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JOB SATISFACTION IN NURSES – BAGH

Gunjan Shukla – SM2009031

CHAPTER – 1. SELECTION OF TOPIC


TOPIC: -
JOB SATISFACTION IN NURSE - BHAILAL AMIN GENERAL
HOSPITAL
1.1 SELECTION OF THE TOPIC

i. Why?

– Job Satisfaction is one of the important factors which have drawn attention of
managers in the organization. So, it could glide to the conclusion of the
satisfaction level of the employees working in the organization as we have
conducted in the Bhailal Amin General Hospital i.e. BAGH as to determine job
satisfaction in nurses and the way it influences productivity in the organization.

i. Whom?

– The topic selection was done by the HR Department as HR department is the heart
of the organization. HR Management mainly deals with management of the
people and welfare.

i. Where?

– The survey research about the Job Satisfaction in Nurses is conducted in one of
the well – known hospital giving the health care services in Vadodara i.e. in
Bhailal Amin General Hospital.

i. How?

– The survey research is conducted on the interview basis. The questionnaire is


prepared for the interview which can put to the output to the job satisfaction level
in the nurses working in the BAGH.

i. When?
– The time period on which the research was conducted was the period between 1st
and the 2nd shift in the evening. As, in the working hours, the permission to
interview and to have a questionnaire was not allowed

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1.1 DEFINATION AND BACKGROUND INFORMATION OF THE TOPIC

➢ Definition:
According to Guinness,
– “Job Satisfaction or Dissatisfaction is the result of various attitudes, the person
holds towards his job, toward related factors, and towards life in general.”

According to Sinha & Agrawal,


– “A persistent effective state which has arisen in the individual as a function of the
perceived characteristics of his job in relations to his frame of reference.”

According to Blum,
– “A general attitudes which is the result of many specific attitudes in three areas
like specific job factors as wages, supervision, and steadiness of work, individual
characteristics such as the employees age, health, temperament, desires and level
of aspirations and group relations, social status, organizations outlets and his
activity in the organizations like labour political or purely social.”

According to Pastonjee,
– “Job Satisfaction can be taken as a summation of employees feelings in four
important areas like:

 Job: Nature of Work.


 Management: Supervisory Treatment, Participation, Rewards,
Punishment, Praise & Blames.
 Social Adjustment: Friend & associates, Neighbour, Participation in
Social Activities.
 Personal Adjustment: Health, Emotionally, Home & Living conditions,
Finance, relation with family members.

Job satisfaction is defined as "the extent to which people like (satisfaction) or


dislike (dissatisfaction) their jobs"

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History:
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,
sought to find the effects of various conditions on workers’ productivity. These studies
ultimately showed that novel changes in work conditions temporarily increase productivity
(called the Hawthorne Effect). It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided strong evidence
that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that
there was a single best way to perform any given work task. This book contributed to a
change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers were
forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus
leaving researchers with new questions to answer regarding job satisfaction. It should also be
noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for
Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and
self-actualization. This model served as a good basis from which early researchers could
develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life. Job
satisfaction can be understood in terms of its relationships with other key factors, such as
general well-being, stress at work, control at work, home-work interface, and working
conditions.

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1.1 VARIABLES AND PARAMETERS


THEORITICAL FRAMEWORK
Factors affecting to the Job Satisfaction:
Personal Factors:
1. Age:
– There was higher intrinsic job satisfaction among old white – collar employers,
but lower financial and job status satisfaction.
1. Time on Job:
– Several investigations have indicated that job satisfaction is relatively high at the
start, drops slowly to the 5th or 8th year, and the rises again with more time on the
job.
1. Intelligence:
– The relation of intelligence to job satisfaction no doubts depends on the level and
range of intelligence and the challenges of the job intelligence accounted for a tiny
fraction of the variation of work.
1. Education:
– Certain variable such as company advancement policies in relations to education
would have to the considered before generalization could be made.
1. Personality:
– Persons who were rated high in inter – personal desirability by their fellow
employees was most satisfied with their job.

In – built factors:

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1. Type of Work:

– Varied work brings more job satisfaction than does routine work

1. Skilled Required:

– Where skills exits to a considerable degree it tends to become the first source
of satisfaction to the workman.

1. Occupational Status:

– It is ordinarily believed that individuals working in the higher occupational


levels are more satisfied with their jobs those in the lower levels.

1. Physical Surroundings:

– Workers in large cities are less satisfied with their jobs than are those small
cities.

1. Size of plant:

– Morale, a combination of attitude, in small companies has been found to be


6 % above that in large companies.

Management Control factors:


1. Security:

– A summary of all the studies that can be compared shows that industrial
employees say that what they want most is steady work, although in more recent
studies security is rated lower.

1. Pay:

– The importance of pay as factor is job satisfaction has been greatly


overemphasized by management.

1. Extreme Benefits:

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– Benefits have been emphasized by both management’s union and unions as


something employees want for their job satisfaction.

1. Opportunity for Advancement:

– Opportunity for advancement is the most important factor for skilled unskilled
staff, which determines promotion and growth in organization and directly related
to job satisfaction.

1. Working Condition:

– Working condition is very important perhaps because of that the prestige value
applied to the white – colour occupations is the result of more desirable conditions
of work.

1. Co – workers:

– These associations have frequently been mentioned as a factor in the job


satisfaction. Certainly this seems reasonable because people like to be near their
friends.

1. Responsibility:

– More challenging work and higher the responsibility, higher the responsibility.
So, responsibility influences the job satisfaction.

1. Supervision:

– Good supervision ranks above average in importance of the first things people
want in a job. To the worker, supervision is the company; hence a worker’s
feelings towards his supervisor are usually similar to his feelings towards the
company.

➢ Expression of Dissatisfaction:
– Exit
– Voice
– Absenteeism
– Neglect

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CHAPTER – 2. ABOUT THE ORGANIZATION


2.1 COMPANY PROFILE

A. HISTORY:

A place where state-of-the-art 'Medical Facilities' combine with a warm & congenial
environment to give you a feeling of getting world class treatment at home.

Bhailal Amin General Hospital, today, is a journey from a small dispensary to a 160
bedded multi – speciality tertiary care hospital. Started as a dispensary unit with the motto
of benefiting employees of the sister concern company, it gradually felt the need of the
resident of the city for some better unit for medical management, with more advanced
facilities. Multi – Speciality Care unit hence, came into picture.

BHAILAL AMIN GENERAL HOSPITAL, VADODARA, GUJARAT is an 'ISO


9001:2000' certified hospital and has turned more special with all the health-care amenities
'under one roof'.

It is a Multi-Specialty & Tertiary Care hospital with 6 Operation Theatres & 4 Intensive Care
Units with 24 hours service in Accidents & Emergency, Heart Command Centre, Radiology
including CT scan, Pathology Lab with 'Home Collection Service', Blood Bank including
Component Separation facility, ICUs, Pharmacy and Mobile ICU, Ambulance, Mortuary
service, Medico-Legal cases & Partial Pathological Post-mortem.

Bhailal Amin General Hospital is truly a "home away from home", where "Patient Care"
is "Beyond Compare".

ABOUT Bhailal Amin General Hospital

Established in 1964, BAGH - an ISO 9001:2000 Institute is a 160 bedded premier Multi-
Specialty & Tertiary Care Hospital of Gujarat & has been at the forefront of ushering in a
revolution in health care. From a highly qualified team of doctors, state-of-the-art medical
facilities, to following internationally acclaimed practices, everything at BAGH is aimed at
offering the best in health-care. Our warm and sensitive staffs, coupled with the green
environs, make your stay at BAGH, a pleasant & comfortable one.
“When it comes to Health-Care, nothing compares to BAGH”

The hospital initiative was taken by Shri RAMANBHAI B. AMIN.

BHAILAL AMIN GENERAL HOSPITAL was promoted by Late Shri


Ramanbhai B. Amin, son of Late Shri Bhailalbhai D. Amin. It

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was the dream comes true for Shri Amin in bringing the best of the medial-care
facilities for VADODARA through BAGH.

HOSPITAL LAYOUT
GROUND FLOOR

 Out – Patient Department Surgeries, etc)
 Laboratory Collection Room  Emergency Therapy Unit
 Pharmacy  Super Deluxe Rooms
 Purchase  Physiotherapy
 Central Store  General Wards (MALE)
 Imaging Department  General Wards (FEMALE)
 Invasive and Non – Invasive  Indoor Registration and Billing
 Cardiology Department Ground Floor (In the Premises)
 EDP  24 Hours STD / ISD / PCO
 Accidents and Emergency Units  Car / Scooter Parking
 Trauma OT (Emergency, other  Cafeteria
major surgeries like Spine

FIRST FLOOR

 Neo Natal Unit : Gynaecium OT  Blood Bank
 Labour Room, Neo Natal ICU  Laboratory: Pathology, Micro –
 Semi – Special Rooms Biology
 General Ward  Out Patient Consultation Rooms
 Cardiac OT  Administrative Wing:
 Urology OT – Offices of Managing Trustee
 OT 6 – Medical Director
 OT 5 ( For Major surgeries like – Medical Superintendent
joint replacements, etc) – Finance
 Cardiac Block – Human Resources
– A/C General Ward – Bio – Medical and Electrical
– Super Deluxe Rooms Maintenance
– Deluxe Rooms – Marketing
– Surgical ICU – House – Keeping
– Cardiac ITU ( Intensive – Library
Therapy Unit) – Conference Hall
– Board Room

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SECOND FLOOR
THIRDFLOOR
Special Rooms
 Medical
 SemiICU- Special Rooms
 Dialysis Unit
 Kitchen
 Medical ICUMaintenance
 General Step Down Unit
Room

A. GROWTH AND DEVELOPMENT:

The growth & development of the organization is based on the techniques and getting
inclusive to the new therapies and other new curing technologies. And, the growth
and development of any industry or company is based on some of the factors of the
company which concern to the affecting factors.

(As the company is based on health care facilities so the factors taken into
consideration would be of the hospital services.)

Some of the factors affecting to the company in growing rates and other skilled
positioning are:

• Infrastructure
• Customer Services
• Policies
• Employee participation
• Cleanliness
• Daily resemblance of the patients
• In – patient capacities
• Visiting Doctors
• Surrounding Environmental factors
• Pharmacy Facilities
• Substitutes
• Competitors

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These are some of the factors affecting to the company for their growth and
development.

There are many factors which relate to the fluctuation in growth rate, they are:

• Seasonal factor also affect the growth rate of the hospital company, as the
season changes, the in – patients retention also changes.
• The company has other fluctuation factors which are related to the growth.
• The company faces the fluctuation in growth due to the competitors also, as
the competitors are providing the more good facilities so difference is created
and the growth rate is affected.

These are some factors which affects. There are many other factors which do affect to
the company and fluctuation takes the place in the growth rate.

There are many factors which induce the development of the company, they are:

• The implementation of the new technologies


• The new rules and regulations
• The policy resemblances
• The new conditions in favour of the patients
• The extra – grace facilities to the patients

These are the factors which can play a role in the development of a growth. But, the
developing factors depend on company to company.

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A. MILESTONES:

Milestones of Bhailal Amin General Hospital are as follow:

MILESTONES
YEARS ACHIEVEMENTS
1964 Inaugration of BAGH as an autonomous hospital
1977 Renal Dialysis Unit
1988 Preventive Health Check – Up
1992 Medical ICU
1995 Surgical ICU
1995 Full Body Colour Doppler
1997 New OPD & Administration Wing
1997 CATH Lab
1997 Cardiac Surgical Program
1997 Accident & Emergency and Mobile ICU
1997 B lood Bank
2000 G I Endoscopy
2002 IS0 9001:2000 Certification
2003 Bhailal Amin Heart Cenre
2004 CT Scan
2004 Indoor Entrance Foyer & New Wing
2005 Renal Trnsplant Program

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B. WHO’S WHO:

Ms. Shreya Mukherji – Management Trustee

BAGH is successfully managed by Ms. Shreya


Mukherji, daughter of Late Shri Ramanbhai B. Amin,
who meticulously takes the care of every requirement of
the hospital. She is a great source of inspiration for all
& is highly committed to BAGH.

Dr. Shamita Amin – Medical Director

Dr. Shamita Amin, an eminent Cardiologist & Ex-


Professor of Medicine in Baroda Medical College, has
continued immensely in developing BAGH.

Dr. Darshan Desai – Medical Supervisor

Dr. Darshan Desai, who earlier practiced as a successful


General Surgeon, has been at the helm of day to day afaairs
& is an able administrator at BAGH.

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Mr. Killol Bhatt - Marketiing Department

Mr.Mangilal Raj Purohit – Billing Department

Mr. Sanjay Patel – Purchase Department

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Mr. Hetal Bhatt - Bio Medical Department

Mr. Sanjay Patel – Electric Department

Mr. Uday Patil – Maintenence Department

Mr. Zubin Ardhesar – Human Resourse Department

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2.1 INDUSTRY PROFILE

A. COMPETITIVE SCENARIO
– The close competitors are as you follow:
 SSG Hospital, Kala Ghoda, Vadodara.
 Sterling Hospital, Race Course, Vadodara.
 Metro Hospital, Sama – Savli Road, Harni, Vadodara.
 Bankers’ Heart Hospital, Chhakli Circle, Vadodara.
 Baroda Heart Institute, OP Road, Vadodara.
 Global Hospital, Manjalpur, Vadodara.

– Strength – Weakness: Compared to other companies in the industry.


 Strength:
✔ Big Infra – Structure.
✔ One of the oldest hospitals in town.
✔ ISO 9001:2000 Certification
✔ 24 hours Emergency Services
✔ Many care specializations
✔ OT facilities
✔ Therapy systems
✔ Treatment systems
✔ In – patients duties
✔ Out – patients duties
✔ Comfortable facilities to the daily retention patients.
✔ Good Pharmacy Medication
✔ Experience Doctors Crew and Team
✔ Good training deeds for the new recruits.
✔ Big Pathology Lab
✔ Different kinds of specialized departments
✔ Good maintenance services to the customers.
✔ Greater environmental surroundings
✔ Good Help – Desk services.
✔ Customer Satisfaction provisions
✔ All kinds of facilities provide to the customers.

 Weakness:
✔ Canteen Facilities
✔ Sitting arrangements for the relatives of the in – patients and
out – patients.

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✔ Place of the infra – structure of the company


✔ Pricing for the operations taken into care over in the company
✔ Based on the upper class and upper middle class people only
(As the pricing is to be taken into consideration)

 Difference from other competitors:


✔ Specialised experience doctors in fields
✔ Visiting doctors
✔ Specialised in CARDIAC treatment
✔ Heart treatment facilities
✔ Key Hole Surgery
✔ Renal Transplant Program

A. MARKET SHARE:

– Positioning:
 The market positing is quite good then the other competitors as the
company is one of the oldest hospitals in the town.
 The facilities they provide for the customers.
 Well formed and organized built hospital.
 The ethical views of the company compared to the others.
 New technological therapy systems add on to the company.
 Adaptability to the new environmental factors in the current scenario.

A. INDUSTRY LIFE CYCLE:

– The industrial life cycle is totally based on to the health care services. The
company i.e. Bhailal Amin General Hospital (BAGH) established their entire
scenario towards the conception of to be the best in the fields.
– To provide the best quality medical services was the motto of the company.
– It was the autonomous hospitalized company which provided the seek facilitation
to the people.
– The establishment was in 1964, and from that never looked back.
– After that the company got the promotional services to their own premises and the
company was then one of the leading health care servicing institutes on the city.

– LIFE CYCLE:
 The growth stage consist of such things and mentioned as you follow:

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✔ Introduction:
The induction of the product i.e. when the hospital was been
brought to be used and start was taken to cure the customers.

✔ Growth:
The growth stage of the company took place when the ages went to
be passed out and with it the new dimensions of the diseases took
pathway in between the life cycle of the people of the particular
city or town.
Also, at that time the competitors of the company grew in
hand to hand. And, the time passed on and on and parallel way the
diseases followed the path of the people living style.

✔ Maturity:
The maturity stage of the company came when the “treatments
came true” for the new formations of the diseases.
The new techniques and new formations for operating the
patients came true and then was the maturity took place for the
company. Also, the monopolistic treatment held at the company i.e.
BAGH was been obliged and then the company name was been
recognized and with it the customers were attracted to it.
And, in return the company also provided the best way
facility to them for their prevention of the diseases. With it, the
competitive scenarios also took the placing in the market but as the
facilities were missing in the other company. The lethal advantage
was to the company who comes first to the prevention and to take
the initiative.
So, as time progressed, company got the maturity and took
its spot in the market.

✔ Decline:
Still, the decline stage is not overt to the company because they are
in that type of profession that development is the prior factor. So,
the growth of the company is in every short cleft of the period.
Everyday update is necessary to the company and they are at the
path of the cleft development.

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– PHASE:

 The phase in which company is in the maturity stage but still in the
developing mode because in the kind of health care field they are in, they
are always in the verge of better development.
 So this kind of industry always needs to be in the motto of getting more
and more developing static.
 Always in the reform kind of mind set because it is the need of the
company to say to their position in the current market

A. INDUSTRY SPECTRUM:

– The growth and development of the company deals with the reining improvements
in their structuring.
– The crafting of new technology in the development of the company’s participations
in treatments.
– The new recruitments of the promising interns & also the flicks of experienced
doctors in their respective fields.
– The spectrum of creation of high – tech hospital is yet in the progress to be in the
making but the efforts by the company are in the progress of its own.
– And, to the future prospects of the company, it is going to be the leading union in
the specific market of the field in which they are i.e. health care services.
– The future of the profession is very brighter but tough to be in the role because
every time the updation is getting to the necessity.
– The future is tough but the progressive intentions of the company will lead the way
to the level of progress.

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A. HOSPITAL RULES AND REGULATIONS:

General Rules
– Enter through the main lobby from 6:00 a.m. to 8:00 p.m. daily.
– For security reasons, visitors are not permitted in the waiting areas after 8:00 p.m.
– Adults and children with infectious illnesses, or who've recently been exposed to an
infectious disease, should not visit patients.
– All visitors are required to behave in a courteous manner. Any visitor who exhibits
threatening or abusive behaviour, or who uses profane language, will be asked to
leave the hospital. Noisy or disruptive children may also be asked to leave.
– Visitors may eat their meals in the patient rooms; however, all items, including
wrappers and leftovers, must be removed.
– Children must be accompanied by an adult at all times and should visit for no longer
than 1 hour.
– All adults accompanying children should observe and be aware when the hospital
environment is upsetting or frightening to a child.
No-Smoking Policy
Bhailal Amin General Hospital is a smoke- and drug-free facility. Smoking is discouraged
within 75 feet of the building.
Electronic Devices
Our Biomedical Engineer must certify all electronic equipment brought by patients, such as
radios and laptop computers.
Phoning Patients
Patients may receive calls from 7:00 a.m. to 9:00 p.m.

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Cell Phones
Cell phones may only be used in the main lobby and in the dining area. Staff phones only
work within the hospital and do not interfere with patient monitoring equipment.
Pet Policy
Pets are not allowed, except for guide dogs and certified therapy dogs.

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CHAPTER – 3. OVER VIEW OF FUNCTIONAL AREAS


3.1 OVERVIEW OF FUNCTIONAL AREA

A. MARKETING
• Product Portfolio: The product portfolio is the collection of businesses and products
that make up the company. The best product portfolio is one that fits the company's
strengths and helps exploit the most attractive opportunities.

And, the products of the company are listed as you follow:

1. ACCIDENT & 16. NEUROLOGY &


EMERGENCY NEUROSURGERY
2. ANAESTHESIOLOGY 17. OBSTETRICS &
3. CARDIOLOGY GYNAECOLOGY

4. CARDIAC SURGERY 18. ONCOLOGY

5. DERMATOLOGY 19. ONCO-SURGERY

6. ENDOCRINOLOGY 20. OPHTHALMOLOGY

7. E N T 21. ORTHOPAEDICS

8. GASTROENTEROLOGY 22. PAEDIATRICS

9. GENERAL SURGERY 23. PAEDIATRIC


CARDIOLOGY
10. INTERNAL MEDICINE &
CRITICAL CARE 24. PHYSIOTHERAPY

11. LABORATORY & 25. PLASTIC SURGERY


TRANSFUSION MEDICINE 26. PSYCHIATRY
12. LAPROSCOPIC 27. PULMONOLOGY
SURGERY(Key Hole 28. RADIOLOGY & IMAGING
Surgery)
29. RHEUMATOLOGY
13. MAXILLO-FACIAL
30. UROLOGY
14. MEDICO-LEGAL
31. VASCULAR &
15. NEPHROLOGY ENDOVASCULAR
SURGERY
• Distributing Network / Channels: – Newspapers

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– Magazines – Contributions
– Medical Magazines – Boothing
– Website – Societial Benificial Cares
– Contributary Services
– Events

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Sales Force:

– Sales force consist of the some steps in order, they are listed as you follow:

These is the model of the making of any kind of sales force.

1. Designing of Sales Force:

DESIGININ - To design the sales force some keen steps are to be


G OF nurtured. And, here on they go.
SALES
2. Sales Force Objective:
FORCE
- It considers the making of the sales product force.
- It needs the prospectives like the facilities to
SALES FORCE OBJECTIVE the customers who render are been rendered by the
company.
- And, it also needs the target allocation
and the better communicating resemblance.
- Needs are also been gathered to
SALES FORCE STRATEGY go onto a proper decision to be made.
- And, then the allocation
is made on it. - The objective of the firm
considers the medical practises been rendered to the
customers. E.g. the care facilities of the in – patients
SALES FORCE STRUCTURE
customers.

3. Sales Force Strategy:

- The sales force strategy can be e.g. the betterment in


SALES FORCE SIZE rendering services to the patients of the hospital.

4. Sales Force Structure:

- Now, structure of the company is too big and large as


SALES FORCE COMPENSATION they provide so many of the product services with their
different pricings as shown in the product protfolio.
- So, different product different structuing and it
differs from product to product.

5. Sales Force Size:

- In here, the size demates to the no. Of employees in


the company at work. Although it strategic advantage of the employee facility they do have

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different employee needs for every department. For e.g. the personnel department will not be
in need of doctors who are in work in OPDs.

6. Sales Force Compensation:

The compensation also over here in the company is divided as per the woking conditions they
are been given into. Means, as per the class wise structuring, the incomes and the wages are
been provided to the employees of the company i.e. BAGH.

• Pricing:
– In the company, as per the given above product list, the pricing also depends on
every individual services they provide.
– All cases, the fluctuating of the pricing is placed.
– It also depends on the customers needs and demands from the company which
provide the facilities of the above given options.
– It also depends on the priority factors of the services rendered to the customer of
the company.
– Some of the exmaples are listed as you follow:

 Tests Prices:
TESTS RATE (In Rs.)
Standard Health Check – Up 900/-
Executive Health Check – Up 2000/-
Diabetes Check – Up 2800/-
Cardiac Check – Up 2800/-
Child Health Care check – Up 700/-
Well – Women Check – Up 3900/-
Stress Test 1000/-
Echocardiography 1000/-
Stress Echocardiography 3000/-
Mammography 600/- or 800/-
CT Bone Mineral Densitometry 1500/-
PFT 350/-
PSA 450/-
Audiometry 400/-
USG Pelvis - Gynaec Sonography 400/-
USG Upper Abdomen 400/-
USG Whole Abdomen 600/-

• Customer Services:
– For the customer services,the company have provided the relevant facilities.
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– They have been provided the help desk facilities for any problem they face and
want to get upto the solution.

A. HUMAN RESOURCE

• Organizarional Structure:

PERSONNEL MANAGER

OFFICER JUNIOR OFFICER ASSISTANT

The structure of the Human Resource Department consist of the “PERSONNEL


MANAGER” and with it, one officer is been appointed. A junior officer too which is on
through to the helping hand of the officer. And, assistant also is been a key to the
organizational chart of the Human Resource Department of the Company i.e. BAGH.

• FUNCTIONING OF HUMAN RESOURCE DEPARTMENT:


• RECRUITMENT OF EMPLOYEES FALLING IN NON – MEDICAL
PRACTITIONER CATEGORIES:
– Crystallising job descriptions & job specifications.
– Finalising selection procedures for every position.
– Organize selection procedures: INTERVIEWS.
– Negotiating with the candidates for offer.
– Pre – employment medical check – up.
– Appointment order to selected candidates.

• JOINING:
– Statutory & non – statutory formalities.
– Salary fixation of newly joined candidates.
– Cross – Functional orientation programs.

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– Functional / On the Job induction programs.


– Issuing identity cards.
– Issuing punching cards.

• MAINTENENCE & UPDATION OF PERSONNEL RECORDS OF ALL THE


EMPLOYEES.

• TIME – KEEPING:
– Punching procedure management: missing entries for data management.
– Attendance monitoring for non – punching categories.
– Data management for salary purpose.
– Generation & analysis of reports: Absenteeism, over – time, Compensatory offs,
Late Coming, etc.
– Identification of chronic late comers & consequential actions for improvement.

• LEAVE RECORDS MANAGEMENT:


– Making new leave card every year for employees.
– Updation of leave records.
– Leave card monitoring.
– Helping auditor to get leave card audited quarterly.

• SALARY ADMINISTRATION:
– Earnings: Attendance, leave, other allowances, etc.
– Deductions: Statutory under PF, I – Tax, professional tax, etc.
– Deductions: Non – statutory – advances, loans, etc.
– Periodic Increments.
– Salary revisions.

• VOUCHER PAYMENT ADMINISTRATION:


– Preparation of list for such payments.
– Payment calculations.
– Incentives / allowances payment for different categories.

• PERFORMANCE PAYMENT:
– Periodic appraisal through formal & non – formal systems.
– Conformation / extension of probation of employees.
– Promotions & consequential salary function.

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• OPD MANAGEMENT:
– General management of OPD.
– Daily arrangement of staff & doctors.
– Execution of social work assignment.
– Routine administrative activities.

• LEGAL FORMALITIES UNDER VARIOUS LABOR LAWS VIZ.


EMPLOYMENT EXCHANGE ACT, PF ACT, GRATUITY ACT, PAYMENT OF
WAGES ACT, ID ACT, ETC:
– Liasioning with various government authorities prescribed under labour officer,
Asst. Commissioner of Labour, PF Enforcement officers, etc.
– Filing of returns / maintaining the documents.
– Notification of vacancies to employment exchange.
– Attending conciliation proceedings, labour court matters, etc.
– Liasioning with advocate for legal cases.

• PROCEEDING RESIGNATIONS & RETIREMENT: SETTLEMENT OF DUES.


• COMMUNICATION ADMINISTRATION:
– Preparation of various forms of management communications viz. Circulars,
office orders, notices, etc.
– Distribution of management communications.

• EVENT ORGAQNIZATION:
– Organization of various festivals’ celebrations.
– Management of other general functions.
– Conference management.

• WELFARE ACTIVITIES:
– Staff Welfare loan, poor fund loan, PF loan, etc.
– Uniforms distribution.
– “THANK YOU FOR STAFF” management.
– Quarters’ allocation & maintenance activities.

• CONTRACT MANAGEMENT

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– Designing & finalisation of contracts with medical consultants.


– Renewal of contracts.
– Operating various terms of contracts.

• CENTRAL REGISTRY
– Management of posts’ requirement –To & Fro postal assistance.
– Assistance for tax / Photocopying requirements.

• GRIEVANCE HANDLING & CONFLICT RESOLUTION.


• UNIONS’ MANAGEMENT:
– Routine meetings with unions.
– Long – terms & short – terms settlements.
– Representing management with unions.
– To decide with unions about 8 paid holidays.

• KITCHEN:
– General coordination.
– Administrative work in consultation with dietician.
– Maintenance of discipline: Counselling & or disciplinary actions.
• SECURITY:
– Administration of security contracts.
– Security regulations & systems / procedure.
– Keys management of entire Hospital premises.

• CAFETERIA
• ROUTINE ADMINISTRATION OF CAFETERIA
• TRANSPORT MANAGEMENT
• LIBRARY MANAGEMENT
• GARDEN SUPERVISION
• PUBLIC RELATIONS
• ADVERTISEMENT & PRESS NOTE IN NEWSPAPER
• GENERAL COORDINATION
• LABOURATORY / RADIOLOGY / PHYSIOTHERAPY STAFF MANAGEMENT
• CO – ORDINATION FOR ADVISORY COMMITTEE MEETINGS

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A. OPERATION

Organizational Chart:

Bio – Medical HR, Personnel &


Maintenance IR Sr. Manager
In - Charge

Purchase Manager
Electrical
Maintenance
Manager
Pharmacy & CDS
In - Charge

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B. FINANCE PRESIDENT
• Function of finance department:
– Accounting
– Budgeting OPERATIONS
– Payment GENERAL
MANAGER
– Filing
– Liasioning

Administration
Let us brief out the functions of the finance departments:
Manager
1. ACCOUNTING:

• BANKBOOK
– Prepare debit vouchers.
– Prepare credit vouch
– Prepare pay - order
– Cheque deposit in the bank Estate Management
Manager
• PURCHASE BOOK
– Bills receive from purchase department
– Checking & scrutiny of govt & purchase bill

• PETTY CASH BOOK


– Voucher receive from account dept
– Checking & scrutiny of petty cash voucher

• JOURNAL CASH BOOK


– Prepare journal voucher

2. BUDGETING (twice in the month):

• OBTAIN DATA FROM VARIOUS DEPT


• PREPARE BUDGET WITH ACCOUNT DEPT
• DISCUSS BUDGET IN MEETING WITH MANAGING TRUSTEE & OTHER

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3. PAYMENT

• PARTY PAYMENT
– Party wise bill pullout from the scar file
– Prepared pay orders
– Prepare cheque
– Put paid ,cheque number & date rubber stamp on all purchase bills

• DOCTORS PAYMENT
– Received doctor share sheets from account dept
– Checking & scrutiny of the data
– Prepare cheques
– Dispatch cheques to the account dept

• RETAINERS PAYMENT
– Received data from personnel dept.
– Checking & scrutiny of the data
– Prepare cheques
– Despatch cheques to the concern retainer

4. FILLING
• Debit voucher
• Credit voucher
• Bank books
• Journal voucher& book
• Purchase voucher & book
• Petty cash voucher & book
• Ledger sheets

5. LIAISIONING
• With bank
– Term loan
– Fixed deposit
– Prepare fixed deposit register
– Letter of credit opening
• Professional tax dept
– Deduct tax from the salary of employee

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– Prepare challan & deposit in the bank


– Prepare form no:5 & file the return
– Assessment work of professional tax

• Income tax dept


– Deduct tax from the salary of employee
– Prepare challan &deposit in the bank
– File the annual return in form no. 24

• Function of Account Department:


– Daily cash/petty cash statement verification
– Supervision and modification for OPD, indoor on a/c(company),paid patient.
– Maintain asset register
– Daily verification and sealing of cash flow in presence of te security
– Floor wise billing supervision and deposit follow up
– Doctor share verification and trustee signature for payment.
– Medico-legal Liasioning &co-ordination
– Citibank payment system taking authorization, and payment follow-up
– Arrangement of staff for OPD registration counter, indoor billing counter, account
office in case of any absence
– Organizing and presenting cash flow statement for payment meeting with trustee
– Audit coordination with internal – external auditors
– Staff medical expense detail to the concern
– Liasioning for donation and its formulation

• Function of purchase department


– Purchase of hospital material
– Medicine
– Surgical
– Laboratory
– Blood bank
– Cath lab
– Bio-medical
– Housekeeping material
– Hospital furniture & fixture
– Stationary
– General provision

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CHAPTER – 4. MODEL APPLICATIONS


4.1 MODEL APPLICATION

A. STRATEGIC ADVANTAGE PROFILE


The Strategic Advantage Profile i.e. SAP analysis is nothing but the strength and the
weakness of the company. It includes every aspect which connects to the betterment
of the company and also to know at which place the company is lacking.

So, this is the reason why the company make up to the SAP analysis. And, the
strength and the weakness of the company is treated to be one of the important factor
to get to know about the company’s future courses, the improvement sessions, the
collectivism, and also the improvising part.

Let us see the strength and the weakness of the company as per the departments in a
tabular measurement way:

Areas Performance Importance


Strength Weakness Rating
Major Minor Neutral Minor Major High Medium Low
MARKETING
1. Company
Reputation
2. Market
Share
3. Customer
Satisfaction
4. Customer
Retention
5. Product
Quality
6. Service
Quality

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7. Pricing
8. Distribution
Effectiveness

FINANCE
1. Cost of
Capital
2. Cash Flow
3. Financial
Stability
4. Financial
Growth

MANUFACTURING
Note: There is no manufacturing in the company as it is a “health care serve” industry.

MAINTENANCE
1. Data
Filing
2. Data
Recording
3. Data
merging
4. Data
Revising

Symbols Rating System

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RATING
GOOD
SATISFACTORY
BAD

This is the rating which I took into consideration in the study of the company. And,
by this you can easily judge the company’s strengths and weaknesses.

Still, the company is lacking in some course of actions but the stages of the
improvements are going high.

B. PORTER’S 5 FORCE MODEL

The Porter's 5 Forces tool is a simple but powerful tool for understanding where
power lies in a business situation. This is useful, because it helps you understand both
the strength of your current competitive position, and the strength of a position you're
looking to move into.

With a clear understanding of where power lies, you can take fair advantage of a
situation of strength, improve a situation of weakness, and avoid taking wrong steps.
This makes it an important part of your planning toolkit.
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The tool is used to identify whether new products, services or businesses have the
potential to be profitable. However it can be very illuminating when used to
understand the balance of power in other situations too.

Under stated is the Porter’s 5 Forces Model:

Supplier Power

Barriers to Threats of
Entry RIVALRY
Substitutes

Buyer Power

Brainstorm the relevant factors for your market or situation, and then check against the
factors listed for the force in the diagram above.

Now, let us see that what is included in the factors which are relevant to be in the “Rivalry”
causes:

1) Supplier Power:
Here you assess how easy it is for suppliers to drive up prices. This is driven by the
number of suppliers of each key input, the uniqueness of their product or service,
their strength and control over you, the cost of switching from one to another, and so
on. The fewer the supplier choices you have, and the more you need suppliers' help,
the more powerful your suppliers are.

And, it includes:
– Moderate no. of suppliers
– Suppliers large
– Similar products
– Differentiation of inputs
– Impact of inputs

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– Presence of substitute inputs

1) Barriers to Entry:

Power is also affected by the ability of people to enter your market. If it costs little in
time or money to enter your market and compete effectively, if there are few
economies of scale in place, or if you have little protection for your key technologies,
then new competitors can quickly enter your market and weaken your position. If you
have strong and durable barriers to entry, then you can preserve a favourable position
and take fair advantage of it.

And, it includes:
– No technology protection
– Brand Identity
– Government Policy
– Capital requirements
– New product launch

1) Buyer Power:

Here you ask yourself how easy it is for buyers to drive prices down. Again, this is
driven by the number of buyers, the importance of each individual buyer to your
business, the cost to them of switching from your products and services to those of
someone else, and so on. If you deal with few, powerful buyers, they are often able to
dictate terms to you.

And, it includes:
– Product differentiation
– Price sensitivity
– Brand identity
– Ability to substitution
– High buyer power

1) Threats of substitution:

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This is affected by the ability of your customers to find a different way of doing what
you do – for example, if you supply a unique software product that automates an
important process, people may substitute by doing the process manually or by
outsourcing it. If substitution is easy and substitution is viable, then this weakens
your power.

And, it includes:
– Price Performance
– Competitors
– Relationship Management
– Switching costs

1) Rivalry:

What is important here is the number and capability of your competitors – if you
have many competitors, and they offer equally attractive products and services, then
you’ll most likely have little power in the situation. If suppliers and buyers don’t get
a good deal from you, they’ll go elsewhere. On the other hand, if no-one else can do
what you do, then you can often have tremendous strength.

• WORRIES FOR THE COMPANY:

– The threat of new entry is quite high, if anyone looks as if they’re making a sustained
profit, new competitors can come into the industry easily, reducing profits.
– Competitive rivalry is extremely high, if someone raises prices, they’ll be quickly
undercut. Intense competition puts strong downward pressure on prices.
– Buyer Power is strong, again implying strong sliding pressure on prices.
There is some threat of substitution.

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A. ETOP

ETOP is commonly used to report the external environment situation. It is used to relate to
external business environment. It considers with the external factors of the company. And,
also deals with the Opportunities and Threats.

Environment Threats:

– The environmental threats are not yet been briefly contrasted in the hospital scenario
because the environment is very friendly to the company i.e. to the company namely
Bhailal Amin General Hospital.
– Though the company is situated in one of the wisest industry estate i.e. Alembic Ltd.
– And, the company i.e. Bhailal Amin General Hospital, which is also the part of the
Alembic Group of Industries.
– But, still the environmental threatening factors are not yet defined and are at its one of
the safest place to continue its factorial and business work outs.
– The environment threats are totally based on the surroundings. And, the surrounding
factors are the same factors which are defined in the environment factors earlier.

Opportunity Profile:

– The opportunity profile is considered as the chance summary which deals with the
outcomes of the company’s study over to the other competitors.
– By the opportunity profile, the company comes to the decision making sense for the
product portfolio to be made.
– Also, the opportunity profile goes hand in hand with the study of the competitor’s
scenario over to the substitute products and to come across to the end of the company.
The company’s opportunity profile says that the company is delivering the majority
services to the operative part in giving services to the customers.

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A. BCG Model

BCG Matrix is basically based on the study of the review note. It is a study of relation
between market share and market growth. And, the level of high and low rating scale is
classified.

BCG Matrix Model:

Now, here it says like the rating scale relation between Market Share and Market Growth.

– The Market share serves the measure of strength in the market.


– The Market growth rate provides a measure of market attractiveness.

Let us see it in detail in further:

1. Stars:
Stars are high growth businesses or products competing in markets where they are
relatively strong compared with the competition. Need of the heavy investment is
necessary to sustain growth.

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So, in here, the company relates to heavy investment and in return the heavy returns
for their customers.
And, the company was in that position in the initial stages. As, in the initial stages the
companies have to make certain investments into get in to the market.
So, for the initial stages the returns also are in the verge to be done by the company.

So, majorly the STARS Stage is not in the suitable position to be called to be the
company’s motive for long term periods. They relate this activity in the initial stages
as to get into market and held their position.

2. Cash Cows:
Cash cows are low-growth businesses or products with a relatively high market share.
These are mature, successful businesses with relatively little need for investment.
They need to be managed for continued profit - so that they continue to generate the
strong cash flows that the company needs for its Stars.

Now, our company i.e. BAGH is in the cash cows stage in present. As, from the
establishment in year 1964, the investments are made to give the best out of the
company. There is a stagnant appeal growth in the company which lead the company
to this level where it is successful and mature in flowing of funds and profits.

3. Question Marks:
Question marks are businesses or products with low market share but which operate
in higher growth markets. This suggests that they have potential, but may require
substantial investment in order to grow market share at the expense of more powerful
competitors. Management have to think hard about "question marks" - which ones
should they invest in? Which ones should they allow to fail or shrink?

Luckily, our company i.e. BAGH is not in the position. It is never in the stage like
this where they need potential to be grown up. From the initial stage only the
company is in the pathway of growth and development.

And, there grow up into the market share in the market; they had been successful in
generating funds for their expenses at the vital intervals.

4. Dogs:

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The term "dogs" refers to businesses or products that have low relative share in
unattractive, low-growth markets. Dogs may generate enough cash to break-even, but
they are rarely, if ever, worth investing in.

Our company situation has never been into such practises to be into such stages. In
here, it says that the company can get into such low practises. But, BAGH is always at
its reining best so the “Dogs” situation didn’t took he part in the flow of the company.

A. VALUE CHAIN

Michal Porter of Harvard proposed the value chain as a tool for identifying ways to create
more customer value. Every firm is a synthesis of activities that are performed to design,
produce, market, deliver, and support its product. Value chain identifies nine value creating
activities consist of five primary activities and four support activities.

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VALUE CHAIN MODEL

The primary activity includes the following points:

• Inbound Logistics
• Operations
• Outbound Logistics
• Marketing & Sales
• Service

Now let us see the above points into the company’s terms:

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1. Inbound Logistics:
Bringing new material into the business is the purpose of the inbound logistics.
And, in the company, as it is the “health care service” company so the inbound
services could be taken as a new therapy and a medicine.

2. Operations:
Operation relates with the motive, goal and subject. A specific goal for the inputs
made in the inbound stage. So, we have to define a goal for the inputs made.

Likewise, let’s take example of a new medicine in the hospital and the goal for the
new made medicine would be to cure the disease. And, the medicine is still in the
verge to be manufactured.

So, the operation includes the motive and goal part.

3. Outbound Logistics:
It relates to the finished goods. The medicine now are been manufactured and are
ready to be launched into the market for their sales and stacks.

4. Marketing & Sales:


The marketing and sales plays a vital role in the part of the medicine manufacturing
for the company because if marketing is done in a proper way then it is obvious that
the sales of the medicine would take place.

And, if sales are made in the proper channel then the marketing could be carried out
as well. So, sales and marketing are inter related. And, it also includes the channel of
distribution.

5. Services:
It leads the after sales services and the in - stock services given by the company. The
services provided to the customers of the company also plays major role in success of
product launch. Because, customers if are in trouble using it then there should be
someone who can guide tem at the trouble shoot.

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CHAPTER – 5. RESEARCH METHODOLOGY


What is Job Satisfaction?
– Job Satisfaction is a set of favourable & unfavourable feelings and emotions with
which employees view their work. Job Satisfaction is an affective attitude – a feeling
of relative like or dislike towards something. Job Satisfaction is generally defined as
employee’s affective reaction to a job, based in comparing actual outcomes with
desired outcomes.

– Job satisfaction, a worker's sense of achievement and success, is generally perceived


to be directly linked to productivity as well as to personal wellbeing. Job satisfaction
implies doing a job one enjoys, doing it well, and being suitably rewarded for one's
efforts. Job satisfaction further implies enthusiasm and happiness with one's work.
The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that
leads to recognition, income, promotion, and the achievement of other goals that lead
to a general feeling of fulfilment.

As the topic is “Job Satisfaction in Nurses”, one should also know the technical term
definition of “NURSE”

Now, who is a nurse?


A nurse is a health care professional, who along with other health care professionals, is
responsible for the treatment, safety, & recovery of acutely or chronologically ill or injured
people, health insurance of the health, and treatment of life – threatening emergencies in a
wide range of health care settings.

5.1 OBJECTIVES AND PURPOSE OF THE STUDY

Objective and Purpose of the Study:


 To study the job satisfaction level of nurses in BAGH.
 To examine the relationship of job satisfaction with the other parameters pertaining to
the level of satisfaction and dissatisfaction.
 To study some factors which ultimately responsible for the job satisfaction.
 To analyse the company’s working environment.
 To check the Degree of satisfaction of employees.

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5.1 SCOPE OF THE STUDY, BENEFITS OF THE STUDY

Scope of the Study:


 The scope of the study is very vital.
 The scope of the study i.e. job satisfaction in nurses is restricted to the hospital i.e.
Bhailal Amin General Hospital a.k.a. BAGH. It highlights the job satisfaction in
nurses in the Hospital. The working conditions of the nurses and the surroundings
gathered to them is taken to be representative character in reflecting the conditions of
service of the nursing in the hospital and also reflects the general nursing conditions
of the services of the nursing profession as a whole.
 The study, therefore, has made a modest effort to assess the job satisfaction in nurses
in the Bhailal Amin General Hospital i.e. BAGH.

Benefits of the Study:


The most benefit of the study would be with the organizational side as the study is made in
the organization’s point of view. As, the job satisfaction is seen in the nurses of the hospital
so the conclusion would face on the organization.
And, as the student point of view, it would be an exploratory study. And, it would help in
getting the knowledge on the bases of the research as a subject of study.
 The core benefit to the study is to check the level of satisfaction on nurses in the
working climate of the hospital.
 The other benefit would be to check the relationship between the aspects taken into
consideration in the attributes.
 To get benefit of the improvements if any of them arise in the study conducted.
 The benefit to the employees working in the organization as any of the improvements
made in the way of their working style and improvements in their climate in which
they are working.
Also, the benefit of the getting the good relationship between working environment of the
employees and the job satisfaction.

5.1 ASSUMPTIONS

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 The assumption of the study is the data and the information given by nurses is free
from biasness. They have given information without having fear of their superiors.
 Assumption of the relevant data which would create an impact on the organization in
the form of the improvements carried out in the organization.

5.1 TYPE OF RESEARCH DESIGN

Research Design
A research is the arrangement of the conditions for the collections and analysis of the data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
In fact, the research is design is the conceptual structure within which research is conducted;
it constitutes the blue print of the collection, measurement and analysis of the data. As search
the design includes an outline of what the researcher will do from writing the hypothesis and
its operational implication to the final analysis of data.

The research design can be categorized as: -

TYPES OF RESEARCH DESIGN

EXPLORATORY DESCRIPTIVE
RESEARCH DESIGN EXPERINMENTAL
& DIAGNOSTIC RESEARCH DESIGN
RESEARCH DESIGN

The present study is an exploratory in nature, as it seeks to discover new ideas and insight to
bring out the relationship between the job satisfaction and the other attributes. Research
Design is flexible enough to provide opportunity considering to the different aspects of

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problems under the study. It helps in bringing into focus some intrinsic weakness in
enterprise regarding which in depth study can be conducted by management.

5.2 UNIT OF ANALYSIS

Unit of Analysis:
 The unit of analysis are the nurses working in the hospital.
 As, it is on the limited side study because the research study is made on the nurses
working in the BAGH only.

5.1 METHODS OF DATA COLLECTION

Data Collection:
 The data collection is a primary data and as the data is based on the questionnaire
 The field survey method was employed to collect the primary data. And for that, the
approach style interview method was carried out in the purpose of collection of data
from the respondent in the hospital i.e. BAGH.
 The data collection is been done in the basis of the questionnaire made and by the
way of:
– Interview
– Questionnaire
– Observation

Tool for Data Collection:


 For any study there must be data for analysis purpose. Without data there is no means
of study. Data collection plays an important role in any study. It can be collected from
various sources.
 The questionnaire was the main tool used to collect the data from the selected sample.
For the purpose, by having a brief chat about what to include in the questionnaire and
what should not be included in the questionnaire with the “adviser” at the
organization. By an output, a well framed structure questionnaire was made for the
collection of data from the respondent.
 The questionnaire was made by taking into consideration the above mentioned factors
on Personal basis, Intrinsic, & the management basis factors.
 The following content is the QUESTIONNAIRE: -

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5.1 SAMPLING (if applicable)

Sampling Scheme / the Methodology


The research tool was the interview schedule. The questions are closed – ended .
Questionnaire was the main tool used to collect the pertinent data from the selected sample
respondents. The research is explorative in nature. The treatment of data is frequent –
percentage analysis. And, there are 10 variables which are considered in the study of job
satisfaction.
In here, the job satisfaction would be the dependent variable and all other variables in which
the job satisfaction is associated are all independent variables.
As considering the sampling scheme, it is complete enumeration method which is
implemented in the research as all nurses are selected in the hospital. So, no sampling method
defined.
10 Variables are:
i. Relationship between Job Satisfaction & Physical Stress
ii. Relationship between Job Satisfaction & Mental Stress
iii. Relationship between Job Satisfaction & Relationship with Supervisor
iv. Relationship between Job Satisfaction & Relationship with Upper class / Peers
v. Relationship between Job Satisfaction & Relationship with Patients

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vi. Relationship between Job Satisfaction & Physical surrounding and working
conditions
vii. Relationship between Job Satisfaction & Advancement opportunity
viii.Relationship between Job Satisfaction & Future growth and progress
ix. Relationship between Job Satisfaction & Motivation
x. Relationship between Job Satisfaction & Organization
(The above variables are the base on which the questionnaire is prepared)

5.1 APPROPRIATE TOOLS FOR DATA ANALYSIS

Tools for data analysis:


The tool for the data analysis would be,
 Measures of variations
 Hypothesis testing
 Factor analysis
 Multivariate regression (if possible)
 Discriminate analysis (if possible)
 Pictorial representation of the data

5.1 LIMITATIONS OF THE STUDY

Limitations of the Study:


 The study was conducted in the hospital i.e. in BAGH only for the nurses.
 The approach style interview method was there to be followed.
 The factor of biasness because of higher authorities was occurred.
The making of questionnaire itself had some limitations.

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CHAPTER – 6. DATA COLLECTION & ANALYSIS


The Data Collection is done with the QUESTIONNAIRE and the data is shown in the
pictorial representation as you follow: -

6.1 RESPONDENT DATA

TABLE 1

Respondent's
Data
Ground Floor 30
First Floor 28
Total 58

Analysis:
– The above given table and figure is about the RESPONDENT DATA.
– The data collection was done in the ground floor and the 1st floor.
– And, the figure is showing the bifurcation of the respondents
(floor wise).

6.1 RESPONDENT PROFILE

TABLE 2

RESPONDENT’S PROFILE
Gender / Age 16 - 25 - 41 and Total
24 40 above

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Male 2 8 2 12
Female 21 18 7 46
Total 23 26 9 58

Analysis:
– The above given table and figure is about the RESPONDENT PROFILE.
– The above table and figure recommends about the AGE and GENDER.
– It clearly shows that the female ratio is much more compared to the male ratio in the
category of the nursing department.
– It also clarify that the age group between 16 – 24 and 25 – 40 years are more in the
working scenario of the hospital.

6.1 DATA ABOUT ORGANIZATION STATUS

TABLE 3

ORGANIZATION’S STATUS
Aspects Completely Somewhat Not often Poorly Not at all Total
Informed Informed Informed Informed Informed
Hospital Goals 4 23 12 9 10 58
Future Plans 2 6 15 20 15 58
Eco. Situation 0 4 31 8 15 58
& Budgets
Staff Problems 0 7 34 9 8 58
among the
departments

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Analysis:

– The above given table and the figure is about the ORGANIZATION STATUS.
– The data shows about the hospital status known to the employees.
– It categorizes itself in 4 major aspects of the hospital status.
– And, the data chart represents that,
• The nurses are well much known to the HOSPITAL GOALS, a very less
number of employees are not been informed about the goals of the hospital.
• The nurses are somewhat well – known about their FUTURE PLANS, still
some of them are not informed about the plans working in the hospital.
• About the economic situation, the nurses are much of not informed, as you can
see in the chart that they are not often informed about the economic situation
of the hospital. May it can happen as the authorities keep the situation in a
confidential way.
• Also you can see that the staff problems among them are also not been
informed much. As, they could create the reasons for the biasness and slip
quarrels between departments.

TABLE 4

RESPONSE ON ORG. STATUS


YES 46
NO 12
Total 58

Analysis:
– The above given table and figure is about the RESPONSE ON ORGANIZATION
STATUS.
– The data shows the response on the status, as whether they should be made aware
about the status of the organization.

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– And, you can see that the data suggests that 79% of the respondents says that they
should be made aware about the organization status and 21% of the respondents says
it is not necessary to reveal the organization’s status.

6.1 DATA RESPONSE TO WORK TIREDNESS

TABLE 5

WORK TIREDNESS
Aspects Not at all Not particularly Somewhat Tiring Very Total
tiring tiring tiring Tiring
Physically 12 6 8 12 20 58
Mentally 11 8 12 16 11 58

Analysis:

– The above given table and figure is about the WORK TIREDNESS.
– It signifies the physical and mental stress of the work done by the nurses of the
hospital.
– The data suggests that the nurses are more on tired towards their physical work rather
than mental work.
– It also shows that the mental stress given to the nurses is quite low compared to the
physical stress given to them.

6.1 DATA RESPONSE IN WITH THE COLLEAGUE & ORGANIZATION

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TABLE 6

DEAL WITH PERSONAL WORK


No, Particularly never 2
Rarely 19
Sometimes 25
Quite Often 10
Very often 2
Total 58

Analysis:

– The above given table and figure is about the DEAL WITH PERSONAL WORK.
– The data suggests that the nurses are not much been disturb in their personal work
while they are at the work in the hospital.
– The nurses are affecting marginally dealing with their work at the hospital.

TABLE 7

WORK OF COLLEAGUES
Never 16
Rarely 10
Sometimes 20
Quite Often 8
Very Often 4

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Total 58

Analysis:

– The above given table and figure is about WORK OF COLLEAGUE.


– The data suggests that the nurses are doing the work of their colleagues.
– It also suggests that there is a high amount of understanding between them, as they
are sharing their work in between them.
– Though there is a high scale in the negative response to the questionnaire, but still it
comes to the positive response.

TABLE 8

INTEGRAL PART
Never 3
Rarely 12 Analysis:
Sometimes 19 – The above given table and figure is about the INTEGRAL
Quite Often 20 PART OF ORGANIZATION.
– As per the data, it suggests that the nurses think that they are
Very Often 4 an integral part of the organization.
Total 58 – The hospital authority treats them as an integral part of the
organization.

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6.1 DATA CONSIDERING WITH THE PERSONAL FACTORS

TABLE 9

PHYSICAL WORK
Aspects Very Quite Neutr Rather Very
Satisfied Satisfied al Dissatisfied Dissatisfied
Working Hours / 20 14 16 8 0
Shifts
Work Assignment 12 17 28 0 1
Work Intervals 16 25 15 2 0

Analysis:
– The above given table and figure is about the PHYSICAL WORK.
– The data says about the work intervals, work assignment & work hours.
– The data says:
• The nurses working hours provided in the hospital are more on satisfaction
level.
• Also, they are on the satisfaction level at which the work assignment is given
to them.
• And, the work intervals are also on the satisfaction level to the nurses working
in the hospital.

6.1 DATA CONSIDERING WITH THE IN – BUILT FACTORS

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TABLE 10

SUPERVISOR RELATION
Aspects Very Quite Neutral Rather Very
Satisfied Satisfie Dissatisfie Dissatisfie
d d d
Dissatisfaction 34 12 5 7 0
with his / her
attitude to give
daily working
information
Dissatisfaction 30 22 6 0 0
with his / her
criticisms
Dissatisfaction 23 14 16 5 0
with opportunity
for participation
in confidential
activities

Analysis:
– The above given table and figure is about the SUPERVISOR RELATIONSHIP.
– The data shows that they are on the higher satisfaction level.
– They are satisfied with the supervisors treating them in the organization.

TABLE 11

PHYSICAL SURROUNDINGS & WORKING CONDITION


Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with the 30 22 6 0 0
sitting arrangements
Dissatisfaction with 50 8 0 0 0

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health & hygienic


conditions
Dissatisfaction with the 12 40 6 0 0
physical surroundings

Analysis:
– The above table and figure is about the PYSICAL SURROUNDINGS & WORKING
CONDITION.
– The data represents that the nurses in the hospital are very highly satisfied with the
working condition they are kept in & also with the physical surrounding in the
hospital.
– The data says that the working condition & the physical surrounding of the hospital
are at a very steady level of satisfaction.

6.1 DATA CONSIDERING WITH THE EXPRESSION OF DISSATISFACTION

TABLE 12

PATIENT RELATIONSHIP
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Adjustment problems 0 28 12 8 10
with the patients anger
in critical situation
Dissatisfaction with the 5 23 10 10 10
patients demands
Problems from the 0 30 22 6 0
patients relatives

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Analysis:
– The above table and figure is about the PATIENT RELATIONSHIP.
– The data represents the nurses’ relationship with the patients and their relatives.
– It shows that there is a neutral level of satisfaction between the patients and the nurses
of the hospital.

6.1 DATA CONSIDERING WITH THE MANAGEMENT CONTROL FACTORS

TABLE 13

MIND CONDITION
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Financial Needs 2 12 26 15 3
Family do not 32 10 6 10 0
support
Social Problems 5 3 40 10 0

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Analysis:

– The above table and figure is about the MIND CONDITION.


– The data represents the relation between the mind conditions at the work.
– The data suggests that the mind condition due to work of the nurses in the hospital
are:
• The financial condition of the nurses due to the mind condition is at the
dissatisfaction level.
• The family support is always there in support for the nurses.
• And, the nurses are somewhat facing the social conflict which they are
affected in the mind condition when they are at work.

TABLE 14

PEERS’ RELATIONSHIP
Aspects Very Quite Neutral Rather Very
Satisfied Satisfie Dissatisfie Dissatisfie
d d d
Adjustment 2 35 21 0 0
problems with
peers
Dissatisfaction 10 26 20 2 0
with peers
relationship with
authority
Dissatisfaction 8 12 30 8 0

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with the co –
operation level

Analysis:

– The above given table and figure is about the PEERS’ RELATIONSHIP.
– The data says that the nurses working in the hospital are quite satisfied with their
peers’ and the subordinates.
– It shows that the relationship with the authority is at the satisfaction level.
– Also, it shows that there is co – operation and better understanding in between the
nurses and the authority and also the sub ordinates.

TABLE 15

ADVANCEMENT OPPORTUNITY
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
No challenging job 15 18 14 5 6
No learning 14 19 12 9 4
opportunities in
relation to medical
field
Dissatisfaction 25 24 7 1 1
with training
opportunities

Analysis:

– The above given table and the figure shows about the ADVANCEMENT
OPPORTUNITY.
– The data says that the nurses working in the hospital are at the higher satisfaction
level with their advancement opportunity.

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– The nurses are satisfied with the challenges given to them, as they are getting benefit
of development in themselves.
– Also, they are getting the satisfaction while getting the learning from the hospital
heads.
– Also, the nurses are getting to the satisfaction while getting in the training
opportunities.

TABLE 16

FUTURE GROWTH
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with 12 40 5 1 0
performance appraisal
system
Dissatisfaction with the 14 25 13 6 0
career planning
Dissatisfaction with 5 39 10 4 0
authority &
responsibility

Analysis:

– The above given table and the figure is about the FUTURE GROWTH.
– The data shows that the nurses working in the hospital are at a higher satisfaction
level in the future growth of them at the workings.
– Also, they are satisfied for the appraisal done by the hospital at the work on them.
– And, for the career planning, the nurses are quite satisfied and at a neutral level.
– And, are also satisfied at the authority and the responsibility given to them.

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TABLE 17

MOTIVATION FACTOR
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with 0 12 38 2 6
pay & incentives
Dissatisfaction with 2 23 31 2 0
awards / rewards
Dissatisfaction with 3 35 12 8 0
job security

Analysis:

– The above given table and the figure is about the MOTIVTION FACTOR.
– The data says about the motivation given to the nurses at the hospital.
– The data says that the nurses are at the neutral level in terms of the pay and incentives
given to them working in the hospital.
– It also shows that the nurses are satisfied at a higher rate in terms of the awards &
rewards.
– And about the job security, the nurses at the hospital are at the satisfaction level.

TABLE 18

RELATION WITH THE ORGANIZATION


Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied

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Dissatisfaction with 8 10 32 8 0
policies in the
organization
Dissatisfaction with 23 15 12 8 0
welfare facilities
Dissatisfaction with 48 8 2 0 0
the organization’s
image

Analysis:
– The above given table and figure is about the RELATION WITH THE
ORGANIZATION.
– The data says about the hospital policies and the other facilities given to the nurses
working in the hospital.
– It shows that the nurses in the hospital are at a very neutral level in terms of the
policies applied to them.
– Also, they are at neutral level in condition to the welfare facilities given to them.
– And, considering to the organization’s image, the nurses working over at the hospital
are very much satisfied.

6.1 DATA RESPONSE ON JOB SATISFATION LEVEL

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TABLE 19

JOB SATISFACTION DATA


Very Satisfied 12
Analysis:
Quite Satisfied 23
– The above given table and figure is about the JOB
Neutral 17 SATISFACTION.
– The data says about the satisfaction level of the
Rather Dissatisfied 6
nurses while working in the hospital.
Very Dissatisfied 0 – The data is about whole – some satisfaction level
faced by the nurses working in the hospital.
TOTAL 58

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6.1 FACTOR ANALYSIS

– Factor Analysis is a statistical method used to describe variability among observed


variables in terms of a potentially lower number of unobserved variables called
factors.

– In other words, it is possible, for example, that variations in three or four observed
variables mainly reflect the variations in a single unobserved variable, or in a reduced
number of unobserved variables.

FA and PCA (principal components analysis) are methods of data reduction

a. Take many variables and explain them with a few “factors” or “components”

b. Correlated variables are grouped together and separated from other variables
with low or no correlation.

The factor analysis is done with relation to the variables defined in for the study, they are:

– PERSONAL FACTORS
– IN – BUILT FACTORS
– EXPRESSTION OF DISSATISFACTION
– MANAGEMENT CONTROL FACTORS

The factor analysis is done individual, as such to take each factor

The factor analysis done in the following is done into taking the variables in particular.

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1. PERSONAL FACTOR

The under stated analysis are the factor analysis pertaining to the personal factors.

Factor Analysis

Communalities

Initial Extraction

PF - Workings Hours / Shifts 1.000 .659

PF - Work Assignment 1.000 .950

PF - Work Interval 1.000 .662

Extraction Method: Principal Component Analysis.

Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Cumulative % Total % of Cumulative %


Variance Variance

1 1.25 41.676 41.676 1.25 41.676 41.676


0 0

2 1.02 33.998 75.673 1.02 33.998 75.673


0 0

3 .730 24.327 100.000

Extraction Method: Principal Component Analysis.

Component Matrixa

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Component

1 2

PF - Workings Hours / Shifts -.793 -.173

PF - Work Assignment .022 .974

PF - Work Interval .788 -.202

Extraction Method: Principal Component Analysis.

2. IN – BUILT FATOR

The under stated analysis are the factor analysis pertaining to the in – built factor.

Factor Analysis

Communalities

Initial Extraction

InB -Giving Daily Work 1.000 .653

InB – Criticism 1.000 .723

InB - Participation in Conf. Acts. 1.000 .681

InB - Sitting Arrangements 1.000 .721

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InB - Health & Hygienic Conditions 1.000 .614

InB - Physical Surroundings 1.000 .617

Extraction Method: Principal Component Analysis.

Total Variance Explained

Component Initial Eigen values Extraction Sums of Squared Loadings

Total % of Cumulative % Total % of Cumulative %


Variance Variance

1 1.44 24.146 24.146 1.44 24.146 24.146


9 9

2 1.43 23.915 48.061 1.43 23.915 48.061


5 5

3 1.12 18.744 66.804 1.12 18.744 66.804


5 5

4 .760 12.674 79.479

5 .692 11.528 91.006

6 .540 8.994 100.000

Extraction Method: Principal Component Analysis.

Component Matrixa

Component

1 2 3

InB -Giving Daily Work .677 .351 .270

InB – Criticism .710 .068 .462

InB - Participation in Conf. Acts. .240 -.78 .017

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InB - Sitting Arrangements .281 .267 -.75


5

InB - Health & Hygienic Conditions -.57 .120 .517


7

InB - Physical Surroundings -.13 .774 .035


1

Extraction Method: Principal Component Analysis.

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3. EXPRESSION OF DISSATISFACTION

The under stated analysis are the factor analysis pertaining to the expression of dissatisfaction
factor.

Factor
Communalities Analysis

Initial Extraction

Exp.DS-Adj. Prob, Patients anger in critical situation 1.000 .668

Exp.DS-Patients Demands 1.000 .989

Exp.DS-Problems from the patients relatives 1.000 .662

Extraction Method: Principal Component Analysis.


Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Cumulative % Total % of Cumulative %


Variance Variance

1 1.31 43.878 43.878 1.31 43.878 43.878


6 6

2 1.00 33.446 77.324 1.00 33.446 77.324


3 3

3 .680 22.676 100.000

Extraction Method: Principal Component Analysis.

Component Matrixa

Component

1 2

Exp.DS-Adj. Prob, Patients anger in critical situation .805 .143

Exp.DS-Patients Demands -.08 .991

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Exp.DS-Problems from the patients relatives .813 -.03


6

Extraction Method: Principal Component Analysis.

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4. MANAGEMENT CONTROL FACTORS

The under stated analysis are the factor analysis pertaining to the expression of dissatisfaction
factor.

Factor Analysis
Communalities

Initial Extraction

MCF - Financial Needs 1.000 .810

MCF - Family donot support 1.000 .628

MCF - Social Problems 1.000 .643

MCF - Adj.prob. with peers 1.000 .739

MCF - DS with peers reln with authority 1.000 .646

MCF - DS with Co-op level 1.000 .633

MCF - No challenging job 1.000 .661

MCF - No learning opp 1.000 .735

MCF - Training opp 1.000 .670

MCF - DS with Per. App. Sys 1.000 .735

MCF - DS with career planning 1.000 .616

MCF - DS with authority & resp. 1.000 .799

MCF - DS with pay & incentives 1.000 .693

MCF - DS with awards & rewards 1.000 .669

MCF - DS with job security 1.000 .782

MCF - DS with policies 1.000 .807

MCF - DS with welfare facilities 1.000 .799

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MCF - DS with Org. Image 1.000 .686

Extraction Method: Principal Component Analysis.

Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Cumulative % Total % of Cumulative %


Variance Variance

1 2.39 13.322 13.322 2.39 13.322 13.322


8 8

2 1.97 10.952 24.274 1.97 10.952 24.274


1 1

3 1.79 9.963 34.238 1.79 9.963 34.238


3 3

4 1.63 9.065 43.302 1.63 9.065 43.302


2 2

5 1.47 8.173 51.475 1.47 8.173 51.475


1 1

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6 1.22 6.779 58.254 1.22 6.779 58.254


0 0

7 1.14 6.346 64.600 1.14 6.346 64.600


2 2

8 1.12 6.233 70.833 1.12 6.233 70.833


2 2

9 .841 4.673 75.506

10 .787 4.373 79.879

11 .671 3.727 83.607

12 .617 3.426 87.033

13 .548 3.042 90.075

14 .468 2.602 92.677

15 .438 2.431 95.107

16 .401 2.225 97.332

17 .270 1.501 98.833

18 .210 1.167 100.000

Extraction Method: Principal Component Analysis.

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Component Matrixa

Component

1 2 3 4 5 6 7 8

MCF - Financial Needs .568 .282 .237 -.387 -.040 -.233 -.370 .098

MCF - Family donot support -.141 -.413 .096 .474 .073 .142 -.141 .399

MCF - Social Problems .501 -.319 .218 .063 .363 -.064 .204 .246

MCF - Adj.prob. with peers .440 -.005 -.228 .010 -.437 -.375 .375 -.14
5

MCF - DS with peers reln with -.154 -.176 .650 .164 .090 -.074 .100 -.34
authority 4

MCF - DS with Co-op level .116 .468 .466 .319 .039 -.249 .015 .130

MCF - No challenging job .252 -.070 -.203 -.416 .471 .205 .164 -.29
6

MCF - No learning opp -.176 -.025 -.310 .563 .416 -.182 -.118 -.26
5

MCF - Training opp -.024 .159 -.726 .024 .069 .305 -.054 .126

MCF - DS with Per. App. Sys .208 .578 .037 .389 .354 -.051 .047 .274

MCF - DS with career planning .677 .186 .026 .080 -.112 .309 .006 -.09
0

MCF - DS with authority & resp. .282 -.259 .300 .077 -.281 .635 -.186 .201

MCF - DS with pay & incentives -.407 .361 .074 .281 -.078 .348 .411 -.12
5

MCF - DS with awards & rewards -.169 .631 -.085 -.259 .261 .031 -.225 .220

MCF - DS with job security .560 -.260 -.002 .149 .509 .103 -.142 -.29
9

MCF - DS with policies .596 .319 -.208 .404 -.287 .110 .195 -.10
7

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5. CONSIDERING ALL FACTORS TOGETHER

Factor Analysis

Communalities

Initial Extraction

PF - Workings Hours / Shifts 1.000 .477

PF - Work Assignment 1.000 .637

PF - Work Interval 1.000 .800

InB -Giving Daily Work 1.000 .684

InB - Criticism 1.000 .691

InB - Participation in Conf. Acts. 1.000 .713

InB - Sitting Arrangements 1.000 .783

InB - Health & Hygienic Conditions 1.000 .676

InB - Physical Surroundings 1.000 .694

Exp.DS-Adj. Prob, Patients anger in critical situation 1.000 .780

Exp.DS-Patients Demands 1.000 .769

Exp.DS-Problems from the patients relatives 1.000 .701

MCF - Financial Needs 1.000 .783

MCF - Family donot support 1.000 .603

MCF - Social Problems 1.000 .755

MCF - Adj.prob. with peers 1.000 .751

MCF - DS with peers reln with authority 1.000 .628

MCF - DS with Co-op level 1.000 .718

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MCF - No challenging job 1.000 .828

MCF - No learning opp 1.000 .743

MCF - Training opp 1.000 .773

MCF - DS with Per. App. Sys 1.000 .761

MCF - DS with career planning 1.000 .682

MCF - DS with authority & resp. 1.000 .752

MCF - DS with pay & incentives 1.000 .617

MCF - DS with awards & rewards 1.000 .737

MCF - DS with job security 1.000 .820

MCF - DS with policies 1.000 .823

MCF - DS with welfare facilities 1.000 .734

MCF - DS with Org. Image 1.000 .819

Extraction Method: Principal Component Analysis.

Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Cumulative % Total % of Cumulative %


Variance Variance

1 2.92 9.761 9.761 2.92 9.761 9.761


8 8

2 2.61 8.705 18.466 2.61 8.705 18.466


1 1

3 2.38 7.937 26.403 2.38 7.937 26.403

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1 1

4 2.11 7.057 33.461 2.11 7.057 33.461


7 7

5 2.03 6.790 40.251 2.03 6.790 40.251


7 7

6 1.87 6.255 46.506 1.87 6.255 46.506


7 7

7 1.55 5.192 51.698 1.55 5.192 51.698


8 8

8 1.39 4.659 56.357 1.39 4.659 56.357


8 8

9 1.37 4.580 60.938 1.37 4.580 60.938


4 4

10 1.22 4.080 65.018 1.22 4.080 65.018


4 4

11 1.14 3.802 68.820 1.14 3.802 68.820


1 1

12 1.08 3.611 72.431 1.08 3.611 72.431


3 3

13 .971 3.235 75.666

14 .911 3.037 78.704

15 .806 2.687 81.391

16 .784 2.614 84.005

17 .707 2.355 86.361

18 .626 2.085 88.446

19 .578 1.928 90.374

20 .516 1.721 92.094

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21 .388 1.295 93.389

22 .383 1.276 94.665

23 .352 1.173 95.838

24 .319 1.065 96.903

25 .242 .807 97.710

26 .205 .685 98.395

27 .156 .519 98.914

28 .144 .480 99.393

29 .100 .333 99.727

30 .082 .273 100.000

Extraction Method: Principal Component Analysis.

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Component Matrixa

Component

1 2 3 4 5 6 7 8 9 10 11 12

PF - Workings -.313 -.088 -.299 .245 .200 .046 .191 . .172 .011 .144 .102
Hours / Shifts 286

PF - Work .424 .257 -.259 -.211 .244 -.030 .022 . .343 .116 -.246 -.158
Assignment 038

PF - Work .346 -.229 .510 -.263 .188 .112 .150 -.25 -.057 .071 -.318 .231
Interval 6

InB -Giving -.313 .196 -.185 -.399 .178 .255 .207 -.22 .211 .048 .140 .316
Daily Work 0

InB - Criticism -.429 .228 .353 -.357 .333 .184 .108 . -.010 .044 .140 .016
158

InB - .125 .520 .383 -.060 -.105 -.114 -.236 . -.207 .147 .211 -.046
Participation in 294
Conf. Acts.

InB - Sitting .049 -.335 -.199 -.604 -.143 -.072 .160 . -.157 -.111 .027 .243
Arrangements 340

InB - Health & -.062 -.245 .064 .345 -.351 -.071 -.256 . .463 .163 -.107 .205
Hygienic 008
Conditions

InB - Physical -.185 -.517 -.097 -.122 .208 -.180 .016 -.13 .403 -.002 .309 -.131
Surroundings 3

Exp.DS-Adj. -.117 .370 -.285 .170 .235 -.190 .442 -.00 -.450 -.056 .123 .107
Prob, Patients 2
anger in critical
situation

Exp.DS-Patients .031 .104 .324 .215 .483 .077 .355 . .359 -.203 -.037 -.262
Demands 034

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CHAPTER – 7. FINDINGS
➢ Findings are the observation done on the nurses on the various factors. They are
as follow: -

➢ PERSONAL FACTORS

✔ The findings says that how the nurses are in the working conditions in manner
with the working hours.

✔ Also, the work assignment which they are given.

✔ With the work interval also at the time of work.

➢ IN – BUILT FACTORS

✔ The nurses working in the hospital are at neutral level in terms of the in – built
factors.

✔ The in – built factors says that the nurses are concentrating on the hygienic
conditions and are satisfied with their surroundings.

✔ Also that the nurses are having the understanding in between them.

➢ MANAGEMENT CONTROL FACTORS

✔ The findings of the management control is about that the nurses are much
concentrating on the Financial needs.

✔ The findings say that the nurses working in the hospital are not getting the co
– operation

✔ They are not getting equality in the incentives and in pay.

➢ And, they are satisfied with:

✔ Peers Relation

✔ The Responsibility given to them

✔ Policies & Welfare Activities

✔ Job Security

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Also, they are much satisfied with the Organization Image & also learning
opportunities.

CHAPTER – 8. SUGGESTIONS / RECOMMENDATIONS


➢ The organization should give the nurses some better pay and incentive so that would
feel like they are been care for at the work.

➢ Also, they should arrange some of the program/ seminar for the nurses so as they can
cut down the communication gap in between them.

➢ They should increase the training sessions for the nurses.

➢ They should be given some challenging work and for that more responsibility should
be headed to the nurses.

➢ New things should be introduced at work place.

➢ There should be some innovative rewards system so for gaining them, they would
work harder.

➢ There should be suggestion scheme for the employees to increase participation rate.

➢ Regular training should be given to all employees so that the improvement and the
development would take place among them.
➢ There should be better performance appraisal system, which is associated with the
effective reward system.

➢ There should be counselling centre in the hospital, which deals with social problems
of the employees and deal with major problems of absenteeism, regularity,
participation, etc in the hospital for their betterment.

➢ There should be some regular meetings in which top authorities should personally
meet the employees to know their problems, which can be lead to the better
motivation for the employees.

➢ All employees should be given knowledge about the hospital’s vision, mission and
the quality policy which will build environment of trust amongst them.

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➢ Some get – to – gather functions for all staff in year should be planned in every year
so that the preservation of the hospital staff would be maintained at a major rate.

➢ There is a need to arrange training and development programs for the nurses working
in the hospital.

➢ There is need assessment survey to meet the employees more frequently and interact
with them about their jobs, problems encountered and even invite suggestions from
them regarding improving their job performance.

➢ There is need to design and implement innovative rewards and incentive programs to
make the nurses work for their betterment and also can earn position and promotion in
grace of rewards and incentives.

➢ Use innovative motivation technique for the nurse staff.

➢ Acknowledge and appreciate good work done by the nurses so that they get
encouraged and motivated to continue the desirable behaviour and performance
otherwise they may start avoiding work responsibility.

➢ Give continuous ongoing feedback to the nurses about their performance irrespective
of the fact whether it is good or not. Give feedback like positive feedback and
negative feedback.

➢ Management should attempt to use the multiple performance appraisal methods,


appropriate to needs to the different jobs required to be performed so the outcomes
can have better accuracy and reduce biases.

➢ Management should try to involve people in decision making where ever possible so
that it attracts better commitment to the work.

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CHAPTER – 9. ANNEXURE
9.1 QUESTIONNAIRE

QUESTIONNAIRE
1. Age:
16 – 24
25 – 40
41 and above

2. Gender:
Male
Female

3. Education Qualification:

4. Working Type: Full – Time


Part Time

5. Working Status:

6. How long have you been working in BAGH?

7. How much is your pay in the hospital?

8. What are your working hours?

9. How many over – time hours do you work usually in a week?


In all, hours
At my wish, hours
Don’t work over – time hours

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10. Are you aware about the organization’s status like,


Aspects Completely Somewhat Not often Poorly Not at all
informed informed informed informed informed
Hospital Goals
Future Plans
Economic situations,
Budgets
Staff problems among the
departments

11. Do you think it is necessary that organization should inform you about the above
aspects?

Yes No

Why?

12. How tiring is your work?


Aspects Not at all Not particularly Somewhat tiring Tiring Very tiring
tiring tiring
Physically
Mentally

13. How often you get tired after the work and can’t deal with your personal work?
No, particularly never
Rarely
Sometimes
Yes, quite often
Yes, very often

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14. How often do you have to do the work of your colleagues who are ill or absent for the
reasons, including your own regular work?

Never
Rarely
Sometimes
Quite often
Very often

15. During the working week, how many hours you spend on,

– In meetings & discussions for patients hours


– Education / Training meetings hours
– Administrative or staff meetings hours
– Doing necessary paper work hours

1. Hospital is a complex organization, how much do you feel that you are an integral
part of the hospital?

Never
Rarely
Sometimes
Often
Completely

2. How would you relate the physical work given to you?


Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Working Hours / Shifts
Work Assignment
Work Intervals

3. How would you relate the mind condition created to you related to your work?

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Aspects Very Quite Neutral Rather Very


Satisfied Satisfied Dissatisfied Dissatisfied
Financial Needs
Family do not support
Social Problems

4. How would you relate your relation with the supervisor?


Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with his / her
attitude to give daily working
information
Dissatisfaction with his / her
criticisms
Dissatisfaction with
opportunity for participation
in confidential activities

5. How would you relate the peers’ relationship with you at the work?
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Adjustment problems with
peers

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Dissatisfaction with peers


relationship with authority
Dissatisfaction with the
co – operation level

6. How would you relate your relation with the patients in the hospital?
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Adjustment problems with
the patients anger in critical
situation
Dissatisfaction with the
patients demands
Problems from the patients
relatives

7. How would you relate yourself with the physical surroundings & working condition?
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with the
sitting arrangements
Dissatisfaction with health &
hygienic conditions
Dissatisfaction with the
physical surroundings

8. How would you associate your advancement opportunity with relation to your work?
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
No challenging job
No learning opportunities in
relation to medical field

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Dissatisfaction with training


opportunities

9. How would you relate the future growth for you in the working climate in the
hospital?
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with
performance appraisal system
Dissatisfaction with the
career planning
Dissatisfaction with authority

& responsibility

10. How would you associate to your job / work with the motivation factor in the
hospital?
Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with pay &
incentives
Dissatisfaction with awards /
rewards
Dissatisfaction with job
security

11. How would you associate the organization with you?


Aspects Very Quite Neutral Rather Very
Satisfied Satisfied Dissatisfied Dissatisfied
Dissatisfaction with policies
in the organization
Dissatisfaction with welfare
facilities

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Dissatisfaction with the


organization’s image

12. Generally speaking, how satisfied are you with your job?

Very Satisfied
Quite Satisfied
Neutral
Rather Dissatisfied
Very dissatisfied

13. Any other suggestions to the organization?

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9.1BIBLIOGRAPHY

– WEBSITES
• www.wikipedia.org
• www.businessballs.com
• www.msh.org
• www.baghospital.com

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