TOTAL QUALITY MANAGEMENT

(A Study With reference to CARE HOSPITAL ,HYDERABAD)

A Project report submitted to the Andhra University, Visakhapatnam in partial

l fulfillment for the award of the POST GRADUATE DEGREE

in

MASTER OF BUSINESS ADMINISTRATION

by

(Regd No.)

Under the Esteemed Guidance of

Mrs.V.V.V.PADMAJA, M.COM M.B.A,M.PHIL

Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES

SAMATA COLLEGE

(Affiliated to Andhra University and Approved by AICTE)

VISAKHAPATNAM - 530 017

2010-2012

CERTIFICATE

This is to certify that the project work entitled “A STUDY ON TOTAL

QUALITY MANAGEMENT BASED ON STANDARD OPERATING

PROCEDURES” has been done by Mr under my guidance. It has been

compiled and submitted in partial fulfillment of the requirements for the award

of the post graduate degree in Master of Business Administration for the year

2010-2012

signature of the project guide

Station:

Date:

3

DECLARATION

I hereby declare that the project work entitled “A STUDY ON

TOTAL QUALITY MANAGEMENT BASED ON STANDARD

OPERATING PROCEDURES” has been prepared by me in partial

fulfillment of the requirements for the degree of M.B.A. This project has

been compiled and submitted by me Under the guidance of Asst.Prof.

Mrs.V.V.V.Padmaja, Samata college and has not been submitted to any

other university or institute for the award of degree or diploma.

Place: Signature

Date:

4

ACKNOWLEDGEMENT

I feel immense pleasure and pride of being part of SAMATA PG

COLLEGE that has nurtured me to the present state and I feel a deep sense of

gratitude towards it.

I heart fully thank Asst.Prof.V.V.V.PADMAJA. for her esteemed guidance,

valuable suggestions and continuous encouragement throughout the project.

I am profoundly thankful to DR.GURJIT SINGH MONGA (MAJOR) CHIEF

HOSPITAL ADMINISTRATOR, SRI RADHA MANOHAR H.R Manager AND

CORE H.R TEAM, NAMPALLY, HYDERBAD on providing me opportunity for

this study in their organization and for their cooperation in completion of this project

work.

I also sincerely thankful to our Director DR.B.MURALI KRISHNA & H.O.D

Ms. MADHAVI LATHA of Management studies and all other faculty members for

their continuous co-operation and guidance throughout my period of study in this

college.

I am very earnestly acknowledging my deep sense of gratitude, thankfulness to

all others those who extended their constant source of help and guidance to me in

carrying out this study and presenting this report successfully.

.

5

INTRODUCTION

Total Quality Management (TQM) is a management approach that aims for

long-term success by focusing on customer satisfaction. TQM is based on the

participation of all members of an organization in improving processes, products,

services, and the culture in which they work.

―TQM is a process and philosophy of achieving best possible outcomes from

the inputs, by using them effectively and efficiently in order to deliver best value for

the customer, while achieving long term objectives of the organization‖

Total Quality (TQ) consists of continuous improvement activities involving

everyone in the organization—managers and workers—in a totally integrated effort

toward improving performance at every level. This improved performance is directed

toward satisfying such cross-functional goals as quality, cost, schedule, missing, need,

and suitability. TQ integrates fundamental management techniques, existing

improvement efforts, and technical tools under a disciplined approach focused on

continued process improvement. The activities are ultimately focused on increasing

customer/user satisfaction

CROSBY'S

Philip Crosby, author of Quality is Free, founded the Quality College in

Winter Park, Florida. Crosby emphasized meeting customer requirements by focusing

on prevention rather than correction. He claimed that poor quality costs about 20

percent of the revenue; a cost that could be avoided by using good quality practices.

He pushed for zero defects. His "absolutes" are: (1) quality is defined as conformance

to requirements, not goodness; (2) the system for achieving quality is prevention, not

appraisal; (3) the performance standard is zero defects, not that's close enough; and

(4) the measure of quality is the price of non-conformance, not indexes.

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The TQM Philosophy

Implementing a total quality management system has become the preferred

approach for improving quality and productivity in organizations. TQM, which has

been adopted by leading industrial companies, is a participative system empowering

all employees to take responsibility for improving quality within the organization.

Instead of using traditional bureaucratic rule enforcement. TQM calls for a change in

the corporate culture, where the new work climate has the following characteristics.

An open, problem-solving atmosphere;

Participatory design making

Trust among all employees (staff, line, workers, managers);

A sense of ownership and responsibility for goal achievement and problems

solving; and

Self-motivation and self-control by all employees.

The TQM approach involves more than simply meeting traditional rejection

rate standards. The end result of TQM is the efficient and effective use of all

organizational processes in providing consistent quality at a competitive price. The

TQM philosophy is a long-term endeavor that links people and processes in a system

that alters the corporate culture to become one where quality is the core aspect of

business strategy.

In cultivating the TQM philosophy, strategy implementation must involve a

focused effort on the part of every employee within the organization. It cannot be

applied successfully on a piecemeal basis. TQM requires that management, and

eventually every member of the organization, commit to the need for continual

improvement in the may work is accomplished. Business plans, strategies, and

management actions require continual rethinking in order to develop a culture that

reinforces the TQM perspective. The challenge is to develop a robust culture where

the idea of quality improvement is not only widely understood across departments,

but becomes a fundamental, deep-seated value within each function area as well.

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HRM as a Role Model for TQM

HRM can jumpstart the TQM process by becoming a role model. This means

that HRM has two specific tasks: ―Serving our customers, and making a significant

contribution to running the business‖. This emphasis on customer oriented service

means that the HR department must see other departments in the firm as their

customer groups for whom making continuing improvements in service becomes a

way of life.

In their efforts to achieve total quality management, HRM can demonstrate

commitment to TQM principles by soliciting feedback from its internal customer

groups on current HR services. HRM should include suggestions from its customers

in setting objective performance standards and measures. In other words, there are a

number of specific TQM principles that the HR department can model.

Applying TQM Principles in HRM.

The current emphasis on quality as a competitive strategy has produced many

views regarding the actions necessary to achieve it. Leaders in the quality movement

(Deming, Juran, Crosby, and Feigenbaum) have proposed similar approaches which

share certain themes. These themes can be summarized as five basic principles:

Focus on customers‘ needs;

Focus on problem prevention, not correction;

Make continuous improvements; seek to meet customers‘ requirements on

time, the first time, every time

Train employees in ways to improve quality and

Apply the team approach to problem solving.

To institute total quality management as a philosophy within an organization, all

employees must come to realize that satisfying customers is essential to the long-run

well-being of the firm and their jobs. No longer is the customer-driven focus

exclusive to the marketing department. But customer satisfaction can only be

achieved after first defining the customer groups. The new perspective here is that all

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employees exist to serve their customer groups, some internal and some external to

the firm. The human resources department has internal customers to satisfy, which

indirectly provides ultimate satisfaction to external customers.

In addition to identifying customer groups, there are other essential TQM

customer issues. Clarifying what products and services will provide maximum

customer satisfaction, measuring satisfaction, and continually monitoring and

improving the level of customer satisfaction are all fundamental to the TQM

philosophy. For the HR department, applying these TQM issues would translate into

identifying the expectations of senior management- their principal internal customer-

regarding TQM, and spearheading the TQM program‘s implementation on the basis

of those expectations. TQM in practice for HRM might also mean periodic surveys,

both formal and face-to-face; to monitor senior management‘s levels of satisfaction as

the TQM process unfolds.

The TQM approach entails identifying the wants and needs of customer

groups and then propelling the entire organization toward fulfilling these needs. A

customer‘s concerns must be taken seriously, and organizations should make certain

that its employees are empowered to make decisions that will ensure a high level of

customer satisfaction. This can be achieved by promoting an environment of self-

initiative and by not creating a quagmire of standard operating procedures and

company policies. (7) Flexibility is the key, especially in a business environment that

is diverse and constantly changing, as most are today. In modeling these aspects of

the TQM process, the HR department would need to identify human resource

concerns of other departments and undertake to continually improve its performance,

especially in any trouble areas that come to light.

Based on this ―customer first‖ orientation, organizational members are

constantly seeking to improve products or services. Employees are encouraged to

work together across organizational boundaries. Underlying these cooperative efforts

are two crucial ideas. One is that the initial contact with the customer is critical and

influences all future association with that customer. The other idea is that it is more

costly to acquire new customers than to keep the customers you already have. (7)

Exemplifying TQM here would mean that the HR department would need to train

itself, focusing on being customer-driven toward other departments.

9

Quality improvement programs typically involve the directed efforts of quality

improvement (Q1) teams. Using teams and empowering employees to solve quality-

related issues using such tools as statistical process control (SPC) represent

fundamental changes in how many businesses operate. The Focus of SPC, also

known as statistical quality control (SQC), is defect prevention as opposed to defect

correction. Defect prevention results from continuously monitoring and improving

the process. In this context ―process‖ refers to service delivery as well as

manufacturing. To ensure that output meets quality specifications, monitoring is

performed by periodically inspecting small samples of the product. SPC alone will

not ensure quality improvement; rather, it is a tool for monitoring and identifying

quality problems.

The effective use of quality improvement teams, and the TQM system as a

whole, can be reinforced by applying basic principles of motivation. In particular, the

recognition of team accomplishments as opposed to those of individuals, and the

effective use of goal setting for group efforts, are important in driving the TQM

system. The HR department is in a position to help institutionalize team approaches

to TQM by designing appraisal and reward systems that focus on team performance.

For many companies, the philosophy of TQM represents a major culture shift

away from a traditional production-driven atmosphere. In the face of such radical

operational makeovers, a determined implementation effort is vital to prevent TQM

from becoming simply platitudinal and the team approach just another management

fad. Senior management must take the lead in overt support of TQM.

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NEED FOR THE STUDY

CARE hospital is a specialized service for Cardiac surgery and with many other multi

specialty services for the last 14 years with an objective to serve the patients as they

can do. It has been serving the people with its main aim ―To put the patient first‖.

CARE hospital spread over the state to serve the people.

The purpose of the quality standards to determine what aspects of quality

is needed to be evaluated. The aim of the study is to know how far the quality human

resource policies and practices making the company to be successful in building the

H.R system and employees lifetime in the organization.

Keeping in view that the hospital which is recognized by NABH (national

accreditation board for hospitals).is itself a quality control tool for the organization to

work out its operations. Instead I made an observation on human resources policy and

procedures for quality management of employees in the organization which include a

study of manpower planning, training, recruitment, performance appraisal, best

associate awards and so on

We also made an observation on the policy and procedure follow-up in the

organization towards an employee, and which quality factors influencing the

employee to do service much better.

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OBJECTIVES

To study the overview of CARE GROUP in General and CARE

NAMPALLY in particular

To know upto what extent does the quality practices are being implemented.

To study quality control practices that is being practiced in the organization

with particular to Human Resource Department based on standard operating

procedures.

To analyze and examine the collected data

To suggest some measures for the improvement of the quality practices.

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METHODOLOGY

The research process will be clearly defined to meet the objectives of the

study. The logical analysis of various aspects of the data shall be made to arrive at the

results of the study. The research process shall include the following steps like.

Unit under study: CARE is a private organization which is the hospitality services

with a work force around 800 employees. It was established in the year 1997 by

Dr.B.Somaraju and Dr.D.Prasada Rao led a team of medical professionals to set up

the first CARE Hospitals.

Sampling Unit:Various departments at CARE

Sample size:In the present study of quality of human resource practices in CARE

HOSPITALS, 150 employees were selected randomly for sampling.

Departments of this Hospital are being:

1) Human Resource

2) Marketing

3) Accounts

4) Billing

5) Purchases

6) Stores

7) Pharmacy

8) Labs

9) Quality Department

10) HID

11) Administration

13

12) Maintenance

Sampling Method:

The basic idea of sampling is that by selecting some of the elements in a

population we may draw conclusion about the entire population. This has an

important bearing on the collection of the reliable data of the present study is to

acquire an intensive opinion about the quality of human resource practices in

CARE HOSPITALS, NAMPALLY, HYDERABAD.

Geographic Area Covered: CARE is located at Hyderabad situated in Jawaharlal

Nehru Road, Nampally.

Data Collection: Collection of data is forming both the primary and secondary

sources.

Primary Data: Data is collected through a well designed and approved questionnaire

and also interviews.

Secondary Data: It is collected from the records of the organization, profile

booklets and from HRD Dept.

Magazines

Brochures

Prospectus

Internet

Data Analysis:

For analysis and interpreting the collected data through primary data is part to

statistical techniques namely, percentage analysis and graphical analysis with bar

charts & pie charts. It is used arriving at valid reliable conclusion

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LIMITATIONS

Confidentiality of information is also limiting factor for analysis of data.

The whole research study was carried out in hyderabad CARE hospital only

therefore the result may not not be same in all areas or cities.

Some of the finding have been taken in the research are based on opinion

attitude,feelings,and perception of few respondent .so we cannot take it as a

granted

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CHAPTER-2

INDUSTRY PROFILE

a) INTRODUCTION TO INDUSTRY

All India Institute of Medical Sciences in Delhi, India

A hospital, in the modern sense of the sentence, is an institution for health

care providing patient treatment by specialized staff and equipment, and often, but not

always providing for longer-term patient stays. Its historical meaning, until relatively

recent times, was "a place of hospitality", for example the Chelsea Royal Hospital,

established in 1681 to house veteran soldiers.

Today, hospitals are usually funded by the public sector, by health

organizations, (for profit or nonprofit), health insurance companies or charities,

including by direct charitable donations. Historically, however, hospitals were often

founded and funded by religious orders or charitable individuals and leaders.

Conversely, modern-day hospitals are largely staffed by professional

physicians, surgeons, and nurses, whereas in history, this work was usually performed

by the founding religious orders or by volunteers. Today, there are

various Catholic religious orders, such as the Alexians and the Bon Secours

Sisters which still focus on hospital ministry.

There are over 17,000 hospitals in the world

ETYMOLOGY

During the middle Ages hospitals served different functions to modern

institutions, being almshouses for the poor, hostels for pilgrims, or hospital. The word

hospital comes from the Latin hospes, signifying a stranger or foreigner, hence a

guest. Another noun derived from this, hospitium came to signify hospitality that is

the relation between guest and sheltered, hospitality, friendliness, hospitable

reception. By metonymy the Latin word then came to mean a guest-chamber, guest's

lodging, an inn.[2]

Hospes is thus the root for the English words host (where the p was

dropped for convenience of pronunciation) hospitality, hospice, hostel and hotel. The

latter modern word derives from Latin via the ancient French romance word hostel,

which developed a silent s, which letter was eventually removed from the word, the

16

loss of which is signified by a circumflex in the modern French word hotel. The

German word 'Spital' shares similar roots.

Grammar of the word differs slightly depending on the dialect. In

the U.S., hospital usually requires an article; in Britain and elsewhere, the word

normally is used without an article when it is the object of a preposition and when

referring to a patient ("in/to the hospital" vs. "in/to hospital"); in Canada, both uses

are found.

Types

Lehigh Valley Hospital in Allentown, Pennsylvania

Some patients go to a hospital just for diagnosis, treatment, or therapy and then leave

('outpatients') without staying overnight; while others are 'admitted' and stay overnight

or for several days or weeks or months ('inpatients'). Hospitals usually are

distinguished from other types of medical facilities by their ability to admit and care

for inpatients whilst the others often are described as clinics.

General

The best-known type of hospital is the general hospital, which is set up to deal

with many kinds ofdisease and injury, and normally has an emergency department to

deal with immediate and urgent threats to health. Larger cities may have several

hospitals of varying sizes and facilities. Some hospitals, especially in the United

States, have their own ambulance service.

District

A district hospital typically is the major health care facility in its region, with

large numbers of beds for intensive care and long-term care; and specialized facilities

for surgery, plastic surgery, childbirth, bioassay laboratories, and so forth.

Specialized

Types of specialized hospitals include trauma centers, rehabilitation

hospitals, children's hospitals, seniors' (geriatric) hospitals, and hospitals for dealing

with specific medical needs such as psychiatric problems (see psychiatric hospital),

certain disease categories, and so forth.

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A hospital may be a single building or a number of buildings on a campus.

Many hospitals with pre-twentieth-century origins began as one building and evolved

into campuses. Some hospitals are affiliated with universities for medical research and

the training of medical personnel such as physicians and nurses, often called teaching

hospitals. Worldwide, most hospitals are run on anonprofit basis by governments or

charities. Within the United States, most hospitals are nonprofit.

Teaching

A teaching hospital combines assistance to patients with teaching to medical students

and nurses and often is linked to a medical school, nursing school or university.

Clinics

Main article: Clinic

A medical facility smaller than a hospital is generally called a clinic, and often

is run by a government agency for health services or a privatepartnership of

physicians (in nations where private practice is allowed). Clinics generally provide

only outpatient services.

Departments

Resuscitation room bed after a trauma intervention, showing the highly technical

equipment of modern hospitals

Hospital departments

Hospitals vary widely in the services they offer and therefore, in the

departments they have. They may have acute services such as an emergency

department or specialist trauma centre, burn unit,surgery, or urgent care. These may

then be backed up by more specialist units such as cardiology or coronary care

unit, intensive care unit, neurology, cancer center, and obstetrics and gynecology.

Some hospitals will have outpatient departments and some will have chronic

treatment units such as behavioral health services, dentistry, dermatology, psychiatric

ward, rehabilitation services, and physical therapy.

Common support units include a dispensary or pharmacy, pathology,

and radiology, and on the non-medical side, there often are medical records

departments and/or release of information department.

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Broadly speaking, there are three different types of hospital in Ireland but

there is very little difference in practice between the first two types:

Health Service Executive hospitals, owned and funded by the Health Service

Executive

Voluntary public hospitals, most of whose income comes directly from the

government. Voluntary public hospitals are sometimes owned by private

bodies, i.e., religious orders. Other voluntary public hospitals are incorporated

by charter or statute and are run by boards often appointed by the Minister for

Health and Children

Private hospitals, which receive no state funding

Public health services are provided in what can broadly be termed the

public hospitals - Health Service Executive hospitals and public

voluntary hospitals. Most of these hospitals also provide private health care

but they must clearly distinguish between public and private beds.

The distinction between the broadly termed public hospitals and

private hospitals is the same, regardless of the range of services provided by

the hospitals.

Acute hospital services in Ireland exist to diagnose, treat and care for seriously

ill or injured patients. Acute hospital services are provided in Health Service

Executive hospitals, public voluntary hospitals and private hospitals. Some

hospitals are specialist - for example, maternity hospitals, psychiatric hospitals,

cancer hospitals, while others are general.

The large general and regional hospitals in Ireland provide a broad range of

services. Smaller local hospitals may not be able to cater for all illnesses and

treatments and you may have to be transferred to a larger hospital or to a specialist

hospital. Everyone living in the country and certain visitors to Ireland are

entitled to free maintenance and treatment in public beds in Health Service Executive

and voluntary hospitals. Some people may have to pay some hospital charges.

Out-patient services in public hospitals are also free of charge but some people

may have to pay an initial charge if they have not been referred by a GP.

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If you are in a private hospital or in a private bed in a public hospital, you

must pay for both maintenance and treatment. Your private health insurance may

cover some or all of the costs.

Normally, you must be referred by a GP in order to avail of hospital services.

There are waiting lists for non-emergency services in many areas.

Accident and Emergency/Casualty

Most general hospitals and some specialist hospitals have accident and

emergency or casualty departments which patients may attend without being referred

by a GP. If you attend without a GP referral, you will be charged €100 (January

2009). If you have to return for further visits to an out-patient clinic in relation to the

same illness or accident you should not have to pay the charge again. The following

groups do not have to pay the charge if they do not have a referral from their GP.

Medical card holders

People who are admitted to hospital as a result of attending the casualty

department (you may then be subjectto in-patient charges).

People receiving treatment for prescribed infectious diseases

Children up to six weeks of age, children suffering from prescribed diseases

and disabilities and children referred for treatment from child health clinics

and school health examinations

People who are entitled to hospital services because of EU Regulations.

Women receiving maternity services.

Long-stay patients

Sometimes people become long-stay patients in acute hospitals. There is no

clear definition of the distinction between acute and long stay. Some

district hospitals and geriatric hospitals have designated long-stay beds.

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History

Early examples

View of the Askleipion of Kos, the best preserved instance of an

Asklepieion.

A physician visiting the sick in a hospital, German engraving from 1682

In ancient cultures, religion and medicine were linked. The earliest

documented institutions aiming to provide cures were Egyptian temples. In ancient

Greece, temples dedicated to the healer-god Asclepius, known

as Asclepieia (Greek:Ασκληπιεία, sing. Asclepieion Ασκληπιείον), functioned as

centers of medical advice, prognosis, and healing.[3]

At these shrines, patients would

enter a dream-like state of induced sleep known as "enkoimesis" (Greek: ενκοίμησις)

not unlike anesthesia, in which they either received guidance from the deity in a

dream or were cured by surgery. Asclepeia provided carefully controlled spaces

conducive to healing and fulfilled several of the requirements of institutions created

for healing. In the Asclepieion of Epidaurus, three large marble boards dated to 350

BC preserve the names, case histories, complaints, and cures of about 70 patients who

came to the temple with a problem and shed it there. Some of the surgical cures listed,

such as the opening of an abdominal abscess or the removal of traumatic foreign

material, are realistic enough to have taken place, but with the patient in a state of

enkoimesis induced with the help of soporific substances such as opium. The worship

of Asclepius was adopted by theRomans. Under his Roman name Æsculapius, he was

provided with a temple (291 BC) on an island in the Tiber in Rome, where similar

rites were performed.

According to the Mahavamsa, the ancient chronicle of Sinhalese royalty,

written in the sixth century A.D., King Pandukabhaya of Sri Lanka (reigned 437 BC

to 367 BC) had lying-in-homes and hospitals (Sivikasotthi-Sala) built in various parts

of the country. This is the earliest documentary evidence we have of institutions

specifically dedicated to the care of the sick anywhere in the

world. Mihintale Hospital is the oldest in the world. Ruins of ancient hospitals in Sri

Lanka are still in existence in Mihintale, Anuradhapura, and Medirigiriya.

Institutions created specifically to care for the ill also appeared early in India.

King Ashoka is said to have founded at least eighteen hospitals ca. 230 B.C., with

21

physicians and nursing staff, the expense being borne by the royal treasury. Stanley

Finger (2001) in his book, Origins of Neuroscience: A History of Explorations Into

Brain Function, cites an Ashokan edict translated as: "Everywhere King Piyadasi

(Asoka) erected two kinds of hospitals, hospitals for people and hospitals for animals.

Where there were no healing herbs for people and animals, he ordered that they be

bought and planted However Dominik Wujastyk of the University College

Londondisputes this, arguing that the edict indicates that Ashoka built rest houses (for

travellers) instead of hospitals, and that this was misinterpreted due to the reference to

medical herbs.

Roman Empire

The Romans created valetudinaria for the care of sick slaves, gladiators, and soldiers

around 100 B.C., and many were identified by later archeology. While their existence

is considered proven, there is some doubt as to whether they were as widespread as

was once thought, as many were identified only according to the layout of building

remains, and not by means of surviving records or finds of medical tools.

Medieval Islamic world

This section may contain inappropriate or misinterpreted citations that do not

verify the text. Please help improve this article by checking for inaccuracie

Bimaristan

Further information: Medicine in medieval Islam

In the medieval Islamic world, the word "bimaristan" was used to indicate a hospital

establishment where the ill were welcomed, cared for and treated by qualified staff.

The public hospital in Baghdad was opened during the Abbasid Caliphate of Harun

al-Rashid in the 8th century. The first hospital in Egypt was opened in 872 and

thereafter public hospitals sprang up all over the empire from Islamic Spain and

the Maghribto Persia..

Colonial America

The first hospital founded in the Americas was the Hospital San Nicolás de

Bari [Calle Hostos] inSanto Domingo, Distrito Nacional Dominican Republic.

Fray Nicolás de Ovando, Spanish governor and colonial administrator from 1502–

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1509, authorized its construction on December 29, 1503. This hospital apparently

incorporated a church. The first phase of its construction was completed in 1519, and

it was rebuilt in 1552. Abandoned in the mid-eighteenth century, the hospital now lies

in ruins near the Cathedral in Santo Domingo.

Modern era

In Europe the medieval concept of Christian care evolved during the sixteenth

and seventeenth centuries into a secular one, but it was in the eighteenth century that

the modern hospital began to appear, serving only medical needs and staffed with

physicians and surgeons.

b) INDUSTRY SCENARIO IN INDIA

1. Healthcare Scenario - India

2. Current Healthcare Landscape

103,000 crores / annum spend on healthcare

5.2 % of GDP

86,000 crores is the healthcare delivery market

17,000 crores is the retail pharma market

This spending matches that of other developing countries as a

percentage of GDP but is low on a per capita basis

Therefore,it lags behind other developing countries on key health

indicators like life expectancy,infant mortality & morbidity

3. Share of different payors

100%=86,000 crores

Private providers capture 64 % of 86,000 crores

4. Breakup of government spend

100%=17,000 crores

5. Secondary & Tertiary Care Government spend utilization among various strata

of society

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100%=10,000 crores

Poorest 40 % receive only 20 % of govt. spend on secondary & tertiary

care

6. Distribution of private hospitals by bed size

100%= 35,000 – 45,000 pvt hospitals & nursing homes

Avg. size of hospital = 22 beds

7. Key findings of current private spending

Private spending on healthcare delivery 69,000 crores

61 % of this is spend on OPD services = 44,000 crores

Indicates low levels of affordability & a disease pattern dominated by

infections

39 % on IPD services = 25,000 crores

85 % of IPD spend is in 5 areas : cardio,cancer,accidents,infections &

maternity

Urban Indians & the rich account for a disproportionate share of the

spend

8. Key findings of current private IPD spending

Private IPD spending , 100%=25,000 crores 4250 17 5,800 Maternity 5500 22

4,100 Infections 4750 19 9,700 Accidents 3250 13 29,600 Cancer 3500 14

29,600 Cardio Value of total private IPD market -crores % of total private IPD

market Rs.per inpatient treatment Disease segment

9. Healthcare spending by income segment 100 % = 1 bn 69,000 25,000 44,000

Higher share of rich :

higher price/treatment

hospitilisation 24,000 Rs

compared to avg.8000 Rs

higher treatment rate

(50 % higher than avg.)

24

10. Healthcare spending – urban vs rural 100 % = 1 bn 69,000 25,000 44,000

Higher share of urban :

higher proportion of rich

households (20 %

compared to 2%)

better access & treatment

rates

11. Road Ahead - 2012

Private spending on healthcare delivery 156,000 crores because of

increase population will lead to increase treatments

change in socio-economic mix will lead to 8 % increase in treatment

rate & 30 % increase in avg.price paid

Change in prices – 26 % increase in price per treatment

Change in mix of diseases – 50 % increase in prevalence of lifestyle

diseases will lead to 12% increase in treatment rate & 7 % in price

This would lead to a change in GDP from 5.2%to 6.2%

Richest 15%will account for 50% of all private healthcare spending &

60% of inpatient spend

Private spending would increase by another 39,000 crores if the

insurance is likely to impact on middle-income households approx. 350

million in 2012 leading to achieving GDP spending to 7.5% & private

spending on healthcare delivery to 195,000crores

c) FUTURE FOCUS:

a) Costly disposables in the next 10 years.

b) Cost of angiogram below Rs7,5

c) Cost of angioplasty below Rs.40,000

d) Cost of stent below Rs.75,000

e) A day stay in ICCU to be below Rs.3,000

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d) NATIONAL HEALTH POLICY

National Health Policy Government Of India Ministry Of Health & Family Welfare

New Delhi 1983

Introduction

The Constitution of India envisages the establishment of a new social order

based on equality, freedom, justice and the dignity of the individual. It aims at the

elimination of poverty, ignorance and ill-health and directs the State to regard the

raising of the level of nutrition and the standard of living of its people and the

improvement of public health as among its primary duties, securing the health and

strength of workers, men and women, specially ensuring that children are given

opportunities and facilities to develop in a healthy manner.

Since the inception of the planning process in the country, the successive Five

Year Plans have been providing the framework within which the States may develop

their health services infrastructure, facilities for medical education, research, etc.

Similar guidance has sought to be provided through the discussions and conclusions

arrived at in the Joint Conferences of the Central Councils of Health and Family.

Welfare and the National Development Council. Besides, Central legislation has been

enacted to regulate standards of medical education, prevention of food adulteration,

maintenance of standards in the manufacture and sale of certified drugs, etc.

While the broad approaches contained in the successive Plan documents and

discussion in the forums referred to in para 1.2 may have generally served the needs

of the situation in the past, it is felt that an integrated, comprehensive approach

towards the future development of medical education, research and health services

requires to be established to serve the actual health needs and priorities of the country.

It is in this context that the need has been felt to evolve a National Health Policy.

Our heritage

India has a rich, centuries-old heritage of medical and health sciences. The

philosophy of Ayurveda and the surgical skills enunciated by Charaka and Shusharuta

26

bear testimony to our ancient tradition in the scientific health care of our people. The

approach of our ancient medical systems was of a holistic nature, which took into

account all aspects of human health and disease. Over the centuries, with the intrusion

of foreign influences and mingling of cultures, various systems of medicine evolved

and have continued to be practised widely. However, the allopathic system of

medicine has, in a relatively short period of time, made a major impact on the entire

approach to health care and pattern of development of the health services

infrastructure in the country.

Progress achieved

During the last three decades and more, since the attainment of Independence,

considerable progress has been achieved in the promotion of the health status of our

people. Smallpox has been eliminated; plague is no longer a problem; mortality from

cholera and related diseases has decreased and malaria brought under control to a

considerable extent. The mortality rate per thousand of population has been reduced

from 27.4 to 14.8 and the life expectancy at birth has increased from 32.7 to over 52.

A fairly extensive network of dispensaries, hospitals and institutions providing

specialised curative care has developed and a large stock of medical and health

personnel, of various levels, has become available. Significant indigenous capacity

has been established for the production of drugs and pharmaceuticals, vaccines, sera,

hospital equipments, etc

The existing picture

In spite of such impressive progress, the demographic and health picture of the

country still constitutes a cause for serious and urgent concern. The high rate of

population growth continues to have an adverse effect on the health of our people and

the quality of their lives. The mortality rates for women and children are still dis-

tressingly high; almost one third of the total deaths occur among children below the

age of 5 years; infant mortality is around 129 per thousand live births. Efforts at

raising the nutritional levels of our people have still to bear fruit and the extent and

severity of malnutrition continues to be exceptionally high. Communicable and non-

communicable diseases have still to be brought under effective control and eradicated.

27

Blindness, Leprosy and T.B. continue to have a high incidence. Only 31% of the rural

population has access to potable water supply and 0.5% enjoys basic sanitation.

Medical and Health Education

It is also necessary to appreciate that the effective delivery of health care

services would depend very largely on the nature of education, training and appro-

priate orientation towards community health of all categories of medical and health

personnel and their capacity to function as an integrated team, each of its members

performing given tasks within a coordinated action programme. It is, therefore, of

crucial importance that the entire basis and approach towards medical and health

education, at all levels, is reviewed in terms of national needs and priorities and the

curricular and training programmes restructured to produce personnel of various

grades of skill and competence, who are professionally equipped and socially moti-

vated to effectively deal with day-to-day problems, within the existing constraints.

Towards this end, it is necessary to formulate, separately, a National Medical and

Health Education Policy which (i) sets out the changes required to be brought about in

the curricular contents and training programme of medical and health personnel, at

various levels of functioning; (ii) takes into account the need for establishing the

extremely essential inter-relations between functionaries of various grades; (iii)

provides guidelines for the production of health personnel on the basis of realistically

assessed manpower requirements; (iv) seeks to resolve the existing sharp regional

imbalances in their availability; and (v) ensures that personnel at all levels are socially

motivated towards the rendering of community health services.

28

HRM PRACTICES IN SERVICE-BASED ORGANIZATIONS:

Human resource management (HRM) practices are being increasingly treated

as dependent rather than independent variables. Whereas in the past researchers

focused almost exclusively on how changes in HRM practices affect employee

performance or satisfaction, researchers are now beginning to ask how organizational

conditions shape HRM practices (e.g., design, staffing, performance appraisal,

compensation, and training and development). Examples of organizational conditions

hypothesized to impact HRM practices include strategy (Hambrick and Snow 1987;

Snow and Hrebiniak 1980; Olian

and Rynes 1984; Lawler 1984; Hambrick and Mason 1984; Gupta and

Govindarajan 1984a, b; and Miller, Kets de Vries and Toulouse 1982),

organizational life cycle stage (Kochan and Chalykoff 1987; Kerr 1982, 1985),

technological change, union presence, internal labor markets and even whether or not

an organization has a personnel department (Osterman 1984; Pfeffer and Cohen 1984;

Cohen and Pfeffer 1986). Consistent with this line of research investigating the

relationship between organizational conditions and HRM practices, this article

focuses on HRM practice in service-based organizations.

The role behavior theory perspective (Naylor, Pritchard and Ilgen 1980)

provides useful insights for understanding and explaining inter-organizational

differences in HRM practices and consequent organizational behaviors. Application

of the perspective is built on two fundamental assumptions: (1) HRM practices are a

primary means for defining, communicating and rewarding desired role behaviors and

(2) desired role behaviors are a function of organizational characteristics.

29

HRM PRACTICES FOR MANAGERIAL AND HOURLY

EMPLOYEES IN SERVICE-BASED AND MANUFACTURING

FIRMS

The U.S. economy can be carved into a large number of industry sectors, but

the distinction between manufacturing-based and service-based industries is one of

the most basic. Service organizations have been described as differing from

manufacturing organizations in three ways: (1) their "products" are intangible rather

than tangible; (2) customers are actively involved in the production of services; and

(3) the consumption of services occurs simultaneously with their production (Bowen

and Schneider 1988; Daft 1986; Mills and Margulies 1980; Mills and Moberg 1982;

Larsson and Bowen 1989).

The intangible nature of services means that performance is difficult for

supervisors to monitor directly, so employees must be trusted to monitor their own

performance. The fact that customers are actively involved in the service production

process means service providers must be sensitive to clients' needs; they must monitor

these needs and use the cues they receive from clients to guide their job behaviors.

Because of these characteristics of service jobs, service organizations should be more

likely than manufacturers to include both employee input and client input as sources

of performance appraisal information (Mills and Morris 1986).

The simultaneity of the production and consumption processes also has

implications for HRM practices (Schneider and Schecter 1991). For example, quality

control cannot be achieved by the inspect-and-correct method commonly used in

manufacturing plants. Instead, quality control occurs at the point of service delivery

(Gronroos 1990; Heskett, Sasser and Hart 1990). In order to maintain control over

quality, service organizations are likely to seek ways of controlling the process of

service production rather than the outputs (Mills and Moberg 1982). They may invest

more resources to train new recruits, with the objective of socializing them to be

effective monitors of their own service production behaviors (Bowen and Schneider

1988). They could also revise their personnel selection system (Schneider and

Schecter 1991). Another way to gain more control over performance would be to use

performance appraisal results in making compensation decisions. Job design practices

30

could also be used to enhance service quality. Enriched jobs should encourage

selfmonitoring because employees then feel a greater sense of responsibility for their

performance and they are more aware of their significance to the firm (Hackman and

Oldham 1980).

This line of reasoning implies that the following practices would be more

prevalent in service-based firms:

Job designs that are "enriched," in that they are characterized by

Autonomy, variety and interdependence;

Employee input into performance appraisals;

Client input into performance appraisals;

Use of performance appraisal results to assess training needs;

Extensive training of new employees, with emphasis on performance on

their current jobs; and

Use of performance appraisal results in determining compensation.

It should be noted here that in comparing service-based and manufacturing firms,

these predicted differences would be found for both managerial employees and lower-

level employees. However, the differences are likely to be greater for lower-level

employees whereas differences in the tasks performed by service-based employees

and manufacturing employees are particularly pronounced.

HRM PRACTICES FOR MANAGERIAL AND HOURLY

EMPLOYEES IN SERVICE ORGANIZATIONS

A large literature addresses the nature of the managerial position. According to

this literature, the jobs of managers comprise several roles. Mintzberg (1973), for

example, described 10 managerial roles clustered into three categories: interpersonal,

informational and decisional. While allowing for differences in situations, taken

together, these 10 roles characterize the job of manager as being linked with others,

taking some risks, focusing on results and process, managing the activities and jobs of

others, dealing with unpredictable events and monitoring the environment of the

group or unit being managed. Jacques' (1989) concept of the time span of discretion

adds another distinguishing feature to this picture of managerial jobs. The time span

31

of discretion refers to the length of time it takes for results of a contribution to become

known. For managers, this time span is usually relatively long.

Using the Mintzberg role distinctions and Jacques' time span of discretion,

managerial jobs can be compared and contrasted with hourly or nonmanagerial jobs.

While managerial and non-managerial jobs are similar in that both are remunerated

and are important to organizational effectiveness, managerial jobs are generally filled

with more unpredictability, risk-taking, results-orientation, interdependence and a

longer time span of discretion, in comparison to hourly jobs. These differences may

diminish, however, as service organizations reduce layers of management,

decentralize and push more responsibility down to lower organizational levels.

Organizations use their HRM practices to encourage the behaviors needed to

successfully carry out the managerial role. Given that the managerial role is different

from the roles of lower-level employees in organizations, it is reasonable to expect

that organizations would use somewhat different human resource management

practices for the two groups of employees. Specifically, given the nature of the

managerial role as previously described, it is probable that compared to hourly

employees in service-based organizations; managers would be more likely to be

influenced by the following practices:

Jobs with greater skill variety and responsibility;

Performance appraisals that focus on results;

Performance appraisals that focus on projects that take a longer period of time;

Compensation schemes based on company-wide bonuses;

Training that is provided for longer-term and broader skill development; and

More training hours per year.

HRM PRACTICES FOR MANAGERIAL AND HOURLY EMPLOYEES IN

EFFECTIVE AND INEFFECTIVE SERVICE-BASED FIRMS

The general hypothesis that predicts major differences in human resource

practices used in the manufacturing and service industries follows from a

deterministic view of the relationship between environments and organizational forms

32

(Hannan and Freeman 1977). Thus, for example, population ecologists would point to

the different niches that are the relevant environments for these two industry sectors

and argue that the characteristics of the two environments dictate the forms of the

organizations that populate them (Aldrich 1979).

Models that emphasize the role of managerial decision-making and choice

represent an alternative perspective for generating hypotheses about how

organizations are likely to differ in their management practices. The strategic choice

perspective assumes that organizations face numerous design options and that the

form of management an organization adopts represents decisions made by

management. These may be made within some constraints, however, such as the

constraints related to operating within the manufacturing or service industry (see

Hrebiniak and Joyce 1985). A strategic choice perspective recognizes that multiple

design options are often available to organizations, but does not necessarily assume

that all options are equally effective within a given environment (e.g., Porter 1980,

1985). Thus, inappropriate managerial

decisions can create organizational practices that are less than optimal, in which case

organizational effectiveness is likely to suffer. When applied to the issue of human

resource management systems, this view of organizational adaptation leads to the

prediction that when organizations operating within a given industry sector are

compared, those that are more effective will be the organizations that have adopted

HRM practices consistent with the demands of the industry.

Based on the previous discussion and the literature, several differences would

be expected between the human resource practices in more effective service firms in

comparison to less effective service firms. Specifically, the more effective the service

firm the more likely that-

Job designs will be characterized by skill variety and autonomy;

Employees will have input into their performance appraisals;

Clients will have input on appraisals; ,

Performance appraisal results will be used in determining training needs;

There will be a great deal of training of new employees; and

Performance appraisal results will be used in compensation decisions.

33

CHAPTER-3

COMPANY PROFILE

A. GENERAL PROFILE OF CARE HOSPITALS

Care foundation is a registered nonprofit society with the mandate of making

quality health care affordable and accessible to all through appropriate use of

technology. The foundation has been established by a group of medical scientists and

technologies with the stated mission of making advanced comprehensive healthcare

affordable and accessible to all. The foundation is a non-profit organization and is

registered as a society under Andhra Pradesh Society Act 1365 Falsie.

The patron of the foundation is renowned cardiologist Padmashri

Dr.B.Somaraju and the chairman of the foundation is Prof.P.Krishnam Raju. The

foundation implements its mission of making advanced technology based care

affordable and accessible to common man under a three dimensional programme.

Conducting research & imparting specialized education.

Developing cost effective medical products, and

Providing health care to people from the economically weaker

sections of the society and those living in rural areas.

In 1997, when Dr.B.Soma Raju and Dr.D.Prasada Rao led a team of medical

professionals to set up the first CARE Hospital, it signaled the dawn of a new era in

medical care. At the heart of this movement was a burning desire to practice

medicine with compassion, concern and care, with a single minded objective the

recovery of the patient. Today, with Multi-Specialty Hospital across the state, and a

reputation for humanization and selfless service of the highest order, CARE Hospital

enjoys an unbelievable amount of goodwill. A million smiles will bear testimony to

that.

VISIONARIES

1. Dr.B.Soma Raju

Chairman & Managing Director

34

Sri Dr.B.Soma Raju, MD, DM in Cardiology and renowned cardiologist in

India and Abroad.

He headed the department of Cardiology at NIMS during which time he

brought modern Cardiac care into the country.

He developed indigenous stent along with Dr.Abdul Kalam, President of India

(Named Kalam-Raju Stent)

He was honored by Government of Indian with Padmashree Award towards

his outstanding contribution in the field of Medicine in the year 2001.

He is the Chairman & Managing Director of QCIL

2. Dr.N.Krishna Reddy

Director & CEO

MD Internal Medicine from PGIMER, Chandigarh.

DM-Cardiology from GB Pant Hospital, New Delhi.

Asst.Professor at NIMS-introduced Tran esophageal echocardiography and

Dobutamine Echocardiography.

A key team member in development & evaluation of indigenous coronary

stents, beginning with ―Kalam-Raju‖ stent.

A principal investigator for 5 ongoing National Trials

The team leader for ongoing development of drug-eluding stents.

He is a Consultant Cardiologist and the Director & Chief Executive Officer of

QCIL

The organization was incorporated with the main objective of running all

kinds of hospitals, dispensaries nursing homes, clinical laboratories carrying out

medical research, education and train medical students nursing professionals, hospital

administrator, grant diplomas or recognitions as the company may deem fit and to

render professional consultancy and advice to any individual firm, company, Govt etc.

in the fields of research and development relating to medical, pharmaceutical and

chemical industries.

35

BOARD OF DIRECTORS

Dr.B.Soma Raju, Chairman and Managing Director

Dr.N.Krishna Reddy, Chief Executive Officer

Mr.D.Suresh

Dr.A.Rajgopala Raju, Whole-time Director

Mr.C.Rama Krishna

Mr.Rajeev Amrish Agarwal

Mr.John Michael Lind

Dr.G.N.Rao, Director

COMPANY SECRETARY

Mr.N.Anjaneyulu

GROWTH

The care foundation was established with the noble objective of

providing needed research in cardiology, to achieve indigenization of the fast growing

range of hard ware products, devices and disposables in the field to provide excellent

academics at different levels and to strive to bring down the ever bargaining cost of

cardiac health care under the able leadership of its founder, chairman Dr.B.Soma

Raju. The care foundation has relentlessly pursued those objectives and can now look

back with some satisfaction on the work done towards this end in the first few years

of its experience.

Quality Care India Limited (QCIL) was an inevitable off shoot of the zeal to

achieve the above mentioned objective. And it has the purpose of giving a practical

shape to this pursuit. The care hospital Nampally, Hyderabad is the first of the project

of Quality Care India Limited established in July 1997 in leased premises the Hospital

needs little to be said in its praise as the direction it has then and its achievements are

now very well known, the immense credibility it has established is just a reflection of

this, Dr.B.SOMA RAJU is himself, the chairman of Quality Cares India Limited and

the care hospital and Dr.B.Prasada Rao, the Vice-Chairman the governing board of

the hospital has Dr.B.Soma Raju, and Mr.D.Suresh as its directors.

36

The care hospitals stated with 200 beds. It has never shrinked from its

responsibility of looking after the economically deprived sections of the population.

It is to the credit of the hospital that nearly 20% of accommodation is allocated under

general ward category where the tariffs are highly subsidized.

The hospital has so far been an exclusive cardiac care hospital with few

supporting departments such as internal medicine and Pulmonology; it has on its

panel specialists from all the branches who visit on call.

The hospital runs on extremely busy intensive coronary care unit attending to

all cardiac emergencies. The unit is staffed with an in house cardiologist around the

clock, supported by juni9or doctors, an anesthetist, a large number of technicians and

nursing staff and others. Laboratory services are available continuously, Emergency

services such as primary angioplasty for a person with developing heart attack are

performed at all times of day or night.

Care hospitals felt the need to introduce other specialities that could serve the

population with the same professional competence and commitment as cardiac team

with this in view neurology and other neurology services were being started at CARE

NAMPALLY from October 2000. PROF. J.M.K.MURTHY who is a well known

neurologist and acclaimed expert on seizure disorders is heading the neurology unit.

Continuing on the path to achieve the objective the group has established a super

specialty hospital at BANJARA HILLS, HYDERABAD. This has brought under one

roof highly qualified, competent and dedicated professionals who would provide the

care and service to people. CARE foundation started a research and development

institution, cardio vascular devices and disposables to develop cardiac devices and

disposables.

THE CARE MODEL

They operate on physician driven model. This means that all the main

constituents of the CARE movement, the promoters, administrators and service

providers are physician. The center of the cARE model is the patient and the

overriding motive of all care‘s activities is to provide quality medical care at an

affordable cost. Technology training and team work from the every core of the

CARE model which also emphasizes a comprehensive and continuous education and

37

training of every individual involved in the patient care. Every effort will be taken to

ensure that their growth is decided by the patients needs and not one decided by their

corporate requirements.

The base of the logo represents a level field provided to everybody.

The column consisting of beam represents the multi-disciplinary teams of

CARE Hospitals.

The person on the pedestal is a professional like a physician/nurse/health care

professional supported by excellence.

The person trying to climb the apex of the pedestal is a patient suffering from

illness or a student seeking knowledge and skills.

The rectangular box refers to a well-defined framework within which the

hospital functions.

FUNDAMENTAL REASON FOR EXISTENCE

To make quality medical care affordable and accessible considering quality,

cost, access.

Timeless unchanging core values.

Putting the patient first above ones own interest.

CORE PRINCIPLE

Putting the Patient first; above our own interests.

MISSION

To provide the best and cost-effective care, accessible to every patient through

integrated clinical practice, education and research.

VISION

To evolve as a unique university-based health-centre where the quest for new

knowledge would continuously yield more effective and more compassionate care for

all.

38

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

amongst professions.

To be globally competitive in healthcare and related businesses integrating

local culture and ethos.

OBJECTIVES

Upgrade its education and Research wing on par with the international

standards and consequently develop health care 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 health care delivery systems, coverage systems

like microfinance/micro insurance, medical education and research.

Develop healthcare solutions for underdeveloped and developing countries.

To develop comprehensive healthcare 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.

POLICIES

Sensitivity to pain and suffering shall be accorded highest priority to every

employee.

Same treatment for same illness, irrespective of ability to pay.

Tests will be done only when medically necessary

Selection of all employees shall be on the basis of merit.

Compulsory continuous medical education to lab health care personnel.

39

All departments shall be run by full time consultants.

Round the clock availability of cardiologists, C.T.Surgeon‘s neurologists,

anesthetists, labs and technicians.

VALUES AND PRINCIPLES Practice Practice medicine as an integrated team of compassionate, physicians,

scientists and allied health professionals.

Education Learn to serve through training and education of physicians, nurses

and allied health professionals.

Research Conduct basic and clinical research programs to improve patient care

and to benefit society

Mutual Respect Treat everyone with respect and dignity

Commitment to

Quality

Continuously improve all processes that support patient care,

education and research

Work Atmosphere Foster teamwork, personal responsibility, integrity, innovation, trust

and communication, and celebrate success

Societal

Commitment

Support the society we live in and assist patients with limited financial

resources

Finances Allocate resources within the context of a system rather than its

individual entities

40

MILESTONES OF CARE

GROWTH OF CARE

41

ACHIEVEMENTS:

First team to conduct an angioplasty in India (1985).

First team to perform Balloon Valvoplasty in India.

First team to develop the coronary heart stent (Kalam-Raju) in Asia.

First team to do the Beating Heart Surgery in India (1999)

First team to perform the cardiac MRI in India

Quality care India Ltd., is amongst the top five health care providers in India

and no.one in the State of Andhra Pradesh. It presently comprises of 14 hospitals

with five facilities located in the city at Hyderabad, two each in Vizag and Pune and

one each in Vijayawada, Nagpur, Surat, Raipur and Bhubaneswar.

It is the first concern to launch telemedicine services linking district

government hospitals.

Academic Programmes:

Care Institute of Medical Sciences.

Care School/College of Nursing.

Indira Gandhi National Open University (14th

November)

Netaji Subash Open University (NSOU) courses clinical research.

Care Learning Centre: 5th

January, 2005 .

Existing Hospitals

1. Hyderabad

CARE Nampally

CARE Banjara

CARE Secunderabad

CARE Remedy

CARE Musheerabad

CARE Clinic, Srinagar Colony

2. Lokamanya CARE & Galaxy Care, Pune.

3. Ganga CARE, Nagpur.

4. Ramakrishna CARE, Raipur.

5. Aditya CARE, Bhubaneswar.

6. Visakha CARE Unit I & II, Visakhapatnam.

7. Pinamaneni CARE, Vijayawada.

42

8. CARE Surat.

Upcoming Hospitals:

9. AOC CARE, Secundarabad

The best interest of their patient is the only interest they consider. They at

CARE, combine an emphasis on the pure science of medicine with a keen

appreciation for each person‘s humanity. Their caring staff, advanced medical care,

accessibility and efficiency is what make them different from others-the preferred

choice of the international patient. Every employee devotes the necessary attention to

ensure that every patient‘s visit to CARE is convenient and worthwhile. The culture

at CARE bears testimony to the fact that:

―They are dedicated to the needs of their patients. They serve with a special

attitude, special care so that all patients gain the maximum benefit from their visit to

CARE.

―It uses a collaborative approach where each physician can call on the

expertise of medical specialists and sub specialists. This team work helps physicians

arrive at an accurate diagnosis and the most effective course of treatment. Each

patient benefits from the experience and skills of many physicians. CARE continues

to offer superior value with an efficient, streamlined approach to medical care that

emphasizes accurate diagnosis and effective treatments.

―It is patient centered organization and focus on one thing the needs of the

patient. The needs of the patient come first.

―It provides the best care to every patient through integrated clinical practice,

education and research‖.

―Comprehensive evaluation with timely, efficient assessment and treatment.

Availiability of the most advanced, innovative diagnostic and therapeutic technology

and techniques.

―The CARE organization recognizes the importance of good communication

with the patient‘s personal doctor. Upon the patient‘s return home, CARE physicians

send all pertinent medical information to the home doctor to assist in continued good

care. It functions cooperatively to bring skilled, compassionate care to patients from

around the world.

43

MEDICAL SPECIALITIES IN CARE

Specialities:

1. Anesthesiology and Pain management

2. Bio Chemistry

3. Blood Bank and Transfusion medicine

4. Cardiology

5. Cardio-Thoracic Surgery

6. Clinic Pathology

7. Critical Care

8. Dental

9. Dermatology

10. Dialysis

11. Dietetic and Nutrition

12. ENT

13. Emergency Surgery

14. Endocrinology

15. Gastro Entomology

16. General Surgery

17. Gynecology

18. Hand & Micro Surgery

19. Hepatology

20. Hoematology

21. Imageology

22. interventional Radiology

23. Internal Medicine

24. Laparoscopy

25. Microbiology

26. Medical Oncology

27. Nephrology

28. Neurology and Neuro Surgery

29. Nuclear Medicine

30. Orthopaedicies and Trauma

31. Opthalmology

44

32. Pain Management

33. Pediatrics

34. Pediatric Surgery

35. Phyiothearphy

36. Plastic & Cosmetic Surgery

37. Psychiatry

38. Pulmonology

39. Rheumatology

40. Robotic Surgery

41. Surgical Oncology

42. Urology

43. Vascular Surgery.

ORGANIZTION STRUCTURE

In structure, we see patients, are at high priority, at quality care the main

criteria is putting the patient first above ones own interest‖. They are treated as Elite

Group of the organization.

The next preference is given to doctors and nurses; they are the people who

give emotional support and satisfaction to the patients. The more comfort they give

the more satisfied is the patient, here the nurses play a very important and vital role,

they look after every aspect of the patient starting with their food to their medicines,

for this they have to be very patient, humble and pleasing.

PATIENT

Doctors and Nurses

Paramedics and House Keepers

Departmental Manager

Support Manager

Directors

45

The next comes Paramedics and Housekeeping, the more cleanliness the more

attractive the hospital, so the housekeeping people play a crucial role in attracting the

people to opt the hospital. Pharmacist is one who delivers the prescribed medicines

given by the physician, the more pro active they are the more willingness to buy the

medicines from within the premises. Next comes the Departmental manager, who

looks after the departments, its functions and the procedures to be followed. He is the

person who is responsible for all activities to be carried for attaining the objectives

ORGANIZATIONAL HIERARCHY

GENERAL MANAGER

DEPUTY GENERAL MANAGER

CHAIRMAN

VICE-CHAIRMAN

BOARD OF DIRECTORS

HOSPITAL ADMINISTRATOR

MANAGER

ASSISTANT MANAGER

SUPERVISOR

REGULAR STAFF

46

FUTURE PLANS

a) Costly disposables in the next 10 years

b) Cost of angiogram below Rs.7,5

c) Cost of angioplasty below Rs.40,000

d) Cost of stent below Rs.75,000

e) A Day stay in ICCU to be below Rs.3,000

B.FUNCTIONAL PROFILE:

PRODUCTION

Production Mix:- It is min of all multi specialties services in the hospital.

Production is nothing but it related to patient CARE service to the patients.

Marketing:-

As they are service providers they following the direct service.

Patient Doctor

Products:-

It refers to the specialties that are provided by the organization.

Price:-

Price is based on the service received by the patients.

Place:-

Place is not a criteria patients from various places visit the hospital for the

services provided by the hospital.

Promotion:-

1. Medical Camps

2. Publicity

3. Advertisement in journals, magazines, TV & Other media.

47

CHAPTER-4

CONCEPTUAL PROFILE

A.THEORETICAL ASPECTS OF THE CONCEPT

HUMAN RESOURCE MANAGEMENT (HRM) ISSUES IN TQM

IMPLEMENTATION

Wilkinson et al. (1992) claim that the ‗hard‘ and ‗soft‘ aspects in TQM programmes

are interdependent elements. Similarly, this is supported by Rees (1995) who

identified valid linkages between them. The hard aspect is referred to as generally

quantifiable quality tools and techniques, such as total quality control, just-in-time

production, six-sigma and zero defect performance measurement, and task-based team

working. Meanwhile, the soft or more qualitative aspect of a TQM programme

consists of the use of HRM policies and activities to generate employee commitment

to quality, and the dissemination of management vision and ideology that may

reinforce the maxims of quality working culture, attitudinal change, continuous

improvement, and customer orientation.

As the origin of quality management lies within the operation and production fields,

manufacturing firms may tend to place emphasis on the hard and quantifiable

measurement aspects. In contrast, service-oriented organizations, which have a greater

degree of employee-customer interaction, should concentrate on the more qualitative

and softer aspects of working culture, customer care and personal interactions.

However, the managerial approach towards various aspects of ‗soft‘ issues in quality

management must continue to search for more quantifiable measurement of

performance outcomes. On the other hand, while modern management allows greater

employee discretion, autonomy and empowerment as the benefits of a TQM

programme, closer monitoring and tighter management control are still needed to go

hand-in-hand.

Miller and Cardy (2000) suggest that HRM need to respond in a creative way to TQM

and reengineering in organisational changes. The research constructs used are

staffing, training, performance appraisal, mentoring compensation, and social support.

Furthermore, Dale and Cooper (1993) highlight the importance of concern for people

issues in TQM. The HR activities that they relate to quality improvement processes

are the role of the senior managers, motivating middle managers, training and

48

education team building, employee involvement at work, and handling people

resistance in quality change management.

The above evidence indicates significant relationships between HRM elements and

TQM implementation. The following section elaborates on literature on HR issues,

including people resistance, managerial roles, management commitment, and the

behavioral and cultural issues in relation to TQM implementation.

QUALITY HRM CLIMATE

In this study, variable items that would form a research construct of quality working

climate involving the employee involvement and commitment elements. Therefore,

the scope of discussion will cover literature review related to employee involvement,

employee commitment, and other perspectives of quality HRM in TQM

implementation. Most of the literature selected is on the service organisation context,

with a sample of some manufacturing and mixed (service and manufacturing)

organisations also included

Employee Commitment in Quality Initiatives

Employee commitment to organizational initiatives is always important, as they are

the people who are going to perform the quality mission in daily operations. They are

also the front-liners who are directly interacting with customers. Customers‘

evaluation and perception to determine whether they are satisfied with the service

provided or not would be the main indicators of quality and excellent performance.

Therefore, this section aims to present evidence from previous study on the significant

impact of employee commitment to quality working environment. Most of the

researches done in the selected literature are in a service-oriented context, including

public and private organizations.

The review is intended to identify the variables research constructs used in

investigating employee commitment with respect to quality initiatives.

The Hogan Personality Inventory (HPI) was used by Cran (1994) to assess the

validity of employee longer-term attitudinal commitment and work performance in

service-orientation organizations involved in a TQM initiative. Training effectiveness

on personality change could lead to attitudinal change on work commitment to fulfill

their job requirements. The personality attribute, which was used to study the

relationships between personality and employee commitment, seems to be narrowly

and intrinsically motivated. In contrast, some external factors, such as management

49

support, leadership role and recognition, were discovered to have significant influence

on the results.

Meanwhile, Taylor (1995) defines commitment as more than accepting responsibility

for an activity, or even being engaged in pursuit of a quality objective. It involved

both attitudes and behaviours of all organisational members. Taylor‘s research

adopted the Mowday et al. (1982) constructs on attitudinal commitment, which

include:

1. Strong belief in and internalisation of the organisation‘s goals and

values.

2. Preparedness to expend considerable effort on behalf of the

organisation.

3. Strong desire to maintain organisational membership.

Meanwhile, Boshoff and Tait (1996) used organisational commitment as an

intervening variable in a study on service quality. An empirical test was conducted on

SERVQUAL model involving frontline employees‘ own perception of service quality,

and the service quality their supervisor believe they should deliver (Parasuraman et

al., 1988). The hypothesised antecedent variables used under Gap 1 to affect

organisation commitment are role conflict, role ambiguity, goal setting, upward

communication, downward communication, and performance feedback. The

hypothesised antecedent factors that will affect organisational commitment under Gap

3 are the initiating structure, job satisfaction, and teamwork Commitment in quality

management programmes must include a recalibration of organization-wide thinking for

high quality work methods combined with excellent results. Meanwhile, commitment to

quality assurance is oriented towards the assurance of product and service quality based

on quality techniques and guidelines for operational

1. INTRODUCTION OF HUMAN RESOURCE MANAGEMENT:

HRM is the management of employees, skills, knowledge, abilities, talents,

aptitudes, creative abilities etc. Employee in HRM is treated not only as economic

man but also as social and psychological man. Thus, the complete man is viewed

under this approach. Employee is treated as a resource. Employees are treated as a

profit centre and therefore, invert capital for HRD and future utility.

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NATURE AND SCOPE OF HR’s:

People in any organization manifest themselves, not only through individual

sections but also through GP interactions. When individual come to work place, they

come with not only technical skills, knowledge etc., but also with their personal

feelings, perception, desires, motives, attributes, values etc, therefore, employee

management in an organization does mean management of not only technical skills

but also other factors of the human resources.

MEANING OF HR’s MANAGEMENT:

Different terms are used to denote HR‘s management. They are labour

management, labour managesment relations, employee, employer relations and

industrial relations.

Personnel Administration, Personnel Management, Human Capital

Management, Human Asset Management, and the like. Though these terms can be

differentiated widely, the basic nature of distinction lies in the scope of coverage and

evolutionary stage.

In simple sense, human resources management means employing people their

resources, utilizing maintaining and compensating their service in tune with the job

and organizational requirements.

DEFINITIONS:

―HRM is a process consisting of four functions, acquisition, development,

motivations and maintenance of HR‘s‖.

Robbin & Decenzo

HRM has been defined as a strategic and coherent approach to the

management of an organization most valued assets the people working these, who

individual and collectively contributes to the achievement of its goals.

Armstrong (1999)

OBJECTIVES OF HRM:

The basic aims & objectives of HRM are to help the relization of the

organizational goals.

To ensure effective utilization of human resources. All other organizational

resources will be efficiently utilized by the human resources.

To ensure respect of human beings by providing various services and welfare

facilities to the personnel.

51

To ensure reconciliation of individual group goals with those of the

organization in such a manner that the personnel feel a sense of commitment

and loyalty towards it.

To identify and satisfy the needs of individuals by offering various monetary

and non-monetary rewards.

To achieve and maintain high morale among employees in the organization by

securing better human relations.

To establish and maintain an adequate organizational structure of relationships

among all the members of an organization by dividing of tasks with in the

organization into functions, positions, and jobs, and by defining clearly the

responsibility, accountability, authority for each job and its relation with other

jobs in the organization. HRM tries to improve morale by providing adequate

training to workers and by achieving for itself knowledge of human nature

which is ―the totality of motives that cause human actions‖.

Functions of HRM:

The function of HRM can be broadly classified in to two categories.

(I) Managerial functions and

(II) Operative functions

I.Managerial Functions:

Managerial functions of personnel management involve planning, organizing,

directing and controlling. All these functions influence the operative functions.

(i) Planning: It is a pre-determined course of action. Planning is determination

of personal is determination of personnel programmes and changes in advance that

will contribute to the organizational goals.

(ii) Organizing: An organization is a means to an end. It is essential to carry

out the determined course of action.

(iii) Directing: The next logical function after completing planning and

organizing is the execution of the plan. The basic function of personnel management

at any level is motivating, commanding, leading and activating people. The willing

and effective cooperation of employees for the attainment of organizational goals is

possible through proper direction.

(iv) Controlling: After planning, organizing and directing the various

activities of thepersonnel management, the performance is to be verified in order to

52

know that personnel functions are performed in conformity with the plans and

directions. Controlling also involves checking, verifying and comparing of the actual

with the plans, identification of deviation if any and correcting of identified

deviations. Thus, action and operation and adjusted to pre-determined plans and

standard through control.

II.Operative Functions:

The operative functions of personnel management are related to specific

activities of personnel management viz., employement, development, compensation

and relations. All these functions are interacted by managerial functions. Further

these functional are to be performed in conjunction with management functions.

(i) Employment: It is first operative function of Human Resources Management

Employment is concerned with securing and employing the people possessing

required kind and level of human resource necessary to achieve the organizational

objectives. It covers the functions such as job analysis, huamn resource planning ,

recruitment, selection, placement, induction and internal mobility.

a. Job analysis: It is the process of study and collection of information relating to

the operations and responsibilities of a specific job.

b. Human Resource Planning: It is a process for determination and assuring that

the organization will have an adequate number of qualified persons, available

at proper times, performing jobs which would provide satisfaction for the

individual involved.

c. Recruitment: It is the process of searching for prospective employees and

stimulating them to apply for jobs in an organization.

d. Selection: It is the process of ascertaining the qualaifications, experience, skill,

knowledge etc. of an applicant with a view to a appraising his/her suitability to

a job appraising.

e. Placement: It is the process of assigning the selected candidate with the most

suitable job in terms of job requirements. It is matching of employee

specification with job requirements.

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f. Induction and Orientation: Induction and orientation are the techniques by

which a new employee is rehabilitated in the changed surrounding and

introduced to the practices, policies, purpose and people etc., of organization.

II. Human Resources Development: It is the process of improving, Moulding and

chnaging the skills, knowledge, creative ability, aptitude, attitude, values,

commitment etc., based on present and future job and organizational requirements.

This function includes:

a. Performance Appraisal

b. Training

c. Management Development

d. Career Planning and Development

e. Internal Mobility.

f. Transfer.

g. Promotion

III.Compensation:

It is the process of providing adequate, equitable and fair remuneration to the

employees. It includes

1. Job evaluation.

2. Wage and salary

3. Administration.

4. Incentives,

5. Bonus,

6. Fringe benefits

7. Social security measures etc.

IV. Human Relations:

Practicing various human resources policies and programmes like

employment, development and compensation and interaction among employees create

a sense of relationship between the ilndividual workers and management, among

workers and trade unions and management.

V. Effectiveness of Human Resources Management:

Effectiveness of various personnel and practices can be measured or evaluated

by means of organizational health and human resources accounting etc.

1. Organizational Health.

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2. Human Resource Accounting.

HUMAN RESOURCE DEVELOPMENT:

Human Resource Development assumes significance in view of the fast

changing organizational environments and need of the organization to adopt new

techniques in order to respond to the enviornment changes.

The Concept of Human Resource Development:

The concept of HRD was formally introduced by Leonard Nadler in 1969 in a

Conference organized by the American Society for Training and Development.

Leonard Nadler defines HRD as, ―those learning experiences which are organized, for

a specific time, and desined to bring about the possibility of behavioral change‖.

Among the Indian authors T.Venkateswara rao worked extensively on HrD.

He defined HrD in the organizational context as, ―a process by which the employees

of an organiztion are helped in a continuous.

HRD from organizational point of view is a process in which the employees of

an organization are helped/motivated to acquire and develop technical, managerial

and behavioral knowledge skills and abilities, and mould the value, beliefs, attitude

necessary to perform present and future roles by realizing highest human potential

with a view to contribute positively to the organizational, group, individual and social

goals.

Functions of HRD Managers

1. Role Analysis

2. Human Resource Planning.

3. Recruitment

4. Selection

5. Placement

6. Induction and Orientation.

7. Performance Appraisal

8. Training

9. Management Development

10. Career planning and Development.

11. Organizational Development.

12. Compensation.

13. Social and Cultural Programmers.

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14. Workers, participation in Management.

15. Quality Circles.

16. Employee Counseling.

17. Team work.

18. Communication policies.

19. Monetary Rewards.

20. Non-Monetary Rewards.

21. Employee Benefits

HRM SUB-SYSTEM

FINANCE

MRKTG

HRM

PROD’N

SYSTEMS

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RESPONSIBILITIES OF HRM

The responsibilities are not distinct or compartmentalized. They are inter-related.

KEY ISSUES/CHALLENGES OF HRM

1. ENVIRONMENT CHALLENGES

Rapid change

Rise of the interest

Globalization

Workforce diversity

2. ORGANIZATIONAL DIVERSITY

Competitive position

Down sizing

Decentralization

Restructuring

Self managed work teams

Small business

Organizational culture

Technology, Outsourcing

3. INDIVIDUAL CHALLENGES

Job Insecurity

Matching

ATTRACTION

ADJUSTMENT SELECTION

ASSESSMENT RETENTION

DEVELOPMENT &

MOTIVATION

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People and Organization

Ethical dilemmas & Social Responsibility

Productivity

Empowerment and Bran drain.

Definition of HRM Policy

A policy is a plan of action. Brewster and Richbell defined HRM policies as,

―a set of proposals and actions that act as a reference point for managers in their

dealings with employees‖ ―Personnel policies constitute guides to action. They

furnish the general standards or basis on which decisions are reached their genesis lies

in an organisation‘s values, philosophy, concepts and principles‖ personnel policies

guide the course of action intended to accomplish personnel objectives. The

following example helps to understand the personnel policy clearly.

Example: One of the prtdonnrl objectives of Indian Railways is to provide

equal employment opportunities to the people of minority sections.

Personnel policy of Indian Railway relating to the above objectives is to till 15

per cent and 7.5 per cent of the vacancies from those candidates belonging to

scheduled castes and scheduled tribes respectively.

HRM Procedure:

Policies are general instructions whereas procedures are specific applications.

A procedure is a well thought out course of action. It prescribes the specific manner

in which a piece of work is to be done. Procedures are called ‗action guidelines‘.

They are generally derived from policies. Where policies define a broad field,

procedures show a sequence of activities within that area. The emphasis is on

chronological, step-by-step sequence of required actions. For instance, a student is

required to complete several itemised steps in order to register him/herself for courses

in a university. The basic purpose of a procedure is to spell out clearly the ways one

is to go about doing something.

Pay policy of Andhra Bank:

The bank believes in paying at least the prevailing scale of salary for similar

work in comprable organizations. The bank also believes in giving consideration to

significant changes in the cost of living.

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The procedure is – Fix the pay of clerk,s cashiers, typists equal to the lowest

pay given by any public sector bank in the country. Fix the pay of officers according

to the recommendations of the Pillai Committee.

Human Resource Planning:

E.W.Vetter viewed human resource planning as ―a process by which an

organization should move from its current manpower position to its desired

manpower position. Through planning, management strives to have the right number

and right kind of people at the right places at the right time, doing things which result

in both the orgnization and the individual receiving maximum long-run-benefit‖.

Degree of Uncertainty and the Length of Planning Period.

Short planning period Long planning period

(uncertainty/instability) (certainty/stability)

Many new competitors Strong competitive position

Rapid changes in social and Evolutionary, social, policitical

Economic conditions and technological change

Unstable products/service demand Stable demand patterns

Patterns

Small organizational size, poor Strong management prcatices

Management practices.

Process of Human Resource Planning

Process of Human Resources Planning consists of the following steps:

(1) Analysing organizational plans.

(2) Demand Forecasting: Forecasting the overall human resource requirements in

accordance with the organizational plans.

(3) Supply Forecasting: Obtaining the data and information about the present

inventary of human resources and forecast the future changes in the human

resource inventory.

(4) Estimating the net human resource requirements.

(5) In case of future surplus, plan for redeployment, retrenchment and lay-off.

(6) In case of future deficit, forecast the future supply of human resources from

all sources with reference to plans of other companies.

(7) Plan for recruitment, development and internal mobility if future supply is

more than or equal to net human resource requirements.

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(8) Plan to modify or adjust the organizational plan if future supply will be

inadequate with reference to future net requirements.

Recent Implications:

Most of the organizations, before 1990s employed human resources without

human resources planning. This was acute in the public sector whose objective was

creation of employment opportunities. The absence of human resources planning

before 1990s led to the folllowing implications in Indian companies.

(i) Overstaffing: Most of the organizations are found to be overstaffed

compared totheir counterparts in other countries.

(ii) VRS/Golden-handshake: The absence of human resources planning led to

overstaffing. Consequently, most of the organizations announced

VRS/Golden-handshake programmes in order to reduce the consequences

of overstaffing.

(iii) Delayering and Downsizing: Most of the organizations delayered their

organizations and announced down sizing programmes to rectify the

consequences of overstaffing.

Now, we shall discuss the recent trends in HRP.

Recent Trends in HRP

Outsourcing: Most of the organizations started to plan for outsourcing human

resources rather than HRP in order to:

Reduce the cost of human resources

Avoid the difficulties in human resources management and

Reduce the negative implications of overstaffing.

Many organizations outsourced the canteen, housekeeping, sales, book-

keeping, accounts, receivables and employee welfare operations.

Contingency clause in HRP: Most of the software companies have been

implementing time bound projects. Similarly, fast delivery has been the vital

strategy of many manufacturing companies. Hence, most of these companies

plan for contingency human resources in order to ensure that no project is

delayed due to human factor.

Recruitment Definitions:

Edwin B.Flippo defined recruitment as ―the process of searching for

prospective emloyees and stimulating them to apply for jobs in the organization‖.

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Process of Recruitment:

Process of Recruitment consists of three sub-systems in recruitment viz.,

sources of recruitment, techniques of recruitment to attract the candidates and

stimulating the candidates to apply. Fig. 5.1 presents the recruitment process.

(a) Finding out and developing the sources where the required number and kind of

employees are/will be avialable.

(b) Developing suitable techniques to attract the desirable candidates and

employing the techniques to attract candidates.

(c) Stimulating as many candidates as possible and asking them to apply for jobs

irrespective of number of candidates required. Management has to attract

more candidates in order to increase selection ratio (i.e. number of

applications per one job vacancy) in order to select the most suitable

candidates out of the total candidates available and due to lower yield ratio.

Recruitment is positive as it aims at increasing the number of applicants and

selection is somewhat negative as it selects the suitable candidates in which

process the unsuitabe candidates are automatically eliminated. Though, the

function of recruitment seems to be easy, a number of factors make

performance of recruitment a complex one.

Modern Sources and Techniques of Recruitment

A number of modern recruitment sources and techniques are being used by the

corporate sector in addition to traditional sources and techniques. These sources and

techniques include walk in and consult in, head-hunting, body-shopping, business

alliances, and tele-recruitment.

(i) Walk-in: The busy organizations and the rapid changing companies do not

find time to perform various functions of recruitment. Therefore, they

advise the potential candidates to attend for an interview directly and

without a prior application on a specified date, time and at a specified

place. The suitable candidates from among the interviewees will be

selected for appointment after screening the candidates through tests and

interviews.

(ii) Consult-in:- The busy and dynamic companies encourage the potential job

seekers to approach them personally and consult them regarding the jobs.

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The companies select the suitable candidates from among such candidates

through the selection process.

(iii) Head-hunting:- The companies request the professional organiztions to

search for the best candidates particularly for the senior executive

positions. The professional organizations search for the most suitable

candidates and advise the company regarding the filling up of the

positions. Head-hunters are also called search consultants.

(iv) Body Shopping:- Professional organisations and the hi-tech training

institutes develop a pool of human resources for the possible employment.

The prospective employers contact these organizations to recruit the

candidates. Otherwise, the organizations themselves approach the

prospective employees to place their human resources. These professional

and training institutions are called body shoppers and theseactivities are

known as body shopping. The body shopping is used mostly for computer

professionals.

(v) Business Alliances: Business alliances like acquisitions, mergers, and

take-overs help in getting human resources. In addition, the companies do

also have alliances in sharing their human resources on ad-hoc basis.

It does mean that, the company with surplus human resources offers the services of

their employees to other needy organizations.

(vi) E-Recruitment: The technological revolution in telecommunication helped

the organiztions to use internet as a source of recruitment. Organizations

advertise the job vacancies through the world wide web (www) internet.

The job seekers send their applications through e-mail or internet.

Alternatively, job seekers place their CVs in the world wide web/internet,

which can be drawn by the prospective employmers depending upon their

requirements.

Meaning and Definition:

After identifying the sources of human resources, searching for prospective

employees and stimulating them to apply for jobs in an organisation, the management

has to perform the function of selecting the right employees at the right time. The

obvious guiding policy in selection is the intention to choose the best qualified and

suitable job candidate for each unfilled job. The objective of the selection decision is

62

to choose the individual who can most successfullyperform the job from the pool of

qualified candidates. The selection procedure is the system of functions and devices

adopted in a given company to ascertain whether the candidates specifications are

matched with the job specifications and requirements or not. The selection procedure

cannot be effective until and unless.

1. Requirements of the job to be filled, have been clearly specified (job analysis,

etc.,)

2. Employee specifications (physical, metal social, behavioural, etc.) have been

clearly specified

3. Candidates for screening have been attracted.

Thus, the development of job analyses, human resource planning and recuitment

are necessary prerequisites to the selection process. A breakdown in any of these

processes can make even the best selection system ineffective.

Written Examination

Preliminary Interview

Business games

Tests

Final Interview

Medical Examination

Reference Checks

Line Manager’s Decision

Job Offer Employment

Development Bases for Selection

Application/Resume/CV/Bio-data Job Analysis

Human Resources Plan

Recruitment

Assess the Fit between the

Job and the Candidate

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Induction is the process of receiving and welcoming on employee when he first joins

a company and giving him the basic information he needs to settle down quickly and

happily and start work‖

i) About the company

ii) About the Department

iii) About the Superiors, Subordinates, etc.,

Meaning:

Performance appraisal is a method of evaluating the behaviour of employees

in the workspot, normally including both the quantitative and qualitative aspects of

job performance.

Methods of Performance Appraisal

Trait Methods Behavioural Methods Results Methods

1. Graphic Rating Scales 1. Behavioural Checklist

Method

1.Productivity Measures

2.Ranking Methods 2. Critical Incident Method 2.Balanced Scorecard

3. Paired Comparison

Method

3. Behaviourally Anchored

Rating Scales

3. Human Resource

Accounting

4. Forced Distribution

Method

4.Behavioural Observation

Scales

4.Management by

Ojectives

5.Checklist Methods

(a) Simple Checklist

(b) Weighted Checklist

(c) Forced Choice

Method

5. Assessment Centre

6. Essay/Free Form

Appraisal

6. Psychological Appraisal

7.Group Appraisal

8. Confidential Reports

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Dale S. Beach define training as the oragnised procedure by which peole learn

knowledge and/or skill for a definite purpose.

Training Stages

The ILO described ‗fringe benefits as ―Wages are often augmented by special

cash benefits, bythe provision of medical and other services or by payments inkind,

that forms part of the wage for expenditure on the goods and services. In addition,

workers commonly receive such benefits as holidays with pay, low cost meals, low

rent housing etc. Such additions to the wage proper are sometimes referred to as

fringe benefits. Benefits that have no relation to employment or wages should not be

regarded as fringe benefits eventhough they may constitute a significant part of the

worker‘s total income‖.

Stage-1

Needs Assessment

Organisational

Analysis

Departmental

Analysis

Job Analysis

Employee

Analysis

Stage-2

Program Design

Insturctional

Objective

Learning Principles

Teaching Principles

Training Principles

Content Design

Stage-3

Implementation

On the job methods

Off the job methods Characterstics of the

instructors Conduct the

program

Stage-4

Evaluation

Reactions

Learning

Job Behaviour

Organization

Ultimate Value

65

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Grievance Procedure

Jucius defines a grievance as ― any discontent or dissatisfaction, whether

exposed or not, whether valid or not, arising ut of anything connected with the

company which an employee thinks, believes or even feels to be unfair, unjust or

inequitable‖.

The Open door policy

Open door policy which requires effort and willingness from the individual‘s

superior. In otherwords, there should be a general invitation to all employees to walk

in at any time and speak over their grievances.

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Meaning and Definitions

Discipline refers to a condition or attitude, prevailing among the employees,

with respect to rules and regulatins of an organization. Discipline in the broadest

sense means – orderliness, the opposite of confusion. It does mean a strict and

technical observance of rigid rules and regulations. It simply means working,

cooperating and behaving in a normal and orderly way, as any responsible person

would expect an employees to do‖.

DISCLPINE:

Progressive discipline is a process for dealing with job-related behavior that

does not meet expected and communicated performance standards. The primary

purpose for progressive discipline is to assist the employee to understand that a

performance problem or opportunity for improvement exists.

The process features increasingly formal efforts to provide feedback to the

employee so he or she can correct the problem. The goal of progressive discipline is

to improve employee performance.

The process of progressive discipline is not intended as a punishment for an

employee, but to assist the employee to overcome performance problems and satisfy

job expectations. Progressive discipline is most successful when it assists an

individual to become an effectively performing member of the organization.

Failing that, progressive discipline enables the organization to fairly, and with

substantial documentation, terminate the employment of employees who are

ineffective and unwilling to improve.

Typical steps in a progressive discipline system may include these.

Counsel the employee about performance and ascertain his or her

understanding of requirements. Ascertain whether there are any issues

contributing to the poor performance, that are not immediately obvious to the

supervisor. Solve these issues, if possible.

Verbally reprimand the employee for poor performance.

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Provide a written verbal warning in the employee's file, in an effort to improve

employee performance.

Provide an escalating number of days in which the employee is suspended

from work. Start with one day and escalate to five.

End the employment of an individual who refuses to improve.

Disciplinary Procedure

Disciplinary procedures in India industries comprise of the following stages:

(1) Issuing a Letter of Charge to the employee Calling upon him for Explanation:

When the management of the establishment comes to conclusion that an act

of misconduct committed by an employee warrants disciplinary action, the

concerned employee should be issued a charge-sheet. The charge-sheet

should indicate the charges of indiscipline or misconduct clearly and

precisely. Explanation should also be called from the delinquent employee

and for that sufficient time should be given to the employee. Serving of the

charge-sheet may be either personally or by post.

(2) Consideration of the Explanation:- When the delinquent employee admits, in

an unqualified manner, about his misconduct, there is no need for conducting

any enquiry further. Besides, when the employer is satisfied with the

explanation given by the delinquent employee. On contrary, when the

management is not satisfied with the employee‘s explanation, there is need

for serving a show-cause notice.

(3) Show-cause Notice: In the show-cause notice, the employer provides another

chance to the employee to explain his conduct and rebut the charges made

against him. Show-cause notice is issued by the manager, who decides to

punish the employee. Besides, a notice of enquiry should be sent to the

employee and this should indicate clearly the name of the enquiring officer,

time, date and place of enquiry into the misconduct of the employee.

(4) Holding of a Full-fledged Enquiry: The enquiry should be in conformity with

the principles of natural justice, that is, the delinquent employee must be

given a reasonable opportunity of being heard. The enquiry officer should

record his findings in the process of an enqury. He may also suggest the

nature of disciplinary action to be taken.

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The important steps in domestic enquiry are: preparing and serving the charge-

sheet, supervison in grave cases. Obtain reply to charge-sheet, selecting enquiry

officer conducting enquiry proceedings, holding of enquiry in the free environment

recording findings, subitting equiry officers‘s report to the disciplinary authority,

decision of the disciplinary authority, communication of the order of punishment.

(5) Considering the Enquiry Proceedings and Findings and Making Final Order

of Punishment: When the misconduct of an employee is proved, the manager

may take disciplinary action against him. While doing so, he may give

consideration to the employee‘s previous record, precedents, effects of this

action on other employees, consulting others before awarding punishment

rate No inherent right to appeal has been provided unless the law provides it.

In case the employee feels the enqury is not proper and action unjustified, he

must be given a chance to make an appeal.

(6) Follow-up: After taking disciplinary action, there should be proper follow-up.

The disciplinary action should not make the employee repeat his mistake.

HUMAN RESOURCE AUDIT

An audit is a review and verification of completed transactions to see whether

they represent a true state of affairs of the business or not. Thus, an audit is an

examination and verification of accounts and records. Human Resource (HR) audit

refers to an examination and evaluation of policies, procedures and practices to

determine the effectiveness and efficiency of HRM. In essence, HR audit refers to:

(i) The measureent of the effectiveness of human resource management‘s

mission, objectives, strategies, policies, procedures, programmes and

activities; and

(ii) The determination of what should or should not be done in the future as a

result of such measuremet.

AREAS OF HR AUDIT

The areas of HR audit include:

(i) Mission statement relating to human resource management.

(ii) Objectives, goals and strategies of human resource management

(iii) Accomplishment of human resource management.

(iv) Progammes of human resource management including the detailed

practices and procedures.

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(v) Human resource management policies

(vi) Human resource management philosophy, its practices and values.

(vii) Responses of employees, trade unions and government to the practices and

achievements.

(viii) Role of human resources in total quality management.

(ix) Role of human resources management in achieving organization‘s mission,

objectives, goals and strategies.

ATTENDANCE MANAGEMENT

Managing Employee Attendance

One basic ingredient to success in the workplace is to ensure that staff are

consistently attending work. As an administrator, you can positively, proactively and

consistently encourage this by communicating, keeping records to spot trends or

trouble spots, and promoting health and wellness with your staff.

There are existing attendance management programs in place for CUPE 116

and CUPE 2950 staff, but there are common threads to both, and principles that can

be applied to all staff, no matter the employment group.

For more information on the development of the attendance management

program with regards to CUPE 116, please read the 2008 HR Memo on the CUPE

116 Attendance Management Program. If you manage CUPE 116 staff, please ensure

that you review the CUPE 116 Attendance Management Guidelines, and the letter to

CUPE 116 employees regarding the program.

Communicate

Share information with your staff about your standards for attendance and

expectations about the employee’s responsibility regarding attendance and

absenteeism. (Employee responsibilities include making sure they call their supervisor

to report absences, attending to personal business outside of business hours, and

scheduling medical and dental appointments outside of work hours, if possible.)

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Increase their awareness of the importance of being at work regularly and

consistently, and how their attendance relates to their contribution to the success of

your team.

Acknowledge good attendance and coach employees who are having difficulty

with attendance to find solutions.

Promote Wellness

One way to decrease the use of sick time and encourage attendance at work is

to promote health, wellness and safety.

In some cases, absenteeism may be a symptom of something else going on in

an employee’s life.

UBC has supports in place to promote wellness, both for individuals and

organizations:

Health Safety and Environment has a number of programs in place, including

workplace safety and injury prevention, health promotion, and a graduated

return to work program

the Employee and Family Assistance Program (EFAP), provided by Human

Solutions, is a confidential counseling service for employees and their families

If you need support with attendance management in your area, contact your HR

Advisor.

Keep Records

Keep accurate records of your staff’s attendance. With good records, you will

be able to see if there is excessive use of sick time, and be able to spot any patterns of

absenteeism

Reporting Sick Leave Statistics to Human Resources

UBC is committed to managing absenteeism and since 2001, has worked with

many Administrators in the departments and faculties to collect data on paid sick

leave taken by staff.

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Currently, the University does not have the technical capability to report sick

leave on an individual basis via PeopleSoft. Therefore, Human Resources must rely

on departments and faculties to report their data (requested by employment group and

month).

UBC HR compiles data on sick leave usage and uses it for the following purposes:

included in the ―Time Loss Management‖ report presented to the Executive

and the Board of Governors, providing a snapshot of the health of our staff

and faculty and including statistics on the usage of sick leave (staff only),

Income Replacement Plan, Employee and Family Assistance Program and the

Return to Work Program

used by HR Advisory Services in conjunction with departments to benchmark

data on sick leave and design attendance management programs (once

implemented, the data is used to assess how effective the programs are in

managing absenteeism)

Introduction to Attendance Management

(Created January 1987 and last edited March 2010)

The management of workplace attendance is an important aspect of

supervision in the workplace.

The cost of absenteeism is greater than the direct payment of wages and

benefits paid durance the absence. Organizations must also consider the indirect costs

of staffing, scheduling, re-training, lost productivity, diminished moral, turnover, and

opportunity cost. The indirect costs often exceed the direct cost of absenteeism.

Each occurrence of absence costs the employer an average of $2,500, which

includes both direct and indirect costs (based on 9 days absent out of 250 working

days and an average payroll of $35,000).

Effective supervisory efforts to manage attendance will affect a relatively

small percentage of employees, but will result in substantial savings, increased

productivity and morale.

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Definition of Absenteeism

Absenteeism is the failure of employees to report for work when they are

scheduled to work. Employees who are away from work on recognized holidays,

vacations, approved leaves of absence, or approved leaves of absence would not be

included.

Causes of Absenteeism

The causes of absenteeism are many and include:

serious accidents and illness

low morale

poor working conditions

boredom on the job

lack of job satisfaction

inadequate leadership and poor supervision

personal problems (financial, marital, substance abuse, childcare eldercare

etc.)

poor physical fitness

inadequate nutrition

transportation problems

the availability of income protection plans

stress

excessive workload

employee discontent

Cost of Absenteeism

Absenteeism may have repercussions, which include:

Decrease in Productivity

employees may be carrying an extra workload, or supporting new or

replacement staff

employees may be required to train and orientate new or replacement workers

staff morale and employee service may suffer

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Financial Costs

overtime or agency cost for replacement workers

cost of self-insured income protection plans

premium costs may rise for insured plans

Administrative Costs

staff time is required to secure replacement employees or to re-assign the

remaining employees

staff time is required to maintain and control absenteeism

Do You Have An Absenteeism Problem?

Many organizations allocate 3% of their labour budget for absenteeism based

on an average of eight (8) working days missed per employee annually. Since the rate

of absenteeism varies by industry, division and department it is best to compare to the

most relevant benchmark available.

Sources of Absenteeism Statistics

Labour Reports, Workers' Compensation Board Statistics and Statistics Canada

provide paid sick leave statistics.

Trends in Absenteeism

Surveys indicate the following generalities in absenteeism:

The higher the rate of pay and the greater the length of service of the

employee, the fewer the absences

As an organization grows, there is a tendency towards higher rates of

absenteeism

Women are absent more frequently than men

Single employees are absent more frequently than married employees

Younger employees are absent more frequently than older employees

Older employees are absent for longer periods of time than younger

employees

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Unionized organizations have higher absenteeism rates than non-unionized

organizations

Understanding Absenteeism

The definition, causes, affects on productivity, and costs of absenteeism are

quite clear. The challenge is to develop methods that support attendance and control

absenteeism, in such a way as not to create mistrust, costly administrative procedures

and systems avoidance. Traditional methods of absenteeism control exclusively

utilizing disciplinary procedures have proven to be ineffective. It is almost impossible

to create a fair disciplinary procedure, because even well run disciplinary systems,

which treat similar actions with consistent repercussions, are usually seen as unfair.

This perception is common, because discipline alone neither identifies nor addresses

the root causes of absenteeism. Every employee who takes time off in defiance of

company regulations has reasons, which they believe justifies their actions. Unless a

management attendance program identifies and addresses the causes of employee

absenteeism, it will be ineffective and viewed as unfair. Traditional disciplinary

programs alone can, at best, give the illusion of control. It is no secret that there are

ways to beat even the best systems. The fear of discipline often only increases the

desire to avoid management systems.

If absenteeism is to be controlled, the physical and emotional needs of

employees must be addressed. In a 1985 study on "Rates of Absence among Nurses"

it was found that 50% of absenteeism could be controlled through attending to

employees’ physical and emotional needs.

Purpose of Attendance Management

The purpose of attendance management is to develop a willingness on the part of

all employees to attend work regularly, and to assist them in motivating their co-

workers to attend work regularly. This can be done through;

1. addressing the physical and emotional needs of employees

2. communicating the attendance goals of the organization so employees can

understand and identify with them

3. dealing with cases of excessive absenteeism effectively and fairly to produce

deterrence.

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Successful administration of an attendance management program requires

managers and supervisors to be aware of, and to create work environments in which

the following can be actualized;

1. The greater the extent to which individuals identify with the goals of the

organization and care what happens to it, the greater their motivation to be

regular in attendance.

2. The more that people find their jobs meaningful to them, the greater their

motivation to be regular in attendance.

3. As employees’ workloads increase due to the absence of a co-worker, peer

pressure is exerted on the absent co-worker to attend work on a regular basis.

4. The more people like working for the organization, the higher their motivation

to attend regularly. Recognition of good employee attendance helps improve

attendance.

5. Employees will have a lower absence ratio if they feel free to discuss their on-

the-job problems with their immediate supervisor.

6. Employees with a low absence ratio feel confidence and have supportive

relationships in their workplace. Low absence ratio employees are found to be

more satisfied with their opportunity for promotion and upgrading.

Commitment to Attendance

This paper provides the information necessary to begin an effective attendance

management program, which will yield long-term results. This paper is intended to be

a guide rather than an instruction manual or policy. To make an attendance

management program truly successful, it will require insight into the special dynamics

present in your work place. It will require two-way communication, as both the needs

of the employees and of management must be met if good attendance is to be

achieved. Attendance is the responsibility of everyone, especially those who directly

manage the human resources of your organization.

Attendance is not only an expectation; employers have the right to receive

good attendance. Each and every employee has a contractual obligation to attend

work regularly. All levels of management must believe in, be committed to, and

communicate their expectations of good attendance. If a specific number of sick days

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are considered acceptable per employee, at best that will be the result. Employees will

live up to the expectations that you set for them. Expectations must be clear to both

management and employees in order for an attendance management program to get

maximum results. Goals must be tangible. Attendance expectations must be clearly

communicated and followed.

Income Protection

A common misconception about income protection plans is that they are a

entitlements, like vacation benefit, and as such, should be fully utilized. The

reality is that income protection plans are a form of insurance. The sole and

only purpose of pay for sick leave is to assist in protecting employees against

loss of income in the event of an unavoidable absence due to sickness or a

non-work related injury. Use of income protection plans for any other purpose

negates their intent and, therefore, is inappropriate. Communicating the true

intent of income protection plans and our commitment to maintaining this

original intent is an essential aspect of attendance management.

25 Ways to Reward Employees (Without Spending a Dime)

Your firm's employees work hard (well, most of them). And in a world where

corporations like to boast about running "lean and mean," it may seem nearly

impossible to compensate employees for doing good work without breaking the

budget.

1. Flex those hours. If there's one free reward that rises above the rest, it's

flexible work schedules. Nearly every expert we contacted suggested flex time as a

perk that offers the most gain with the least pain.

―Give a little latitude in determining work schedules and to take time for

family or personal issues (such as doctor’s appointment and banking errands),‖

advised Richard Martin, president of Alcera Consulting Inc. ―As long as the employee

is deserving and doesn’t abuse the privilege, this can go a long way to building

trusting and mature relationships with key workers.‖

2. Send a handwritten note. Supervisors should ask top brass to write a

personal note to employees who deserve recognition, advised Cindy Ventrice, author

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of "Make Their Day! Employee Recognition That Works." For example,

AdvancedMD CEO Jim Pack handwrites his thank-you notes to employees on a $2

bill. ―In three years of doing this, only one employee has asked if he could spend it,‖

said company spokesman John Pilmer.

3. Make work fun. ―During a business coaching engagement, I found

employee morale to be way down,‖ said Terri Levine, president of The Coaching

Institute. ―We created a weekly event to boost morale. One week we asked everyone

to bring in a baby picture, post it on a wall, then pick which person matched each

picture. Everyone was having fun and socializing while productivity went from 58

percent to 72 percent — all in the same week.‖

4. Help them connect. Introducing employees to key suppliers, customers or

someone in senior management can help make an employee's career, says Ventrice —

and it won't cost you a thing.

5. Lose the shoes. Kaerie Ray, an account executive with the Echo Media

Group public relations firm, said implementing a ―no-shoes policy‖ can make

employees feel right at home with each other, which translates into increased

productivity. (But she suggests keeping the footwear handy in case clients come in.)

―It's great to be in an office where employees are more concerned about doing quality

work than what shoes or jewelry they have on,‖ she said. ―We get so much done.‖

6. Send them to the showers. (As in parties, not lathering and rinsing.)

―Every birth and wedding deserves a shower,‖ said Ray. ―Echo employees always

leave early on shower days, and the food is on the house. No need to make up the

time.‖

7. Reward effort as well as success. Even if their ideas sometimes fail, you

want employees to keep producing them, said Alan Weiss, president of the Summit

Consulting Group Inc. ―When I consulted with the CEO of Calgon, we created an

annual award for 'the best idea that didn't work' and presented a loving cup at the

annual awards dinner. This stimulated innovation and positive behavior, not

'winning.'‖

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8. Give them a free pass. Levine suggests giving out a certain number of free

days off to employees to use as they see fit. ―Employees get a few of these a year and

can use them as they like,‖ she said. ―They don't have to pretend to be sick. They can

go to the beach, read a book, play with their kids ... it doesn't matter.‖

9. Dole out cream and sugar. During the busiest times of the year, executives

at the Cigna Group push coffee carts around the office, serving drinks and

refreshments to their colleagues, noted Steve Harrison, author of "The Manager's

Book of Decencies: How Small Gestures Build Great Companies." As they serve,

executives coach and encourage colleagues and hear about real consumer issues.

10. Blow out the candles. Cisco Systems Inc.'s CEO John Chambers hosts a

monthly hour-long birthday breakfast for any employee with a birthday that month,

says Harrison. ―Employees are invited to ask him anything. They feel recognized, and

he gains loyal employees who share their ideas.‖

11. Spread the love. Ask co-workers to write something they truly like or

admire about an employee on a scrap of paper, then frame them along with a

photograph of the employee, suggested David Russell, author of "Success With

People – A Complete System for Effectively Managing People in Any Organization."

12. Offer a swap. Giving your best employees a chance to pick their own

projects or trade tasks with a colleague empowers and rewards them at the same

time, said Harrison.

13. Applaud their efforts — literally. If someone has done something

really worthwhile, have your entire staff give them a standing ovation at the next

meeting, suggested Sharlyn Lauby, president of HR consulting firm ITM Group

Inc.

something truly special, along with the details of what they did to earn their place

on the wall.

14. Say it with flowers. Professor Linda M. Lopeke, principal

ofSmartStartCoach.com, sayid she used to reward top employees by bringing in

flowers from her garden and arranging them in a spectacular crystal vase on their

desks. ―Everybody knew what having the custody of the flowers meant,‖ she said.

―Surprisingly, even the men competed fiercely for custody of the flowers.‖ In the

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winter, she'd substitute a showpiece display of floating glass fish.

15. Walk it as you talk it. The City of Dallas sponsored a walkathon

where employees set goals for walking a certain number of steps each day,

offering a free gym membership to those who walked the farthest. Not only did

they get more fit, they turned their daily walks into traveling staff meetings, says

city spokeswoman Danielle McCelland.

―Group members were able to update one another on projects, solicit team

input and improve their fitness,‖ she said. ―The organized program ended after

three weeks, but the work group still holds their traveling staff meetings two

months later.‖

16. Pass the bucks. Handing out monopoly money that can be redeemed

for gifts and other goodies may not be strictly free, but it pays off handsomely in

the long run. For example, associates at BankAtlantic can pass out ―WOW!

Bucks‖ to colleagues who've done something outstanding, said bank vice

president Gregory Dalmotte. The bucks can eventually be traded in for real goods.

―There's a clear correlation that words of encouragement have created associates

who perform at a higher level,‖ he says.

17. Share the memories. ―My team created a scrapbook chronicling the

impact I'd had on their company and gave it to me on my last day in the office,‖

said Lopeke. ―People who’d worked on my teams wrote testimonials and creative

graphics highlighting some our team successes. It's the best gift I ever received in

my 40-year career.‖ 18. Elect them to the Wall of Fame. Several experts

suggested setting aside a public space inside your firm and placing photos of

employees who've accomplished something truly special, along with the details of

what they did to earn their place on the wall.

19. Create your own "Club Med." Set aside a quiet space or unused

office in your building where employees can meditate, chill out, nap or otherwise

re-center themselves, said John Putzier, author of "Get Weird! 101 Innovative

Ways to Make Your Company a Great Place to Work."

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20. Stoke their passion. ―Great employees are not mercenaries,‖ said

Dr. Richard Chang, CEO of Richard Chang Associates Inc., a performance-

improvement consultancy. ―They don’t just want to enjoy their work, they want to

be passionate about it ... if you want your employees to feel valued and inspire

their passion on your behalf, encourage them to make their own decisions. You

can have systems in place to control the implementation of ideas, but you must be

certain not to compromise the enthusiasm, creativity and hard work that make

them possible in the first place.‖

21. Give them a place to park it. Reserve the best parking spot for

employees who've done something truly worthwhile, said Lopeke. And if it's next

to the CEO's Lexus so the employee can chat him or her up on the way into work,

so much the better.

22. Remember the spouses. Independent management consultant Nan

Amish recalled one time when she had 16 employees trapped in a hotel lobby on a

Sunday night, waiting for the ballroom to open so they could set up a trade-show

booth. ―I bought flowers at a farmers market, a nice $6 bouquet of roses for each

person,‖ she said. ―I told them to take them home to their significant others,

apologizing for me taking them away from their families on a Sunday. The next

day I got thank-yous from most of them. One wife sent a letter saying I could keep

her husband until Friday.‖

23. Publicize their successes. ―We like to publicly recognize employees

so the whole company can share in their accomplishments,‖ noted Scott Ragusa,

president of contract businesses for staffing firm The Winter, Wyman Companies.

―Each week, nominations for our quarterly 'Clutch' award are shared with the

whole company. The Clutch nominations are a way to recognize our

administrative and nonmanagerial professional staff members who have come

through in the clutch in supporting their departments or the firm.‖

24. Let them phone it in. Telecommuting programs can relieve stress

and make workers feel more appreciated, as well as more productive. ―Reward the

employee by starting with one day of telecommuting, then add additional days as

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performance heightens,‖ suggested Brian Margarita, president of IT staffing

firm TalentFuse Inc. ―Having the option to cart the kids to soccer practice, visit

the beach during the afternoon or cut out early to avoid traffic congestion is

becoming more important than working an 80-hour week for a larger paycheck.‖

25. Remember the secret words. ―The two most underused words in

corporate America that get the highest ROI (return on investment) and ROT

(return on your time) are the simple words 'thank you,'‖ noted Michael Guld,

president of the Guld Resource Group author of "The Million Dollar Media Rep:

How to Become a Television and Radio Sales Superstar."

While telling your employees you appreciate them should be obvious,

added Amish, no one does it enough or is specific enough about what the

employee did. ―So when you share your appreciation, be specific about what you

really liked, so they not only feel appreciated but can do it again.‖

CONTRACT LABOUR

PRELIMINARY

1. Short title, extent, commencement and application – (1) This Act may be called the

Contract Labour (Regulation and Abolition) Act, 1970.

(2) It extents to the whole of India.

(3) It shall come into force on such date as the Central Government may, by

notification in the official Gazettee, appoint and different dates may be appointed for

different provisions of this Act.

(4) It applies

(a) to every establishment in which twenty or more workmen are employed or were

employed on any day of the preceding twelve months as contract labour.

(b) to every contractor who employs or who employed on any day of the preceding

twelve months twenty or more workmen:

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Provided that the appropriate Government may, after giving not less than two

months‘ notice of its intentin so to do, by notification in the Official Gazettee, apply

the provisins of this Act to any establishment or contractor employing such number of

workmen less than twenty as may be specified in the notification.

(5)(a) It shall not apply to establishments in which work only of an intermittent or

casual nature is performed.

(b) If a question arises whether work performed in an establishment is of an

intermittent or casual nature, the appropriate Governent shall decide that question

after consultation with the Central Board or as the case may be, a State Board, and its

decision shall be final.

2. Definitions – (1) In this Act, unless the context otherwise requires –

(a) ―appropriate Government‖ means

(i) in relation to an establishment in respect of which the appropriate Government

under the Industrial Disputes Act, 1947 (14 of 1947), is the Central Government the

Central Governent.

(ii) in relation to any other establishment, the Government of the State in which that

other establishment is situate.

Prelinary:

Short title, extent, commencement and application

Definitions

The Advisory Boards:

Central Advisory Board

State Advisory Board

Power to constitute committees

Registration of Establishments Employing Contract Labour

Appointment of registering officers

Registration of certain establishments

Revocation of registration in certain cases

Effect of non-registration

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Prohibition of employment of contract labour

Licensing of Contractors

Appointment of licensing officers

Licensing of contractors

Grant of licences

Revocation, suspension and amendment of licences

Appeal

Welfare and Health of Contract Labour

Canteens

Rest-rooms

Other facilities

First-aid-facilities

Liability of principal employer in certain cases

Responsibility for payment of wages

Penalties and Procedure

Obstructins

Contravention of provisions regarding employment of contract labour.

Other offences

Offences by compan

B.APPLICATION OF THE CONCEPT IN THE

COMPANY

The CARE Hospital was implementing quality Management activities of

Human Resource Department through standard operating procedures which include

individual policy & procedure for each activity in the organization:

POLICY & PROCEUDRE:

1) Policy & procedure for Manpower planning.

2) Policy & Procedure for Recruitment

3) Policy & Procedure for Induction

4) Policy & Procedure for Training & Development

5) Policy & Procedure for Performance appraisal

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6) Policy & Procedure for Disciplinary action

7) Policy & Procedure for Grievance handling

8) Policy & Procedure for addressing Employee health needs

9) Policy & Procedure for Maintenance, reviewing, updating, removal of personnel records.

10) Policy & Procedure for collecting, verifying & evaluating, credentials of medical

professionals and nursing staff.

11) Policy & Procedure on service rules

12) Policy & Procedure for leave

13) Policy & Procedure for Best Associate Award Deputation.

14) Policy & Procedure for Transfer

15) Policy & Procedure for Tours & Travels.

16) Policy & Procedure for Compensation.

17) Policy & Procedure for availing, canteen facility

18) Policy & Procedure for hostile facility/guest house facility.

19) Policy & Procedure for Attendance Management

20) Policy & Procedure for Trainees & Apprentices

21) Policy & Procedure for Implementation of Contract Labor

22) Policy & Procedure for Resignation/Separation/Exit.

23) Policy & Procedure for In charge Attendance

24) Policy & Procedure for Implementation of Trainee apprentices

25) Policy & Procedure for HR Audit.

STANDARD OPERATING PROCEDURE

POLICY FOR MANPOWER PLANNING:

Objective:-

1.1 To identify and plan for Human Resources in accordance with the business

plans of the Organization?

1.2 To ensure a lean and effective organization.

Policy Contains:

1) Scope

2) Definition

3) Responsibility

4) Accountability

5) Internal Customers

86

6) Date of Commencement

7) Policy & Procedure

8) 8.1) Annual human Resource Plan.

8.2) Budgeting

8.3) Human Resource Inventory Reports & Monitoring.

8.4) Human Resource Technology Platform.

9) Annexure

9.1) Manpower plan

9.2) HR Inventory report

Policy for recruitment:

1) Objective: To lay down policy in order to meet the manpower requirements of

QCIL with personnel who possess the necessary qualifications, skills, aptitude and are

suitable as per organization needs.

1.1) To streamline the Recruitment process

1.2) To ensure that we always hire the right people at Right role at Right time, and

also to thrive a strong employer branding to attract the best talents available in

the industry.

2) Scope

3) Manpower requisition form (MRF)

a) Approval of MRF

b) Recruitment Approval martyr.

4) Sources of Recruitment

5) Preference of in Recruitment

6) Eligibility of Internal candidates

7) Age limits for employment

8) Manpower Budgets

9) Manpower Indent

10) Selection process

11) Offer letter

12) Appointing Authority

13) Conclusion

Policy for Induction:

1.0) Objective

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1.1) To ensure that the new inducts have a professional introduction to the

organization to the organization and their work area.

1.2) To facilitate smooth entry into the organization and ensure that associates get

accustomed to the organization culture, get familiarized with systems and processes

which facilitate them to acquire necessary knowledge and skills and enables them to

function effectively from the start of their employment.

2.0) Scope

3.0) Process owner(s)

4.0) Policy and procedure

4.1) Documentation & Induction

4.2) Induction Training

5.0) Conclusion.

Policy for Training:

1) Objective:To enunciate the types of training to be conducted for competency

building of associates and the purpose and methodology of training intervention

2) Scope

3) Purpose

4) Training Cycle

4.1) Need Analysis

4.2) Training Design & development

4.3) Evaluation of the training

4.4) Types of training intervention

4.5) Training staff

Training and Development

Research Content Implement &Delivery

Design Development

AGM(1) Sr.Manager(1) Manager(1)

Asst.Manager(1) Manager (1) Asst.Manager(1)

Sr.Executive (1)

4.6) Training allowance

4.7) Conclusion

Policy for disciplinary action

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1)Objective:

1.1) To guide associates to follow work place discipline

1.2) To take necessary actions in case of indiscipline.

2) Scope

3) Disciplinary action

4) Misconduct in General items.

5) Industrial Employment (standing orders) Act 1946

6) Natural Justice

7) Management of discipline

8) Warning

9) Show cause notice

10) Charge Sheet

11) Suspension

Policy for Grievances:

1) Objective:

1.1) This lays down the procedure for handling all personnel related grievances.

1.2) The policy is for the aid of all departmentally Branch heads to address grievances

projected by associates and systematically finding solutions for the same. In

particular it should aid the HR department in redressing grievances.

1.3) To ensure that associate grievances are handled opportunity and as without delay.

2) Scope

3) Definitions

4) Responsibility

5) Accountability

6) Internal customers

7) Date of commencement

8) Policy and procedure

Policy on employee health needs:

1) Objective

1.1) It is QCIL‘s objective, under the health policy, to provide coverage for Wealth

Care to its emplyees and his/her dependants by hospitalization Insurance policy.

2) Scope

3) Definition

4) Responsibility

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5) Accountability

6) Internal customers

7) Date of commencement

8) Policy & procedure

Policy for credentialling and prrivielaging:

1) Objective:

1.1) To define hospital policy and procedure for credentiating privileging of

physicians and nurses.

2) Scope

3) Definition

4) Respnsibility

5) Accountability

6) Internal customers

7) Date of Commencement

8) Policy and procedure

Policy for service rules:

1) Objective:

1.1) To guide associates so that the business conduct is consistent with the

organizations ethical standards.

1.2) To improve the understanding of the organizations ethical standard among

customers, suppliers, and others outside the organization.

2) Scope

3) Definition

4) Shared responsibilities.

5) Accountability

6) Internal customers

7) Date of commencement

8) Policy & Procedure

8.1) Compliance with the law

8.2) Environment

8.3) Government contracting

8.4) Safety and Health

8.5) Customer and supplier relations

8.6) Business courtesis

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8.7) Business inducement

8.8) Conflicts of interest

8.9) Protection and use of assets

8.10) Internal conytrols

8.11) Reporting integrity

8.12) Electronic information

8.13) Travel and Entertainment

8.14) Inside information

8.15) Competitive intelligence

8.16) Political contributions

8.17) Valucing individual diversity.

Policy for Award:

1.1) Objective: To lay down policy for identification nominating and awarding

associates who perform efficiently.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Internal customers

7) Date of Commencement

8) Policy and procedure

8.1) Types of award

8.1.1) Best Associate Award

8.1.2) Annual Star Achieves award

8.2) Periodicity of award

8.3) Best Associate award

Policy of Deputation: (Shift from Original place of works)

1.1) Objective: To lay down policy on deputation allowance

2) Scope

3) Definition/Keywords

4) Responsibilities

5) Accountability

6) Internal customer

7) Date of Commencement

91

8) Policy & Procedure

8.1) Eligibility

8.2) Approval

8.3) Procedure for compensation.

Policy for Transfer:

1) Objective: To lay down policy for effectively transfer associates from one

established to the other within QCIL.

2) Scope

3) Definition

4) Responsibilities

5) Accountability

6) Internal customers

7) Rate of commencement

8) Policy & Procedure

8.1) Purpose of transfer

8.2) Procedure

8.2.1) Permanent Transfer

8.2.2) Fares

8.2.3) Class of travel

8.2.4) Conveyance of Household goods & portage charges.

8.2.5) Setting allowances and other expenditure

8.2.6) Temporary transfer

Policy for travel allowance:

1) Objective: To lay down policy for eligibility and authorization of various

allowances during official tours/visits by associates of CARE Hospitals.

2) Scope

3) Definitions

4) Responsibilities

5) Accountability

6) Internal Customer

7) Date of commencement

8) Policy and procedure.

8.1) Grades

8.2) Classification of cities/towns.

92

8.3) Travel

8.4) Lodging

8.5) Boarding

8.6) Journey allowance

8.7) Conveyance

8.8) Other incidentals

Policy for Compensation:

1) Objective: To attract potential candidates and retain the right talent by

compensating with salary and remuneration as a means for organizations

effectiveness.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Internal Customers

7) Date of commencement

8) Policy

1) Gross salary HRA - 25%

2) Allowances - 45%

Policy cateen facility:

1) Objective: To provide the associates basic canteen facilities.

2) Scope

3) Definition

3.1) Patient relation executive (PRG)

4) Responsibilities

5) Accountability

6) Internal customer

7) Rate of commencement

8) Policy

8.1) 80% subsidy – nursing

8.2) 50% subsidy – junior, middles, senior management

93

8.3) Free meal to contract staff

8.4) Midnight snakcs.

9) Procedure for availing break fast and lunch facilities.

10) Procedure for availing canteen facilities by guests or visitors.

Policy for hostel:

1) Objective: To provide guest house facility/hostel occ. to staff in the guest

house/hostels at various locations.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Date of comencement

7) Policies

7.1) Guest house

7.2) Hostel Accommodation.

7.3) Other rules and regulations to follow in the guest house

7.4) changes in the policy

Policy for attendance Management:

1) Objective:

1.1) The objective of this policy is to provide the guidelines of how to run time office

for effective results.

1.2) To provide guidelies of what reports to be generated and their prescribed formats

and other functions to be monitoried.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Internal customers

7) Date of commencement

8) Policy

8.1) Procedure for capturing data.

8.2) Procedure for posting the data.

8.3) Procedure for generation of Associates attendance.

8.4) Procedure for generation of late coming associates list.

94

8.5) Procedure for generation of easily going associte list.

8.6) Procedure for generation of associates list.

8.7) Procedure for abseatees.

8.8) Procedure for Weekly/monthly attendance.

8.9) Procedure for consideration of associate leave balances.

8.10) Procedure for head count

8.11) Procedure for late deductions

8.12) Procedure for Permissions.

8.13) Procedure for monitoring time office operations.

Annexure:- Attendance Management report.

Policy Implement Apprentices Act:

1) Object: To ensure that this procedure is implemented as per the apprentices Act,

1961.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Internal customers

7) Date of commencement

8) Policy

8.1) Training & Other requirements.

Policy for Exit:

1) Objective: To render fain and equitable treatment to an associate who is leaving the

organization. The organiztions and the associates interest will be upheld in a

respectable manner.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Internal customers

7) Date of commencement

8) Policy

8.1) 1st month prior notice and other rules

8.2) Reasons for termination

95

8.3) Procedure for termination

8.4) Procedure for Exit interview

8.5) Full in Final settlement

Annexure:

1) Exit interview

2) No Dues Certificate

3) F & F Settlement

Policy in-charge allowance:

1) Purpose: To provide in-charge allowance to associates working in logistics

deprtment.

2) Scope

3) Procedure

1) Eligibility

2) Pharmacy Aides

3) Monthly allowance

4) Changes in the policy (Every 1 year review)

Policy of contractor:

1) Objective: To ensure streamlined management of outsourced contract services

manpower, in particular adherence to government statuettes. The governing law is

contract labour (R&A) Act 1970 and subsequent amendaments, as well as respective

state Government G.O‘s on contract labour (R&A) Act 1970 as amended from time to

time.

2) Scope

3) Definition

4) Responsibility

5) Accountability

6) Internal customers

7) Date of commencement

8) Policy procedure for appointment for contracts.

9) Annexures forms.

Policy for HR Audit:

Objective: To periodically and systematically review of all aspects of functionering of

HR Department. So as to strong their core HR processes and ensure that SOP‘s and

Government regulations are adhered. HR audit is not a review of the HR associates

96

performance. It is explicitly aimed to improve department functioning and is not a

fault finding mechnism. This is an annual audit of HR system that is besides other

internal/external auditors appointed by the company.

2) Scope

3) Definitions

4) Responsibility

5) Date of comencement: April, 2009

6) Importance of Audit

7) Audit procedure

8) Subject covered under Audit

9) Methodology (once in a year)

10) Auditor

11) Conclusion

12) Annexure: Check list

Policy for leave:

1) Objective: To document policy guidelines on availing of leave.

2) Scope

3) Definition

4) Responsibilities

5) Accountability

6) Internal customer

7) Date of commencement

8) Policy and procedure

8.1) Earned Leave

8.2) Causal Leave

8.3) Sick Leave

8.4) Maternity Leave

8.5) Special leave

8.6) Compensatory off

8.7) Fixed holidays

Procedure to avail leave

Accumulation/Encashment of leave records.

Table for Leave:

97

Sl.No. Name of the Shift Working Hours

1 A 8 to 5

2 B 2 to 8

3 C 8 to 8

4 Night Shifts 10-7,11-4,9-6

Leave Administration:

CARE Hospitals has a procedure for a granting of leave if want leave has an

application from (it is printed form supplied by the company) to fill up the application

and mentioned the cause of the leave. This application submits to Head of the

department, then put forward to personal officer. The was final authority to grant

leave.

Leaves Trainee Permanent

Casual Leave 12 12

Sick Leave - 12

Earned Leaves - 15 (per annum)

In addition special leaves are granted. Compensatory pay-off is also an

additional benefit. Encashment of leave facility is provided, any casual leave not

exceed 3 days at a time. Sick leave is exceeds 3 days ‗Doctor‘ to be certified the sick

leave.

Policy for maintanance, reviewing, updating, removal of personal records.

1. Objective:

1.1 to establish procedures and responsibilities for the maintanance of employees

personnel records and personnel files.

1.2 The personnel records of CARE Associates shall maintained by respective unit

human resource department. These personnel files are maintain in individual file

folders in HR department.

2. Scope

3. Defintion

4. Responsibility

5. Accountability

6. Internal customers

7. Date of commencement

98

8. Policy and procedure

DATA ANALYSIS AND INTERPRETATION

1) What is the quality of awareness being created to you regarding the

quality standards?

Respondents No. of Respondents Percentage

Yes 135 90%

No 15 10%

Total 150 100%

99

Interpretation:-

From the above table it is found that out of 150 respondents 90 percent of the

respondents felt that ―CARE quality officer is creating awareness to them regarding

the quality standards‖ is yes, followed by 10 percent respondents felt that No.

It is concluded that CARE quality officer has been creating awareness

regarding the quality standards to majority of the respondents 90 percent.

2) How much percentage did your organization employee additional

staff since total quality management?

Respondents No. of Respondents Percentag

High 12 8%

Medium 94 62%

Low 44 30%

Total 150 100%

Percentage

90%

10%

Yes

No

100

Interpretation:-

From the above table and graph it is found that out of 150 respondents 62

percent felt that ―Organization employee additional staff since total quality

management‖ is medium followed by 30 percent felt that it is low, 8 percent felt that

it is high.

It is concluded that organization is to an normal range. Employed additional

staff for the quality management activities.

3) What other benefits does your organization gain with total quality

management?

Respondents No. of Respondents Percentage

Improve Productivity 32 21%

Increase Market Share 16 11%

Better Team work 82 55%

Improve Image 20 13%

Percentage

8%

62%

30%

High

Medium

Low

101

Total 150 100%

Interpretation:-

From the above table and graph it is found that out of 150 respondents 55

percent felt that ―Organization gains with total quality management‖ is Better team

work followed by 21 percent felt that it is ―Improve productivity‖, 11 percent felt that

it is ―Increase market share‖ 13 percent felt that it is ―Improve image‖

It is concluded that overall total quality management benefits the organization

gains in all aspects to majority of respondents supported it.

4) How far does manpower planning system is helping you to meet

the demand?

Respondents No. of Respondents Percentage

Good 72 48%

Very Good 14 9%

Percentage

21%

11%

55%

13%Improve

Productivity

Increase Market

Share

Better Team work

Improve Image

102

Satisfactory 64 43%

Total 150 100%

Interpretation:-

From the above table and graph it is found that out of 150 respondents 48

percent felt that ―Manpower planning system is helping organization to meet the

demand‖ is ―Good‖, followed by 43 percent felt that it is ―Satisfactory‖, 9 percent felt

that is ―Very good‖.

It is concluded that manpower planning system of the organization is helping

them to meet their adequate demand.

5) Does the recruitment procedure of assessment are qualitative and

accurate?

Respondents No. of Respondents Percentage

Good 110 73%

Percentage

48%

9%

43% Good

Very Good

Satisfactory

103

Very Good 16 11%

Excellent 0 0%

No Opinion 24 16%

Total 150 100%

Interpretation:-

From the above table and graph it is found that out of 150 respondents 73

percent felt that ―The recruitment procedure of assessment qualitative and accurate‖ is

―Good‖, followed by 16 percent ―no opinion‖ 11 percent felt that it is ―Very good‖.

It is concluded that recruitment procedure of the organization is qualitative in

assessing the ―right people for the right job‖.

6) Are you well oriented towards the culture of the organization? If

so how good was the induction training?

Respondents No. of Respondents Percentage

Good 64 43%

Percentage

73%

11%

0%

16%

Good

Very Good

Excellent

No Opinion

104

Very Good 52 35%

Satisfactory 34 22%

Total 150 100%

Interpretation:-

From the above table and graph it is found that our of 150 respondents 43

percent felt that the statement ―Employees are well oriented towards the culture of the

organization through induction training procedure is ―Good‖ followed by 35 percent

felt it is ―Very good‖, 22 percent felt that it is ―Satisfactory‖.

It is concluded that induction training procedure is helping the employees to

be well oriented towards the culture of the organization to majority respondents

supported the 43 percent.

7) Does the training and development system helping the trainees to

gain more insights in enhancing their skills?

Respondents No. of Respondents Percentage

Good 72 48%

Percentage

43%

35%

22%

Good

Very Good

Satisfactory

105

Excellent 30 20%

Satisfactory 48 32%

Total 150 100%

Interpretation:-

From the above table and graph it is found that out of 150 respondents 48

percent felt that the statement ―Training and development system helping the trainees

to gain mare insights in enhancing their skills is good followed by 32 percent felt that

it is ―satisfactory‖, 20 percent felt that it is ―Excellent‖.

It is concluded that training and development policy of the organization helps

trainees to gain more insights to enhance their skills for organizational growth.

8) Does the present appraisal system change the employees attitude

towards work?

Respondents No. of Respondents Percentage

Percentage

48%

20%

32%

Good

Excellent

Satisfactory

106

Strongly agree 18 12%

Agree 68 45%

Disagree 28 19%

No Opinion 36 24%

Total 150 100%

Interpretation:-

From the above table and graph it is found that out of 150 respondents 45

percent felt that the statement ―Appraisal system changes the employees attitude

towards work is Agreed‖ followed by 24 percent felt it is ―No Opinion‖, 19 percent

felt that it is ―Disagree‖, 12 felt that it is ―Strongly agree‖.

It is concluded that the performance appraisal system change the employees

attitudes towards work environment to majority of the supported it 45 percent.

9) Does the Disciplinary system of the organization helping the

employees to be legality at work?

Respondents No. of Respondents Percentage

Percentage

12%

45%19%

24%

Strongly agree

Agree

Disagree

No Opinion

107

Yes 144 96%

No 6 4%%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 96

percent felt that ―Disciplinary system of the organization helping the employees tobe

legal at work is ―yes‖ followed by 4 percent felt that it is ―no‖.

It is concluded that the disciplinary system is helping the employees to be

much legal at their working norms. To majority of the respondents 96 percent.

10) Are you able to clear your grievances quickly through the

grievance redressal system?

Percentage

96%

4%

Yes

No

108

Respondents No. of Respondents Percentage

Strongly agree 10 7%

Agree 96 64%

Disagree 12 8%

No Opinion 32 21%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 64

percent felt that ―They are able to clear their grievances quickly through the grievance

redressal system is agree, followed by 21 percent felt that it is ―No opinion‖ 8 percent

felt that it is ―Disagree‖, 7 percent felt that it is ―Strongly agree‖.

It is concluded that the grievance redressal system helping the employees to

clear their grievances to majority of the respondents 64 percent.

11) Does the Quality of welfare of employees is concerned by the

organization or not?

Percentage

7%

64%

8%

21%

Strongly agree

Agree

Disagree

No Opinion

109

Respondents No. of Respondents Percentage

A little true 44 29%

Some what true 62 41%

True to a great Extent 44 30%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 41

percent felt that ―Quality of welfare of employees is concerned by the organization is

some what true‖, followed by 29 percent felt that it is ―A little true‖, 30 percent felt

that it is ―True to a great extent‖

It is concluded that the quality of welfare of employees is concerned by the

organization to a majority of the respondents 41 percent.

12) How do you feel about the award and reward system?

Percentage

29%

41%

30%A little true

Some what true

True to a great

Extent

110

Respondents No. of Respondents Percentage

Good 88 59%

Very Good 10 7%

Satisfactory 52 34%

Total 150 100%

Interpretation:

From the above table and graph it is found tht out of 150 respondents 59

percent felt that ―The award and reward system was good‖, followed by 34 percent

felt that it is ―Satisfactory‖, 7 percent felt that it is very good.

It is concluded that the award and rewared system helping the ―Employees to

work better to majority of the respondents 59 percent.

Percentage

59%

7%

34%

Good

Very Good

Satisfactory

111

13) Is the compensation system clear or not?

Respondents No. of Respondents Percentage

Strongly Agree 8 5%

Agree 104 70%

Disagree 8 5%

No Opinion 30 20%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 70

percent felt that the compensation system is clear or not is agree, followed by 20

percent ―no opinion‖, 5 percent felt that it is ―strongly agree‖, 5 percent felt that it is

―Disagree‖.

It is concluded tht the compensation system followed by the organization is

agreed by the employees to majority of the respondents 70 percent.

Percentage

5%

70%

5%

20%

Strongly Agree

Agree

Disagree

No Opinion

112

14) How best is the feedback regarding the total quality standards in

the organization?

Respondents No. of Respondents Percentage

A little true 82 21%

Somewhat true 68 45%

True too great extent 16 11%

Very true 34 23%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 45

percent felt that ―The feedback system regarding the total quality standards in the

organization as ―some what true‖, followed by 23 percent felt that ―very true‖ 21

percent felt that it is ―A little true‖, 11 percent felt that it is ―True to a great extent‖.

It is concluded that the organization is receiving the best feedback regarding

their quality standards to majority of the respondents 45 percent.

Percentage

21%

45%

11%

23% A little true

Some what true

True too great

extent

Very true

113

15) Overall, do you think that TQM brings positive effect to your

organization?

Respondents No. of Respondents Percentage

Yes 138 92%

No 12 8%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 92

percent felt that ―The total quality management brings positve effect to their

organization is yes‖ followed by 8 percent felt that it is ―No‖.

It is concluded that the organization is bringing their positive effect by

implementing the total quality management to majority of the respondents 92 percent.

Percentage

92%

8%

Yes

No

114

16) Are the terms and conditions regarding transfer procedure were

clear or not?

Respondents No. of Respondents Percentage

A Little True 36 24%

Some What true 62 41%

True to a great Extent 16 11%

Very True 36 24%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 41

percent felt that ―The terms and conditions regarding transfer procedure were clear or

not is supported as somewhat true‖ followed by 24 percent felt that is ―Very true‖ 24

felt that it is ―A little true‖, 11 percent felt that it is ―True to a great extent‖.

It is concluded that the organization transfer procedure were clear and an

objected to majority of the respondents 41 percent.

Percentage

24%

41%

11%

24% A Little True

Some What true

True to a great

Extent

Very True

115

17) To what extent is the verifying and evaluating credentials of

medical professionals and nursing is justified?

Respondents No. of Respondents Percentage

A little true 20 12%

Somewhat true 52 34%

True to great extent 28 18%

Very true 54 36%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 36

percent felt that ―Verifying and evaluating credentials of medical professionals and

nursing of it is justified as ―Very true‖ followed by 34 percent felt that it is ―some

what true‖ 18 percent felt that it is ―True to a great extent‖ 12 percent felt that is ―A

little true‖.

It is concluded that credentials are verified and evaluated correctly to majority

of the respondents 36 percent.

Percentage

12%

34%

18%

36%

A little true

Some what true

True to great

extent

Very true

116

18) Does the exit interview giving an opportunity to the organization

to realize their strengths and weakness?

Respondents No. of Respondents Percentage

Yes 142 95%

No 8 5%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 95

percent felt that ―The Exit interview giving an opportunity to the organization to

realize their strengths and weakness is ―yes‖ , followed by 5 felt that is ―No‖.

It is concluded that the exit interview is helping the organization to realize

their strengths and weakness to majority of the respondents 95 percent.

Percentage

95%

5%

Yes

No

117

19) Does the organization realizing the health needs of the employees

through qualitative aspects?

Respondents No. of Respondents Percentage

Yes 122 81%

No 28 19%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 81%

felt that the organization realizing the health needs of the employees through

qualitative aspects is ―Yes‖ followed by 19 percent felt that it is ―No‖.

It is concluded that organization is realizing the health needs of the employees

through qualitative criteria.

Percentage

81%

19%

Yes

No

118

20) Does the service rules helping you to be confirming to the quality

standards of the organization?

Respondents No. of Respondents Percentage

Yes 130 87%

No 20 13%

Total 150 100%

Interpretation:

From the above table and graph it is found that out of 150 respondents 87

percent felt that the service rules helping you to be confirming to the quality standards

of the organization is ‗Yes‘ followed by 13 percent felt that it is ―No‖.

It is concluded that the service rules helping employees to be confirming to the

quality standards of the organization to majority of the respondents 87 percent.

Percentage

87%

13%

Yes

No

119

FINDINGS

The CARE quality officer is creating awareness to employees regarding the

quality standards.

The standard operating procedure helping the employees to perform or work

much better through standard procedure.

The policies designed helping the employees to work committed towards the

welfare of the organization.

The rewards/Awards system helps to motivate employees to work better.

The grievance system helps the employees to clear up their grievances and

find a solution for their grievances.

The feedback system is well conducted in the premises of all the employee to

educate them and creating on opportunity for an employee to develop himself.

120

CHAPTER-6

SUGGESTIONS

1. Standard operating procedures can be much more frequently reviewed

and revised for more clarity, understandability and usefulness. Since

most of them need much better improvements in their quality of work

life.

2. Both quantity and quality performance factors have to be considered in

construction of SOP‘s (Standard Operating Procedures)

3. Much concentration is needed while conducting the exit interviewers

to realize organizational weakness.

4. Health needs of employees should be recognized much better.

5. Therefore present standard operating procedures may be restructured,

reoriented and repositioned to benefit both organization and

employees.

121

ANNEXURE-1 QUALITY (HUMAN RESOURCE) MANAGEMENT PRACTICES

QUESTIONNAIRE

Dear Sir/Madam,

I, K.PRANEETH doing project in CARE under the guidance of Asst.Professor

Mrs.Padmaja. I am conducting a survey on quality practices of Human Resources

Department through study of SOP‘s at CARE Nampally‘s and I would be grateful, if

you could, kindly spare your valuable time to fill this questionnaire.

Employee name: Designation:

Please kindly tick mark your answers

1) Do the care quality officer is creating awareness to you regarding the quality

standards?

A) Yes B) No

2) Did your organization employee additional staff since TQM?

A) High B) Medium C) Low

3) What other benefits does your organization gain with TQM?

A) Improve productivity B) Increase market share

C) Better teamwork D) Improve image

4) How far your manpower planning system is helping you to meet the demand?

A) Good B) Very Good C) Satisfactory

5) Does the recruitment procedure of assessment qualitative and accurate?

A) Good B) Very Good C) Excellent D) No opinion

6) Are you well oriented towards the culture of the organization? If so how good was

the Induction training?

A) Good B) Very good C) Satisfactory

7) Does training & development system helping the trainees to gain more insights in

enhancing their skills?

A) Good B) Excellent C) Satisfactory

8) Does the present appraisal system change the employee‘s attitude towards work?

A) Strongly agree B) Agree C) Disagree D) No opinion

9) Disciplinary system of the organization is helping the employees to be legality at

work?

122

A) Yes B) No

10) Are you able to clear your grievances quickly through the grievance redressal

system?

A) Strongly agree B) Agree C) Disagree D) No opinion

11) Quality of welfare of employee‘s is concerned by the organization or not?

A) A little true B) Somewhat true C) True to a great extent

12) How do you feel about the award and reward system?

A) Good B) Very good C) Satisfactory

13) Does the compensation system is clear and fair?

A) Strongly agree B) Agree C) Disagree D) No opinion

14) How best is the feedback regarding the total quality standards in the organization?

A) A little true B) Somewhat true C) True to a great extent

D) Very true

15) Overall, do you think that TQM brings positive effect to your organization?

A) Yes B) No

16) The terms and conditions regarding transfer procedure were clear or not?

A) A little true B) Somewhat true C) true to a great extent

D) Very true

17) To what extent is the verifying and evaluating credentials of medical professionals

and nursing justified?

A) A little true B) Somewhat true

C) True to a great extent D) Very true

18) Does the exit interview giving an opportunity to the organization to realize their

strengths & weakness.

A) Yes B) No

19) Does the organization realizing the health needs of the employees through

qualitative aspects?

A) Yes B) No

20) Does the service rules helping you to be confirming to the quality of the

organization?

A) Yes B) No.

123

BIBLIOGRAPHY

1. Human Resource Management

P.Subba Rao

2. Human Resource Management.

… Robert L.Mathis and John H.Jackson

3. Labour Laws

… P.L.Mehtha

4. Industrial Relations

… Aruna Monappa

… TATA MC Graw-Hill Publishing House.

5. Project Report Writing

… M.K.Rampal, S.L.Gupta

… Galgotia Publishing Company

www.google.com

www.carehospitals.com

www.hrm.com