Professional Documents
Culture Documents
TOPICS
Page
NO.
No.
Executive Summary
CHAPTER-1 Introduction
3-8
9-23
25-33
35-38
40-72
73-74
CHAPTER-6 Annexure
a) Questionnaire
b) Bibliography
75-81
82
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Executive Summary:
Human resources are the function within an organization that focuses on recruitment of,
management of, and providing direction for the people who work in the organization.
Human resource is the life blood of any organization without which, no organization can achieve
success. Human resource Managements basic job is the effective utilization of HR for
achievement of organization objectives; this can be done only by minimizing the attrition rate in
the organization.
Definition:
"A reduction in the number of employees through retirement, resignation or death". Attrition,
also known as employee churn, employee turnover, or employee defection, is an industrial term
used to describe loss of employees or Man power.
Objectives:
1.
2.
3.
4.
5.
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Human Resource Management (HRM), a relatively term, emerged during 1970s. Coming to the
evolution of the subject HRM, it may be stated that concern for the welfare of the workers in the
management of the business enterprises has been in existence since ages. Kautilyas Arthasastra
states that there existed a sound base for systematic management of resources as early as the 4th
century B.C. the government then took an active interest in the operation of public and private
sector enterprises and provided systematic procedure for regulating employer-employee
relationships. Elsewhere, human resources in organization received managements attention
much earlier. As early as 1800 B.C itself minimum wage rate and incentive wage plan were
included in the Babylonian Code of Hammurabi.
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HRM in India saw an initial growth only since 1920. This was period when state Intervention to
protect the interest of workers was necessary because of the difficult conditions which followed
the First World War and emergence of trade unions. During the 1960s the personnel function
began to expand beyond the welfare aspect, with labour welfare industrial relations and
personnel administration integrating into the emerging Profession called personnel management.
The Second Five-Year Plan which accelerated growth of public sector made to focus more
towards professionalization of management. 1970s saw a shift from welfare to efficiency and in
the 1980s professionals began to talk about new technologies with emergence of National
Institute of Personnel Management. Thus starting in the 1920s the subject of HRM has growth
into matured profession.
FEATURES OF HRM
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OBJECTIVES OF HRM
The primary objective of HRM is to ensure the availability of a competent and willing workforce
to an organization. Beyond this, there are other objectives, too. Specifically, HRM objectives are
four fold:
1. Societal
2. Functional
2. Organizational Objectives
4. Personal
1. Societal Objectives
Legal Compliance
Benefits
Union Management relations
2. Organizational Objectives
Appraisal
Placement
Assessment
3. Functional Objectives
4. Personal Objectives
Personal growth
Learning
Placement
Compensation
Assessment
Job satisfaction Recognition
SCOPE OF HRM
In the olden time, the personnel department was called Health and Happiness
department. They were in charge of arranging parties and picnics only. At that time Adam Smith
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saw factors of Production as land, labor and capital. Now there is considerable change for the
personnel department in particular which covers more areas and responsibilities, although there
is no general agreement among authors pertaining to the Scope of HRM. However American
society for Training and Development (ASTD) conducted fairly an exhausted study in this field
and identified nine broad areas of activities of HRM as given below:
o Human Resource Planning (HRP)
o Design organization and job
o Selection and staffing
o Training and Development
o Organization development
o Compensation and benefits
o Employee assistance
o Union/labor relation
o Personnel research and information system
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In recent years, there has been recognition of the importance of this valuable asset-the
human beings in an organization. This had led to the use of the expression. Human
Resource Development (HRD) even replacing the words personnel management.
Thus HRD works as a whole lot of process with following mechanism or subsystem;
Performance appraisal
Potential appraisal and development
Feedback and performance coaching
Career Planning Training
Organization development or research and system development
Rewards Employee welfare and quality of work life Human Resource
information.
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ATTRITION
What is Attrition..?
"A reduction in the number of employees through retirement, resignation or death".
Attrition, also known as employee churn, employee turnover, or employee defection, is an
industrial term used to describe loss of employees or Man power.
Attrition is pretty high in the industry these days. Attrition is a universal phenomenon and
no industry is devoid of it, but the degree fluctuates from industry to industry. Attrition is a
serious issue in the industries because the industry is knowledge-based and hence employees are
its assets.
Deficiencies like inability to influence employee perception of growth; not aligning
employees to roles based on their individual talent, inflexibility in leadership styles, are causing
conflicts at a very intrinsic level, resulting in knowledge employees choosing the proverbial
easy way out.
Employee turnover is an enormous problem for any company and creates negative
bottom-line impacts. The costs associated with employee turnover show up in such
areas as advertising for new employees and the time and money necessary to
screen the applicants, training new employees, lost productivity, decreased
accuracy and quality of work among the employees left behind who are upset about
their colleague's departure, using expensive contract and temporary employees to
do the work until a permanent employee is hired, and the expenses associated with
replacing lost business. Employee turnover costs can amount to thousands of
dollars, annually. It can also prevent companies from pursuing their growth
opportunities and acquiring new business.
In the best of worlds, employees would love their jobs, like their coworkers, work
hard for their employers, get paid well for their work, have ample chances for
advancement, and flexible schedules so they could attend to personal or family
needs when necessary. And never leave.
But in the real world, employees, do leave, either because they want more money,
hate the working conditions, hate their coworkers, want a change, or because
their spouse gets a dream job in another state. So, what does that entire turnover
cost? And what employees are likely to have the highest turnover? Who is likely to
stay the longest.
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growth, If companies take proper steps and adopt methods to serve their employees needs, the
challenge of managing attrition will remain low.
To
hold back these people, we give first preference for training them.
RAKESH TIKU, Vice-president
Infinite Computer Solutions
Says BIJAY SAHOO, vice-president, talent engagement and development, Wipro
Technologies, Companies should have a similar approach to employees and customers. If a
company strives to retain an employee in the same way it tries to retain a customer, him leaving
the organization could be out of question. Communication is the foundation for the entire process
of managing attrition. This communication begins right from recruitment.
Says RAJEEV MALIK, director, HR, McAfee Software (India), Conducting regular
meetings and updating employees, especially new entrants, about the companys status and
achievements is a must.
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Rathis recommendation
Dr NANDKISHORE RATHI, placement officer, IIT-B, has a few tips to reduce attrition,
For HR managers
Top management should communicate continuously with all the employees about the
vision and mission of the company.
Line managers or project managers should establish a connection between the lowerlevel and top management.
Reward managers for their relationship skills - not only on technical know-how and
financial results.
Employees dont leave organizations but their managers. There has been a phenomenal
change in employee perception of loyalty over the last decade and is especially true of
knowledge workers. What the organization can expect from an employee has dramatically
changed from loyalty to commitment-to-cause and so has the factors causing them.
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It doesn't feel good around here. This is a corporate culture issue in most cases. Workers
are also concerned with the company's reputation; the physical conditions of comfort,
convenience, and safety, and the clarity of mission.
They wouldn't miss me if I were gone. Even though leaders do value employees, they
don't tell them often enough. If people don't feel important, they're not motivated to stay.
No one wants to be a commodity, easily replaced by someone off the street. If they are
regarded as expendable, they'll leave for a position where they're appreciated.
I don't get the support I need to get my job done. Contrary to opinions heard all-too-often
from management, people really do want to do a good job. When they're frustrated by too
many rules, red tape, or incompetent supervisors or co-workers, people look for other
opportunities.
There's no opportunity for advancement. No, we're not talking about promotions,
although many deserving people would like to move up. The issue here is learning.
People want to learn, to sharpen their skills and pick-up new ones. They want to improve
their capacity to perform a wide variety of jobs. Call it career security. The desire is for
training and development. If workers can't find the growth opportunities with one
company, they'll seek another employer where they can learn.
Compensation is the last reason people most leave. That's a brash statement, but it's true.
Workers want fair compensation, but the first four aspects must be strong. If they're not,
but money's high, you'll hear people say "you can't pay me enough to stay here."
By,
BIJAY SAHOO, Vice-president
Talent Engagement & Development
Wipro Technologies
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Dont push employees into signing contracts or bonds. Instead negotiate longer notice
and transition periods with them. Disgruntled employee, even if he stays back due to a
contract/bond will cause more harm to the organization than good.
Instead of entering into non-poaching agreements in the industry, enter into longer
transition period agreements, which the employees will be more open to.
Dont hire overqualified people. Always make sure that each of your employee is
stretched to the maximum of his capabilities. Any employee who finds his job boring will
never be excited about his work.
After recruiting a person if you find that he is overqualified, act fast and move him into
jobs where you can stretch him out. Change culture from project-centric to a balance of
project and people-centric.
Encourage people to leave for better opportunities. Keep a very open culture about
moving on. This will allow longer notice periods and hence no last minute transitions.
This will increase outflow but it will increase quality inflow too. Remember that college
presentation which had the list of whos-who, They are our alumni said the presenter.
Dont restrict the scope by imposing educational pre- requisites. Hire them as
trainees during summers and hire them full-time based upon performance.
Higher training costs are usually compensated by lower salaries of newcomers. Add
training costs to cost-to-company calculations.
Help new employees feel comfortable as they participate as valued team members
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Attrition may be the result of other companies offering better salaries and benefits, but
that does not mean you have to feel the need to respond.
Attrition, like everything else in life, has a price. If you throw enough money at it, you
can make it go away. However, when the cost of preventing attrition exceeds the cost of
hiring and training new employees, then the real enemy is the assumption that all attrition
can and should be prevented.
Attrition allows HR and Staffing to be exposed to a level of honest feedback via exit
interview data that they would never get from an employee who intended to remain and
hopefully build a career within the company.
Attrition is not only a function of "how many" left this year, but "who" left this year.
Exit Interviews
Exit interviews provide an excellent source of information of internal problems,
employees' perceptions of the organization, underlying workplace issues, and managers'
leadership abilities.
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People dont leave jobs, they leave managers..! Replace managers who will not develop
relationship skills
Turnover is likely to be problematic from a management point of view. This is especially true of
situations in which you are losing staff to direct competitors or where customers have developed
relationships with individual employees as is the case in many professional service
organizations. Some employee turnover positively benefits organizations. This happens
whenever a poor performer is replaced by a more effective employee, and can happen when a
senior retirement allows the promotion or acquisition of welcome 'fresh blood'.
There is no set level of employee turnover above which effects on the employing
organization becomes damaging. Everything depends on the type of labor markets in which you
compete. Where it is relatively easy to find and train new employees quickly and at relatively
little cost (i.e. where the labor market is loose), it is possible to sustain high quality levels of
service provision despite having a high turnover rate. By contrast, where skills are relatively
scarce, where recruitment is costly or where it takes several weeks to fill a vacancy.
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Moderate levels of staff turnover can also help to reduce staff costs in organizations
where business levels are unpredictable month on month. In such situations when business is
slack it is straightforward to hold off filling recently created vacancies for some weeks.
Like turnover rates, this can be used across an organization as a whole or for a particular part of
it. The usual calculation for the stability index is:
(Number of staff with one or more years service x 100 divided by Number employed a year ago)
Uncontrollable stress.
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Attrition and Education Studying all these factors will help you to find the Remedial,
Corrective actions to reduce the Attrition.
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History
Global Hospitals was founded by Dr. K. Ravindranath, an internationally renowned Surgical
Gastroenterologist and his associates in Hyderabad in 1998. Though Dr. Ravindranath had to
wait a while for the passage of the Human Organs Transplantation Act before he could design
and build Global Hospitals, it soon became a synonym for outstanding and compassionate health
care.
Following the success of the first center, Global Hospitals soon opened their doors in Bengaluru
and Chennai. Shortly afterwards it became the leader in performing liver, heart, lung, kidney and
heart-lung transplantation, as well as bone marrow transplantation. The outcomes at Global are
on par with the best centers in the world.
Today, Global Hospitals group is all set to spread its wings to Mumbai, Kolkata, Delhi and
Bhubaneswar.
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Vision
To be a world- class medical services provider turning distant possibilities into todays realities.
Mission
We at Global Hospitals constantly strive for quality and innovation. To us, it is more than a goal.
It is a way of life. While advanced technology and modern facilities are crucial to the delivery of
high quality medical care, it is our doctors, nurses and technicians who make Global Hospitals a
place of highly specialized expertise.
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Quality
Quality Policy
Organizational Priorities
Our organizational priorities are aimed at deployment of our mission, vision, values and our
quality policy throughout the organization in every location and every department.
Global Hospitals Group will focus significant effort in its ability to:
Integrate, as a unified organization, in multiple locations so that wherever our patients choose
to be seen, they have the same experience and have access to all our facilities and services.
Build a culture of quality and safety across the organization so that all our facilities deliver
highest quality care and service at all times.
Create a paperless organization through implementation of the fully automated HIS system
across all our facilities being technologically superior and environment friendly
Standardize our systems, processes, policies and procedures across all hospitals in Global
Hospitals Group.
Adopt the International Patients Safety Goals.
Implement Computerized Physician Order Entry and Electronic Health Records which will
eliminate medical errors and improve patient care.
Develop training programs for all employees on principles and practice of healthcare quality.
MILE STONE
On their way to becoming Indias leading chain of organ transplantation center and superspecialty care centers, Global Hospitals has set many industry firsts. This has given us
tremendous confidence and encouragement to continue forging ahead in the field of medicine
and surgery.
Milestones by Department
Department
Year
Milestone
Nephrology
2010
2006
2005
2005
2003
2002
2002
2002
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2002
Liver
Cardiology
2010
2003
2003
2010
2006
2006
2005
2004
2004
2004
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2004
2004
Academics
Laparoscopic Training
Global Hospital gives laparoscopic training for general surgeons and registrars. Due to the
complexities involved in minimally invasive Laparoscopic Surgery, it demands surgeons to be
highly proficient in the same.
Scientifically designed courses are available in basic, essential and advance laparoscopy, which
are primarily intended for General surgeons and Gynecologists who wish to learn underpinning
technology of minimal access surgery and/or improve their manual dexterity. Laparoscopic
training offered by our Laparoscopy Hospital has an International recognition by WALS
(World Association of Laparoscopic Surgeons) where learning is followed by laparoscopic
surgeries on animals and finally, exposure in a real operation theatre.
Today, computer based surgical simulations have emerged as a promising alternative for training
medical students in surgical techniques. Instead of animals, virtual environments for training
manipulative skills in Laparoscopic Surgery are now well established as research areas. A
laparoscopic training environment consists of electromechanical devices for surgeons to
manipulate laparoscopic tools, a computer graphics system to simulate the operation the surgeon
is performing and a monitor system to evaluate the surgeon's performance
DNB
The Global Hospitals, Hyderabad(Lakdi-ka-pul) is a 200 bedded Super Specialty Hospital. It is a
dedicated facility for Multi Organ Transplantations. The departments of Medical and Surgical
Gastroenterology, Laparoscopic Surgery, Hepatology, Nephrology and Urology, Cardiology &
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CT Surgery, Neurology and Neurosurgery, Internal Medicine, Anaesthesia & Critical Care are
very well developed with ultra modern OTs, State-of-the-art ICUs with hi-tech equipment,
backed by modern laboratories and a blood bank with components facility.
Global Hospitals and Research Centre apart from being a tertiary care hospital with all the latest
equipments and facilities is an academic-oriented teaching institute imparting training for
degrees, super-specialty degrees and post-doctoral fellowships in sub-specialties. Global
Hospitals is recognized by the National Board of Examinations in these disciplines.
Nursing School
The Global School of Nursing, founded in 2003, is a dynamic learning institution located in the
heart of a growing medical center. Since its inception, it has prepared clinically excellent nurse
practitioners, clinical nurse specialists and scholars. The School of Nursing faculty have
substantial experience in curricula, instructional design and maintain expertise in their areas
through continuous participation in local and regional conferences and their involvement in
scholarly presentations. A positive and supportive environment for these pursuits is maintained.
The courses offered are:
Laparoscopic Surgery
General Medicine
Pediatrics
Intensive Care Unit
Urology
Ultrasound Scanning, X-Ray and
ECG.
Research
Global Hospitals have revolutionized medical services in India by seamless integration of
Academics and Research. Global hospitals has produced some of the finest practitioners in the
medical field and has done ground breaking research under the able guidance of Chairman and
Managing Director, Dr. Ravindranath.
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Chairman's Message
Chairman's Message
"At Global Hospitals, we measure progress by the number of people in whom we restore the
hope of healthy tomorrow. For us to do well, we know, we must help the world do well. Keenly
focusing on quality, affordability and accessibility, we have established performance benchmarks
that are difficult to surpass.
Global Hospitals has carved a niche for itself in Indias healthcare industry by excelling in areas
ranging from diagnosis to multi-organ transplantation, from simple procedures to complex
surgeries, international expertise and stateof-the-art infrastructure. It is today, a one stop
healthcare destination for people across the country.
I am proud of the utter dedication that is so much a part of all that Team Global Hospitals takes
up."
Dr. Ravindranath,
Chairman & Managing Director
Global Hospitals Group
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RESEARCH
MEANING
Research can be defined as the search for knowledge or any systematic investigation to establish
facts. The primary purpose of applied research is discovering, interpreting and the development
of methods and systems for the advancement of human knowledge on a wide variety of scientific
matters of our world and universe.
DEFINITION
Research is a quest for knowledge through diligent search or investigation or experimentation
aimed at the discovery and interpretation of new knowledge (WHO).
RESEARCH DESIGN
Research design is the master plan specifying the methods and procedures for collecting and
analyzing the needed information.
RESEARCH METHODOLOGY
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1. Primary data.
2. Secondary data.
PRIMARY DATA
Primary data is collected through observation, questionnaire and interviews.
Interviewing different departments heads to find suitable methods of identifying the areas where
it needs help.
SECONDARY DATA
Data is collected from company website, manuals and company records.
The most widely used technique of gathering primary data is survey method. Questionnaires
are filled by employees personally. The information collected is qualitative and accurate.
2. Sampling.
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Sampling is the science of extracting from a larger quantity of material, a small portion which
is truly representation of the bulk material.
A sample is some part of a larger body specially selected to represent the whole.
SAMPLING AREA
The area selected for sampling is BGS GLOBAL HOSPITAL, Kengeri, Bangalore.
SAMPLING SIZE
The sample size is fifty, (representatives of various departments at BGS HOSPITAL).
REFERENCE PERIOD
The study was conducted for the period of two months.
PLAN OF ANALYSIS
Charts and graphical representation is made in the analysis for easy and quick
interpretation and inference is drawn to attain the objective of study.
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LIMITATION
As there are several service industries, but its restricted to only one organization, (BGS
GLOBAL HOSPITAL).
Some of the respondents give no answer to the questions which may affect the analysis.
The personal biases of the respondents might have entered into their response.
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NO. OF EMPLOYEES
PERCENTAGE
18-20
30
60%
20-25
0%
25-30
0%
30 ABOVE
20
40%
ANALYSIS: 60%, 0%, 0%, 40% of employees are of the age between 18-20, 20-25, 25-30, 30
and above respectively.
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40%
18-20
20-25
25-30
60%
30 ABOVE
0%
0%
INFERENCE: Attrition level in BGS GLOBAL HOSPITAL is mostly happening with the people
who are in age between 18-20
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2. Since how many years you are working in BGS GLOBAL HOSPITAL?
NO. OF YEARS
NO. OF EMPLOYEES
PERCENTAGE
1-2 YRS
20
40%
2-4 YRS
10%
25
50%
ANALYSIS: From the above table we can see that 40%, 10%, 50% of employees are working in
BGS GLOBAL HOSPITAL since 1-2 years, 2-4 years, more than 5 years respectively.
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40%
1-2 YRS
2-4 YRS
50%
10%
INFERENCE: From the above chart we can understand that employees are leaving the BGS
GLOBAL HOSPITAL who have worked for more than 5 years in that organization.
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
Neutral
0%
Disagree
25
50%
Strongly disagree
15
30%
ANALYSIS: The above table explains that 20%, 0%, 50%, 10%, 20% of employees strongly
agree, agree, neutral, disagree and strongly disagree respectively that they are flexible with their
working hours.
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0 0%
30%
Agree
Neutral
Disagree
Strongly disagree
50%
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
15
30%
Agree
0%
Neutral
10%
Disagree
30
60%
Strongly disagree
0%
ANALYSIS: The above table explains that 30%, 0%, 10%, 60%, 0% employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that they feel encourages by there
office to pursue professional development opportunities.
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0%
30%
Strongly agree
Agree
Neutral
Disagree
60%
0%
Strongly disagree
10%
INFERENCE: It can be inferred that 60% employees in BGS Global hospital are not
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
0%
Agree
10
20%
Neutral
15
30%
Disagree
10%
Strongly disagree
20
40%
ANALYSIS: The above table explains that 0%, 20%, 30%, 10%, 40% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that they are happy with the
working environment.
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0%
20%
40%
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
30%
10%
INFERENCE: 40% Employees in BGS GLOBAL HOSPITAL strongly disagree that they are
not happy with the working environment.
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
20
40%
Neutral
10
20%
Disagree
10%
Strongly disagree
10%
ANALYSIS: The above table explains that 20%, 40%, 20%, 10%, 10% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that their work load and expected
completion times are reasonable.
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10%
20%
10%
Strongly agree
Agree
Neutral
Disagree
20%
Strongly disagree
40%
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
30
60%
Neutral
10
20%
Disagree
0%
Strongly disagree
0%
ANALYSIS: The above table explains that 20%, 60%, 20%, 0%, 0% of employees
strongly agree, agree, neutral, disagree, strongly disagree respectively that there
career growth may stop if they continue there job in this organization.
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0% 0%
20%
20%
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
60%
INFERENCE: Maximum number of employees agrees that there career growth may stop if
they continue the work in this organization.
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
10
20%
Neutral
0%
Disagree
30
60%
Strongly disagree
0%
ANALYSIS: The above table explains that 20%, 20%, 0%, 60%, 0% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that they have a positive
relationship with their colleagues and top management.
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0%
20%
Strongly agree
Agree
Neutral
Disagree
20%
60%
Strongly disagree
0%
INFERENCE: 60% of Employees in BGS GLOBAL HOSPITAL do not have very good
relationship with their colleagues and top management
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10%
Agree
10%
Neutral
10
20%
Disagree
15
30%
Strongly disagree
15
30%
ANALYSIS: The above table explains that 40%, 10%, 0%, 30%, 20% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that guidance and support given by
supervisor/hod is good.
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10%
10%
30%
Strongly agree
Agree
Neutral
Disagree
20%
Strongly disagree
30%
INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy with the Guidance and
support given by Supervisor / HOD is good.
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
15
30%
Agree
0%
Neutral
0%
Disagree
35
70%
Strongly disagree
0%
ANALYSIS: The above table explains that 30%, 0%, 0%, 70%, 0% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that they have receive enough
training to do their job effectively.
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0%
30%
Strongly agree
Agree
Neutral
Disagree
0%
0%
Strongly disagree
70%
INFERENCE: 70% Employees in BGS GLOBAL HOSPITAL have not received effective and
enough training to do the job. Hence good training is necessary to reduce attrition.
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11. Promoting respect and fair treatment among all staff is a high priority of this hospital.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
30
60%
Agree
10
20%
Neutral
10
20%
Disagree
0%
Strongly disagree
0%
ANALYSIS: The above table explains that 60%, 20%, 20%, 0%, 0% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that promoting respect and fair
treatment among all staff is a high priority of this hospital.
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0%0%
20%
Strongly agree
Agree
20%
60%
Neutral
Disagree
Strongly disagree
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
15
30%
Agree
20
40%
Neutral
15
30%
Disagree
0%
Strongly disagree
0%
ANALYSIS: The above table explains that 30%, 40%, 30%, 0%, 0% of employees of
employees strongly agree, agree, neutral, disagree, strongly disagree respectively that the
performance appraisal undertaken by the management is fair.
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0% 0%
30%
30%
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
40%
INFERENCE: Employees in BGS GLOBAL HOSPITAL are happy with the performance
appraisal undertaken by the management is fair.
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10%
Agree
10
20%
Neutral
10%
Disagree
10
20%
Strongly disagree
20
40%
ANALYSIS: The above table explains that 10%, 20%, 10%, 20%, 40% of
employees strongly agree, agree, neutral, disagree, strongly disagree respectively that they are
satisfied with their salary, benefits and other incentives
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10%
40%
20%
Strongly agree
Agree
Neutral
Disagree
10%
Strongly disagree
20%
INFERENCE: Maximum number of employees in BGS GLOBAL HOSPITAL are happy with
the salary given to them.
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PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10%
Agree
0%
Neutral
15
30%
Disagree
10
20%
Strongly disagree
20
40%
ANALYSIS: The above table explains that 10%, 0%, 30%, 20%, 40% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that the management acts
effectively in resolving conflicts.
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10%
0%
Strongly agree
40%
Agree
30%
Neutral
Disagree
Strongly disagree
20%
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15. Would you look back at joining the hospital again if presented with an opportunity?
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
YES
20
40%
NO
15
30%
15
30%
ANALYSIS: The above table explains that 40%, 30%, 30% of employees says yes, no, can
not say respectively that they would look back at joining the hospital again if presented with an
opportunity.
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30%
40%
YES
NO
CAN NOT SAY
30%
INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy with the organization
and they are ready to join back to this organization.
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16. Whether there was any sexual or workplace harassment during your employment?
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
YES
NO
50
100%
0%
ANALYSIS: The above table explains that 0%, 100%, 0% of employees say yes, no, can not
say respectively that there was any sexual or workplace harassment during your employment.
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0%
YES
NO
CAN NOT SAY
100%
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FINDINGS
Many of the employees in BGS GLOBAL HOSPITAL are leaving the organization
who are young and who are experienced
Employees of BGS GLOBAL HOSPITAL are not happy with the working hours
Employees in BGS GLOBAL HOSPITAL are not satisfied with the salary given to
them
Employees in BGS GLOBAL HOSPITAL do not like the working environment
Employees in BGS GLOBAL HOSPITAL are hardly satisfied with salary, benefits
and other incentives.
There is no sexual or workplace harassment during the employment in BGS
GLOBAL HOSPITAL.
Employees of BGS GLOBAL HOSPITAL are afraid about there career growth
Employees of BGS GLOBAL HOSPITAL are not happy with the guidance and
support given by the organization
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SUGGESTIONS
Management of BGS GLOBAL HOSPITAL should try to help employees career growth
Management of BGS GLOBAL HOSPITAL should provide convenient time for the
employees
Management of BGS GLOBAL HOSPITAL should give fair salary according the
industry standards
Management of BGS GLOBAL HOSPITAL should provide good working environment
Management of BGS GLOBAL HOSPITAL should provide good guidance to employees
for optimum utilization
Management of BGS GLOBAL HOSPITAL should keep sexual harassment in zero rate
Finally attrition rate should be minimal in organization
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QUESTIONNAIRES :
1. What is your age?
18-20
20-25
25-30
30 ABOVE
2. Since how many years you are working in BGS GLOBAL HOSPITAL?
1-2 YRS
2-4 YRS
MORE THAN 5
YRS
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Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
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Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
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Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
11. Promoting respect and fair treatment among all staff is a high priority of this hospital
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
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Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
15. Would you look back at joining the hospital again if presented with an opportunity?
Strongly
agree
Agree
Neutral
Disagree
Strongly
disagree
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BIBILOGRAPHY:
BOOKS:
HUMAN RESOURCE MANAGEMENT
AUTHOR:- ASHWATHAPPA K.
SUBBA RAO
BUSINESS MANAGEMENT
J.C. SINHA
V.N. MINGALI
PERSONAL MANAGEMENT
AUTHOR:- C.B. MEMORIA
WEBSITE SURFED:
WWW.google.com
WWW.bgsglobalhospital.com
WWW.wikipedia.org
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