PROJECT REPORT

QUALITY OF WORK LIFE

AT
ADITHYA HOSPITALS, HYDERABAD
MASTER OF BUSINESS ADMINISTRATION

Submitted by

(Student Name)

HT NO: 21WJ1E****

Under the Guidance of

Mr. K. SANDEEP REDDY

ASSISTANT PROFESSOR

School of Management studies

GURUNANAK INSTITUTIONS TECHNICAL CAMPUS

(Autonomous)
 PAGE
CHAPTER CONTENTS
NO.
INTRODUCTION
 Objectives of the study

CHAPTER - I  Need for the study

 Scope of the study

 Research Methodology

CHAPTER - II REVIEW OF LITERATURE

CHAPTER -
COMPANY PROFILE
III
CHAPTER -
THEORETICAL FRAMEWORK
IV
DATA ANALYSIS &
CHAPTER - V
INTERPRETATION
 Findings
CHAPTER -
 Suggestion
VI
 Conclusion
Annexure / Questionnaire
INDEX
 Abstract

The main objective of this research is analysis of quality work life on employee’s performance.
quality of work life is fast becoming an imperative issue to achieve the goals and objectives of
the organization in every sector be it education, service sector, organization sector, tourism,
manufacturing, etc. attrition, employees commitment, productivity etc. depend upon the
dimensions of quality of work life i.e. job satisfaction, organizational commitment, reward and
recognition, participative management, work life balance, proper grievances handling, welfare
facilities, work environment, etc. an organization offers a better QWL then it grows the healthy
working environment as well as pleased employee. high QWL can give a result in better
organizational performance, effectiveness, innovativeness, etc. consequently, to contribute better
life for all those peoples whom organizational members serve and with whom they deal and
interact.

Keywords: quality work life, employees and performance

 CHAPTER – I
INTRODUCTION

QWL provides for the balanced relationship among work, non- work and family aspects of life.
In other words, family life and social life should not be strained by working hours including
overtime work, work during inconvenient hours, business travel, transfers, vacations, etc. This
study quantifies the effects of Quality of Work Life (QWL) on employees
Several notable factors that influence quality of work life are:
• Adequate and Fair Compensation
• Safe and Healthy Working Conditions
• Opportunity to Use and Develop Human Capabilities
• Opportunity for Adithya er Growth etc…

Quality of work life refers to the level of happiness or dissatisfaction with one’s adithya er.
Those who enjoy their adithya ers are said to have a high quality of work life, while those who
are unhappy or whose needs are otherwise unfilled are said to have a low quality of work life.

INTRODUCTION

The term refers to the favorableness or unfavourableness of a total job environment for
people. QWL programs are another way in which organizations recognize their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic
health of the organization. The elements in a typical QWL program include – open
communications, equitable reward systems, a concern for employee job security and satisfying
adithya ers and participation in decision making. Many early QWL efforts focus on job
enrichment. In addition to improving the work system, QWL programs usually emphasize
development of employee skills, the reduction of occupational stress and the development of
more co-operative labor-management relations.
 Vigorous Domestic and International competition drive organizations to be more
productive. Proactive managers and human resource departments respond to this challenge by
finding new ways to improve productivity. Some strategies rely heavily upon new capital
investment and technology. Others seek changes in employee relations practices.

Human resource departments are involved with efforts to improve productivity through
changes in employee relations. QWL means having good supervision, good working conditions,
good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought
through an employee relations philosophy that encourages the use of QWL efforts, which are
systematic attempts by an organization to give workers greater opportunities to affect their jobs
and their contributions to the organization’s overall effectiveness. That is, a proactive human
resource department finds ways to empower employees so that they draw on their “brains and
wits,” usually by getting the employees more involved in the decision-making process.
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES:
To know the overall quality of work life in the organization and its impact on employees work
culture.
SECONDARY OBJECTIVES:
 To measure the level of satisfaction of employees towards the quality of work life.
 To suggest suitable measures to improve the quality of work life.
 To identify the major areas of dissatisfaction if any, and provide valuable
suggestions improving the employees satisfaction in those areas.
 To analyze the findings and suggestion for the study.
NEED OF THE STUDY
The most significant resources of an organization are human resources, without it the
organization cannot function. In fact, challenges, opportunity and also the frustration of creating
and managing organization very often originate from the people relate problems that arise within
them. People related problems often steam from the mistaken belief that people are alike, that
they may be treated identically. There would be a lot of variability in psychological features,
which demand attention.

 The basic need of the study is to know the quality of work life currently prevailing in the
organization and providing the same feedback to the organization.
 This information helps in analyzing the quality of work life existing in the organization
and thereby suggesting changes whether necessary.
SCOPE OF QUALITY OF WORK LIFE:
Quality of work life is a multi dimensional aspect. The workers expect the
following needs to be fulfilled.

 Compensation the reward for the work should be fair and reasonable.
 The organization should take adithya of health and safety of the employees.
 Job security should be given to the employees.
 Job specification should match the individuals.
 An organization responds to employee needs for developing mechanisms to allow them
to share fully in making the decisions that design their lives at work.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. The scope
of research methodology is wider than that of research methods. When we talk of research
methodology we not only talk of research methods but also consider the logic behind
the methods we use in the context of our research study and explain why we are using a
particular method or technique.

RESEARCH DESIGN
“A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure”.
Research design is the conceptual structure within which research is conducted; it constitutes the
blueprint for the collection, measurement and analysis of data. The type of research design used
in the project was Descriptive research, because it helps to describe a particular situation
prevailing within a company. Adithya ful design of the descriptive studies was necessary to
ensure the complete interpretation of the situation and to ensure minimum bias in the collection
of data.

SAMPLING TECHNIQUE
Sampling is the selection of some part of an aggregate or totality on the basis of which
a judgment about the aggregate or totality is made. Simple random sampling method was used
in this project. Since population was not of a homogenous group, stratified technique was applied
so as to obtain a representative sample. The employees were stratified into a number
of subpopulation or strata and sample items (employees) were selected from each stratum on
the basis of simple random sampling.

SIZE OF THE SAMPLE

For a research study to be perfect the sample size selected should be optimal i.e. it should neither
be excessively large nor too small. Here the sample size was bounded to 46.

DATA COLLECTION METHOD

Both the Primary and Secondary data collection method were used in the project. First time
collected data are referred to as primary data. In this research the primary data was collected by
means of a

Structured Questionnaire
The questionnaire consisted of a number of questions in printed form. It had both open-end
closed end questions in it. Data which has already gone through the process of analysis or were
used by someone else earlier is referred to secondary data. This type of data was collected from
the books, journals, company records etc.

TOOLS USED FOR ANALYSIS

 Percentage analysis.
 Chi-Square.
 Five point liker scales.
Percentage analysis:
One of the simplest methods of analysis is the percentage method. It is one of the traditional
statistical tools. Through the use of percentage, the data are reduced in the standard form with the
base equal to 100, which facilitates comparison.
LIMITATION OF THE STUDY:
 Time was the major constraint for the project.
 The study is restricted to HR dept., and can’t be generalized.
 The individual perspective appears to be different.
 Questionnaire is the major limitation for the project.
 CHAPTER – II
REVIEW OF LITERATURE

REVIEW OF LITERATURE

Quality of Work Life is becoming an increasingly popular concept in recent times. It basically
talks about the methods in which an organization can ensure the holistic well-being of an
employee instead of just focusing on work-related aspects.

It is a fact that an individual’s life can’t be compartmentalized and any disturbance on the
personal front will affect his/her professional life and vice-versa. Therefore, organizations have
started to focus on the overall development and happiness of the employee and reducing his/her
stress levels without jeopardizing the economic health of the company.

Various authors and researchers have proposed models of Quality of working life which include
a wide range of factors. Selected models are reviewed below.
Hackman and Oldham (1976)(5) drew attention to what they described as psychological growth
needs as relevant to the consideration of Quality of working life. Several such needs were
identified; Skill variety, Task Identity, Task significance, Autonomy and Feedback. They
suggested that such needs have to be addressed if employees are to experience high quality
of working life.
In contrast to such theory based models, Taylor (1979)(6) more pragmatically identified the
essential components of Quality of working life as; basic extrinsic job factors of wages, hours
and working conditions, and the intrinsic job notions of the nature of the work itself. He
suggested that a number of other aspects could be added, including; individual power,
employee participation in the management, fairness and equity, social support, use of one’s
present skills, self development, a meaningful future at work, social relevance of the work or
product, effect on extra work activities. Taylor suggested that relevant Quality of working life
concepts may vary according to organization and employee group.
Warr and colleagues (1979)(7), in an investigation of Quality of working life, considered a range
of apparently relevant factors, including work involvement, intrinsic job motivation, higher
order need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction,
happiness, and self-rated anxiety. They discussed a range of correlations derived from their
work, such as those between work involvement and job satisfaction, intrinsic job motivation and
job satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular,
Warr etal. found evidence for a moderate association between total job satisfaction and total life
satisfaction and happiness, with a less strong, but significant association with self-rated anxiety.

Thus, whilst some authors have emphasized the workplace aspects in Quality of working life,
others have identified the relevance of personality factors, psychological well being, and
broader concepts of happiness and life satisfaction. Factors more obviously and directly affecting
work have, however, served as the main focus of attention, as researchers have tried to tease out
the important influences on Quality of working life in the workplace. Mirvis and Lawler (1984)
(8) suggested that Quality of working life was associated with satisfaction with wages, hours and
working conditions, describing the “basic elements of a good quality of work life” as; safe work
environment, equitable wages, equal employment opportunities and opportunities for
advancement.
Baba and Jamal (1991)(9) listed what they described as typical indicators of quality of working
life, including: job satisfaction, job involvement, work role ambiguity, work role conflict,
work role overload, job stress, organizational commitment and turn-over intentions. Baba and
Jamal also explored reutilization of job content, suggesting that this facet should be investigated
as part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of workers.
For example, Ellis and Pompli (2002)(10) identified a number of factors contributing to job
dissatisfaction and quality of working life in nurses, including: Poor working environments,
Resident aggression, Workload, Unable to deliver quality of adithya preferred, Balance of work
and family, Shift work, Lack of involvement in decision making, Professional isolation, Lack
of recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to
learn new skills.

Sirgy et al.; (2001)(11) suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behavior, Need satisfaction based on Ancillary programmes,
Organizational commitment. They defined quality of working life as satisfaction of these key
needs through resources, activities, and outcomes stemming from participation in the workplace.
Maslow’s needs were seen as relevant in underpinning this model, covering Health & safety,
Economic and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focused on quality of work life
rather than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists
of identified factors, correlation analyses, with opinions varying as to whether such definitions
and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003)(12) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and
service workers, indicating that different concerns might have to be addressed for different
groups.
The distinction made between job satisfaction and dissatisfaction in quality of working life
reflects the influence of job satisfaction theories. Herzberg at al., (1959)(13) used “Hygiene
factors” and “Motivator factors” to distinguish between the separate causes of job satisfaction
and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that
is; job content, the work itself, responsibility and advancement. The Hygiene factors
or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal
relationships, salary, working conditions and security. Of these latter, the most common cause
of job dissatisfaction can be company policy and administration, whilst achievement can be the
greatest source of extreme satisfaction.
An individual’s experience of satisfaction or dissatisfaction can be substantially rooted in
their perception, rather than simply reflecting their “real world”. Further, an individual’s
perception can be affected by relative comparison – am I paid as much as that person - and
comparisons of internalized ideals, aspirations, and expectations, for example, with the
individual’s current state (Lawler and Porter, 1966) (1). Also explored reutilization of job
content, suggesting that this facet should be investigated as part of the concept of quality of
working life.

Some have argued that quality of working life might vary between groups of workers.
For example, Ellis and Pompli (2002)(10) identified a number of factors contributing to job
dissatisfaction and quality of working life in nurses, including: Poor working environments,
Resident aggression, Workload, Unable to deliver quality of adithya preferred, Balance of work
and family, Shift work, Lack of involvement in decision making, Professional isolation, Lack
of recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to
learn new skills.

Sirgy et al.; (2001)(11) suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behavior, Need satisfaction based on Ancillary programmes,
Organizational commitment. They defined quality of working life as satisfaction of these key
needs through resources, activities, and outcomes stemming from participation in the workplace.
Maslow’s needs were seen as relevant in underpinning this model, covering Health & safety,
Economic and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focused on quality of work life
rather than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists
of identified factors, correlational analyses, with opinions varying as to whether such definitions
and explanations can be both global, or need to be specific to each work setting.
Bearfield, (2003)(12) used 16 questions to examine quality of working life, and
distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and
service workers, indicating that different concerns might have to be addressed for different
groups.

The distinction made between job satisfaction and dissatisfaction in quality of working life
reflects the influence of job satisfaction theories. Herzberg at al., (1959)(13) used “Hygiene
factors” and “Motivator factors” to distinguish between the separate causes of job satisfaction
and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that
is; job content, the work itself, responsibility and advancement. The Hygiene factors
or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal
relationships, salary, working conditions and security. Of these latter, the most common cause
of job dissatisfaction can be company policy and administration, whilst achievement can be the
greatest source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially rooted in

their perception, rather than simply reflecting their “real world”. Further, an individual’s
perception can be affected by relative comparison – am I paid as much as that person - and
comparisons of internalized ideals, aspirations, and expectations, for example, with the
individual’s current state(Lawler and Porter, 1966) (1).

In summary, where it has been considered, authors differ in their views on the core constituents
of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr, Cook &
Wall,1979)(7).
It has generally been agreed however that Quality of Working Life is conceptually similar to
well-being of employees but differs from job satisfaction which solely represents the workplace
domain (Lawler, 1982)(15).
Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy
of perspectives that not only include work-based factors such as job satisfaction, satisfaction
with pay and relationships with work colleagues, but also factors that broadly reflect life
satisfaction and general feelings of well-being (Danna & Griffin, 1999)(16). More recently,
work-related stress and the relationship between work and non-work life domains (Loscocco &
Roschelle,1991)(17) have also been identified as factors that should conceptually be included in
Quality of Working Life.

Measurement
There are few recognized measures of quality of working life, and of those that exist few have
evidence of validity and reliability, that is, there is a very limited literature based on
peer reviewed evaluations of available assessments. A recent statistical analysis of a new
measure, the Work-Related Quality of Life scale (WRQoL)(18), indicates that this assessment
device should prove to be a useful instrument, although further evaluation would be useful. The
WRQoWL measure uses 6 core factors to explain most of the variation in an individual’s quality
of working life: Job and Adithya er Satisfaction; Working Conditions; General Well-Being;
Home-Work Interface; Stress at Work and Control at Work. The Job & Adithya er Satisfaction
Job and Adithya er satisfaction (JCS) scale of the Work-Related Quality of Life scale (WRQoL)
is said to reflect an employee’s feelings about, or evaluation of, their satisfaction or contentment
with their job and adithya er and the training they receive to do it. Within the WRQoL measure,
JCS is reflected by questions asking how satisfied people feel about their work. It has been
proposed that this Positive Job Satisfaction factor is influenced by various issues including
clarity of goals and role ambiguity, appraisal, recognition and reward, personal development
adithya er benefits and enhancement and training needs. The General well-being (GWB)scale of
the Work-Related Quality of Life scale (WRQoL)(18),aims to assess the extent to which an
individual feels good or content in themselves, in a way which may be independent of their work
situation. It is suggested that general well-being both influences, and is influenced by work.
Mental health problems, predominantly depression and anxiety disorders, are common, and may
have a major impact on the general well-being of the population. The WRQoL GWB factor
assesses issues of mood, depression and anxiety, life satisfaction, general quality of life,
optimism and happiness.

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an
individual perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW
factor is assessed through items dealing with demand and perception of stress and actual demand
overload. Whilst it is possible to be pressured at work and not be stressed at work, in general,
high stress is associated with high pressure. The Control at Work (CAW) subscale of the
WRQoL scale addresses how much employees feel they can control their work through the
freedom to express their opinions and being involved indecisions at work. Perceived control at
work as measured by the Work-Related Quality of Life scale (WRQoL)(18)is recognized as a
central concept in the understanding of relationships between stressful experiences, behavior and
health. Control at work, within the theoretical model underpinning the WRQoL, is influenced by
issues of communication at work, decision-making and decision control. The WRQoL Home-
Work Interface scale (HWI) measures the extent to which an employer is perceived to support
the family and home life of employees. This factor explores the interrelationship between home
and work life domains. Issues that appear to influence employee HWI include adequate facilities
at work, flexible working hours and the understanding of managers. The Working Conditions
scale of the WRQoL assesses the extent to which the employee is satisfied with the fundamental
resources, working conditions and security necessary to do their job effectively. Physical
working conditions influence employee health and safety and thus employee Quality of working
life. This scale also taps into satisfaction with the resources provided to help people do their jobs.
Applications

Regular assessment of Quality of Working Life can potentially provide organizations with
important information about the welfare of their employees, such as job satisfaction, general
well-being, work-related stress and the home-work interface. Studies in the UK University
sector have shown a valid measure of Quality of Working Life exists (19) and can be used as a
basis for effective interventions. Worrall and Cooper (2006)(14) recently reported that a low
level of well-being at work is estimated to cost about 5-10% of Gross National Product per
annum, yet Quality of Working Life as a theoretical construct remains relatively unexplored and
unexplained within the organizational psychology research literature. A large chunk of most
peoples’ lives will be spent at work. Most people recognize the importance of sleeping well, and
actively try to enjoy the leisure time that they can snatch. But all too often, people tend to see
work as something they just have to put up with, or even something they don’t even expect to
enjoy. Some of the factors used to measure quality of working life pick up on things that don’t
actually make people feel good, but which seem to make people feel bad about work if those
things are absent. For example, noise – if the place where someone works is too noisy, they
might get frequent headaches, or find they can not concentrate, and so feel dissatisfied. But when
it is quiet enough they don’t feel pleased or happy – they just don’t feel bad. This can apply to a
range of factors that affect someone’s working conditions. Other things seem to be more likely to
make people feel good about work and themselves once the basics are OK at work. Challenging
work (not too little, not too much) can make them feel good. Similarly, opportunities for adithya
er progression and using their abilities can contribute to someone’s quality of working life. The
recent publication of National Institute of Clinical Excellence (NICE) public health guidance 22;
Promoting mental wellbeing through productive and healthy working conditions (20)emphasizes
the core role of assessment and understanding of the way working environments pose risks for
psychological wellbeing through lack of control and excessive demand. The emphasis placed by
NICE on assessment and monitoring wellbeing springs from the fact that these processes are the
key first step in identifying areas for improvising quality of working life and addressing risks at
work.
 CHAPTER –III
INDUSTRY PROFILE
HISTORY OF HOSPITALS:
Medicine and surgery date back to the beginning of civilization because diseases preceded
humans on earth. Early medical treatment was always identified with religious services and
ceremonies. Priests were also physicians or medicine men, ministering to spirits, mind and body,
Priests/doctors were part of the ruling class with great political influences and the
temple/hospital was also a meeting place.

Medicine as an organized entity first appeared 4000 years ago in the ancient region of Southwest
Asia known as Mesopotamia. Between the Tigris and Euphrates rivers, which have their origin in
Asia Minor and merge to flow into the Persian Gulf?

The first recorded doctor’s prescription came from Sumer in ancient Babylon under the rule of
the dynasty of Hammurabi (1728-1686BC). Hummurabi’s code of law provides the first record
of the regulation of doctors ‘practice, as well as the regulation of their fees. The Mesopotamian
civilization made political, educational, and medical contributions to the later development of the
Egyptian, Hebrew, Persian and even Indian cultures.

For Hundreds of years, the Greeks enjoyed the benefits of contact and cross fertilization of ideas
with numerous other ancient peoples, especially the Egyptians. Although patients were treated by
magic rituals and cures were related to miracles and divine intervention, the Greek recognized
the natural causes of diseases and rational methods of healing were important. Hippocrates is
usually considered the personification of the rational non-religious approach to medicine, and in
480 BC, he started to use auscultation, perform surgical operations and provide historians with
detailed records of his patients and descriptions of diseases ranging from tuberculosis to ulcers.
The temples of Saturn, Hygeia and Aesculapius, the Greek god of medicine all served as both
medical schools for practitioners and resting places for patients under observation or treatment.
The Roman talent for organizations did not extent as readily to institutional adithya of the sick
and injured. Although infirmaries for the sick were established, it was only among the military
legions that a system for hospitalization was developed. After the injured were adithya d for in
field tents, the soldiers were moved to valetudinarians, a form of hospital erected in all garrisons
along the frontiers. Apparently those stone and wooden structures were adithya fully planned and
were stocked with instruments, supplies and medications. The decree of Emperor Constantine in
335 AD closed the Aesculapia and stimulated the building of Christian hospitals. Around 370AD
St Basil of Caesarea established a religious foundation in Cappadocia that includes a hospital, an
isolation unit for those suffering from leprosy and buildings to house the poor, the elderly and
the sick. Following this example similar hospitals were later built in the eastern part of the
Roman Empire. Another notable foundation was that of St Benedict at Monte Cassino, founded
early in the 6th century, where the adithya of the sick was placed above and before every other
Christian duty. It was from this beginning that one of the first medical schools in Europe
ultimately grew at Salerno and was of high repute by the 11 th Century. This example led to the
establishment of similar monastic infirmaries in the western part of the empire.

The development of efficient hospitals was an outstanding contribution of the Islamic

civilization. The Roman military hospitals and the few Christian hospitals were no match for the
number, organization and excellence of the Arabic hospitals. The Arab’s medical inspiration
came largely from the Persian Hospital in Djoundisabour (sixth century Turkey), at which many
of them studied. Returning to their homes, they founded institutions that were remarkable for the
times. During the time of Mohammed, a real system of hospitals was developed. He was the first
to order the establishment of small mobile military Bimaristan (hospital) .Asylums for the insane
were founded ten centuries before they first appeared in Europe. In addition, Islamic physicians
were responsible for the establishment of Pharmacy and chemistry as sciences. Some of the best
known of the great hospitals in the middle Ages were in Baghdad, Damascus and Cairo. In
particular, the hospitals and medical schools of Damascus had elegant rooms, an extensive
library and a great reputation for its cuisine. Separate wards were set aside for different diseases,
such as fever, eye conditions, diarrhea, wounds and gynecological disorders. Convalescing
patients were separated from sicker patients and provisions were made for ambulatory patients.
Clinical reports of cases were collected and used for teaching.
Indian Hospitals: Historical records show that efficient hospitals were constructed in India by
600 BC. During the splendid reign of King Asoka (273-232 BC), Indian hospitals started to look
like modern hospitals. They followed principles of sanitation and cesarean sections were
performed with close attention to technique in order to save both mother and child. Physicians
were appointed –one for every ten villages-to serve the health adithya needs of the populations
and regional hospitals for the infirm and destitute were built by Buddha.

The middle Ages: Religion continued to be the dominant influence in the establishment of
hospitals during the middle age. From the early fourth century to the fifteenth century trade was
almost totally suppressed and many city dwellers returned to the land. Religious communities
assumed responsibility for adithya of the sick .The rational nonreligious approach that
charactererized Greek medicine during the era of Hippocrates was lost, as hospitals became
ecclesiastical, not medical institutions. Only the hopeless and homeless found their way to these
hospitals, in which the system of separation of patients by diseases was eliminated, three to five
patients were accommodated in each bed and principles of sanitation were ignored. Surgery was
avoided, with the exception of amputation, in order not to “disturb the body” and to avoid the
shedding of blood per the church edict of 1163 that, in effect, forbade the clergy from performing
operations. Religious order emphasized nursing adithya , the first religious order devoted solely
to nursing is considered to be the St Augustine nuns, organized in approximately 1155.

Yet hospital construction increased in Europe during the middle Ages for two reasons. First,
Pope Innocent III in 1198 urged wealthy Christians to build hospitals in every town and second,
increased revenues were available from the commerce with the crusaders. The oldest hospital
still in existence are the “Hotel –Dieu” in Lyons and Paris, France. The term “Hotel-Dieu”
indicates that it is a public hospital. The earliest mention of the Hotel –Dieu in Lyons is found in
a manuscript of 580 AD, in which its establishment by Childebert is recorded. The Hotel-Dieu of
Paris was founded by Bishop Landry in 660, on the Lle de la Cite. In 1300, the hospital had an
attending staff of physicians and surgeons caring for 800-900 patients, and its capacity was
doubled in the fifteenth century. In these hospitals more attention was given to the wellbeing of
the patient’s soul than to curing bodily ailments. The growth of hospitals accelerated during the
crusades, which began at the end of the 11 th century. Pestilence and disease were more potent
enemies than the Saracens in defeating the crusaders. Military hospitals came into being along
the traveled routes: the knights Hospitalers of the Order of St John in 1099 established in the
Holy Land, a hospital that could adithya for some 2000 patients. It is said to have been
especially concerned with eye disease and may have been the first of the specialized hospitals.
This order has survived through the centuries as the St John’s Ambulance Corps.

In contrast, in Asia and Africa, during the same period, construction of effective and efficient
hospitals was spurred by Islamic rule and the Crusades. The two hospital systems enforced
sanitary measures ,performed surgery and separated patients according to disease: the Islamic
hospitals because they were still following the Greek and early Roman traditions, and the
hospitals created by the Crusaders because injuries sustained in combat necessitated surgery and
the presence of pests and contagious disease necessitated sanitary conditions and the strict
separation of patients. For the first time, medical systems of the East and the West vied for the
supremacy of medical adithya . Arab hospitals were notable for the fact that they admitted
patients regardless of religious belief, race or social order.

Renaissance Age: The renaissance period lasted from the fourteenth to the sixteenth centuries. It
received its name from the Italian “rinascita” meaning rebirth, because of the common belief that
it embodies a return to the cultural priorities of ancient Rome and Greece. The healing arts were
again characterized by a scientific, rational approach. The period also saw the beginnings of
support for hospital like institutions by secular authorities. Toward the end of the 15 th century
many cities and towns supported some kind of institutional healthadithya : it has been said that in
England there were no less than 200 such establishments that met a growing social need. The
gradual transfer of responsibility for institutional healthadithya from the church to civil
authorities continued in Europe after the dissolution of the monasteries in 1540 by Henry VIII,
which put an end to hospital building in England for some 200 years. Only the powerful
hospitals in London survived when the citizens petitioned the King to endow St Bartholomew, St
Thomas and St Mary of Bethlehem hospitals. This was the first instance of secular support of
hospitals.
The loss of monastic hospitals in England caused the secular authorities to provide for the sick,
the injured and the handicapped, thus laying the foundation for the voluntary hospital movement.
The first voluntary hospital in England was probably established in 1718 by Huguenots from
France and was closely followed by the foundation of such London hospitals as the Westminster
hospital in 1719,Guy’s hospital in 1724 and the London Hospital in 1740 .Between 1736 and
1787 hospitals were established outside London in at least 18 cities. The initiative spread to
Scotland where the first voluntary hospital, the little Hospital, was opened in Edinburgh in 1729.
If the middle ages can be seen as the period of the great hospitals, the renaissance was really the
period of the great school of medicine. Schools of medicine flourished in Germany and in central
and eastern Europe.The scientific study of human anatomy as a science were facilitated by
dissections of animals. In 1506, the Royal College of Surgeons was organized in England,
followed by organization of the Royal College of Physicians in 1528. The major contribution of
the Renaissance to the development of hospitals was in improved management of the hospital,
the return to the segregation of patients by disease, and the higher quality of medicine provided
within the hospital. Clinical surgery took great strides during this period, not only in Italy but
also in France, especially under Ambrose Pare, who introduced the ancient methods of stopping
hemorrhage by using ligatures and abandoned the barbaric system of cauterizing irons. The
academic world of northern Italy was tolerant of new cosmopolitan ideas. By the mid fifteenth
century, all major courts and cities of Europe sent their finest physicians to Italy for advanced
training.
 COMPANY PROFILE

(a) Welcome to Aditya Hospital

Aditya Hospital, Uppal is a 200-bedded super specialty hospital geared to provide high-end super
specialty services in Cardiology, Neurology, Neurosurgery, Urology, Nephrology, Plastic
Surgery, Surgical Gastroenterology, Orthopedic Surgery, High Risk Obstetrics & Gynaecology,
Laparoscopic Surgeries and Polytrauma & Critical Care.

Practicing medicine as it should be practiced.

Adithya is one of the fastest growing hospital chains in India, engaged in providing primary as
well as tertiary healthadithya services. It is a hospital chains that is founded and managed by
professionals with a mission and a passion for providing healthadithya for the needy. At Adithya
, the growth has been phenomenal. From a 100-bed single specialty Heart Institute facility
focusing on cardiac adithya in Uppal (Hyderabad), Adithya has become a multi-specialty
hospital chain comprising of 1600 beds across 12 hospitals.

Adithya ’s reputation for its humanitarian and selfless service has ranked this esteemed
institution as the fourth largest healthadithya provider in India (CRIS-INFAC report, 2006). Our
effort to provide quality health adithya with compassion has rewarded us with the honor of
being the top healthadithya provider in Andhra Pradesh. With the service-oriented
Healthadithya delivery model, Adithya is geared to provide cost effective and user friendly
medication. Despite the intense competition and intense marketing tactics employed by multiple
commercial corporate organizations, Adithya has carved a niche for itself by garnering the best
reputation amongst the local masses. Armed with the best of the facilities in areas of Education,
Research, patient adithya and highly qualified professionals, Adithya endeavors to match global
benchmarks and conquer healthadithya market in the second decade of its establishment.

HISTORY

A movement called ‘Adithya ’ took birth in the year 1997, when Padmashri Dr. B. Soma Raju
led a team of medical professionals to set up the first Adithya Hospital. It opened a new chapter
in the history of health adithya . The driving force of Compassion, Concern, Adithya , coupled
with single minded objective – the recovery of the patient is been the fountainhead of inspiration.
Today, within a span of 10 years, Adithya has emerged as the leading name in health adithya
and has earned a reputation for humanitarian and self less service. But, most importantly,
Adithya has the undivided faith of millions.

The origins of Adithya can be traced to 1983 when a team of cardiologists, led by Padmashri Dr.
B Soma Raju, set up a synergy for professional excellence in the cardiology department of the
Nizam’s Institute of Medical Sciences (NIMS) in Hyderabad. The idea was to propel the
cardiology department into one of the top centers in the country. The synergy gave momentum to
the purpose and accelerated the birth of Adithya 13 years later. The team collaborated with
scientists to make healthadithya affordable through the development of indigenous medical
technologies. It was the development of India’s first coronary stent (Kalam-Raju stent) that
inspired the creation of Adithya Hospital in 1997 to nurture a model that makes quality medical
adithya affordable and accessible.

At the outset, Adithya earned accolades and appreciation from one and all for its expertise in
heart adithya . It continues to set new benchmarks not only in heart adithya , but also expanded
its horizons by becoming a leading Multi-specialty Health Adithya Provider. Through the years,
Adithya has emerged as:

The Single Largest Team of Cardiologists and Cardiac Surgeons in the country.
 A Multi-specialty hospital with round the clock availability of Cardiologists, Cardiac
Surgeons, Neurologists, Critical Adithya Specialists, Anaesthiologist, etc.

A hot-bed for many National and International Clinical Researches with close to 15
ongoing International clinical trials.

An Institution with strong ethos and unflinching devotion to Ethical medical practice.
Institute par excellence with continuous updating of medical knowledge and putting it
into practice.

A model hospital for High Doctor-Patient and Nurse-Patient Ratio.

An enviable solution and a role model to the ever demanding patient satisfaction through
its physician-cooperative model.

VISION

To evolve as a unique university-based health centre where the quest for new knowledge
would continuously yield more effective and more compassionate adithya for all.
To nurture a new generation of professionals of life-long commitment, dedication,
knowledge, skills, wisdom and values.

To strive for public trust and maintain medicine’s humane and noble place among
professions.

To be globally competitive in healthadithya and related businesses integrating local

culture and ethos

MISSION

At Adithya , our mission is more than just a statement; it’s the cornerstone of all our efforts:
“To provide the best and cost-effective adithya , accessible to every patient, through integrated
clinical practice, education and research, delivered with compassion, adithya and concern
through team spirit and transparency.”

OBJECTIVES
 Upgrade its education and Research wing on par with the international standards and
consequently develop healthadithya solutions for under developed and developing areas.

 Register a phenomenal growth by adding 5000 beds in the next five years.

 Offer unique platform to various partners and collaborators, both national and
international, to innovate in healthadithya delivery systems, coverage systems like
microfinance/ micro insurance, medical education and research.

 Develop healthadithya solutions for underdeveloped and developing countries.

 To develop comprehensive healthadithya delivery model that suits our population.

 To develop centers of excellence in medical specialties.

 To compromise the obsolete and seek excellence through effective and up-to-date
technology and service.

 Undertake clinical practice through high-end education and research.

 Create a web of PCD clinics, corporate health plans, and associates program to leverage
the use of technology and gain access to remote areas.

VALUES AND PRINCIPLES

The corner stone of values practiced at Adithya stem from our ideology of ‘to put patient’s
interests first’. The ideology dictates every aspect of the clinical governance, patient adithya and
the work culture. The great heights we have achieved in delivering medical adithya with
exceptional quality have been a result of these values-based health services.
  PRACTICE: Practice medicine as an integrated team of compassionate physicians,
scientists and allied health professionals.
 EDUCATION: Service through efficient training and education of physicians, nurses and
allied health professionals.
 RESEARCH: Conduct basic as well as advanced clinical research to improve patient
adithya and quality in every service we undertake to offer.
 MUTUAL RESPECT: Treat everyone with respect and dignity.
 COMMITMENT TO QUALITY: Continuously strive to improve all processes that
support patient adithya , education and research.
 WORK ATMOSPHERE: Foster teamwork, personal responsibility, integrity, innovation,
trust and communication.
 SOCIETAL COMMITMENT: Support society we live in by assisting patients with
limited financial resources.

 FINANCES: Allocate resources within the context of system rather than its individual
entities.

Adithya

Adithya aims at providing a holistic approach to healthadithya . Our logo has been crafted with
this thought in mind. Through the explanation of our logo and identity, we endeavor to help
partners, branch organizations, shareholders and esteemed patients understand Adithya and its
entity better.

Brand Identity and Name are largely dependent on the Logo. People identify an organization
with its Logo. It is a Logo that states in part the organizations ethics and values. The following
list explains the Adithya Logo

 The bold rectangular surrounding the frame logo exemplifies the well defined framework
within which Adithya operates.
  Each stroke that makes the pedestal identifies the multi-disciplinary teams working at
Adithya .
The Foundation under the field depicts a level field for all, and talks about Adithya ’s
transparent dealings.
 On top of the towering pedestal, the figure lending a helping hand signifies a professional
standing on excellence, while a figure he’s helping up represents a patient down with
disease.

 The color purple represents nobility and spirituality. And hence, it brings about certain
spiritual calmness to those who come in contact with it.

MANAGEMENT
Every organization or Group’s growth and prosperity is largely dependent on the leadership of
the organization. It is an indisputable fact that Adithya Group of Hospitals has grown in
reputation and profits primarily because of the governance and leadership. Adithya ’s
governance and leadership team has been undoubtedly responsible for the growth of Adithya as a
Hospital Group. The following are the team of people responsible for Adithya governance and
leadership:

OUT-PATIENT DEPARTMENT (OPD)

We provide a large range of consultative, diagnostic and surgical services to people whose health
complaints do not warrant hospitalization through our Out-Patient Dept. (OPD) Services. A well-
equipped laboratory supports our OPD. The OPD area is well connected with other departments
for providing comprehensive services under one roof. Our dedicated staff delivers an accurate
assistance to patient and their attendants. The Hospital is geared to handle any complicated case
at any time. Our OPD has provision of 12 consultations. The Department is designed with the
prime idea of reducing waiting time for registration, consultations and investigations.

The Out Patient Department includes the following:

 Out Patient desk

 Appointments
 Reception and Enquiry Help
 Billing and Cash Management “COUNTER”

ADITHYA MANAGEMENT TEAM

Uppal
T SATISH KUMAR – MANAGING DIRECTOR
T VINAYENDER – DIRECTOR
K SUNIL KUMAR – MEDICAL DIRECTOR

Abids
DR. T YADAIAH – CHAIRMAN
DR. T SATISH KUMAR – MANAGING DIRECTOR
T KISHORE – DIRECTOR
DR. T ADILAKSHMI – DIRECTOR

SPECIALITIES

Medical science has different branches to address special adithya for patients with various kinds
of diseases and disorders. To give its patients the best available adithya , Adithya Groups of
Hospitals has under its auspice various speciality divisions that cater to various aspects of
treatment. Each speciality centre is manned by extremely qualified doctors, nurses and lab
technicians. They are well-versed in knowledge and treatment of the specific disorder. Extreme
adithya is taken to ensure that patients are given the best available treatment so that no patient
goes back disappointed. The Specialities Centre is divided into departments and each department
is divided into specific division. Fine branching of each department is done to ensure that
patients get complete personal adithya and their ailment is treated with utmost precision. The
Specialities Centre is divided into four departments:
 Department of Medicine

The Department of Medicine is a specific branch in the Specialties center that caters to all
aspects of Medicine including Anaesthesiology, Internal Medicine to Blood Bank. Every
possible aspect of Medicine has been developed into a division to help patients access
adithya and facilitate their early recovery.

 Department of Surgery

The Department of Surgery specifically caters to all aspects of surgery. Modern medical
advancement has enabled doctors to specialize in each body part and advance their
degree enabling them to understand each body part separately. Each surgical division is
responsible for each body part and the doctors who work in these divisions have studied
and understood the respective body part in details. Their surgical skills are specifically
directed to the particular body part. This specializations helps patient to recover as their
specific problem is being addressed.

 Department of Laboratory Medicine

Each aspect of Laboratory-related medicine is available here. Patients find every possible
tests available and the Labs are manned by expert technicians.

 Department of Imaging Services

Imaging Services are also available at all Adithya Clinics so that patients need not search
other hospitals or laboratories to get their imaging services done. These are state-of-the-
art services with the best of technology available in India as well as across the globe.

 Institute Of Excellence
Adithya has under its auspice Institutes of Excellence. As the name suggests, these
Institutes are places that have developed their high standards and are reputed centres that
cater to all aspect of medicine and patient adithya . These Institutes have gained
excellence in their respective fields. In fact, they have become world famous and these
Institutes are manned by doctors who are perfect in their branch of medicine. Not only
are these centres for patient adithya but also are fine research institutes that delve deeper
into their respective branches of medical science. These Institutes of Excellence include:

o Institute for Heart Diseases

o Cardiology
Cardiothoracic Surgery

o Interventional Cardiology

o Institute for Kidney Diseases

o Nephrology
Urology

o Institute for Chest Diseases

o Institute for Neuro-Sciences

o Neurology
Neurosurgery
Neuroradiology

o Institute for Emergency Medicine and Critical Adithya

o Emergency Medicine

o Critical Adithya

o Institute for Digestive Diseases

 o Gastro-Enterology
Surgical Gastro-Enterology

o Institute of Oncology

o Medical Oncology

o Surgical Oncology Radio-therapy

o Institute of Bones and Joints

o Adithya Research Institute

AWARDS

Gold Medals

 Prof Natesa Pandian Annual Oration (IAE)

 Prof P S Rao Annual Oration (AP CSI)
 Prof Krishnam Raju Annual Oration (AP CSI)
 Bijoy Khanderia Presidential Annual Oration (IAE)
 Distinguished Scientist Medal of Honor

Awards

 Best Paper Presentation

 Best Nursing Student Annual Award
 DNB Cardiology Trainee Bags Prestigious Award
 Honor for Adithya Nephrologist
 Adithya Cardiologists elected to Editorial Board of Journal of Indian Academy of
Echocardiography
 International Recognition for Adithya Cardiologists

RESEARCH
Research programmes are generally undertaken by the Academic Cell and Research Centre. The
Academic Cell and Research Centre (ACRC), the clinical unit of the Adithya Foundation was
started in July 1999 under the guidance of Adithya Foundation and Adithya Hospital to promote
research in various areas like drug trials, in-house and international projects. The team comprises
of a Coordinator, Research Associates and Research Assistants who coordinate the various
activities and maintain quality in research as per ICH/GCP and ICMR guidelines. There are
currently 70 studies being carried out under the ACRC of which 11 are International studies.
There are about six publications and more than 15 abstracts made in Journals from the data
generated in the registry and from the projects undertaken.
Adithya TECHNOLOGY
Ever since its establishment, Adithya has constantly proved its merit through evolving cost-
effective medical products and procedures. The perfect rganiz of cutting edge-research, advanced
technology combined with the experience and insight of the expertise, heralded a medical
technology that saw many firsts in the Health adithya arena. Along with these path-breaking
inventions that are the first of its kind, Adithya has imported the highly efficient and the best-of-
its-kind equipment and procedures to enable state-of-the-art treatment to its patients. These state-
of-the-art technological equipments are the first of its kind and unique to Adithya . It is these
technically and medically advanced equipment and technology that makes Adithya a step above
other – a truly unique organization.
SOCIAL Adithya
Adithya Hospitals is one of the finest multi-specialty hospitals across the world. Adithya is,
perhaps, one of the few medical institutions that not only provide quality medical healthadithya
at a reasonable price, but also develop a holistic approach to healthadithya by incorporating the
best from various forms of medicine.
PHILONTHROPY
With the stated mission of making healthadithya affordable, Adithya Hospitals along with
Adithya Foundation mooted the idea of generating a corpus of funds that help economically
weaker sections of the Society avail treatments that cost astronomical amounts. Through the
Foundations rigorous efforts many not-so-fortunate have been able to realize the dream of
quality medical adithya .
LITTLE HEARTS
Nine in 1000 children are born with congenital heart abnormality. Unless corrected, these
children live a handicapped life and die at an early age. Eight out of ten such children can lead a
normal life if timely correction is done. The treatment costs between Rs. 75,000 to Rs. 2,
00,000 depending upon the complexity of the abnormality. Most of such children come from
poor families and the parents are not in a position to afford the treatment.

 An integrated team of Pediatric cardiologists, Pediatric cardiothoracic surgeons and

specially trained paramedics is a necessity for these treatments. Also, specially created
facilities need to be in operation to protect the little patients from infections. Only about
10 Centers in the country have the necessary infrastructure and expertise in these areas.
Adithya prides itself in being one of them.

 In July 2003, H.E. Dr APJ Abdul Kalam, The President of India, offered a personal
donation of Rs. 100,000 to Adithya Foundation to initiate a Project in this area. The
Project is named as Little Heart Project. The primary aim of the project is to channel the
goodwill of people, NGO’s and Institutions towards needy children.

 Adithya Hospital has all the required facilities and an exclusive Pediatric ward. The all-
inclusive package cost price of a typical surgical procedure is Rs. 1, 10,000. Adithya has
subsidized it to Rs. 90,000 for such cases and also offers free diagnostic tests, such as X-
Ray, ECG, Echocardiography, Blood examination, etc. and consultation. The existing
PMRF and CMRF schemes can provide Rs. 45,000. The remainder of Rs. 45,000 or
more, if required, will be covered out of the donations received. The Rotary International
has come forward to offer Rs. 25,000 per child on a selective basis (based on their
Criteria).

 A 5-member committee of prominent citizens has been constituted under the

chairmanship of Justice Shri B P Jeevan Reddy to oversee the Project and ensure delivery
of high quality treatment to the patients and proper utilization of project funds.

 President A P J Kalam was the first donor to the Little Heart Foundation.
 CHAPTER – IV
THEROTICAL FRAME WORK
The Adithya People Philosophy

Since its establishment, the Adithya Group had a people-oriented culture. The group
always hired fresh graduates from leading hotel management institutes all over India so that it
could shape their attitudes and develop their skills in a way that fitted its needs and culture. The
management wanted the new recruits to pursue a long-term adithya er with the group. All new
employees were placed in an intensive two-year training program, which familiarized them with
the business ethos of the group, the management practices of the organization, and the working
of the cross-functional departments.

The employees of the Adithya Group were trained in varied fields like sales and
marketing, finance, hospitality and service, front office management, food and beverages,
projects, HR and more. They also had to take part in various leadership programs, so that they
could develop in them a strong, warm and professional work culture. Through these programs,
the group was able to assess the future potential of the employees and the training required to
further develop their skills. The group offered excellent opportunities to employees both on
personal as well as organizational front. In order to achieve ‘Adithya standards’, employees were
made to undergo a rigorous training program. The group strove hard to standardize to all its
processes and evolve a work culture, which appealed to all its employees universally.

Section I.02 KEY POINTS OF THE Adithya CHARTER

Some of the key points of the Adithya Charter are given below:
 Every employee of the Adithya Group would be an important member in the Adithya
family.
 The Adithya family would always strive to attract, retain and reward the best talent in the
industry.
 The Adithya family would commit itself to formal communication channels, which
would foster transparency.
Apart from adopting stringent measures to improve performance, Adithya also recognized and
rewarded its best employees across all levels of the organization.
THE HUMAN FACTOR
HR has also discovered the lost art of listening. Employee satisfaction surveys and primary
mood reflectors within the organization have become sacred. This helps in targeting employee
irritants and executing policy changes. Also, HR is more transparent than ever before.
Companies are providing direct personal interaction through around-the-clock telephone or
intranet / Internet access. For example, Adithya has a HR help desk where employees can call in
with any HR-related questions. Currently operational in about three to four locations, Adithya
plans to expand this unique facility to all its centres.

Jobs are out, adithya ers are in. And HR is assuming the responsibility for plotting the

adithya er paths and growth of the employees. Most software engineers have a three-point

agenda: globetrotting, annual promotions and acquiring millionaire status.

Adithya , India’s first hospital, offers a host of other tangible and intangible benefits
to transform its employees into world-class professionals. It supports a rotation policy where
employees’ discipline is changed every two years, to expose them to different geographies,
projects and technologies. Training and continuing education programmes are compulsory.
Likewise, the Adithya draws up an extensive training calendar at the beginning of the year for its
employees.
EMPLOYEE RELATIONS PRACTICES
Beyond structural interventions in the way people work together, virtually everything the
human resource department does impacts employee relations directly or indirectly. Many
activities are largely unnoticed by employees, including, for example, recruitment, selection,
benefits administration and other important functions. Other activities only affect employees
periodically, such as performance and salary review sessions. However, the department directly
impacts individual QWL and employee involvement through its communications, counseling,
and disciplinary practices.
 Employee relation activities are shared with supervisors because of the growing
complexity of organizations, laws, and union-management relations. Earlier in this century, for
example, supervisors were solely responsible for employee relation practices and hiring, which
led to unethical practices, such as favoritism and kickbacks to supervisors. Today, with the need
for uniform, legal, and corporation wide approaches, human resource specialists are given
considerable responsibility for employee relations. The result is a dual responsibility between the
department and supervisors. Of course, supervisors remain responsible for communicating task-
related requirements. They are also responsible for counseling and disciplining their employees,
within the guidelines established by the department. But, when serious problems are uncovered
in counseling or a major disciplinary action is planned, human resource specialists are commonly
involved to ensure fairness and uniformity of treatment.

(a) EMPLOYEE COMMUNICATION

Information is the engine that drives organizations. Information about the organization,
its environment, its products and services, and its people is essential to management and
workers. Without information, managers cannot make effective decisions about markets
or resources, particularly human resources. Likewise, insufficient information may cause
stress and dissatisfaction among workers. This universal need for information is met
through an organization’s communication system. Communication system provides
formal and informal methods to move information through an organization so that
appropriate decisions can be made.
All rganizations have human resource communication systems. Most rganizations use a
blend of formal, systematically designed communication efforts and informal, ad hoc
arrangements. For convenience, most of these approaches can be divided into downward
communication systems, which exist to get information to employees, and upward
communication systems, which exist to get information from employees.

Grapevine communication is an informal system that arises spontaneously from the social
interaction of people in the organization it is the people-to-people system that arises naturally
from the human desire to make friends and share ideas. The human resource department has an
interest in the grapevine because it provides useful, off-the-record feedback from employees, if
human resource specialists are prepared to listen, understand, and interpret the information.
 In-house complaint procedures are formal methods through which an employee can
register a complaint. These procedures are normally operated by the human resource department
and require the employee to submit the complaint in writing. Then an employee relation
specialist investigates the complaint and advises its author of the results.

Rap sessions are meetings between managers and groups of employees to discuss
complaints, suggestions, opinions or questions. These meetings may begin with some
information sharing by management to tell the group about developments in the company.
However, the primary purpose is to encourage upward communication, often with several levels
of employees and lower-level management in attendance at the same time. When these meetings
are face-to-face informal discussions between a higher-level manager and rank-and-file workers,
the process may be called deep-sensing if it attempts to probe in some depth the issues that are
on the minds of employees. These sessions also are called vertical staffing meetings because they
put higher-level managers directly in touch with employees. Constructive suggestions sometimes
emerge from these meetings.

Suggestion systems are a formal method for generating, evaluating and implementing
employee ideas. This method is likely to succeed if management provides prompt and fair
evaluations, if supervisors are trained to encourage employee suggestions, and if top
management actively supports the program. Unfortunately, evaluations often take months to
process or supervisors see suggestions as too much work for them with few personal benefits. As
a result, many company suggestion plans exist on paper but are not very effective.

Attitude surveys are systematic methods of determining what employees think about their
organization. These surveys may be conducted through face-to-face interviews, but they are
usually done through anonymous questionnaires. An attitude survey typically seeks to learn what
employees think about working conditions, supervision and personnel policies. Questions about
new programs or special concerns to management may also be asked. The resulting information
can be used to evaluate specific concerns, such as how individual managers are perceived by
their employees.
 CHAPTER-V
DATA ANALYSIS AND INTERPRETATION
1. Are you satisfied with your salary package?
a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied

OPINION NO. OF. RESPONDENTS PERCENTAGE

Highly satisfied 25 50
satisfied 15 30
neutral 4 8
Dissatisfied 6 12
Highly dissatisfied 0 0
Total 50 100

30

25

20

15

10
NO OF RESPONDENTS
5 PERCENTAGE

0
ED ED AL ED ED
SFI SFI TR
SFI SFI
TI TI EU AT
I
AT
I
SA SA N S S
LY IS IS
H D D
IG LY
H G H
I
H

Interpretation: from the above the salary package is highly satisfied by 50% people.
2. How far you are satisfied with your current job?
Highly satisfied
a) satisfied
 b) Neutral
c) Dissatisfied
d) Highly Dissatisfied

OPINION NO. OF. RESPONDENTS PERCENTAGE

Highly satisfied 23 46
satisfied 15 30
neutral 10 10
Dissatisfied 2 4
Highly dissatisfied 0 0
Total 50 100

50

45

40

35

30

25 Series 1
Series 2
20

15

10

0
highly satisfied satisfied neutral dissatified highly dissatisfied

Interpretation: above it shows that most of the people 46% are highly satisfied with the
current job
3. Is the organization providing casual leave with pay?

a) Strongly Agree
 b) Agree
c) Moderate
d) Disagree
e) Strongly Disagree

OPINION NO. OF. RESPONDENTS PERCENTAGE

Strongly agree 14 28
Agree 12 24
Moderate 24 48
Disagree 0 0
Strongly disagree 0 0
Total 50 100

50
45
40
35
30
25 Series 1
20 Series 2

15
10
5
0
strongly agree agree moderate disagree strongly
disagree

Interpretation: it shows that most of the people opinion is moderate regarding the
casual leave with pay from the organization.
4. What do you feel about the medical facilities provided by the concern?
a) Strongly Agree
b) Agree
 c) Moderate
d) Disagree
e) Strongly Disagree

OPINION NO. OF. RESPONDENTS PERCENTAGE

Strongly agree 13 26
Agree 27 54
Moderate 7 14
Disagree 3 6
Strongly disagree 0 0
Total 50 100

60

50

40

30 Series 1
Series 2
20

10

0
strongly agree agree moderate disagree strongly
disagree

Interpretation: almost 54 % feel that the medical facilities provided by organization concern
seems to be agreed.
5. Are you satisfied with the bonus provided to you?
a) Strongly Agree
b) Agree
 c) Moderate
d) Disagree
e) Strongly Disagree
f)
OPINION NO. OF. RESPONDENTS PERCENTAGE
Strongly agree 9 18
Agree 15 30
Moderate 24 48
Disagree 2 4
Strongly disagree 0 0
Total 50 100

50
45
40
35
30
25 Series 1
20 Series 2

15
10
5
0
strongly agree agree moderate disagree strongly
disagree

Interpretation: 18% people are strongly agreeing the bonus provided by

the organization and 30 % are agreeing and 48% are moderately agreeing
the bonus by the organization.
6Are you satisfied with your canteen facility?

a) Highly satisfied
 b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
OPINION NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 14 28
satisfied 26 52
neutral 9 18
Dissatisfied 1 2
Highly dissatisfied 0 0
Total 50 100

no of respondents
9
14
1

highly satisfied
satified
neutral
dissatified
highly dissatisfied

26

Interpretation: 28% strongly agree 52% just agree 18% are neutral with services provided by
the canteen of the organization.

7.How far you are satisfied with the ESI and PF given by the organization?

a) Strongly Agree
b) Agree
 c) Moderate
d) Disagree
e) Strongly Disagree

OPINION NO. OF. RESPONDENTS PERCENTAGE

Strongly agree 9 18
Agree 11 22
Moderate 30 60
Disagree 0 0
Strongly disagree 0 0
Total 50 100

no of respondents

strongly agree
agree
moderate
disagree
strongly disagree
11
30

Interpretation:18% strongly agree and 22% agree and 60% moderately agree the ESI and PF
provided by the organization.

8. To what extend you are satisfied with the safety and healthy working conditions?

a) Highly satisfied
b) satisfied
c) Neutral
 d) Dissatisfied
e) Highly Dissatisfied

OPINION NO. OF. RESPONDENTS PERCENTAGE

Highly satisfied 12 24
satisfied 14 28
neutral 24 48
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 50 100

50
45
40
35
30
25
20
no of respondents
15 percentage
10
5
0
d d l d d
fie fie tra fie fie
tis tis ne
u
at
is
at
is
y sa sa s s s s
hl di di
g ly
hi gh
hi

Interpretation: 28% agree and 48% are neutrally satisfied with the safety and healthy
working conditions.

9. What do you feel about the job security in your organization?

a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
 e) Highly Dissatisfied

OPINION NO. OF. RESPONDENTS PERCENTAGE

Highly satisfied 10 20
satisfied 12 24
neutral 27 54
Dissatisfied 1 2
Highly dissatisfied 0 0
Total 50 100

60

50

40

30

20 no of respondents
percentage
10

0
d d l d d
i fe fie tra fie fie
tis ti s
ne
u ti s ti s
sa sa s sa sa
y di is
g hl l yd
hi gh
hi

Interpretation: only 24 % people are satisfied and 54% are neutral with feel about the job
security in your organization

10. Are you satisfied with the promotion policies in your organization?

a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
 OPINION NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 9 18
satisfied 16 32
neutral 25 50
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 50 100

50
45
40
35
30
25
20
no of respondents
15 percentage
10
5
0
d d l d d
fie fie tra fie fie
is is u is is
s at s at ne s at s at
ly s s
h di y di
ig l
h gh
hi

Interpretation: 50% are neutrally satisfied with the promotion policies in your organization

11. What do you think about the quality of work life in the organization?
a) very good
b) Good
c) Ok
d) Bad
e) Very bad

OPINION NO. OF. RESPONDENTS PERCENTAGE

 Very good 9 18
Good 11 22
Ok 30 60
Bad 0 0
Very bad 0 0
Total 50 100

60

50

40

30 no of respondents
percentage

20

10

0
very good good ok bad very bad

Interpretation: 60% are ok with about the quality of work life in the organization

12. The company communicates every new change that takes place from time to time.
a) Strongly Agree
b) Agree
c) Moderate
d) Disagree
e) Strongly Disagree
OPINION NO. OF. RESPONDENTS PERCENTAGE
 Strongly agree 13 26
Agree 15 30
Moderate 20 40
Disagree 1 2
Strongly disagree 1 2
Total 50 100

40

35

30

25

20 no of respondents
percentage
15

10

0
strongly agree moderate disagree strongly
agree dissagree

Interpretation: 26% agree and 40% are moderate with the company communicates every new
change that takes place from time to time

13. To what extend the cordial relationship exist among the employees and superiors?

a) Strongly Agree
b) Agree
c) Moderate
d) Disagree
e) Strongly Disagree
 OPINION NO. OF. RESPONDENTS PERCENTAGE
Strongly agree 08 16
Agree 15 30
Moderate 25 50
Disagree 1 2
Strongly disagree 1 2
Total 50 100

50

45

40

35

30

25 no of repsondents
20 percentage

15

10

0
strongly agree moderate disagree strongly
agree disagree

Interpretation: 50% people are extending the cordial relationship exist among the employees
and superiors.

14. How far you are satisfied with the training given by the employer?

a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
 OPINION NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 13 26
satisfied 14 28
neutral 22 44
Dissatisfied 1 2
Highly dissatisfied 0 0
Total 50 100

45
40
35
30
25
20
15 no of respondents
percentage
10
5
0
d d l d d
fie fie tra fie fie
is is u is is
s at s at ne s at s at
ly s s
h di y di
ig l
h gh
hi

Interpretation: 28% are satisfied and 40% are neutral with the training given by the employer

15. Are you satisfied with the training method used in your organization?

a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
OPINION NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 9 18
 satisfied 14 28
neutral 27 54
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 50 100

no of respondents
9

highly satisfied
satisifed
neutral
27 dissatisfied
highly dissatisifed

14

Interpretation: from the above 54% are neural with training method used in your organization

16. How do you find the performance appraisal methods adopted by your management?
a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
OPINION NO. OF. RESPONDENTS PERCENTAGE
Highly satisfied 7 14
satisfied 13 26
neutral 28 56
 Dissatisfied 2 4
Highly dissatisfied 0 0
Total 50 100

60

50

40

30

20 no of respondents
percentage
10

0
d d l d d
fie fie tra fie fie
it s it s u is is
sa sa ne s at s at
y s is
hl di yd
g
hi g hl
hi

Interpretation: 26% satisfied and 56% are neutral with the performance appraisal methods
adopted by your management
 CHAPTER-V
FINDINGS
SUGGESTIONS
CONCLUSION
 FINDINGS FROM THE STUDY

 50% of employees are satisfied with the salary package.

 59% of employees are satisfied with the current job.
 41% of employees are satisfied with casual leave with pay.
 39% of employees are satisfied with the medical facilities.
 45% of employees are satisfied with the bonus.
 43.5% of employees are satisfied with the canteen facility.
 44% of employees are satisfied with the ESI & PF.
 50% of employees are satisfied with the healthy and safety working conditions.
 63% of employees are satisfied with the job security.
 43.5% of employees are satisfied with the promotion policy.
 44% of employees are neutral with quality of work life.
 39% of employees are satisfied with the attention of changes.
 54% of employees are satisfied cordial relationship among employees.
 45% of employees are satisfied with training.
 52% of employees are satisfied with performance appraisal.
 50% of employees are satisfied with grievance redressal.
 59% of employees are highly dissatisfied with reward recognition.
 41% of employees are satisfied with the adithya er development.
 48% of employees are satisfied with the freedom given to the employee for doing their
own work.

From the chi square table there is no significant difference between the age and the quality of
work life.
 SUGGESSTIONS
 Improving more policies and some good entertainment and relaxation programs for employees.
 Improving good relationship with employees and providing friendly environment in the organization.
 Making the employees to enjoy the work.

 Establish adithya er development systems

 Help to satisfy the employees esteem needs.
 Gift vouchers for the top performers in the department for giving an innovative
idea for solving problems which is cost saving, time saving and is beneficial to the
organization.
 CONCLUTIONS
Social security scheme as well as welfare measures that are undertaken by the company are
appreciable. These measures are not only for the company but also for the employees through
satisfaction levels a company can ascertain whether an employee has shown his/her best
performance on given job.

Welfare measures of the employees should be taken seriously by the top management to improve
the satisfaction level by providing various benefits and facilities to them.
 BIBLIOGRAPHY

Batt R (2002), ‘Managing Customer Services: Human Resource Practices, Quit Rates and
Sales Growth’ Academy of Management Journal 45: 3

Bosalie and Dietz (2003), ‘Commonalties and Contradictions in Research on

Human Resource Management and Performance’, Academy of Management Conference,
Seattle, August

Bosworth D (forthcoming), The Determinants of Enterprise Performance,

Manchester University Press Collis D, Montgomery C (1997), Corporate Strategy:
Resources and the Scope of the Firm, Magraw Hill Professional Book Group
BOOKS:
 Research methodology, C R Kothari from New Age Publication
 Human Resources Management, K. Ashwathappa 4thedition.
 Human Resources Management, V.S.P.Rao from Excel New Publication, New Delhi.

NEWS PAPERS:

TIMES OF INDIA
THE ECONOMIC TIMES
WEB SOURCES
 http://www.adityahospital.com/
 www.citehr.com
 www.hr.com
 www.hr4you.com
 www.corehr.com
 www.hrworld.com
 www.hemax.com
 QUESTIONARE
PERSONAL DATA:
Name
AGE:
a) below 25 yrs
b) 25-35 yrs
c) 35-45 yrs
d) 45-55yrs
e) Above55yrs
Educational Qualification: _______________________
Marital status: _______________________
Department: _______________________
Designation: _______________________
Experience:
a) Less than 5 yrs
b) 5-10 yrs
c) 10-15 yrs
d) 15-20yrs
e) Above20 yrs

Are you satisfied with your salary package?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
2. How far you are satisfied with your current job?

e) Highly satisfied
f) satisfied
g) Neutral
 h) Dissatisfied
i) Highly Dissatisfied

3. Is the organization providing casual leave with pay?

f) Strongly Agree
g) Agree
h) Moderate
i) Disagree
j) Strongly Disagree
4. What do you feel about the medical facilities provided by the concern?

f) Strongly Agree
g) Agree
h) Moderate
i) Disagree
j) Strongly Disagree
5. Are you satisfied with the bonus provided to you?

g) Strongly Agree
h) Agree
i) Moderate
j) Disagree
k) Strongly Disagree
6. Are you satisfied with your canteen facility?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
7. How far you are satisfied with the ESI and PF given by the organization?

f) Strongly Agree
g) Agree
h) Moderate
i) Disagree
j) Strongly Disagree
8. To what extend you are satisfied with the safety and healthy working conditions?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
9. What do you feel about the job security in your organization?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
10Are you satisfied with the promotion policies in your organization?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
11. What do you think about the quality of work life in the organization?
f) very good
g) Good
 h) Ok
i) Bad
j) Very bad
12. The company communicates every new change that takes place from time to time.
f) Strongly Agree
g) Agree
h) Moderate
i) Disagree
j) Strongly Disagree
13. To what extend the cordial relationship exist among the employees and superiors?

f) Strongly Agree
g) Agree
h) Moderate
i) Disagree
j) Strongly Disagree
14. How far you are satisfied with the training given by the employer?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied

15. Are you satisfied with the training method used in your organization?

f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
16. How do you find the performance appraisal methods adopted by your management?
f) Highly satisfied
g) satisfied
h) Neutral
i) Dissatisfied
j) Highly Dissatisfied
17. Are you satisfied with the Grievance Redressel?

a) Highly satisfied
b) satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
18. Are you getting reward as means of recognition?
a) YES
b) NO
19. What is the scope of your adithya er development in the organization?

a) Very high
b) High
c) Moderate
d) Low
e) Very low
20. Do they give freedom to decide how to do your own work?
a) Very true
b) True
c) Somewhat true
d) Not too true
e) Not at all true