Group A2

Company : Meditechnology Holdings

Group Members
* Imanthi Anuradha - MBA/20/5385
* Poravi Balasundaram - MBA/20/5391
* Duminda Gunasekera - MBA/20/5463
* Thaksala Nirmani - MBA/20/5569
* Kasun Rodrigo - MBA/20/5636
* Sai Prasan - MBA/20/5641
* N Sooriyabandara - MBA/20/5664
* Adheesha Dharmakeerthi - MBA/19/5051
 1. Background of the Organization
Established in 2004, Meditechnology Holdings is one of
the main providers of global, innovative and cost effective
healthcare solutions to the Sri Lankan healthcare
institutes. Company solutions are supported by trained
and experienced product experts for the range of the
products and their life span which includes installation,
commissioning, training, after sales service. Customer
portfolio and solutions deployed is a testament to their
unblemished value proposition and track record.
Meditechnology is the second largest of Technomedics
group of companies.
Vision : “To become the most admired and affordable Healthcare
Meditechnology's success can also be attributed to its solutions provider in Sri Lanka”
famed ability to tailor solutions to meet the specific needs Mission : “Meditechnology to be the partner of choice for
and context of its customers scaling from the largest healthcare provider by offering innovative, reliable, & cost
hospitals in Sri Lanka, to the smallest medical clinics.. effective critical care / Surgical Disposable solutions to ensure
Source : Meditechnology web page
healthcare is affordable to every citizen and Health Care Provider”
2.1 Problem Identification : Evidence

High Employee turnover;

At Meditechnology the total employee carder

consists of mainly Sales/marketing and
Technical with few admin staff. Functions like
Finance, HR and Logistics are shared services
by the Technomedics group from group H/Q.

It was noted the employee turnover

especially in the Sales/marketing category is
high. Technical staff being the second highest.
2.2 Problem Identification : Context of the problem

The High turnover in sale/Marketing carder has led

to many issues starting from low revenue
achievement, high HR costs further
recruitment/training and in customer
dissatisfaction

In FY 17/18 the employee turnover was 16%,

In FY 18/19 the employee turnover was 17%, and
In FY 19/20 the employee turnover was 14%

This high turnover in sales and marketing team had

a greater disadvantage of company best practices
being available to competitors.
3. Significance to the Organization/ Society/ stakeholders

Expected Outcomes for the Organization

● Reduce employee turnover upto 10% in FY
21/22
● Increasing the retention of skilled employees
by 10% while reducing the sudden shortages
of skilled employees by 10%
● Reducing recruitment and training cost by 10%
● Increase the revenue by 5%

Expected Outcomes for the Stakeholders

● Improve customer SLAs by 20%
Service quality and turnover intentions
Employees’ perceived service quality
1
(perceived judgement of their own
service quality or self -evaluation) may
affect in them in making decision to
change jobs
Managerial Coaching – Managers should establish a
coaching style with ingredients like mutual trust,
openness, and respect to help employees to recognize
opportunities to grow within the organization.
Empowerment – Allow employees the freedom to
make decisions and make them feel responsibility
Role clarity - Managers should ensure that employees
clearly understand what is expected of them in their
jobs and ensure that employees accept those
expectations
● Involve the employees in the actual framing of the
role descriptions for their jobs.
● Arrange workshops where employees can discuss
and communicate issues related to role clarity.
(Slatten, Svensson, & Svaeri, 2011)
Mastery-approach goals, work intrinsic motivation on
employee turnover intention
Mastery-approach goal orientation
1
– Some employees work hard to
demonstrate their competencies
relative to that of others. As these
employees always seek out new
challenges, they may be more
likely to leave their present jobs
looking for new opportunities for
continuous growth and broaden
their skills.
Improve intrinsic motivation within employees
by facilitating fulfilment of the needs for
autonomy, competence and relatedness among
their employees.
● Autonomy – Ability to work independently
without pressure
● Relatedness – Improve relationships
between employees and make employees
feel valued
● Competence – Make the employees feel
challenged in a positive way and highlight
their contribution to organizational success
(Dysvik & Kuvaas, 2009)
Past work experience, present opportunities and turnover

Organizations needs to consider the employee

1 Previous work experience
previous work experience, present opportunities
when developing HR employee retaining policies
2 Structural and Organizational Approach

3 Present opportunities

(Kirschenbaum & Mango-Negrin, 2002)

Talent management, work-life balance and retention strategies

1 Work Life Balance issues • Legislation on maximum, as well as minimum

working hours

2 Job satisfaction and organizational commitment

• Role models at the workplace

• Flexible working hours and arrangements

• Sound recruitment and training opportunities

• Company Family friendly work policies.

(Deery, 2008)
The workplace bullying and turnover intentions

Exposure to workplace bullying triggers • Management should be proactive in tackling

1
turnover intentions workplace bullying if it wishes to develop
important employee and organizational
2 Cultural diversity- individualism-collectivism as
outcomes.
a cultural boundary

• Management should arrange specific training

programs for the workforce to emphasize the
importance of both emotional and social support
in organizations

(Ahmad & Kaleem, 2019)

 Summary of Literature Review
Country
Year of Research of Study
Authors Journal Study Variable Key findings of paper
Publication Method carried
out

1 Sla ̊tten, T., Personnel 2011 employees’ perceived Quantitative Norway. There are indications that employees’
Svensson, G., & Review service quality; employees’ perceived service quality has a direct
Svaeri, S turnover intentions; role negative
clarity; and empowerment effect on employees’ turnover intentions.
and coaching. The effect of empowerment, coaching, and
role clarity on
turnover intention appears to be mediated
through employees’ perceived service
quality.

2 Anders Dysvik Personnel 2009 mastery-approach Quantitative Norway Both mastery-approach goals and intrinsic
and Ba ̊rd Review goals,Intrinsic motivation motivation were
Kuvaas and Turn over significantly related to turnover intention.
 Summary of Literature Review

3 Kirschenbaum Personnel Review 2002 Past job Histories Quantitative Israel Integrating the structural and organizational
, A., & and present job approach involving both past job histories and
Mango- opportunities on present opportunities improve the predictions of
Negrin, R turn over decision turnover.

4 Deery, M. International 2008 Work life Balance Concept Papers Legislation on maximum,
Journal of and employee as well as minimum working hours, good role
Contemporary retention models at the workplace, flexible working hours
Hospitality and
Management arrangements, sound recruitment and training
opportunities and company family friendly work
policies are needed to reduce the employee
turnover.

5 Ahmad, S., & Personnel Review 2019 Workplace Mixed method, Australia Exposure to workplace bullying increases turnover
Kaleem, A. bullying and and intentions through its
Turnover Pakistan negative effect on affective well-being in
cross-cultural/national contexts.
Study Framework

Organizational Attributes

● Workplace Bullying
● Organizational Culture
Suggestions in
● Career development Literature Review
opportunities
● Training and
Employee Turnover development
● Recruitment
strategies
● Legislations on
minimum and
Personal attributes maximum
working hours.
● past experience ● Support work life
● self -evaluation balance
● Goals
● Intrinsic Motivation
● Work life Balance
References

Ahmad, S., & Kaleem, A. (2019). Zooming in on the workplace bullying and turnover intentions .

Personnel Review, 20.

Deery, M. (2008). Talent management, work-life balance and retention strategies. International Journal

of Contemporary Hospitality Management, 15.

Dysvik , A., & Kuvaas, B. (2009). Exploring the relative and combined influence of mastery-approach

goals and work intrinsic motivation on employee turnover intention. Personnel Review, 17.

Kirschenbaum, A., & Mango-Negrin, R. (2002). Past work experience, present opportunities and turnover

decisions. Personnel Review, 22.

Sla ̊tten, T., Svensson, G., & Svaeri, S. (2011). Service quality and turnover intentions as perceived by

employees. Personnel Review, 17.