Boston Hospital

8/11/2019 Boston Hospital

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GWALIOR (M.P.)

Session: 2013

A PROJECT REPORTON

HOSPITAL MANAGEMENT SYSTEM AT BOSTON HOSPITAL,GWALIOR

For the partial fulfillment of the award ofMaster of Business Administration

(HR)

Submitted To: Submitted By:

Prof. Neha Saxena Shilpa BargalSOSM Jiwaji University Roll No. 1287618Gwalior III SEM, II - YEAR


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DECLARATION

I, the undersigned, hereby declare that the summer training project entitled

HOSPITAL MANAGEMENT SYSTEM AT BOSTON

HOSPITAL, GWALIOR has been written and undertaken by me and is

original work. The empirical findings of this project are based on the information

collected by me.

This report is submitted for the partial fulfillment of the degree of Bachelor of

Business Administration to the SOSM Jiwaji University, Gwalior (M.P.). I have

not submitted this report to any other university for any other degree/diploma

program.

Shilpa Bargal


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GUIDE CERTIFICATE

It is certified that the summer training report entitled, HOSPITAL

MANAGEMENT SYSTEM AT BOSTON HOSPITAL,

GWALIOR is submitted by Ms. Shilpa Bargal for partial fulfillment for the

award of the degree of Bachelor of Business Administration of SOSM Jiwaji

University, Gwalior (M.P.).It is record of candidates own work carried out at

Boston Hospital, Gwalior

Prof. Neha Saxena


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ACKNOWLEDGEMENT

It gives me immense pleasure to express my deep sense of gratitude

to Prof. Neha Saxena, Faculty of SOSM JIWAJI UNIVERSITY,

Gwalior, for his valuable guidance and consistent supervision

throughout the course.

I am also thankful to Mr. Rakesh Pandey (Boston Hospital ) for

his valuable guidance for preparing the final Report and also for

providing the necessary facilities.

Finally I am indebted to our other faculty members, my friends

and my parents who gave their full- fledged co-operation for

successful completion of my project.

It was indeed learning experience for me.

Shilpa Bargal

MBA III SEM.


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CONTENTS

Company profile

Objective of the study

Theoretical Aspect of the Topic

Practical Aspect of the Topic

Research methodology

Data analysis & graphical data representation

Findings

Suggestions & Implications

Conclusion

Bibliography

Annexure


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COMPANY PROFILE

About the Hospital

It was established in 1996 under the aegis of Shri Om Prakash Shiksha Prasar Samiti. Itenvisioned to undertake higher education programs of technical and professional significance

hence enabling the students to contribute meaningfully to the society. The institute is committed

to move ahead with an education system that instills professional acumen with ethical values at

the core. The main institutional occupation is to equip students with knowledge and develop in

them a person who is capable of delivering value.

Boston Hospital is one of the most popular destinations for realizing ones higher educationalgoals with students from MP, UP, Delhi, Haryana, Rajasthan and other remote states like Bihar,

Jharkhand, West Bengal, Sikkim, Assam, Arunachal, Manipur, Nagaland and neighboring

countries like Bhutan and Nepal. This multi-ethnic student community with varied customs,

habits and tastes contribute to an environment which sounds and inculcates harmony in diversity.

Functioning

The theme of our actions move along the institutional vision. We at management level have

entrusted ourselves as facilitator where students and staff feel free to carry on the teaching-

learning process in conducive environment. We consider academics in its broadest sense as

encompassing actions and outcomes. We are proactive as well as senstive to carry out the

educational obligations in true spirit. Hand on hand we consider student perception as they

equate quality of education with the experience they have in the campus. Thus we develop a
http://www.bostoncollege.in/http://www.bostoncollege.in/http://www.bostoncollege.in/


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suitable learning environment that contributes to the achievement of program outcomes in terms

of students overall educational and professional goals.

We have a good mix of new and veteran teachers offering an appropriate blend of aggressive

approach and mature perspective. We involve teachers, staff and students in making an

educational decision. When a decision is made invariably the first consideration remains how

much educational value will come out?

Living facilities are caring and comfortable and provided with clean & well-lit airy rooms,

purified water and good fooding. We ensure that facilities such as labs, library and internet are

up to date and functional. Recreation that helps overall personality development is a thrust area

and safety with respect to individual health and security of the students is given due importance.We are happy to express that staff and student cooperation towards building and sustaining the

culture of working together to foster better learning environment has been overwhelming. Our

students from all disciplines have set a tradition of acquiring top ranks every year at the

University level. We hope that synergy generated by such contributions would preserve serenity

of the campus and give rise to more credible actions towards better education of our students.

We look forward to welcoming another group of students that will further enrich our bostonCPS

community.

Vision

To be an institution that sets benchmarks towards improving effectiveness of the educational

programs.

Mission

To continually explore and institutionalize superior practices that expedite knowledge

manifestation.


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Policies

environment that is conducive to win commitment of all.

field and project work, realtime training, job placements etc.

vided optimally, and delivered on time.

ams.

Motto

'Attainment of Knowledge'

FOREWORD

I feel delighted to share my views about the Boston Hospital.

The motto of the institute is attainment of knowledge hence with our strategy to education has been institutionalized on our particular understanding of the term knowledge. We construe that

substance that reaches to any mind through five senses is stacked there into the memory, is

information, and when this information is put into practice by the body gets transmitted to the

body cells. Henceforth, if the body is disposed to regular practice on the information it gets

imbibed into the cell memory or more precisely a new gene bearing that information gets


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expressed in the cells. This is manifestation of knowledge. The information which has been

percolated down at cell level becomes knowledge -the finest form of energy. Quantum of this

form of energy ie knowledge, determines greatness of a person. Therefore, we say knowledge is

ability of doing things.

It is of no doubt that the foremost and the most important purpose of an educational institute is

manifestation of knowledge. Therefore to realizing the motto we promote and work in such a

design that every institutional function and process is oriented to deliver a definite value in terms

of knowledge.

We stand to inspire and lead commitment of all our associates towards accomplishing the motto.

The foremost means that we observe towards creating the value is consistency among thoughts-words-and deeds. Abiding this helps in controlling adequacy of the smallest institutional action.

Our policies provide a coherent framework that constitutes compatibility, dynamism and impetus

of the collective actions towards the aim. The policy formulation undertakes that classrooms,

books, labs and other resources are means of learning, teachers are catalyst and students the

object where the knowledge has to be expressed.

We put emphasis on adequate and resourceful learning process, suitability of the teaching faculty

to expediting it and a framework to help attaining higher concentration of the pupil so the

penetration is fine and deep. Further, towards lessening the distraction, always we intend to offer

a matching activity for every bent of mind. There remains a great deal of influences by internet

& movies, art & culture, games & sports, meditation & yoga, and choices in nutritious food.

I feel that the institute isenormously prospective to meet ones educational goals,

comprehensively.


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From the desk of Principal

Our core value is 'attainment of knowledge' which demands quality academics. As educationist

we see academic quality in its broadest sense encompassing actions and outcomes. We consider

student perception as they equate quality with the experience they have in the campus. Thus we

undertake to develop a suitable learning environment that contributes to the achievement of

program outcomes in terms of student's overall educational and professional goals. Our ability to

deliver good quality starts when you enter the campus. Actions of our staff set the tone for rest of

the occupations. The front office is inviting to teachers, parents, and students and the Boston

Hospitalmanagement values student service. The staff has a helping attitude towards student

needs. Principal's office is actively involved in taking care of student grievances. Teachers are

empowered while providing the necessary support and training. We have a good mix of new and

veteran teachers offering an appropriate blend of aggressive approach and mature perspective.

The teachers and staff are involved at each step of the educational process. When a decision ismade the first consideration is how is much the value for students? The Boston Hospitalprovides

teachers-student-parents with frequent communication of the progress. I am happy to share that

our students from all disciplines have set a tradition of seizing top ranks every year at the

university. I hope that synergy generated by such contributions would preserve serenity of the

campus and give rise to more credible actions towards better education of our students.

With best wishes.Dr. Tejovathi

Principal


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From Chairman's Desk

Foreword

I feel delighted to share my views about the Boston Hospital.

The motto of the institute is attainment of

knowledge hence with our strategy to education has been institutionalized on our particular

understanding of the term knowledge. We construe that substance that reaches to any mind

through five senses is stacked there into the memory, is information, and when this information

is put into practice by the body gets transmitted to the body cells. Henceforth, if the body is

disposed to regular practice on the information it gets imbibed into the cell memory or more

precisely a new gene bearing that information gets expressed in the cells. This is manifestation of

knowledge. The information which has been percolated down at cell level becomes knowledge -

the finest form of energy. Quantum of this form of energy ie knowledge, determines greatness of

a person. Therefore, we say knowledge is ability of doing things. It is of no doubt that theforemost and the most important purpose of an educational institute is manifestation of

knowledge. Therefore to realizing the motto we promote and work in such a design that every

institutional function and process is oriented to deliver a definite value in terms of knowledge.

We stand to inspire and lead commitment of all our associates towards accomplishing the motto.

The foremost means that we observe towards creating the value is consistency among thoughts-

words-and deeds. Abiding this helps in controlling adequacy of the smallest institutional action.

Our policies provide a coherent framework that constitutes compatibility, dynamism and impetusof the collective actions towards the aim.. Further, towards lessening the distraction, always we

intend to offer a matching activity for every bent of mind. There remains a great deal of

influences by internet & movies, art & culture, games & sports, meditation & yoga, and choices

in nutritious food. I feel that the institute is enormously prospective to meet ones educational

goals, comprehensively.Ak esh Pandey ( Chairman)


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Recognition & Affiliation

Various courses run by the Boston Hospitalare recognized as follows:

MBA and BCAby MP Higher Education/UGC

MBA by AICTE, New Delhi Nursing coursesby INC, New Delhi

Teacher Education coursesby NCTE, New Delhi

Following courses arepermanently affiliated to Jiwaji University, Gwalior-A State University:

MBA, BCA and B. Ed.

Following have general affiliation with the Jiwaji University: M. Sc. Biochemistry, MBA and M.

Ed.

GNM course is affiliated to MP State Nursing Council and D. El. Ed. course to MP StateEducation Board

Advisory Board

Dr. AB Singh, Emeritus Scientist, CSIR-Institute of Genomics & Integrative Biology; Vice

President Asia Pacific Association of Allergy, Asthma and Clinical Immunology; Secretary

General of South Asia Association of Allergy Asthma and Clinical Immunology; Secretary of

Indian Boston Hospitalof Allergy, Asthma and Applied Immunology & Indian Aerobiological

Society; Editor in Chief of Indian Journal of Aerobiology; Member of Web Editorial Board

(WAO)

Prof. D. K. Maheshwari, Former Head & Dean (Faculty of Life Sciences), Gurukul Kangri

University, Haridwar

Dr. Raju Sahai, Director of ED lab and Pure Air Control Services, Clear Water, Florida USA

Prof. R.N. Singh, Engineer & MBA from XLRI Jamshedpur, Former Executive Director: Indian


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Institute of Coal Management (CIL), Ranchi and Former Director of ISM, Ranchi

Prof. RS Jadon, Department of Computer Science, MITS, Gwalior

Dr. Vivek K. Bajpai, Foreign Research Professor, School of Biotechnology, Yeungnam

University, Republic of Korea; Acting Editor: E3 Journal of Biotechnology and Pharmaceutical

Research; Associate Editor: Bulletin of Pharmaceutical Research

Dr. Shruti Shukla, Foreign Research Professor, Department of Food Science and Technology,

Yeungnam University, Republic of Korea; Life member of Association of Microbiologists of

India; Member of Editorial Advisory Board of TANG journal, Republic of Korea; Member of

indian Science Congress

Mr. A. R. Shinde, Vice President, JK Tyre & Industries, Banmore

Mr. Avinash Mishra, General Manager (P&A), Godrej Consumer Products Ltd, Gwalior

Prof. MK Jain, Former Professor at MITS Gwalior and Convener, Gwalior Management

Association, Gwalior

Best Practices & Traditional Values

Boston Science Quiz (BSQ) Ceremonial Welcome of New Students

Flag Hosting Right Traditional Values
http://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.htmlhttp://www.bostoncollege.in/practices.html


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Boston Science Quiz (BSQ)

It is ninth consecutive mega event in 2011, organized for participation of std XI-XII school

students. It will be rare to see an academic extravaganza that has thundered the participants and

the audience so vigorously. This fully computerized event we developed and commenced as part

of our social responsibility in the year 2003. It is interesting to note that right from development

of BSQ software to database building to its pragmatic usage the whole project is entirely

conceived, developed and implemented by students and staff of the college. The idea that worked behind this initiative was to actualize inherent potential of the science savvy school students by

translating it into their talent. Here at Boston Hospital we are dedicated to fostering knowledge

and we believe that Boston Science Quiz has what it takes to make a huge impact in expediting

learning process of student and confidence to deliver the acquired knowledge. The whole event

remains a high magnitude academic contest with a good amount of support activities like

meditation and painting. It attracts mass participation of school students. About 160 schools and

8000 students from 13 districts participated in BSQ-2011. The quiz embodies strong database of

all streams of Science including Computer & IT, Commerce, Humanities & GK. It bears all

excitement with enormous popularity among the student mass. The event offers dual prize

assortment (worth Rs 5 Lac), for main mega event champions and the for district level

champions towards wider recognition and rewards.

The City

The Boston Hospitalis located in Gwalior: the former capital of the state of Madhya Pradesh.

Gwalior is cherished with memories of bravery of Rani of Jhansi Laxmibai and cultural heritage

led by Sangeet Samrat Tansen.


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The formidable fort of Gwalior, Sun temple, Scindia palace, White Gurdwara and many of the

flora & fauna enriched sites attract people. Gwalior is home for more than 2 million people

constituting many ethnic colours. It is safe, economical and enjoyable to live and offers an

excellent life style with parks, shopping malls, theaters, restaurants and many other places of

general interest. The city has been acclaimed as one of the seven largest hubs for technical and

professional education in India. It is 325 kms. south of Delhi, 425 kms. north of Bhopal, 350

kms. east of Jaipur and 375 kms. west of Lucknow. Agra and Jhansi, the cities of historical

importance are just 110 kilometers apart. Airways from Delhi and Mumbai, and the super-fast

services of Indian Railways connect the city directly to East-West-North and South of India.

The Climate & Ambiance

Gwaliors climate may be described as Mediterranean: with warm to hot, dry summers and cool,

crisp wet winters. Distractions, caused by climatic variations are restored near to normalcy usingtemperatures control systems. Choices in extracurricular activities occupy profuse space at the

campus. Cafeteria is full of choices with good nutrition value and hygiene. You will discover a

highly vibrating green campus which is free from all kinds of pollution.


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OBJECTIVE OF THE STUDY

1. To find out the Hospital Management System in Boston Hospital

2. To find out the various cause for absenteeism3. To study the various measures adopted by the Hospital

4. To provide suggestions in the form of solutions to reduce the rate of absenteeism


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strikes and lockouts have received far and greater attention. One reason for this situation may bethat strikes and lockouts are more noisy and visible while absenteeism is silent and unnoticeable.

The relevance of the study is that, now the company is facing a major issue ofhigh rate of absenteeism and hope that the study will reveal the reason for it and thereby the

Hospital can take effective measures for checking the absenteeism.

TYPES OF ABSENTEEISM

There are two types of absenteeism, each of which requires a different type of approach.

1. Innocent Absenteeism

Innocent absenteeism refers to employees who are absent for reasons beyond their control; like

sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In alabour relations context this means that it cannot be remedied or treated by disciplinary

measures.

2. Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without authorization for reasons

which are within their control. For instance, an employee who is on sick leave even though

he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable

absenteeism.

Counselling Innocent Absenteeism

Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is

obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism,

no matter what the cause, imposes losses on the employer who is also not at fault. The damage

suffered by the employer must be weighed against the employee's right to be sick. There is a

point at which the employer's right to expect the employee to attend regularly and fulfill the

employment contract will outweigh the employee's right to be sick. At such a point the

termination of the employee may be justified, as will be discussed.

The procedure an employer may take for innocent absenteeism is as follows:

Initial counselling(s)


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Written counselling(s)

Reduction(s) of hours and/or job reclassification

Discharge

Initial Counselling

Presuming you have communicated attendance expectations generally and have already

identified an employee as a problem, you will have met with him or her as part of your

attendance program and you should now continue to monitor the effect of these efforts on his or

her attendance.

If the absences are intermittent, meet with the employee each time he/she returns to work. If

absence is prolonged, keep in touch with the employee regularly and stay updated on the statusof his/her condition. (Indicate your willingness to assist.)

You may require the employee to provide you with regular medical assessments. This will

enable you to judge whether or not there is any likelihood of the employee providing regular

attendance in future. Regular medical assessments will also give you an idea of what steps the

employee is taking to seek medical or other assistance. Formal meetings in which verbal

warnings are given should be given as appropriate and documented. If no improvement occurs

written warning may be necessary.

Written Counselling

If the absences persist, you should meet with the employee formally

and provide him/her with a letter of concern. If the absenteeism still continues to persist then the

employee should be given a second letter of concern during another formal meeting. This letter

would be stronger worded in that it would warn the employee that unless attendance improves,

termination may be necessary.

Reduction(s) of hours and or job reclassification

In between the first and second letters the employee may be given the option to reduce his/her

hours to better fit his/her personal circumstances. This option must be voluntarily accepted by


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the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay

and therefore can be looked upon as discipline.

If the nature of the illness or injury is such that the employee is unable to fulfill the requirements

of his/her job, but could for example benefit from modified work, counsel the employee to bid on jobs of such type if they become available.

Discharge

Only when all the previously noted needs and conditions have been met and everything has been

done to accommodate the employee can termination be considered. An Arbitrator would

consider the following in ruling on an innocent absenteeism dismissal case.

Has the employee done everything possible to regain their health and return to work?

Has the employer provided every assistance possible? (i.e. counselling, support, time off.)

Has the employer informed the employee of the unworkable situation resulting from their

sickness?

Has the employer attempted to accommodate the employee by offering a more suitable position

(if available) or a reduction of hours?

Has enough time elapsed to allow for every possible chance of recovery?

Has the employer treated the employee prejudicially in any way?

As is evident, a great deal of time and effort must elapse before dismissal can take place.

These points would be used to substantiate or disprove the following two fold test.

The absences must be shown to be clearly excessive.

It must be proven that the employee will be unable to attend work on a regular basis in the future.

Corrective Action for Culpable Absenteeism

As already indicated, culpable absenteeism consists of absences where it can be demonstrated

that the employee is not actually ill and is able to improve his/her attendance. Presuming you

have communicated attendance expectations generally, have identified the employee as a


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problem, have met with him/her as part of your attendance program, made your concerns on his

specific absenteeism known and have offered counselling as appropriate, with no improvement

despite your positive efforts, disciplinary procedures may be appropriate.

The procedures for corrective/progressive discipline for culpable absenteeism are generally thesame as for other progressive discipline problems. The discipline should not be prejudicial in any

way. The general procedure is as follows: [Utilizing counselling memorandum]

Initial Warning(s)

Written Warning(s)

Suspension(s)

Discharge

Verbal Warning

Formally meet with the employee and explain that income

protection is to be used only when an employee is legitimately ill. Advise the employee that

his/her attendance record must improve and be maintained at an improved level or further

disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further

verbal warnings as required. Review the employee's income protection records at regularintervals. Where a marked improvement has been shown, commend the employee. Where there

is no improvement a written warning should be issued.

Written Warning

Interview the employee again. Show him/her the statistics and

point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to

see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is

given, advise the employee that he/she will be given a written warning. Be specific in your

discussion with him/her and in the counselling memorandum as to the type of action to be taken

and when it will be taken if the record does not improve. As soon as possible after this meeting

provide the employee personally with the written warning and place a copy of his/her file. The

written warning should identify any noticeable pattern


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If the amount and/or pattern continues, the next step in progressive discipline may be a second,

stronger written warning. Your decision to provide a second written warning as an alternative to

proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors.

Such factors are, the severity of the problem, the credibility of the employee's explanations, the

employee's general work performance and length of service.

Suspension [only after consultation with the appropriate superiors]

If the problem of culpable absenteeism

persists, following the next interview period and immediately following an absence, the

employee should be interviewed and advised that he/she is to be suspended. The length of the

suspension will depend again on the severity of the problem, the credibility of the employee's

explanation, the employee's general work performance and length of service. Subsequentsuspensions are optional depending on the above condition.

Dismissal [only after consultation with the appropriate superiors]

Dismissals should only be considered when all of the above

conditions and procedures have been met. The employee, upon displaying no satisfactory

improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her

absence record.


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THEORIES OF ABSENTEEISM

Absence behaviour is discussed in terms of theories on absences such as the notion of the

informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic

conflict, social exchange, withdrawal, non-attendance, Hospitalally excused vs. Hospitalallyunexcused, involuntary vs. voluntary and lastly a four-category taxonomy.

Informal Contract

Gibsson (1966) attempted to explain some of the main features of absence

behaviour by means of the notion of an informal contract. The contract is viewed as being made

between the individual and the organisation. Gibsson (1966) was especially interested in absences

that were not long enough to activate formal legitimising (certification) procedures. He used the

concept of valence, referring to a persons positive or negative relationships to a work situationand pointed out that if the combined valences of a work situation are weak, it will be easier for

people to legitimise their absences to themselves.

Gibsson (1966) remarks that a plausible idea relating to the size of the

organisation influences absence rates; in larger organisations, since there is greater division of

labour, there is also more concealment of the contributions of individuals, thus permitting latitude

for absence from work. He also mentions the importance of the employees identification with

the organisation, as in the case of longer-service employees, and argues for the importance of the

authenticity of the work contract (Gibsson, 1966). In other words, the organisation should be

seen to offer a fair deal to the individual, whose feelings of obligation would thus be strengthened.

In this research Gibssons (1966) concept of valence, referring to an individuals

positive and negative relationship toward a work situation has relevance, as the aim of this

research is to determine whether work-related attitudes (Job Involvement and Organisational

Commitment) predict employee absenteeism. It is hypothesised that employees with low jobinvolvement and Hospitalal commitment (negative relationship to the work situations) will have

higher levels of absenteeism.


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Resolving Perceived Inequity

Adams (1965), Hill and Trist (1953) and Patchen (1960) have made

notable theoretical contributions towards the study of absenteeism. No recent literature has been

identified which has built on this perspective. Adams (1965) suggested that absences may be a

means of resolving perceived inequity; the probability of absence behaviour will increase with the

magnitude of inequity and if other means of reducing inequity are not available. Patchen (1960)

had tested this kind of hypothesis; producing evidence of a relationship between absences and

perceived fairness of pay, that is, employees feelings about how fairly they had been treated in

regard to their pay levels and promotions.

Withdrawal from the Stress of Work Situations

In their study on absence, Hill and Trist (1953; 1962) contributed a

theory of absence as being the withdrawal from the stress of work situations. Withdrawal is the

central explanatory concept; thus, individuals experiencing conflicts of satisfaction and

obligations tend to express them through labour turnover, accidents, and unsanctioned absences

(this is, absences without formal permission). In addition to the views of Hill and Trist (1962),

Hanisch and Hulin (1991) theorised that absenteeism and other withdrawal behaviours reflect

invisible attitudes such as job dissatisfaction, low level of organisational commitment, or an

intention to quit. According to this view, an employee who is absent from work is consciously or

unconsciously expressing negative attachment to the organisation.

Dynamic Conflict

The withdrawal explanation offered by Hill and Trist (1962) had

some subsequent influence on theoretical discussions by s (1962) and Knox (1961). Gadourek

(1965) described the latter as dynamic conflict theories. The conflict is located within the

individual, and whether a person stays or withdraws is the result of a complex in incentives and

stresses.


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Social Exchange

Chadwick-Jones(1982) presented a case for the theory of

absenteeism that is social, not individual in emphasis. As a first step Chadwick-Jones (1982)

assumed the interdependency of members of work organisations. It seems obvious that

individuals do have some mutual obligations to peers, subordinates, and superiors (as well as

other relationships outside the work situation). In this context the rights and duties of individuals

are both subject to, and representative of, a set of rules about activities in the work situation. What

individuals do is therefore likely to be in answer to, on behalf of, in defence of, as well as

achieving a compromise with the rules of the group.

The second assumption made by Chadwick-Jones (1982), is that under the employment

contract, some form of social exchange is taking place between employers and employees.Whatever they exchange in this situation whether it be their time, effort, or skill or money,

security, congenial friends, or anything else- it will be only what is possible for employees in the

organisation. Exchanges may be conceived as between individuals and work groups, or between

work groups and management, but it would not be realistic to conceive of the exchange between

the individual and the organisation while disregarding the social conditions and rules.

Chadwick-Jones think of social exchange between employees

and employers as developing in, or as revealed by, a pattern of behaviour in the work situation

that includes absences with all the other factors that constitute the contract, formal and informal,

between employers and employees. Formal factors include pay, hours, disciplinary rules, job

duties, and promotion lines. Informal ones include supervisory styles, peer group relations, and

salient to their analysis absence from work. Chadwick-Jones (1982) however, do point out that

absences may not enter into the exchange at all, insofar as some employees or employee groups,

especially those with higher status supervisors in factories, managers in banks are absent very

little or hardly at all. It is quite possible, however, that managers possess greater control over the

allocation of their working time and may take periods of time out that are not rec orded.


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Withdrawal

According to Chadwick-Jones (1982), absence from work, where work is

defined by the employees presence at a particular location (office or workshop) for a fixed period

each day, can be interpreted as an individual act of choice between alternative activities; as

withdrawal or escape from surveillance; as individual or group resistance to an inflexible system.

Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or

aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this

research this theory has relevance, as the reasons for absence behaviour could be related to a

choice of alternative activities instead of attending work.

Non-attendance

Another definition of absenteeism refers to the non-attendance of

employees for scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definitiondistinguishes absenteeism from other forms of non-attendance that are arranged in advanced (e.g.

vacations) and specifically avoids judgements of legitimacy associated with absent events that are

implied by as sick leave. This definitional emphasis seeks to focus on the key organisational

consequences of unscheduled non-attendance instability in the supply of labour to the

organisation resulting in the disruption of scheduled work processes and the loss of under

utilisation of productive capacity (Allen, 1981; Jones, 1971, Nicholson, 1977). For this research

this definition will be applicable, as the researcher will not take into account absences due to

vacation leave and sick leave taken over more than three days.

Organisationally excused vs. organisationally unexcused

In terms of distinguishing among types of absence, one simple distinction

that previous studies (Blau, 1985; Cheloha & Farr, 1980; Firzgibbons & Moch, 1980) made is

between organisationally excused versus organisationally unexcused absences. Based on these

studies, it seems that organisations operationalise excused absence to include (within defined

limits) categories such as personal sickness, jury duty, religious holidays, funeral leave, and

transportation problems. However, as Johns and Nicholson (1982) noted, absence behaviour can

have a variety of meanings for individuals. This research will focus on the organisationally

unexcused type of absenteeism.


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PRACTICAL ASPECT

EFFECTS OF ABSENTEEISM

Following are the drawbacks of excessive absenteeism

1.ON INDUSTRY

Absenteeism in industry stops machines, disrupts processes, creates production bottle-necks,

hampers smooth flow or continuity of work, upsets production targets, result in production

losses, increases direct overhead costs , increase work load of the inexperienced , less

experienced or sub standard workers as substitutes, this in turn creating problems of recruitment ,

training, job adjustments, morale and attitudes of the employees.

ON WORKERS

1. Absenteeism reduces workers earnings and adds to his indebtedness, decrease his

purchasing power. Makes it difficult for him to meet necessities of life, leading to

personal problems, and in many cases loss of employment and resultant disaster for his

dependents.

2. It affects both quantity and quality of production. If more number of workers are absent

the total output is affected. If alternative arrangement is made by employing casual

workers who do not posses adequate experience the quality of goods produced is

affected.

3. It affects the efficiency of workers. The workers who joins after a long period of absence

would normally be much less efficient.

4. It affects the discipline of the workers adversely. The worker who is attending to his work

irregularly may not care much about the discipline.


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Peculiar Features of absenteeism

On the basis of micro studies undertaken in different parts of the country, certain observations

may be made.

a. The rate of absenteeism is the lowest on pay day, it increases considerably on the days

following the payments of wages and bonus.

b. Absenteeism is generally high among workers below 15 years of age and those above

40.The younger employees are not regular and punctual, presumably because of the

employment of a large number of newcomers among the younger age groups.While the

older people are not able to withstand the strenuous nature of the work.

c. The rate of absenteeism varies from department to department within a unit. As the size

of the group increases, the rate of absenteeism goes up. This difference in the rate ofabsenteeism is believed to be due to the peculiar style and practices of management, the

composition of the laboue force and the culture of the Hospital.

d. The percentage of absenteeism is generally higher in the day shifts.

e. The percentege of abasenteeism is much higher in coal ans mining industries than in

organized industries.

f. Absenteeism in India is seasonal in character.

g. It is the highest during March-April-may, when a land has to be prepared for monsoon

saving, and also in the harvest season, when the rate goes as high as 40 percent.


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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It deals with the

objective of a research study, the method of defining the research problem, the type of

hypothesis formulated, the type of data collected, method used for data collecting and analyzingthe data etc. The methodology includes collection of primary and secondary data.

5.1 TYPE OF RESEARCH

DESCRIPTIVE RESEARCH

The study follows descriptive research method. Descriptive studies aims at portraying

accurately the characteristics of a particular group or situation. Descriptive research is concernedwith describing the characteristics of a particular individual or a group. Here the researcher

attempts to present the existing facts by collecting data.

5.2 RESEARCH DESIGN

A research design is a basis of framework, which provides guidelines for the rest of

research process. It is the map of blueprint according to which, the research is to be conducted.

The research design specifies the method of study. Research design is prepared after formulating

the research problem.

5.3 SOURCES OF DATA

Data are the raw materials in which marketing research works. The task of data collection begins

after research problem has been defined and research design chalked out. Data collected are

classified into primary data and secondary data

PRIMARY DATA

Questionnaires were used for collecting primary data

SECONDARY DATASecondary data were collected from the companys annual publications, memorandums

of settlements, newspapers, journals, websites, and from library books


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5.4 SAMPLING METHOD

Sampling technique used in this study is Random sampling. The selected sample size is

50.

5.5 SAMPLE SIZE

The sample size taken for this study is 60.

5.6 TOOLS FOR ANALYSIS

Percentage analysis is used

LIMITATIONS OF THE STUDY

Due to time constraints and busy schedules of the nurses it was difficult to interact with

them completely. The sample size was limited to 60 The responses may be influenced by personal bias. Generally do not provide in-depth understanding of underlying issues, reasons or

behavior patterns.

Incorrectly designed surveys may produce invalid and misleading results.


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2. SEX

Parameters No: of Respondents Percentage

Male 42 70

Female 18 30

Total 60 100

INFERENCE

It has been inferred that 70% of the employees participated in the survey are male and the

remaining come under the female category.

male Female

42

18

70

30

SEX

No: of Respondents Percentage


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3. MARITAL STATUS


Single 9 15

Married 42 70

Divorced 3 5

Separated 0 0

Widow(er) 6 10

Total 60 100

INFERENCE

It has been inferred that 70% of the employees who participated in the survey are married and

15% of respondents are bachelors. Rest of them are categorized under the category of widow and

divorce cases.

Single Maried Divorced Separated Widow(er)

9

42

30

6

15

70

50

10

M RIT L ST TUS



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5. Employees - forthright, frank and willingness to stand up for his rights.


Always 12 20Frequently 27 45

Occasionally 13 21.67Rarely 5 8.33 Never 3 5Total 60 100

INFERENCE

It has been inferred that 45% of respondents frequently stand up for their rights, 21% stands for

it occasionally. Also we can infer that 20% of the employees always stand up for their rightsand 8% of them are rare, but 5% of them ignore such views.

always Frequently Occasionaly Rarely Never

12

27

13

5 3

20

45

21.67

8.335

FR NKNESS ND WILLINGNESS TO ST ND UP FOR THEIR

RIGHTS



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6. Employee satisfaction at work


Highly Satisfied 4 6.67Satisfied 12 20 Neutral 23 38.33

Dissatisfied 18 30Highly Dissatisfied 3 5

Total 60 100

INFERENCE

It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30% aredissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them are

highly satisfied, but 5% of them experience high level of dissatisfaction.

HighlySatisfied

Satisfied Neutral Dissatisfied HighlyDissatisfied

4

12

23

18

36.67

20

38.33

30

5

EMPLOYEE S TISF CTION T WORK



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7. Stress part of work life for employees.


Strongly Agree 10 16.67Agree 30 50

Neutral 14 23.33Disagree 5 8.33

Strongly Disagree 1 1.67Total 60 100

INFERENCE

It has been inferred that 50% of respondents agree that stress is part of their work life, 23% of

them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 8%

of them disagree but 2% of them strongly disagree.

Strongly Agree Agree Neutral Disagree StronglyDisagree

10

30

14

51

16.67

50

23.33

8.33

1.67

EMPLOYEES VIEW ON STRESS

No: of Respondents Perentage


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9. Loneliness while working with others

parameters No: of Respondents Percentage

always 7 11.67Frequently 23 38.33Sometimes 19 31.67

Rarely 9 15 Never 2 3.33Total 60 100

INFERENCE

It has been inferred that 38% of respondents frequently feel lonesome while working with others,

32% feel it sometimes and also we can infer that 15% of them feel it rarely, 12%always and 3%

never felt so.

always Frequently Sometimes Rarely Never

7

23

19

9

2

11.67

38.33

31.67

15

3.33

LONELINESS WHILE WORKING WITH OTHERS



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10. Boredom in their routine work


Strongly Agree 9 15Agree 23 38.33

Neutral 16 26.67Disagree 10 16.67

Strongly Disagree 2 3.33Total 60 100

INFERENCE

It has been inferred that 38% of respondents agree that they feel bored when engaged in their

routine work, 27% of their view is neutral and also we can infer that 17% disagree, 15%strongly

agree and 3% strongly disagree.

Strongly Agree Agree Neutral Disagree StronglyDisagree

9

23

16

10

2

15

38.33

26.67

16.67

3.33

BOREDOM IN ROUTINE WORK



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11. Satisfaction with the existing working conditions


Highly Satisfied 2 3.33Satisfied 21 35 Neutral 21 35

Dissatisfied 10 16.67Highly Dissatisfied 6 10

Total 60 100

INFERENCE

It has been inferred that 35% of respondents are satisfied with the existing working condition,

35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10% are highly

dissatisfied. Only 3% are highly satisfied employees.

HighlySatisfied


2

21 21

106

3.33

35 35

16.67

10

S TISF CTION WITH EXISTING WORKING CONDITION



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12 Time for personal activities


Always 6 10Frequently 18 30Sometimes 11 18.33

Rarely 12 20 Never 13 21.67Total 60 100

INFERENCEIt has been inferred that 30% of respondents frequently get time to do things that are really

important for them, 22%dont agree with this . Also we can infer that 20% who agree are rare

cases and 18% only sometimes. 10% have enough time to deviate for their personal activities.

13. Satisfied with the welfare measures

always Frequently Sometimes Rarely Never

6

18

11 1213

10

30

18.3320

21.67

TIME FOR PERSON L CTIVITIES



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Parameter No: of Respondents PercentageHighly Satisfied 3 5

Satisfied 15 25 Neutral 13 21.67

Dissatisfied 24 40Highly Dissatisfied 5 8.33

Total 60 100

INFERENCE

It has been inferred that 40% of respondents are dissatisfied with the welfare measures adopted

by the company, 25% are satisfied and also we can infer that 22% seems to be neutral, 8% arehighly dissatisfied and 5% are highly satisfied.

HighlySatisfied


3

1513

24

55

2521.67

40

8.33

S TISFIED WITH THE WELF RE ME SURES



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14. Health problems leading to absenteeism?

Parameter No: of Respondents Percentage

Very Often 3 5Sometimes 18 30

Rarely 31 51.67 No 8 13.33Total 60 100

INFERENCE

It has been inferred that 52% of respondent have the opinion that sickness makes them absent

from work rarely, 30% says from time to time and also we can infer that 22% says sickness alone

does not make them absent from work. 5% very often are absent due to health problems.

Very Often Sometimes Rarely No

3

18

31

85

30

51.67

13.33

HE LTH PROBLEMS



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15 Impact of political or social engagement force them to be absent from work


Very Often 3 5Sometimes 16 26.67

Rarely 17 28.33 No 24 40Total 60 100

INFERENCE

It has been inferred that 40% of respondents have an opinion that the political or social

engagement force did not make them absent from work, 28% feel it to be rare and also we can

infer that 27% are satisfied and 5% very often keep themselves absent due to political or social

engagements.

Very Often Sometimes Rarely No

3

16 17

24

5

26.67 28.33

40

IMP CT OF POLITIC L OR SOCI L ENG GEMENT ON

BSENTEEISM



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16. Habit of alcohol consumption makes them absent


Often 2 3.33Very Often 6 10Sometimes 21 35

Rarely 9 15 No 22 36.67Total 60 100

INFERENCE

It has been inferred that 37% of respondents have an opinion that the habit of alcoholism did not

make them absent from work. 35% says sometimes they are absent for work and also we can

infer that 15 % come under rare cases, 10% are very often and 3% are often absent from work

due to this bad habit.

Often Very Often Sometimes Rarely No

26

21

9

22

3.33

10

35

15

36.67

H BIT OF LCOHOL CONSUMPTION M KES THEM

BSENT



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17. Helping hand from the colleagues


Yes 6 10

No 36 60

To Some Extent 18 30

Total 60 100

INFERENCE

It has been inferred that 60% of respondents have an opinion that their colleagues did not help

them in case of personal problems, 30% says to some extent they had received some help and

also we can infer that 10% agree that their colleagues help them in case of any personal

problems.

Yes No To Some Extent

6

36

18

10

60

30

HELPING H ND FROM THE COLLE GUES



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18. Any occupational hazards which prompt the employees to take leave


Yes 8 13.33

No 52 86.67

Total 60 100

INFERENCE

It has been inferred that 87% of respondents have an opinion that they are not afraid of any

occupational hazards which prompts them to take leave, 13% show some kind of fear towards

occupational hazards which prompt them to take leave.

Yes No

8

52

13.33

86.67

OCCUP TION L H Z RDS WHICH PROMPT TO T KE LE VE



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FINDINGS

On analysing the response it is found that, 35% of the employees are dissatisfied withtheir work.

50% of the employees have an opinion that stress is part of their work life. 43% agree and 27% strongly agree that their work is heavy. From this, it can be

interpreted that the employees are having a hectic work schedule. A total of 70% of the employees feel lonely while working with others. 39% of workers feel bored in their routine work. 42% dont have time for their personal activities. 40% of the workers are not satisfied with the welfare measures adopted by the company. Health problems seem to be one of the causes of absenteeism for the work. It is also found that 35% of the employees are satisfied with working condition. It has been found that 40% of the respondents have an opinion that politics have no

impact on the employee absenteeism. 60% of the employees feel that their colleagues did not help them in case of personal

problems.


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SUGGESTIONS & IMPLICATIONS

The management must intervene in the day to day activities of the employees. Theyshould provide full-fledged support, guidance and encouragement.

The management must provide training programme to the employees at a frequent basis.This will help them to enhance their skill and improve their existing performance. Themanagement must further, scrutinize the response of the employees after theimplementation of the training programme.

Overloaded workaholic atmosphere must be avoided, as it may create a lot of stress-related problems.

Employees must be encouraged for their creativity and innovative outlook towards their

job assigned. Welfare measures of the employees should be improved so as to make the employees feel

more satisfied and contended. A satisfied employee will be more committed to theHospital.

Medi-claim policies, weekly or monthly medical checkups etc should be provided to theemployees in order to make them physically fit for the job.

The employees should either be provided with transportation facility or housing facility

so that they would have ample time for recreation in substitute for the time they spend intraveling.

The management should take necessary action to strengthen the relationship between theemployees.


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CONCLUSION

The study tries to reveal the factors influencing the absenteeism of employees with some

suggestions which will be of immense aid for the employees as well as the Hospital to reduce the

absenteeism level. I earnestly desire that, the study might bring some descend in the number of

absentees in the Hospital, if taken into consideration practically.

To conclude, employees dissatisfaction towards job & welfare measures, hectic

work schedule, stress, health problems are some of the major causes of absenteeism. This can be

reduced by the management by implementing various employee satisfactory changes in theHospital. People are the major assets of any Hospital and taking care of their welfare and

satisfaction is their duty as a whole apart from earning profit. As work environment is becoming

more challenging and complex, the management must also see through it that, it is capable of

managing and bringing in changes at the same pace so as to survive in this competitive scenario.


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ANNEXURE

NAME :

1. Age

20-30 30-40 40-50 More Than

2. Sex :

Male Female

3. Marital status

Single Married Divorced Separated

Living together Widow(er)

4. I am able to communicate my feelings to others?

Always Very often Often Rarely

Never

5. I am forthright, frank and willing to stand up for my rights

Always Frequently Occasionally

Rarely Never6. How satisfied I am with my works?

Highly Satisfied Satisfied Neutral Dissatisfied

Highly Dissatisfied

7. Stress is a part of my work life

Strongly agree Agree Neutral

Disagree Strongly Disagree8. Do you feel your work is heavy or tiresome?


Disagree Strongly Disagree


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9. Do you feel lonesome while working with others?

Always Frequently Sometimes Rarely Never

10. Do you feel boredom in your routine work?


Disagree Strongly Disagree

11. Are you satisfied with the existing working condition?


Highly Dissatisfied

12. Do you have time to do things that are really important for you?

Always Frequently Sometimes Rarely Never

13. Are you satisfied with the welfare measures adopted by the company?


Highly Dissatisfied

14. Does sickness makes you absent from work?

Very often sometimes very seldom No

15. Does any of the political or social engagement force make you absent from work?

Very often sometimes very seldom No

16. Does the habit of alcoholism make you absent from work?

Often Very often Sometimes Very seldom No

17. Do your colleagues help in case of personal problem?

Yes No To some extent

18. Are you afraid of any occupational hazards which prompt you to take leave?

Yes No


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19. How do you take your eligible leave?

With prior sanction without prior sanction

20. Do you take leave for any other reason, specify?

Documents

Boston Hospital