projject report on bgs hospital

8/22/2019 projject report on bgs hospital

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INTERNATIONAL INSTITUTE OF SCIENCES

SL.

NO.

TOPICS Page

No.

1 Executive Summary 2

2 CHAPTER-1 Introduction

a) Human Resource Managementb)Training and Development

3-8

9-23

3 CHAPTER-2 Company Profile 25-33

4 CHAPTER-3 Research Methodology 35-38

5 CHAPTER -4 Data analysis and interpretation 40-72

6 CHAPTER-5 Findings and Suggestions 73-74

7 CHAPTER-6 Annexure

a) Questionnaire

b) Bibliography

75-81

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Executive Summary:

Human resources are the function within an organization that focuses on recruitment of,

management of, and providing direction for the people who work in the organization.

Human resource is the life blood of any organization without which, no organization can achieve

success. Human resource Managements basic job is the effective utilization of HR for

achievement of organization objectives; this can be done only by minimizing the attrition rate in

the organization.

Definition:

"A reduction in the number of employees through retirement, resignation or death". Attrition,

also known as employeechurn, employeeturnover, or employee defection, is an industrial term

used to describe loss of employees or Man power.

Objectives:

1. To define and understand employees attrition2. To understand the relevance of employees attrition in HRM3. To find out the remedies to overcome attrition in the organization4. To find out employee feedback about attrition5. To give suggestions to decrease attrition levels of the organisation.
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Business


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HUMAN RESOURCE MANAGEMENT

According to Edward Flippo Human resource management is the planning, organizing,

directing and controlling of the procurement, development, compensation, integration,

maintenance and separation of human resources to the end that individual, organizational and

societal objectives are accomplished.

From above definition human resource management refers to set of programs, functions and

activities designed and carried out in order to maximize both employee as well as Organizational

effectiveness.

An organization is a human grouping in which work is done for the accomplishment of specific

goals, or mission. People have to make things happen to aid in the achievement of the

organizational objective, to co-ordinate the resources of the organization viz., money, material,

machinery & men. It is an effective combination and dovetailing of these factors that the success

or failure of the organization depends. Without human efforts, organization cannot accomplish

their objectives. Rensis likert rightly observes All the activities of any enterprise are initiated

and determined by the persons who make up that institution, plants, offices, computers,

automated equipments, all else that make a modern firm uses are unproductive except for human

effort and direction of all the tasks of management, managing the human component is thecentral and most important task, because all else depends on how well it is done.

Human Resource Management (HRM), a relatively term, emerged during 1970s. Coming to the

evolution of the subject HRM, it may be stated that concern for the welfare of the workers in the

management of the business enterprises has been in existence since ages. Kautilyas Arthasastra

states that there existed a sound base for systematic management of resources as early as the 4th

century B.C. the government then took an active interest in the operation of public and private

sector enterprises and provided systematic procedure for regulating employer-employee

relationships. Elsewhere, human resources in organization received managements attention

much earlier. As early as 1800 B.C itself minimum wage rate and incentive wage plan were

included in the Babylonian Code of Hammurabi.


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HRM in India saw an initial growth only since 1920. This was period when state Intervention to

protect the interest of workers was necessary because of the difficult conditions which followed

the First World War and emergence of trade unions. During the 1960s the personnel function

began to expand beyond the welfare aspect, with labour welfare industrial relations andpersonnel administration integrating into the emerging Profession called personnel management.

The Second Five-Year Plan which accelerated growth of public sector made to focus more

towards professionalization of management. 1970s saw a shift from welfare to efficiency and in

the 1980s professionals began to talk about new technologies with emergence of National

Institute of Personnel Management. Thus starting in the 1920s the subject of HRM has growth

into matured profession.

FEATURES OF HRM

HRM covers all levels of employees. HRM is a continuous and never ending process. HRM is concerned with the development of human resource. That is knowledge, skills

and achieving employee goals, including job satisfaction

It aims at attaining the goals of organization, individual and society in an integratedapproach.

It applies to the employees in all types of organization in the world. It is concerned mostly with managing human resource at work. HRM aims at securing unreserved co-operation from all employees in order to attain

predetermined goals.


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OBJECTIVES OF HRM

The primary objective of HRM is to ensure the availability of a competent and willing workforce

to an organization. Beyond this, there are other objectives, too. Specifically, HRM objectives are

four fold:

1. Societal

2. Functional

2. Organizational Objectives

4. Personal

HRM objectives - Supporting Functions

1. Societal Objectives Legal Compliance

Benefits

Union Management relations

2. Organizational Objectives Human resource planning

Employee Relations

Selection

Training and Development


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Appraisal

Placement

Assessment

3. Functional Objectives Recruitment and selection

Appraisal

Placement

Assessment

Training and Development

4. Personal Objectives Personal growth

Learning

Placement

Compensation

Assessment

Job satisfaction Recognition

SCOPE OF HRM

In the olden time, the personnel department was called Health and Happiness

department. They were in charge of arranging parties and picnics only. At that time Adam Smith


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saw factors of Production as land, labor and capital. Now there is considerable change for the

personnel department in particular which covers more areas and responsibilities, although there

is no general agreement among authors pertaining to the Scope of HRM. However American

society for Training and Development (ASTD) conducted fairly an exhausted study in this fieldand identified nine broad areas of activities of HRM as given below:

o Human Resource Planning (HRP)

o Design organization and job

o Selection and staffing

o Training and Development

o Organization development

o Compensation and benefits

o Employee assistanceo Union/labor relation

o Personnel research and information system


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HUMAN RESOURCE DEVELOPMENT

In recent years, there has been recognition of the importance of this valuable asset-the

human beings in an organization. This had led to the use of the expression. Human

Resource Development (HRD) even replacing the words personnel management.

Human Resource Development in the organizational context is a process which the

employees of an organization are helped in a continuous planned way to acquire

capabilities and develop necessary skill. It helps an individuals to discover and exploit

their own inner potentials for their own and organizational development. It develops and

organizational culture where in superior-subordinate relationship, team works and

collaboration among subunits are strong.

Thus HRD works as a whole lot of process with following mechanism or subsystem;

Performance appraisal Potential appraisal and development Feedback and performance coaching

Career Planning Training Organization development or research and system development Rewards Employee welfare and quality of work life Human Resource

information.


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ATTRITION

What is Attrition..?

"A reduction in the number of employees through retirement, resignation or death".

Attrition, also known as employee churn, employee turnover, or employee defection, is an

industrial term used to describe loss of employees or Man power.

Attrition is pretty high in the industry these days. Attrition is a universal phenomenon and

no industry is devoid of it, but the degree fluctuates from industry to industry. Attrition is a

serious issue in the industries because the industry is knowledge-based and hence employees are

its assets.

Deficiencies like inability to influence employee perception of growth; not aligning

employees to roles based on their individual talent, inflexibility in leadership styles, are causing

conflicts at a very intrinsic level, resulting in knowledge employees choosing the proverbial

easy way out.

Employee turnover is an enormous problem for any company and creates negativebottom-line impacts. The costs associated with employee turnover show up in such

areas as advertising for new employees and the time and money necessary to

screen the applicants, training new employees, lost productivity, decreasedaccuracy and quality of work among the employees left behind who are upset about

their colleague's departure, using expensive contract and temporary employees to

do the work until a permanent employee is hired, and the expenses associated withreplacing lost business. Employee turnover costs can amount to thousands of

dollars, annually. It can also prevent companies from pursuing their growth

opportunities and acquiring new business.

In the best of worlds, employees would love their jobs, like their coworkers, work

hard for their employers, get paid well for their work, have ample chances for

advancement, and flexible schedules so they could attend to personal or familyneeds when necessary. And never leave.

But in the real world, employees, do leave, either because they want more money,hate the working conditions, hate their coworkers, want a change, or because

their spouse gets a dream job in another state. So, what does that entire turnover

cost? And what employees are likely to have the highest turnover? Who is likely to

stay the longest.
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Business


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ATTRITION IS A BUSINESS PERSPECTIVE

Says ABRAHAM.T M, Head-HR, Veeda CR,

Attrition is a phenomenon affecting any business organization in the industry. Over the

past few years, organizations have taken an increased interest in aligning their HR practices to

their business goals.

Where as the deficiencies like inability to influence employee perception of growth; not

aligning employees to roles based on their individual talent, inflexibility in leadership styles, are

causing conflicts at a very intrinsic level, resulting in knowledge employees choosing the

proverbial easy way out. Employees thus attempt to change the manager or the work

environment, resulting in employee attrition.

Attrition occurs due to INEFFECTIVE MANAGERS

Says BEENA HANDA, Vice-President-HRM of Claris Life sciences. Attrition also

happens when people hate their working conditions, do not like their team-mates or perhaps do

not like what they are doing. There are also cases when people leave their job for family reasons

or when they wish to migrate. For example, girls often leave their jobs when they get married

and shift to another city,

Beyond a point, an employee's primary need has less to do with money, and more to do

with how he's treated and how valued he feels. Much of this depends directly on the immediate

manager. And yet, bad bosses seem to happen to good people everywhere. A Fortune magazine

survey some years ago found that nearly 75 per cent of employees have suffered at the hands of

difficult superiors.


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A WORKFORCE MAGAZINE ARTICLE, "Knowing how to keep your best and

brightest," reported the results of interviews with 20,000 departing workers. The main reason

that employees chose to leave was poor management. HR magazine found that 95 percent of

exiting employees attributed their search for a new position to an ineffective manager.

ATTRITION IS A CRITICAL ISSUE

Whenever a well-trained and well-adapted employee leaves any organization, it creates a

vacuum. The organization loses key skills, knowledge and business relationships. And it is not

an easy task to find a sustainable substitute. Situation is worse when it happens at a critical

(decision making) position, as there is a scarcity of such technical resources in the market,

explains Head HR, who feels attrition directly affects the company. Employees want not only

work recognition, but also extra perks.

COMBATING HIGH ATTRITION

Alarm bells are ringing loudly in corporate corridors as attrition rates in IT

organizations average 22 percent as per a study conducted by the Indian Institute of Technology,

Bombay (IIT-B) with a sample of 1,028 IT companies in the country.

Says Dr.NANDKISHORE RATHI, placement officer of IIT-B, After doing the

survey, we found that the lack of match between personal requirements and organizational

culture was quite prevalent.

Along with the three main reasons as mentioned,

An employee may be concerned about the environment in the organization,


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His compatibility with his supervisors, The attention paid to him.

Hence, the reason for an employee leaving a company could be nothing other than his

growth, If companies take proper steps and adopt methods to serve their employees needs, the

challenge of managing attrition will remain low.

TREAT EMPLOYEES LIKE CUSTOMERS

Companies should have a similar approach to employees and customers. A companyshould strive to retain an employee in the same way it tries to retain a customer.

BIJAY SAHOO, Vice-president

Talent Engagement & Development

Wipro Technologies

Some employees prefer development to being in a support and maintenance job. Tohold back these people, we give first preference for training them.

RAKESH TIKU, Vice-presidentInfinite Computer Solutions

Says BIJAY SAHOO, vice-president, talent engagement and development, Wipro

Technologies, Companies should have a similar approach to employees and customers. If a

company strives to retain an employee in the same way it tries to retain a customer, him leaving

the organization could be out of question. Communication is the foundation for the entire process

of managing attrition. This communication begins right from recruitment.

Says RAJEEV MALIK, director, HR, McAfee Software (India), Conducting regular

meetings and updating employees, especially new entrants, about the companys status and

achievements is a must.


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Rathis recommendation

Dr NANDKISHORE RATHI, placement officer, IIT-B, has a few tips to reduce attrition,

For HR managers Consider both a persons culture-fit and job-fit. Understand the expectations at the entry level.

To curb a high attrition rate Top management should communicate continuously with all the employees about the

vision and mission of the company.

Support HR initiatives aimed at retaining people. Line managers or project managers should establish a connection between the lower-

level and top management.

Manage the companys growth properly. Develop leaders at all levels. Train leaders in the skills they need to manage effectively.

Reduce Attrition: Managers and Professional EmployeesWe can help you adjust your company vision and manager's performance reviews to

reflect employee turnover, and provide mentoring and interpersonal training to inexperienced

managers.

Develop and communicate a strong strategic vision Provide relationship coaching and help people develop to their potential


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Reward managers for their relationship skills - not only on technical know-how andfinancial results.

LEADERSHIP CRISIS LEADS TO ATTRITION

Says DESIKAMANI.G is Chief Mentor of Mentor Consulting, Chennai, that

LEADERSHIP CRISIS LEADS TO ATTRITION, Lack of good leaders who can motivate and

guide their teams well is a significant reason for the high rate of attrition in the industry.

Employees dont leave organizations but their managers. There has been a phenomenal

change in employee perception of loyalty over the last decade and is especially true of

knowledge workers. What the organization can expect from an employee has dramatically

changed from loyalty to commitment-to-cause and so has the factors causing them.

Deficiencies like inability to influence employee perception of growth; not aligning

employees to roles based on their individual talent, inflexibility in leadership styles, are causing

conflicts at a very intrinsic level, resulting in employees choosing the proverbial easy way out.

They attempt to change the manager or work environment and hope for the best to happen.

FIVE PRINCIPAL REASONS FOR WHICH THE PEOPLE CHANGE

JOBS


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It doesn't feel good around here. This is a corporate culture issue in most cases. Workersare also concerned with the company's reputation; the physical conditions of comfort,

convenience, and safety, and the clarity of mission.

They wouldn't miss me if I were gone. Even though leaders do value employees, theydon't tell them often enough. If people don't feel important, they're not motivated to stay.

No one wants to be a commodity, easily replaced by someone off the street. If they are

regarded as expendable, they'll leave for a position where they're appreciated.

I don't get the support I need to get my job done. Contrary to opinions heard all-too-oftenfrom management, people really do want to do a good job. When they're frustrated by too

many rules, red tape, or incompetent supervisors or co-workers, people look for other

opportunities.

There's no opportunity for advancement. No, we're not talking about promotions,although many deserving people would like to move up. The issue here is learning.

People want to learn, to sharpen their skills and pick-up new ones. They want to improve

their capacity to perform a wide variety of jobs. Call it career security. The desire is for

training and development. If workers can't find the growth opportunities with one

company, they'll seek another employer where they can learn.

Compensation is the last reason people most leave. That's a brash statement, but it's true.Workers want fair compensation, but the first four aspects must be strong. If they're not,

but money's high, you'll hear people say "you can't pay me enough to stay here."

By,

BIJAY SAHOO, Vice-president

Talent Engagement & Development

Wipro Technologies


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MANAGING ATTRITION THROUGH CORPORATE ALUMNI

Says CHANDRAPRAKASH LOONKER is Architect (Assistant Vice-president),

Citigroup, corporate investment banks Trading Service Technology in New York.

Instead of fighting attrition, organizations should manage it well by creating a network of

corporate alumni says Loonker, Indian companies should adopt a model similar to an educational

institute. Maintain and nurture good relations with employees who leave your company just as

educational institutes do with their alumni. The word corporate alumni seems apt here. This

can have following benefits:

Alumni are brand ambassadors. People have special love for their first job as they learn

the most from their first job. These employees will continue to help the organization even years

after they have left it.

Alumni are the best marketing people you can have. Larger the network, bigger the army

of people working free of charge for the organization. Higher the attrition rate, faster the network

grows.

Corporate alumni can act as great mentors for your employees. Whenever an employee

leaves, encourage his colleagues and juniors to maintain strong ties with him. This keeps him

attached to the organization. Also, your current employees will benefit from his experiences.

High attrition has led to great networking between employees of different organizations.

Besides helping in business development, alumni can be very helpful in talent sourcing.

Remember, your alumni know your culture. Hence they can select the best fitting employee for

your organization.


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Dont confront attrition Dont push employees into signing contracts or bonds. Instead negotiate longer notice

and transition periods with them. Disgruntled employee, even if he stays back due to acontract/bond will cause more harm to the organization than good.

Instead of entering into non-poaching agreements in the industry, enter into longertransition period agreements, which the employees will be more open to.

Dont hire overqualified people. Always make sure that each of your employee isstretched to the maximum of his capabilities. Any employee who finds his job boring will

never be excited about his work.

After recruiting a person if you find that he is overqualified, act fast and move him intojobs where you can stretch him out. Change culture from project-centric to a balance of

project and people-centric.

Encourage people to leave for better opportunities. Keep a very open culture aboutmoving on. This will allow longer notice periods and hence no last minute transitions.

This will increase outflow but it will increase quality inflow too. Remember that college

presentation which had the list of whos-who, They are our alumni said the presenter.

Dont restrict the scope by imposing educational pre- requisites. Hire them astrainees during summers and hire them full-time based upon performance.

Higher training costs are usually compensated by lower salaries of newcomers. Addtraining costs to cost-to-company calculations.

Hire attitude; Train skillsWe can help you hire and inspire appropriate employees...

Build positive, friendly, teamwork attitudes and commitment to customer services Help new employees feel comfortable as they participate as valued team members Provide periodic refresher courses to maintain team purpose and functionality.


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ATTRITION: A Key Element to a Successful Staffing Program

Says KEN GAFFEY, employee of CPS Personal Services.

Attrition is the loss of an employee though voluntary resignation, or involuntary

resignation. (Sometimes due to illness or death, but even staffing has limits on what it can

control.) It results in the loss of the investment made to hire this person and, based on the time

they have been with the company, the loss of training and professional development invested in

this person. As staffing professionals, our reaction to attrition is not unlike a fireman's responseto fire, or a doctor's response to a fever. It is the enemy.

Attrition may be the result of other companies offering better salaries and benefits, butthat does not mean you have to feel the need to respond.

Attrition, like everything else in life, has a price. If you throw enough money at it, youcan make it go away. However, when the cost of preventing attrition exceeds the cost of

hiring and training new employees, then the real enemy is the assumption that all attrition

can and should be prevented.

Attrition allows HR and Staffing to be exposed to a level of honest feedback via exitinterview data that they would never get from an employee who intended to remain and

hopefully build a career within the company.

Attrition is not only a function of "how many" left this year, but "who" left this year.

Exit InterviewsExit interviews provide an excellent source of information of internal problems,

employees' perceptions of the organization, underlying workplace issues, and managers'

leadership abilities.


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People dont leave jobs, they leave managers..! Replace managers who will not develop

relationship skills

ATTRITION BECOMES PROBLEMATIC

Turnover is likely to be problematic from a management point of view. This is especially true ofsituations in which you are losing staff to direct competitors or where customers have developed

relationships with individual employees as is the case in many professional service

organizations. Some employee turnover positively benefits organizations. This happens

whenever a poor performer is replaced by a more effective employee, and can happen when a

senior retirement allows the promotion or acquisition of welcome 'fresh blood'.

When does employee turnover become problematic..?

There is no set level of employee turnover above which effects on the employing

organization becomes damaging. Everything depends on the type of labor markets in which you

compete. Where it is relatively easy to find and train new employees quickly and at relatively

little cost (i.e. where the labor market is loose), it is possible to sustain high quality levels of

service provision despite having a high turnover rate. By contrast, where skills are relatively

scarce, where recruitment is costly or where it takes several weeks to fill a vacancy.


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Moderate levels of staff turnover can also help to reduce staff costs in organizations

where business levels are unpredictable month on month. In such situations when business is

slack it is straightforward to hold off filling recently created vacancies for some weeks.

Like turnover rates, this can be used across an organization as a whole or for a particular part of

it. The usual calculation for the stability index is:

(Number of staff with one or more years service x 100 divided by Number employed a year ago)

ATTRITION OCCURS DUE TO

Ineffective managers and management. Employees ineffective compatibility with supervisors. Inadequate working environment and conditions. Lack of pay for performance. Loss of opportunity for employees advancement. Pushing employees into contracts, agreements or bonds. Hiring over qualified people in corporate by the management Lack of attention paid to the employee. Lack of communication towards the superiors. Inadequate training to the employees. Loss of development in relationship between employees.

Uncontrollable stress.

WHY DO EMPLOYEES LEAVE ORGANISATIONS..?


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Employees resign for many different reasons. Sometimes it is the attraction of a new job

or the prospect of a period outside the workforce which 'pulls' them; on other occasions they are

'pushed' due to dissatisfaction in their present jobs to seek alternative employment. Every

company normally faces one common problem of high employee turnout ratio. People areleaving the company for better pay, better profile.

Sometimes it is mixtures of both pull and push factors. For a fourth group reasons for

leaving are entirely explained by domestic circumstances outside the control of any employer, as

is the case when someone relocates with their spouse or partner.

Recent research strongly suggests that push factors are a great deal more significant in

most resignations than most managers appreciate. It is relatively rare for people to leave jobs inwhich they are happy, even when offered higher pay elsewhere. Most staff has a preference for

stability.

It is important to appreciate that the reasons people give for their resignations are

frequently untrue or only partially true. The use of exit interviews is widespread yet they are

notoriously unreliable, particularly when conducted by someone who may later be asked to write

a reference for the departing employee.

"People leave managers not companies," write the authors Marcus Buckingham and Curt

Coffman. "So much money has been thrown at the challenge of keeping good people - in the

form of better pay, better perks and better training - when, in the end, turnover is mostly manager

issue." If you have a turnover problem, look first to your managers. Are they driving people

away..?

Attrition refers to a method of achieving a reduction in personnel by not refilling

positions that are vacated through resignation, reassignment, transfer, retirement, or means other

than layoffs

There are other factors one should keep in mind.


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Attrition and span of service in the Company Attrition and Age level Attrition Job Level Band Attrition and Gender Attrition and Education Studying all these factors will help you to find the Remedial,

Corrective actions to reduce the Attrition.

EMPLOYEES LEAVE ORGANIZATIONS FOR A RANGE OF REASON

A Fortune magazine survey some years ago found that nearly 75 per cent of employees

have suffered at the hands of difficult superiors.

Most employees leave their work for reasons other than money - and your organization

can correct these reasons. Most leaving employees seek opportunities that allow them to use and

develop their skills. Leaving employees want more meaning in their work. They often indicate

that they want to use their qualities and skills in challenging teamwork led by capable leaders.

A range of reasons are,

Selection of the wrong job. Lack of proper induction / orientation, creates frustration. Lack of future scope. Lack of promotion opportunity. Poor perception / relation with boss.

Lack of career planning.


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Poor implementation of performance appraisal. Lack of performance management system. Lack of pay for performance. Travel hazard, prefer close to home. High expectation of the employee. Prefer self employment. A flat organization, hence limited scope for progress Lack of proper induction / orientation, creates frustration.


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History

Global Hospitals was founded by Dr. K. Ravindranath, an internationally renowned Surgical

Gastroenterologist and his associates in Hyderabad in 1998. Though Dr. Ravindranath had to

wait a while for the passage of the Human Organs Transplantation Act before he could design

and build Global Hospitals, it soon became a synonym for outstanding and compassionate healthcare.

Following the success of the first center, Global Hospitals soon opened their doors in Bengaluru

and Chennai. Shortly afterwards it became the leader in performing liver, heart, lung, kidney and

heart-lung transplantation, as well as bone marrow transplantation. The outcomes at Global areon par with the best centers in the world.

Today, Global Hospitals group is all set to spread its wings to Mumbai, Kolkata, Delhi and

Bhubaneswar.


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Vision and Mission

Vision

To be a world- class medical services provider turning distant possibilities into todays realities.

Mission

We at Global Hospitals constantly strive for quality and innovation. To us, it is more than a goal.

It is a way of life. While advanced technology and modern facilities are crucial to the delivery ofhigh quality medical care, it is our doctors, nurses and technicians who make Global Hospitals a

place of highly specialized expertise.

Equipping the hospital with state-of-the art facilities and equipment Creating environment to attract the most talented medical, scientific and support staff Providing affordable healthcare of unsurpassed quality Exceeding service expectations Adhering to professional and scientific integrity Embracing change and encourage innovation.


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Quality

Quality Policy

Be a Center of Excellence in Healthcare through commitment to continuous qualityimprovement and adopting industry leading practices in safety.

Meet and exceed international Healthcare standards through our integrated model ofhealthcare quality systems and evidence based medicine.

Surpass patient expectations by delivering healthcare service that is caring andcompassionate.

Develop team work and communication through encouraging multi- disciplinary collaborativepractice


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Organizational Priorities

Our organizational priorities are aimed at deployment of our mission, vision, values and our

quality policy throughout the organization in every location and every department.

Global Hospitals Group will focus significant effort in its ability to:

Integrate, as a unified organization, in multiple locations so that wherever our patients chooseto be seen, they have the same experience and have access to all our facilities and services.

Build a culture of quality and safety across the organization so that all our facilities deliverhighest quality care and service at all times.

Create a paperless organization through implementation of the fully automated HIS systemacross all our facilities being technologically superior and environment friendly

Quality Improvement priorities

Standardize our systems, processes, policies and procedures across all hospitals in GlobalHospitals Group.

Adopt the International Patients Safety Goals. Implement Computerized Physician Order Entry and Electronic Health Records which will

eliminate medical errors and improve patient care.

Develop training programs for all employees on principles and practice of healthcare quality.

MILE STONE

On their way to becoming Indias leading chain of organ transplantation center and super-

specialty care centers, Global Hospitals has set many industry firsts. This has given ustremendous confidence and encouragement to continue forging ahead in the field of medicine

and surgery.

Leading Multi Organ Transplant Centre:

First Single Lung Transplant in India First Swap Liver Transplant on adults in India First Liver Transplant in the state of Andhra Pradesh, India First Bone Marrow Transplant in the state of Andhra Pradesh, India First Heart Transplant in the state of Andhra Pradesh, India


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First Split Liver Transplant in the state of Tamil Nadu, India First Twin Kidney Transplant in the state of Andhra Pradesh,India. First Hospital to introduce the Two Wheeler Ambulance Service (GART- Global Accident

Rescue Team).

Largest Multi-organ Transplant centre First Hospital in South Asia to perform the Nucleus Replacement in Spine Only Indian Hospital to be associated with King's college hospital,London,United Kingdom

for Liver transplantations.

First hospital to be recognized for Research and Development by the Govt. of India.

Milestones by Department

Department Year Milestone

Nephrology 2010Introduced information centre usage website, which is the first of

its kind in the world.

2006Use of video conferencing for exchange of information.

2005

Launched CAPD clinical coordination course working in India &

abroad.

2005Highest no. of cadaver transplants in the State of Andhra Pradesh,

India in the last 20 years.

2003Bilateral Kidney transplant, first in the State of Andhra Pradesh,

India.

2002First to start the cadaver renal transplant in India.

2002Revolutionised CAPD (Continous Ambulatory Peritonial

Dialysis).

2002The largest CAPD program in India with least complications.


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2002Introduced renal critical care facility with continuous renal

replacement therapy.

Liver 2010

First hospital to start the Cancer Center for Liver & Pancreas.

2003First hospital to perform cadaver liver transplant in the state of

Andhra Pradesh, India.

2003The largest center performing liver & pancreatic surgeries in

South India

Cardiology 2010Completed 15,000 radial procedures in May 2010, which is the

highest volume in the country.

2006Conducted interventional workshops (unique for their challenging

cases).

2006Expertised special technologies in chronic total occulssions

intervention so that blocks of several years can be treated. This is

made possible by the association with our Japanese colleagues.

2005The first hospital to perform radial procedures.

2004The first hospital to perform heart transplant in the State ofAndhra Pradesh, India.

2004Cardiologists from Sweden & Dubai are trained in our hospitals.

2004Introduced the 64 slice CT angio coronary for performing non-

invasive procedures.


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2004First hospital to launch a book on radial procedures named as

"Radial Pearl".

2004The first hospital in the country to carry out Intravascular

ultrasound.

Academics

Laparoscopic Training

Global Hospital gives laparoscopic training for general surgeons and registrars. Due to thecomplexities involved in minimally invasive Laparoscopic Surgery, it demands surgeons to be

highly proficient in the same.

Scientifically designed courses are available in basic, essential and advance laparoscopy, whichare primarily intended for General surgeons and Gynecologists who wish to learn underpinning

technology of minimal access surgery and/or improve their manual dexterity. Laparoscopictraining offered by our Laparoscopy Hospital has an International recognition by WALS

(World Association of Laparoscopic Surgeons) where learning is followed by laparoscopic

surgeries on animals and finally, exposure in a real operation theatre.

Today, computer based surgical simulations have emerged as a promising alternative for training

medical students in surgical techniques. Instead of animals, virtual environments for trainingmanipulative skills in Laparoscopic Surgery are now well established as research areas. A

laparoscopic training environment consists of electromechanical devices for surgeons to

manipulate laparoscopic tools, a computer graphics system to simulate the operation the surgeonis performing and a monitor system to evaluate the surgeon's performance

DNB

The Global Hospitals, Hyderabad(Lakdi-ka-pul) is a 200 bedded Super Specialty Hospital. It is adedicated facility for Multi Organ Transplantations. The departments of Medical and Surgical

Gastroenterology, Laparoscopic Surgery, Hepatology, Nephrology and Urology, Cardiology &


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CT Surgery, Neurology and Neurosurgery, Internal Medicine, Anaesthesia & Critical Care arevery well developed with ultra modern OTs, State-of-the-art ICUs with hi-tech equipment,

backed by modern laboratories and a blood bank with components facility.

Global Hospitals and Research Centre apart from being a tertiary care hospital with all the latest

equipments and facilities is an academic-oriented teaching institute imparting training fordegrees, super-specialty degrees and post-doctoral fellowships in sub-specialties. GlobalHospitals is recognized by the National Board of Examinations in these disciplines.

Nursing School

The Global School of Nursing, founded in 2003, is a dynamic learning institution located in theheart of a growing medical center. Since its inception, it has prepared clinically excellent nurse

practitioners, clinical nurse specialists and scholars. The School of Nursing faculty have

substantial experience in curricula, instructional design and maintain expertise in their areas

through continuous participation in local and regional conferences and their involvement inscholarly presentations. A positive and supportive environment for these pursuits is maintained.

The courses offered are:

Graduate Programs and Courses Entry to Practice Program for Non-Nurse College Graduates Accelerated Master's Program for Nurses with an ADN degreeOther training programs offered at Global Hospitals are:

Laparoscopic SurgeryGeneral Medicine

PediatricsIntensive Care UnitUrology

Ultrasound Scanning, X-Ray and

ECG.

Rural and urban community health

servicesLaboratory

Orthopedics

Cath labBlood bank

Research

Global Hospitals have revolutionized medical services in India by seamless integration of

Academics and Research. Global hospitals has produced some of the finest practitioners in themedical field and has done ground breaking research under the able guidance of Chairman and

Managing Director, Dr. Ravindranath.


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Global Clinical Research Services

Overview

Founded in 2006 and headquartered in Hyderabad, Global Clinical Research Services (GCRS) is

a comprehensive site management organization serving the biopharmaceutical and medical -

device industry. Our mission has been, and will always be quality. We strive to lead the world in

the diagnosis and treatment of disease and to train tomorrow's great doctors and nurses. Aboveall, we aim to provide the highest quality health-care services to all of our patient.

Chairman's Message

Chairman's Message

"At Global Hospitals, we measure progress by the number of people in whom we restore thehope of healthy tomorrow. For us to do well, we know, we must help the world do well. Keenlyfocusing on quality, affordability and accessibility, we have established performance benchmarks

that are difficult to surpass.

Global Hospitals has carved a niche for itself in Indias healthcare industry by excelling in areas

ranging from diagnosis to multi-organ transplantation, from simple procedures to complex

surgeries, international expertise and stateof-the-art infrastructure. It is today, a one stop

healthcare destination for people across the country.

I am proud of the utter dedication that is so much a part of all that Team Global Hospitals takes

up."

Dr. Ravindranath,Chairman & Managing Director

Global Hospitals Group


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RESEARCH

MEANING

Research can be defined as the search for knowledge or any systematic investigation to establish

facts. The primary purpose of applied research is discovering, interpreting and the development

of methods and systems for the advancement of human knowledge on a wide variety of scientific

matters of our world and universe.

RESEARCH IS AN ART OF SCIENTIFIC INVESTIGATION

DEFINITION

Research is a quest for knowledge through diligent search or investigation or experimentation

aimed at the discovery and interpretation of new knowledge (WHO).

RESEARCH DESIGN

Research design is the master plan specifying the methods and procedures for collecting and

analyzing the needed information.

RESEARCH METHODOLOGY


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Sources of data collection

1. Primary data.2. Secondary data.

PRIMARY DATA

Primary data is collected through observation, questionnaire and interviews.

Interviewing different departments heads to find suitable methods of identifying the areas where

it needs help.

SECONDARY DATA

Data is collected from company website, manuals and company records.

TOOLS FOR DATA COLLECTION

1. Survey method.

The most widely used technique of gathering primary data is survey method. Questionnaires

are filled by employees personally. The information collected is qualitative and accurate.

2. Sampling.


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Sampling is the science of extracting from a larger quantity of material, a small portion which

is truly representation of the bulk material.

A sample is some part of a larger body special ly selected to r epresent the whole.

SAMPLING AREA

The area selected for sampling is BGS GLOBAL HOSPITAL, Kengeri, Bangalore.

SAMPLING SIZE

The sample size is fifty, (representatives of various departments at BGS HOSPITAL).

REFERENCE PERIOD

The study was conducted for the period of two months.

PLAN OF ANALYSIS

The information from the respondents is organized, processed and tabulated. The raw data is edited before tabulating. Results are calculated in percentage. Charts and graphical representation is made in the analysis for easy and quick

interpretation and inference is drawn to attain the objective of study.


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LIMITATION

As there are several service industries, but its restricted to only one organization, (BGSGLOBAL HOSPITAL).

Sample size is limited. Time span was very less. Some of the respondents give no answer to the questions which may affect the analysis. The personal biases of the respondents might have entered into their response.


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1. What is your age?

AGE NO. OF EMPLOYEES PERCENTAGE

18-20 30 60%

20-25 0 0%

25-30 0 0%

30 ABOVE 20 40%

ANALYSIS: 60%, 0%, 0%, 40% of employees are of the age between 18-20, 20-25, 25-30, 30and above respectively.


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INFERENCE: Attrition level in BGS GLOBAL HOSPITAL is mostly happening with the peoplewho are in age between 18-20

60%

0%

0%

40% 18-20

20-25

25-30

30 ABOVE


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2. Since how many years you are working in BGS GLOBAL HOSPITAL?

NO. OF YEARS NO. OF EMPLOYEES PERCENTAGE

1-2 YRS 20 40%

2-4 YRS 5 10%

MORE THAN 5 YRS 25 50%

ANALYSIS: From the above table we can see that 40%, 10%, 50% of employees are working in

BGS GLOBAL HOSPITAL since 1-2 years, 2-4 years, more than 5 years respectively.


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INFERENCE: From the above chart we can understand that employees are leaving the BGS

GLOBAL HOSPITAL who have worked for more than 5 years in that organization.

40%

10%

50%

1-2 YRS

2-4 YRS

MORE THAN 5 YRS


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3.I am flexible with my working hours.

PARTICULARS NUMBER OF RESPONSES PERCENTAGE

Strongly agree 10 20%

Agree 0 0

Neutral 0 0%

Disagree 25 50%

Strongly disagree 15 30%

ANALYSIS: The above table explains that 20%, 0%, 50%, 10%, 20% of employees strongly

agree, agree, neutral, disagree and strongly disagree respectively that they are flexible with their

working hours.


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INFERENCE: It can be inferred that flexible timings is very important to

effective performance of the employees.

0 0%

50%

30% Agree

Neutral

Disagree

Strongly disagree


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4. Are you happy with the salary given by the organization?



Agree 0 0%

Neutral 5 10%

Disagree 30 60%


ANALYSIS: The above table explains that 30%, 0%, 10%, 60%, 0% employees strongly

agree, agree, neutral, disagree, strongly disagree respectively that they feel encourages by there

office to pursue professional development opportunities.


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INFERENCE: It can be inferred that 60% employees in BGS Global hospital are not

happy with the salary given by the organization.

30%

0%

10%

60%

0%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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5. I like working environment in BGS GLOBAL HOSPITAL.


Strongly agree 0 0%

Agree 10 20%

Neutral 15 30%

Disagree 5 10%


ANALYSIS:The above table explains that 0%, 20%, 30%, 10%, 40% of employees strongly

agree, agree, neutral, disagree, strongly disagree respectively that they are happy with the

working environment.


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INFERENCE: 40% Employees in BGS GLOBAL HOSPITAL strongly disagree that they are

not happy with the working environment.

0%

20%

30%

10%

40% Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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6. My work load and expected completion times are reasonable.



Agree 20 40%

Neutral 10 20%

Disagree 5 10%



agree, agree, neutral, disagree, strongly disagree respectively that their work load and expected

completion times are reasonable.


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INFERENCE: Maximum percentage of employees in BGS GLOBAL HOSPITAL are not

happy with the work load given to them and time given for completion of that work load

20%

40%

20%

10%

10%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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7. My career growth may stop if I continue my job in this organization.



Agree 30 60%

Neutral 10 20%

Disagree 0 0%


ANALYSIS: The above table explains that 20%, 60%, 20%, 0%, 0% of employees

strongly agree, agree, neutral, disagree, strongly disagree respectively that there

career growth may stop if they continue there job in this organization.


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INFERENCE: Maximum number of employees agrees that there career growth may stop if

they continue the work in this organization.

20%

60%

20%

0% 0%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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8. I have a positive relationship with my colleagues and top management.



Agree 10 20%

Neutral 0 0%

Disagree 30 60%



agree, agree, neutral, disagree, strongly disagree respectively that they have a positiverelationship with their colleagues and top management.


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INFERENCE: 60% of Employees in BGS GLOBAL HOSPITAL do not have very good

relationship with their colleagues and top management

20%

20%

0%

60%

0%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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9. Guidance and support given by Supervisor / HOD is good.



Agree 5 10%

Neutral 10 20%

Disagree 15 30%



agree, agree, neutral, disagree, strongly disagree respectively that guidance and support given by

supervisor/hod is good.


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INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy with the Guidance and

support given by Supervisor / HOD is good.

10%

10%

20%

30%

30%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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10. I received enough training to do my job effectively



Agree 0%

Neutral 0 0%

Disagree 35 70%



agree, agree, neutral, disagree, strongly disagree respectively that they have receive enough

training to do their job effectively.


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INFERENCE: 70% Employees in BGS GLOBAL HOSPITAL have not received effective and

enough training to do the job. Hence good training is necessary to reduce attrition.

30%

0%

0%

70%

0%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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11. Promoting respect and fair treatment among all staff is a high priority of this hospital.



Agree 10 20%

Neutral 10 20%

Disagree 0 0%



agree, agree, neutral, disagree, strongly disagree respectively that promoting respect and fair

treatment among all staff is a high priority of this hospital.


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INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy in

Promoting respect and fair treatment among all staff is a high priority of this hospital.

60%20%

20%

0%0%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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12. The performance appraisal undertaken by the management is fair.



Agree 20 40%

Neutral 15 30%

Disagree 0 0%


ANALYSIS: The above table explains that 30%, 40%, 30%, 0%, 0% of employees of

employees strongly agree, agree, neutral, disagree, strongly disagree respectively that theperformance appraisal undertaken by the management is fair.


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INFERENCE: Employees in BGS GLOBAL HOSPITAL are happy with the performance

appraisal undertaken by the management is fair.

30%

40%

30%

0% 0%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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13. I am satisfied with my leave benefits and other incentives.



Agree 10 20%

Neutral 5 10%

Disagree 10 20%


ANALYSIS: The above table explains that 10%, 20%, 10%, 20%, 40% of

employees strongly agree, agree, neutral, disagree, strongly disagree respectively that they are

satisfied with their salary, benefits and other incentives


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INFERENCE: Maximum number of employees in BGS GLOBAL HOSPITAL are happy with

the salary given to them.

10%

20%

10%

20%

40%

Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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14. The management acts effectively in resolving conflicts.



Agree 0 0%

Neutral 15 30%

Disagree 10 20%


ANALYSIS: The above table explains that 10%, 0%, 30%, 20%, 40% of employees strongly

agree, agree, neutral, disagree, strongly disagree respectivelythat the management actseffectively in resolving conflicts.


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INFERENCE: Employees in BGS GLOBAL HOSPITAL thinks that management should

effectively resolves the conflicts.

10%0%

30%

20%

40%Strongly agree

Agree

Neutral

Disagree

Strongly disagree


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15. Would you look back at joining the hospital again if presented with an opportunity?


YES 20 40%

NO 15 30%

CAN NOT SAY 15 30%

ANALYSIS: The above table explains that 40%, 30%, 30% of employees says yes, no, can

not say respectively that they would look back at joining the hospital again if presented with anopportunity.


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INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy with the organization

and they are ready to join back to this organization.

40%

30%

30%

YES

NO

CAN NOT SAY


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16. Whether there was any sexual or workplace harassment during your employment?


YES 0 O

NO 50 100%

CAN NOT SAY 0 0%

ANALYSIS: The above table explains that 0%, 100%, 0% of employees say yes, no, can not

say respectively that there was any sexual or workplace harassment during your employment.


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INFERENCE: There is zero sexual harassments in BGS GLOBAL HOSPITAL.

0%

100%

0%

YES

NO

CAN NOT SAY


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FINDINGS

Many of the employees in BGS GLOBAL HOSPITAL are leaving the organizationwho are young and who are experienced

Employees of BGS GLOBAL HOSPITAL are not happy with the working hours Employees in BGS GLOBAL HOSPITAL are not satisfied with the salary given to

them

Employees in BGS GLOBAL HOSPITAL do not like the working environment Employees in BGS GLOBAL HOSPITAL are hardly satisfied with salary, benefits

and other incentives.

There is no sexual or workplace harassment during the employment in BGSGLOBAL HOSPITAL.

Employees of BGS GLOBAL HOSPITAL are afraid about there career growth Employees of BGS GLOBAL HOSPITAL are not happy with the guidance and

support given by the organization


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SUGGESTIONS

Management of BGS GLOBAL HOSPITAL should try to help employees career growth Management of BGS GLOBAL HOSPITAL should provide convenient time for the

employees

Management of BGS GLOBAL HOSPITAL should give fair salary according theindustry standards

Management of BGS GLOBAL HOSPITAL should provide good working environment Management of BGS GLOBAL HOSPITAL should provide good guidance to employees

for optimum utilization

Management of BGS GLOBAL HOSPITAL should keep sexual harassment in zero rate

Finally attrition rate should be minimal in organization


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QUESTIONNAIRES :

1. What is your age?

18-20

20-25

25-30

30 ABOVE

2. Since how many years you are working in BGS GLOBAL HOSPITAL?

1-2 YRS

2-4 YRS

MORE THAN 5

YRS

3.I am flexible with my working hours.

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree


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4. Are you happy with the salary given by the organization?

Stronglyagree

Agree

Neutral

Disagree

Stronglydisagree

5. I like working environment in BGS GLOBAL HOSPITAL.

Strongly

agree

Agree

Neutral

Disagree

Strongly

disagree

6. My work load and expected completion times are reasonable.

Strongly

agree

Agree

Neutral

Disagree

Strongly

disagree


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7. My career growth may stop if I continue my job in this organization.

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree

8. I have a positive relationship with my colleagues and top management.

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree

9. Guidance and support given by Supervisor / HOD is good.

Strongly

agreeAgree

Neutral

Disagree

Strongly

disagree


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10. I received enough training to do my job effectively

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree

11. Promoting respect and fair treatment among all staff is a high priority of this hospital

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree

12. The performance appraisal undertaken by the management is fair.

Strongly

agree

Agree

Neutral

Disagree

Stronglydisagree


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13. I am satisfied with my leave benefits and other incentives.

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree

14. The management acts effectively in resolving conflicts.

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree

15. Would you look back at joining the hospital again if presented with an opportunity?

Stronglyagree

Agree

Neutral

Disagree

Strongly

disagree


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BIBILOGRAPHY:

BOOKS:

HUMAN RESOURCE MANAGEMENT

AUTHOR:- ASHWATHAPPA K.

SUBBA RAO

BUSINESS MANAGEMENT

J.C. SINHA

V.N. MINGALI

PERSONAL MANAGEMENT

AUTHOR:- C.B. MEMORIA

WEBSITE SURFED:

WWW.google.com

WWW.bgsglobalhospital.com

WWW.wikipedia.org
http://www.google.com/http://www.bgsglobalhospital.com/http://www.bgsglobalhospital.com/http://www.google.com/

Documents

projject report on bgs hospital