire was returned, giving an 86% response rate. The findings
suggested that HRM practices are related to hospital performance,That Jordanian
Hospitals do not have effective HRM practices, and that compensation has the greatest
impact on increasing an employee’s level of performance.

10. Rafat et al, (2012) in their research study entitled “Analysis of the human resource
management role in hospital using Ulrich model’’; the aim of this study is to evaluate
human resource’s roles in specialised and sub specialised medical training hospitals of
Iran,using Ulrich model. Study found that there is significant positive correlation
between service quality and human resources. Study considered that positive impact of
strengthening the planning, management and training of health workers on
performance.
 CHAPTER 5

RESEARCH METHODOLOGY

5.1 RESEARCH METHODOLOGY

In methodology it deals with a brief description of different steps which were undertaken
by the researcher for the study. It includes the research design, sources of data, sampling
design, population, sample size, sampling method, tools of data collection, and tools of
data analysis. In the hospital there are many employees but in the research the researcher
is mainly focus on the nurses, technicians, housekeeping staffs and administration staffs
for the study.

5.2 RESEARCH DESIGN

The research design used for this study is descriptive which describe a population as
well as situation accurately and systematically. This study is designed as a descriptive
case study which is mainly based on primary data, and secondary data is used to support
and supplement primary data.

5.3 DATA SOURCES

SECONDARY DATA

Secondary sources contain data which has already been published or complied for another
purpose. The secondary data are those which have already collected by someone else and
have already been passed through the statistical process. It can be either published or
unpublished data. The sources include,

 Books, magazines and newspapers

 Technical and Trade journal
 Reports and publication connected with business
 Internet
 Official publication
 Hospital brochure
 Company website

PRIMARY DATA

Primary data collected in the study using questionnaire method

SAMPLING DESIGN
For this descriptive study, non probability sampling method is selected by the researcher. It
includes population, selection of sample size and sampling method.

a) POPULATION
The population of the study is 700 employees among the hospital.

b) SAMPLE SIZE

Out of 700 employees, the sample size selected for the study is 100. It comprises the
nurses, technicians, housekeeping staffs and administration staffs. In the hospital total
population of nurses is 374, technician, 73, 59 administrative staffs and 67
housekeeping staff. Researcher collected sample of 110 from all of the above
population through by convenience sampling technique.

c) SAMPLING METHOD

Convenience sampling is the technique is used in this study.

5.4 STATISTICAL TOOL

Statistical Package for the social sciences (SPSS)

The most widely used software package for statistics within human behavior research
is the Statistical Package for the social sciences. The capability to compile descriptive
statistics, parametric and non-parametric analysis, Graphical User Interface (GUI) to
depict the results graphically is offered by statistical package for the social sciences.
The analysis can be automated by creating scripts
 CHAPTER 6

ANALYSIS AND INTERPRETATION

 Table No.6.1

GENDER OF THE RESPONDENT

Frequency Percent Valid Percent Cumulative Percent

MALE 32 29.1 29.1 29.1

Valid FEMAE 78 70.9 70.9 100.0
Total 110 100.0 100.0
Chart No.6.1

INTERPRETATION

It’s clear from the Table 6.1 that, 70.9% of respondent are Female and 29.1% of the
respondents are Male.
 TableNo.6.2

AGE OF THE RESPONDENT

Frequency Percent Valid Cumulative

Percent Percent
21-30 54 49.1 49.1 49.1
31-40 36 32.7 32.7 81.8
41-50 17 15.5 15.5 97.3
Valid
ABOVE
3 2.7 2.7 100.0
50
Total 110 100.0 100.0

Chart No.6.2

INTERPRETATION

It’s clear from the above table 6.2 that, 49.1% of the respondent belong to the age
21-30, 32.7% of the respondent belong to the age 31-40, 15.5% of the respondent are

Belong to the age 41-50 and 2.7% of the respondent are the age above 40

Table No.6.3

QUALIFICATION OF THE RESPONDENT

Frequency Percent Valid Percent Cumulative
Percent
MATRIC 2 1.8 1.8 1.8
INTERMEDIATE 15 13.6 13.6 15.5
UNDERGRADUAT
58 52.7 52.7 68.2
Valid E
POSTGRADUATE 25 22.7 22.7 90.9
OTHERS 10 9.1 9.1 100.0
Total 110 100.0 100.0
Chart No.6.3

INTERPRETATION
It’s clear from the above table 6.3 that , 52.7% of the respondent are Undergraduates, 22.7%
of the respondent are Postgraduates, 13.6 % of the respondents are Intermediate , 9.1% of
the respondent belong to the Other category and 1.8% of the respondent are qualified matrix
education.

Table No.6.4

MARITIAL STATUS OF THE RESPONDENT

Frequency Percent Valid Percent Cumulative
Percent
MARRIED 72 65.5 65.5 65.5
UNMARRIE
Valid 38 34.5 34.5 100.0
D
Total 110 100.0 100.0

Chart No.6.4

INTERPRETATION
From the above table 6.4 that out of 110 responds 65.5% of the respondents are married and
34.5 responds are unmarried.

Table No.6.5

PLEASE SELECT YOUR CURRENT JOB

Frequency Percent Valid Percent Cumulative
Percent
DOCTOR 10 9.1 9.1 9.1
NURSE 38 34.5 34.5 43.6
Valid OFFICE EMPLOYEES 21 19.1 19.1 62.7
OTHER 41 37.3 37.3 100.0
Total 110 100.0 100.0

Chart No.6.5

INTERPRETATION
It’s clear from the table 6.5 that 37.3% of the respondent are belongs to Others category ,
34.5 of the respondent are Nurses , 19.1 of the respondent are office employees and 9.1% of
the respondent are Doctors.

Table No.6.6

Chart No.6.6

WHAT DEPARTMENT ARE YOU CURRENTLY WORKING IT

Frequency Percent Valid Percent Cumulative
Percent
PHARMACY 20 18.2 18.2 18.2
ACCOUNTING 18 16.4 16.4 34.5
ADMINISTRATION 13 11.8 11.8 46.4
RADIOLOGY 4 3.6 3.6 50.0
Valid NURSING 38 34.5 34.5 84.5
HUMAN RESOURCE 4 3.6 3.6 88.2
SECURITY 3 2.7 2.7 90.9
TRANSPORTATION 10 9.1 9.1 100.0
Total 110 100.0 100.0

INTERPRETATION
It’s clear from the table 6.6 that , 34.5% of the respondent are Nurses , 18.2% of the
respondent are Pharmacist , 16.4% of the respondent are belong to Accounting department
11.8% of the respondent are Administrating staffs ,9.1% of the respondent are Transportation
staffs both HR and Radiology department staffs are 3.6% and 2.7% of the respondents are
Security staffs.
Table No.6.7

HOW LONG HAVE YOU BEEN WORKING FOR THIS COMPANY

Frequency Percent Valid Percent Cumulative

Percent

1-5 YEARS 69 62.7 62.7 62.7

Valid
5-10 YEARS 41 37.3 37.3 100.0
Total 110 100.0 100.0

Chart No.6.7

INTERPRETATION
It’s clear from the table 6.7 that, 62.7% of the respondent is working in this company
1-5 years and 37.3% of the respondents have been working in this company 5-10 year

Table No.6.8

SOURCES OF RECRUITMENT AND SELECTION IN THE HOSPITAL

Frequency Percent Valid Percent Cumulative

Percent

INTERNAL 10 9.1 9.1 9.1

Valid
EXTERNAL 100 90.9 90.9 100.0
Total 110 100.0 100.0

Chart No.6.8

INTERPRETATION
It’s clear from the table 6.8 that 90.9% of respondents are selected through external
recruitment and 9.1% of the respondents are selected through internal recruitment
process.

Table No.6.9

TRAINING PROVIDED IN THE HOSPITAL

Frequency Percent Valid Percent Cumulative Percent

YES 97 88.2 88.2 88.2

Valid NO 13 11.8 11.8 100.0
Total 110 100.0 100.0
Chart No.6.9

INTERPRETATION
It’s clear from the table 6.9 that, 88.2 respondents are says that training provided the
hospital and 11.8% of the respondents says that training doesn’t provided the hospital.

Table No.6.10
TRAINING PROGRAM UNDERGONE HERE
Frequency Percent Valid Percent Cumulative
Percent

ON THE JOB TRAINING 96 87.3 87.3 87.3

Valid OFF THE JOB TRAINING 4 3.6 3.6 90.9

CLASS ROOM TRAINING 10 9.1 9.1 100.0
Total 110 100.0 100.0

Chart No.6.10

INTERPRETATION
It’s clear from the table 87.3 % of the respondents are undergone on the job training
program, 9.1% of the respondents are undergone classroom training and 3.6% of the
respondents are undergone off the job training program.
HOSPITAL CLEARLY COMMUNICATES ITS GOALS AND STRATEGIES

Frequency Percent Valid Percent Cumulative

Percent
STRONGLY DISAGREE 2 1.8 1.8 1.8
DISAGREE 7 6.4 6.4 8.2
NEITHER AGREE NOR
Valid 25 22.7 22.7 30.9
DISAGREE
AGREE 41 37.3 37.3 68.2
STRONGLY AGREE 35 31.8 31.8 100.0
Total 110 100.0 100.0
Table No.6.11

Chart No.6.11

INTERPRETATION
It’s clear from the table 6.11 that, hospital clearly communicate the goals and strategies to the
employees out of 110 respondents 37.3 % of respondent are Agree , 31.8% of the respondent
are strongly agree 22.7% of the respondent are neither agree nor disagree , 6.4% of the
respondent are disagree and 1.8% of the respondent are strongly disagree.

Table No.6.12

HR HELPS CONDUCTING THE EVENTS AND OTHER ACTIVITIES

Frequency Percent Valid Percent Cumulative
Percent

STRONGLY DISAGREE 1 .9 .9 .9

DISAGREE 3 2.7 2.7 3.6

NEITHER AGREE NOR
Valid 8 7.3 7.3 10.9
DISAGREE
AGREE 26 23.6 23.6 34.5
STRONGLY AGREE 72 65.5 65.5 100.0
Total 110 100.0 100.0

Chart No.6.12
INTERPRETATION
It’s clear from the table 6.12 that , 65.5% of the respondent Strongly agree ,23.6% of the
respondent agree , 7.3% of the respondent neither agree nor disagree ,2.7% of the respondent
are Disagree and 0.9% of the respondent are Strongly disagree.

Table No.6.13
HR KEEPS EMPLOYEES UPDATED WITH CHANGES IN THE POLICIES

Frequency Percent Valid Percent Cumulative

Percent

STRONGLY DISAGREE 3 2.7 2.7 2.7

DISAGREE 3 2.7 2.7 5.5

NEITHER AGREE NOR
Valid 26 23.6 23.6 29.1
DISAGREE
AGREE 42 38.2 38.2 67.3
STRONGLY AGREE 36 32.7 32.7 100.0
Total 110 100.0 100.0

INTERPRETATION
It’s clear from the table 6.13 that , 38.2% of the respondents are Agree , 32.7% of the respondent are
Strongly agree , 23.6% of the respondent are neither agree nor disagree to the statement and 2.7% of
the responded are disagree to Hr keeps employees updated with the changes in the employees.

Table No.6.14

HR IMPROOVING WORK ENVIRONMENT

Frequency Percent Valid Cumulative
Percent Percent
STRONGLY
1 .9 .9 .9
DISAGREE
DISAGREE 2 1.8 1.8 2.7
NEITHER AGREE
Valid 24 21.8 21.8 24.5
NOR DISAGREE
AGREE 28 25.5 25.5 50.0
STRONGLY AGREE 55 50.0 50.0 100.0
Total 110 100.0 100.0

Chart No.6.14

INTERPRETATION
It’s clear from the above table 6.14 that 50% of the employees are Strongly agree to HR improving
work environment in hospital 25 % agree to the statement and 21.8% is neutral and 2% of the
respondent are disagree to the statement.

Table No.6.15
JOB REQUIREMENT
Frequency Percent Valid Percent Cumulative
Percent

STRONGLY DISAGREE 8 7.3 7.3 7.3

DISAGREE 10 9.1 9.1 16.4

NEITHER AGREE NOR
Valid 25 22.7 22.7 39.1
DISAGREE
AGREE 42 38.2 38.2 77.3
STRONGLY AGREE 25 22.7 22.7 100.0
Total 110 100.0 100.0
Chart No.6.15

INTERPRETATION
It’s clear about the table 6.15 that , 38.2% of the respondent are agree, they are know about their job
requirement 38.2% of the respondent are strongly agree to the statement and 10% of the employees
are disagree to the job requirement .

Table No. 6.16

SAFE ENVIRONMENT FOR THE EMPLOYEES

Frequency Percent Valid Percent Cumulative Percent

YES 91 82.7 82.7 82.7

Valid NO 19 17.3 17.3 100.0
Total 110 100.0 100.0
Chart No.6.16

INTERPRETATION
It’s clear from the above table 6.16 that, 82.7% of the respondents are says Yes to the statement that
safe work environment of the employees I the hospital and 17.3% of the respondent are says No to
the statement.
Table No.6.17
MEDICAL BENEFITS FOR THE EMPLOYEES
Frequency Percent Valid Cumulative
Percent Percent
STRONGLY
3 2.7 2.7 2.7
DISAGREE
DISAGREE 3 2.7 2.7 5.5
NEITHER AGREE
Valid 7 6.4 6.4 11.8
NOR DISAGREE
AGREE 22 20.0 20.0 31.8
STRONGLY AGREE 75 68.2 68.2 100.0
Total 110 100.0 100.0
Chart No.6.17

INTERPRETATION
It’s clear from the table 6.17 that, 68.2% of the respondents are strongly agree to receiving the
medical benefits for the employees,20% of the employees are agree to the above statement and only
2.7% of the respondent are disagree to that.

Table No.6.18
 REWARD IS PROVIDED FOR THE EMPLOYEES
Frequency Percent Valid Percent Cumulative
Percent

FINANCIAL REWARD 56 50.9 50.9 50.9

Valid NON FINANCIAL

54 49.1 49.1 100.0
REWARD
Total 110 100.0 100.0
Chart No.6.18

INTERPRETATION
It’s clear from the table 6.18 that, 50.9% of the respondent is undergone financial reward and 49.1%
of the respondents are undergone nonfinancial reward.

Table No.6.19
 HR RESPONSIBLE TO YOUR QUESTIONS
Frequency Percent Valid Percent Cumulative
Percent

STRONGLY DISAGREE 5 4.5 4.5 4.5

DISAGREE 5 4.5 4.5 9.1

NEITHER AGREE NOR
Valid 10 9.1 9.1 18.2
DISAGREE
AGREE 28 25.5 25.5 43.6
STRONGLY AGREE 62 56.4 56.4 100.0
Total 110 100.0 100.0

Chart No.6.19
INTERPRETATION

It’s clear from the table 6.19 that ,56.4% of the respondent are strongly agree to HR
responsible to the questions of the employees, 25.5% of the respondents are
agree,4.5% of the respondents are disagree to the statement .

Table No.6.20

HR REPLAY YOUR EMAIL

Frequency Percent Valid Percent Cumulative
Percent
YES 75 68.2 68.2 68.2
Valid NO 35 31.8 31.8 100.0
Total 110 100.0 100.0
Chart No.6.20
INTERPRETATION
It’s clear from the table 6.20 that, 68.2% of the respondents say Yes to the statement Hr reply
the email and 31.8% of the respondents says NO to the statement.

Table No.6.21
RELATIONSHIP WITH HR DEPARTMENT
Frequency Percent Valid Percent Cumulative
Percent
Valid
STRONGLY DISAGREE 4 3.6 3.6 3.6

DISAGREE 6 5.5 5.5 9.1

NEITHER AGREE NOR 12 10.9 10.9 20.0
DISAGREE
 AGREE 20 18.2 18.2 38.2
STRONGLY AGREE 68 61.8 61.8 100.0
Total 110 100.0 100.0
Chart No.6.21

INTERPRETATION
It’s clear from the table 6.21 that , 61.8% of the respondent are Strongly agree to the
relationship with the HR department ,18.2% of the respondent are agree to the statement and
5% of the respondent are disagree to the statement.

Table No.6.22
RECOGNIZE HEALTH HAZARDS AT WORK
Frequency Percent Valid Percent Cumulative
Percent
Valid
STRONGLY DISAGREE 1 .9 .9 .9

DISAGREE 1 .9 .9 1.8
NEITHER AGREE NOR
2 1.8 1.8 3.6
DISAGREE
AGREE 31 28.2 28.2 31.8
 STRONGLY AGREE 75 68.2 68.2 100.0
Total 110 100.0 100.0

Chart No.6.22

INTERPRETATION
It’s clear from the table 6.22 that, 68.2% of the respondents are strongly agree to the hospital
taught them health hazards at work, 28.2% of the respondents are agree to that and 1% of the
respondents are disagree to the above statement.

Table No.6.23

HOW MOTIVATED ARE YOU TO HOSPITAL SUCCEED

Frequency Percent Valid Percent Cumulative
Percent
Valid VERY DISSATISFIED 1 .9 .9 .9
DISSATISFIED 1 .9 .9 1.8
NEUTRAL 5 4.5 4.5 6.4
 SATISFIED 41 37.3 37.3 43.6
VERY SATISFIED 62 56.4 56.4 100.0
Total 110 100.0 100.0
Chart No.6.23

INTERPRETATION
It’s clear from the table 6.23 that , 56.4% of the respondent are very satisfied to Employee
motivation for succeed the hospital ,37.3% of the respondent are satisfied to that motivated
the employees 4.5 % of the respondents are neutral to that statement and 1% of the
respondent are disagree to the above statement.

INTERESTED IN MOTIVATING EMPLOYEES

Frequency Percent Valid Percent Cumulative
Percent
Valid STRONGLY DISAGREE 2 1.8 1.8 1.8
DISAGREE 5 4.5 4.5 6.4
NEITHER AGREE NOR
25 22.7 22.7 29.1
DISAGREE
AGREE 36 32.7 32.7 61.8
 STRONGLY AGREE 42 38.2 38.2 100.0
Total 110 100.0 100.0

Table No.6.24
Chart No.6.24

INTERPRETATION

It’s clear from the table 6.24 that , 38.2% of the respondents are strongly agree to
hospital is interested in motivating the employees , 32.7% of the respondents are
agree,22.7% of the respondents are neither agree nor agree to the statement and 4% of
the respondent are disagree to that statement.

ANALYSIS

1. Chi-square
HYPOTHESIS

Formulate the null hypothesis and the alternate hypothesis

Null Hypothesis: There is no relationship between the safe environment for the employees
and gender of the respondent.
Alternate Hypothesis: There is a relationship between safe environment for the employees
and gender of the respondent.

Result

GENDER OF THE RESPONDENT * SAFE ENVIRONMENT FOR THE

EMPLOYEES Cross tabulation

Count
SAFE ENVIRONMENT FOR Total
THE EMPLOYEES

YES NO

GENDER OF THE MALE 32 0 32

RESPONDENT
FEMALE 59 19 78

Total 91 19 110

Chi-Square Tests
Value df Asymp. Sig. Exact Sig. (2- Exact Sig.
(2-sided) sided) (1-sided)
Pearson Chi-Square 9.422a 1 .002
Continuity Correctionb 7.795 1 .005
Likelihood Ratio 14.632 1 .000
Fisher's Exact Test .001 .001
Linear-by-Linear
9.337 1 .002
Association
N of Valid Cases 110
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 5.53.
b. Computed only for a 2x2 table

INTERPRETATION

From the table the significant value is 0.001 which is less than 0.05.So null hypothesis is
rejected and alternate hypothesis is accepted at 95% confidence level. Hence, it is concluded
that there a relationship between the safe environment for the employees and gender of the
respondent.

2. CHI-SQUARE

HYPOTHESIS

Formulate the null hypothesis and the alternate hypothesis

Null Hypothesis: There is no relationship between the training provided in the hospital and
age of the respondent.
Alternate Hypothesis: There is a relationship between the training provided in the hospital
and age of the respondent.

Result

AGE OF THE RESPONDENT * TRAINING PROVIDED IN THE HOSPITAL

Cross tabulation
Count
TRAINING PROVIDED IN Total
THE HOSPITAL
YES NO
21-30 54 0 54
AGE OF THE 31-40 36 0 36
RESPONDENT 41-50 7 10 17
ABOVE 50 0 3 3
Total 97 13 110

Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 70.489a 3 .000
Likelihood Ratio 56.888 3 .000
Linear-by-Linear Association 49.506 1 .000
N of Valid Cases 110
a. 4 cells (50.0%) have expected count less than 5. The minimum expected count
is .35.

INTERPRETATION

From the table the significant value is 0.000 which is less than 0.05.So null hypothesis
is rejected and alternate hypothesis is accepted at 95% confidence level. Hence, it is
concluded that there a relationship between the safe environment for the employees and
gender of the respondent.

3. CHISQUARE

HYPOTHESIS
Formulate the null hypothesis and the alternate hypothesis
Null Hypothesis: There is no relationship between the HR reply your email and marital status
of the respondent.
Alternate Hypothesis: There is a relationship between the HR reply your email and marital
status of the respondent.
Result
 MARITIAL STATUS OF THE RESPONDENT * HR REPLAY YOUR EMAIL
Cross tabulation
Count
HR REPLAY YOUR Total
EMAIL
YES NO
MARITIAL STATUS OF MARRIED 72 0 72
THE RESPONDENT UNMARRIED 3 35 38
Total 75 35 110
Chi-Square Tests
Value df Asymp. Sig. Exact Sig. Exact Sig.
(2-sided) (2-sided) (1-sided)
Pearson Chi-Square 97.263a 1 .000
Continuity Correctionb 93.064 1 .000
Likelihood Ratio 116.618 1 .000
Fisher's Exact Test .000 .000
Linear-by-Linear
96.379 1 .000
Association
N of Valid Cases 110
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is
12.09.
b. Computed only for a 2x2 table

INTERPRETATION
From the table the significant value is 0.000 which is less than 0.05.So null hypothesis is
rejected and alternate hypothesis is accepted at 95% confidence level. Hence, it is concluded
that there a relationship between the HR reply your email and marital status of the
respondent.

2.1 ANOVA

HYPOTHESIS
Null hypothesis: There is no significant difference in job requirement between different ages
of the respondent
Alternative hypothesis: There is significant difference in job requirement between different
age of the respondent.

Result
JOB REQUIREMENT
Sum of Squares df Mean Square F Sig.

Between Groups 91.261 3 30.420 60.682 .000

Within Groups 53.139 106 .501
Total 144.400 109

INTERPRETATION
From the table, the significant value is 0.000 which is less than 0.05. So null hypothesis is
rejected at 95% confidence level .Hence, it is concluded that there is a significant difference
in job requirement between different age of the respondent.

2.2 ANOVA

HYPOTHESIS

Null hypothesis: There is no significant difference in medical benefits for the employees
between different genders of the respondent.
Alternative hypothesis: There is significant difference in medical benefits for the employees
between different gender of the respondent.

Result

MEDICAL BENEFITS FOR THE EMPLOYEES

Sum of Squares df Mean Square F Sig.

Between Groups 30.630 3 10.210 16.693 .000

Within Groups 64.833 106 .612

Total 95.464 109

INTERPRETATION

From the table, the significant value is 0.000 which is less than 0.05. So null hypothesis is
rejected at 95% confidence level .Hence, it is concluded that there is a significant difference
in medical benefits for the employees between different gender of the respondent.

2.3 ANOVA

HYPOTHESIS

Null hypothesis: There is no significant difference in job requirement between different ages
of the respondent
 Alternative hypothesis: There is significant difference in job requirement between different
age of the respondent.

Result

RECOGNIZE HEALTH HAZARDS AT WORK

Sum of Squares df Mean Square F Sig.

Between Groups 33.317 4 8.329 59.709 .000

Within Groups 14.647 105 .139

Total 47.964 109

INTERPRETATION

From the table, the significant value is 0.000 which is less than 0.05. So null hypothesis is
rejected at 95% confidence level .Hence, it is concluded that there is a significant difference
in medical benefits for the employees between different gender of the respondent.

3.1 CORRELATION

HYPOTHESIS

Null Hypothesis: There is no correlation between training provided in the hospital and HR
helps conducting the events and other activities.
Alternate Hypothesis: There is a correlation between the training provided in the hospital and
HR helps conducting the events and other activities.
Result
CORRELATIONS
TRAINING HR HELPS
PROVIDED IN CONDUCTIN
THE G THE
HOSPITAL EVENTS AND
OTHER
ACTIVITIES
Pearson Correlation 1 .224*
TRAINING PROVIDED
Sig. (2-tailed) .019
IN THE HOSPITAL
N 110 110
HR HELPS Pearson Correlation .224* 1
CONDUCTING THE Sig. (2-tailed) .019
EVENTS AND OTHER
N 110 110
ACTIVITIES
*. Correlation is significant at the 0.05 level (2-tailed).
INTERPRETATION
From the table, the significant value is 0.019 which is less than 0.05. Since, the null
hypothesis is rejected and alternate hypothesis is accepted. Hence it is concluded that there is
a correlation between training provided in the hospital and HR helps conducting the events
and other activities. The correlation co-efficient of 0.224 shows that there is a moderate
positive correlation between two variables

3.2 CORRELATION
HYPOTHESIS
Null Hypothesis: There is no correlation between HR keeps employees updated with changes
in the policies and HR improving work environment.
Alternate Hypothesis: There is a correlation between the HR keeps employees updated with
changes in the policies and HR improving work environment.
Result

Correlations
HR KEEPS HR
EMPLOYEES IMPROOVING
UPDATED WORK
WITH ENVIRONME
CHANGES IN NT
THE POLICIES

HR KEEPS EMPLOYEES Pearson Correlation 1 .890**

UPDATED WITH CHANGES Sig. (2-tailed) .000
IN THE POLICIES N 110 110
Pearson Correlation .890** 1
HR IMPROOVING WORK
Sig. (2-tailed) .000
ENVIRONMENT
N 110 110
**. Correlation is significant at the 0.01 level (2-tailed).

INTERPRETATION
From the table, the significant value is 0.000 which is less than 0.05. Since, the null hypothesis is
rejected and alternate hypothesis is accepted. Hence it is concluded that there is a correlation
between training provided in the hospital and HR helps conducting the events and other activities.
The correlation co-efficient of 0.890 shows that there is a moderate positive correlation between two
variables