16w21e0004.pdf

A STUDY ON

“JOB SATISFACTION” With Reference To

“APOLLO HOSPITALS” VISAKHAPATNAM A Project Report Submitted to JNTU Kakinada in partial fulfillment of the requirement for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION Submitted By

CHAVAKALA UMA CHANDRIKA Reg. No.16W21E0004

Under the guidance of

Dr. BASABA JYOTI, MA,M.Phil,LLB,Ph.D Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES PYDAH KAUSHIK COLLEGE OF ENGINEERING Affiliated to JNTU-Kakinada Gambheeram,Visakhapatnam (2016-2018)

10th June, 2017

CERTIFICATE We are here to confirming that Chavakala Uma Chandrika a student of Pydah Kaushik College of Engineering, Gambheeram, Visakhapatnam has been allowed to do her summer project in our organization for the period of from 01.06.2017 to 30.06.2017 in the area of HR on “Job Satisfaction”.

Thanking you.

For Apollo hospital Visakhapatnam

A.V.N. SUDHAKAR HR- Manager

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DEPARTMENT OF MANAGEMENT STUDIES Affiliated to JNT University (K) VISAKHAPATNAM

CERTIFICATE This is to certify that the project entitled “A STUDY ON JOB SATISFACTION” in “APOLLO HOSPITALA” VISAKHAPATNAM is the bonafide record of work done by CHAVAKALA UMA CHANDRIKA, Reg. No: 16W21E0004 under my guidance during the period (2016 – 2018) in partial fulfillment of the requirement for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION in PYDAH KAUSHIK COLLEGE OF ENGINEERING affiliated to JNTU Kakinada.

Dr.V.SIREESHA RANI, MHRM, M.Phil, Ph.D Head of the Department

Dr.BASABA JYOTI ,MA ,M.Phil, LLB,Ph.D Project guide

External Examiner

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DECLARATION I hereby declare that the project entitled “A STUDY ON JOB SATISFACTION ” in “APOLLO HOSPITALS”, VISAKHAPATNAM” submitted to JNTU-K is a bonafide work done by me in partial fulfillment for the award of Degree of Masters of Business Administration. This project report is my own and it is neither submitted to any other Institution/University for the award of any degree or diploma and nor published before.

Place :Visakhapatnam Date : 16W21E0004

CH. Uma Chandrika Regd no :

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ACKNOWLEDGEMENT I would like to express my sincere thanks to Dr. S Sarabandi, Director of MBA, and Dr. Sireesha Rani Vasa, MHRM, MBA, Ph.D. Head of the Department for their constructive cooperation and valuable guidance throughout the course and also during the project work. I

am

grateful

to

my

project

guide

Dr.

Basaba

Jyoti,

MA,M.Phil,LLB,Ph.D. Assistant Professor Department of Management Studies for her valuable guidance and suggestions to complete this project report successfully. I am grateful to Mr. A.V.N.SUDHAKAR MANAGER (HR & TRAINING

“APOLLO HOSPITALA” VISAKHAPATNAM) for giving me an opportunity work on this project and I thank all the members in the faculty of Business management (MBA) for the encouragement in my Project Work. I express my thanks to my parents, and friends who helped and supported me a great extent to complete this project. Further, I thank the Almighty in bestowing his blessings on me for successful completion of my studies.

Ch.Uma Chandrika Regd no.16W21E0004

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CONTENTS

CHAPTER-1

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 INTRODUCTON OF THE STUDY  NEED FOR THE STUDY  SCOPE OF THE STUDY  OBJECTIVES OF THE STUDY  METHODOLOGY OF THE STUDY  PRESENTATION OF THE STUDY  LIMITATIONS OF THE STUDY

CHAPTER-2

9-22

 INDUSTRY PROFILE  COMPANY PROFILE

CHAPTER-3

23-41

 THEORITICAL FRAME WORK OF STUDY

CHAPTER-4

42-70

 DATA ANALYSIS AND INTERPRETATION

CHAPTER-5

71-74

SUMMARY FINDINGS SUGGESTIONS CONCLUSION BIBLOGRAPHY

75

QUESTIONNAIRE

76-78

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CHAPTER-i INTRODUCTION NEED FOR THE STUDY Scope of the Study OBJECTIVES OF THE STUDY METHODOLOGY Presentation of the study  LIMITATIONS      

INTRODUCTION Human Resource Management (HRM) is rather difficult to say spontaneously what management means through we have studied a course in management. But it is necessary to record what management is before studied a course in management. Management has been the art of getting things done through people. The term human resource is quiet popular in India with the institution of missionary of human resource development in the union cabinet. But most people may not know what exactly the human resource means. The tem human resource management can be thought of as the knowledge, skills, creative abilities, talents and aptitudes of an organization work force as well as the value, attitudes and beliefs of the individuals involved it can also been explained in the sense that is resource like any natural resources. It does means that the management can get and use the skills, tapping and utilizing them again and again. Thus, it is long term perspective where as personnel in a short term perspective. Human resources are also regarded as human factor, human asset, human capital and the like. The terms labor and manpower has been used wisely in the employee as a whole but it does not clearly denote various components of human resources like skill, knowledge, values…etc. Job Satisfaction in regards to once feeling or state of mind regarding the nature of their work. Job can be influenced by variety of factors like quality of one’s relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative towards job has been defined variously from time to time. In short job satisfaction is a person’s attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon one’s success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such

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as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievences, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job. The more satisfied they are said to be. A primary influence and performance using methods such as job rotation, job enlargement, job enrichment and job reengineering. Other influences on satisfaction include management styles and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is an important indicator of how employee feel about their their job and a predictor of work behavior such as organizational citizenship, absenteeism, turnover. Job satisfaction benefits the organization includes reduction in complaints and grievance, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier workforce. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longetivity. Job satisfaction is very important attribute and is frequently measured by organization. The most common technique for measurement is the use of rating scales where employee report their thoughts and reactions to their jobs. Questions can relate to rates of pay. Work responsibilities, variety of tasks, promotional opportunities, the work itself, and co-workers. The current project has been undertaken with the following objectives to find whether yhe employee of invest leaf are satisfied or not; analyse the company’s working environment; check the degree of satisfaction of employees; find that they are satisfied with their job profile or not; and to find out if the employees are working with their full capabilities or not.

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NEED FOR THE STUDY “job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: 

Specific job factors.



Individual characteristics.

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Group relationship outside the job.

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The main purpose behind this project is to study the satisfaction of employees regarding their job in the organization. it is necessary for an organization to evaluate and examine the satisfaction level of human resource.

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To find the problem which cause lack in job satisfaction for the employees.

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To take steps to increase the level of job satisfaction.

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SCOPE OF THE STUDY The development of any organization is mainly depending on the satisfaction level of the employees so that they can perform well in the organization. The company can analyze the level of employee satisfaction in their organization. The company can improve the working condition environment to satisfy the employees based on the results of this survey. They can implement these suggestions to overcome many problems faced in the organization. I can understand how actually an organization works can get more insight on the concept of job satisfaction. It provides me great

relate theoretical concepts learnt in my course to the actual happenings in the

organization. Job satisfaction is considered as a key issue by the entrepreneur where efforts are taken and programs are initiated. So every organization is giving higher priority to keep their employees with satisfaction by providing several facilities which improves satisfaction and which reduces dissatisfaction. It is said that satisfied employee is a productive employee, any kind of grievance relating to organizational or personal to a greater extent influence on the job.

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OBJECTIVES OF THE STUDY 

To study overall working conditions of the employees.



To analyze the factors that influencing the job satisfaction levels.



To observe the job satisfaction of the employees and also to suggest suitable methods.

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To find out the levels of job satisfaction of non-executives in Apollo Hospital, Visakhapatnam.

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To known the superior, subordinates relationship.

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To known the stress in the job.

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To suggest measures to improve satisfaction levels among employees.

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METHODOLOGY Fundamental to the success of any research project is sound research design. A research designs purely and simply. The work or plan for a study that guide the collection and analysis of the data. A good research design has the characteristics analysis, time required for research project and estimate of expenses to be incurred. The function of research design is to ensure that the required data are collected accurately and economically . It is followed in completing a study.

SOURCE OF DATA: 

PRIMARY DATA: it is obtained by administration through questionnaire and observation.

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SECONDARY DATA: This is obtained through company website, records, magazines, journals and interacts.



QUESTIONNAIRE: The questionnaire consists of 28 questions. UNIVERSE: The total man power is 623. SAMPLE SIZE: The sample size taken for the study is 100. SAMPLING METHOD: The method used is sample random sampling method 

The sample size taken for the study is 100.

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PRESENTATION OF THE STUDY Chapter 1: INTRODUCTION: It consists of need for the study , objectives of the study, methodology, scope the study, presentation and limitations. Chapter 2: INDUSTRY AND COMPANY PROFILE: In the industry profile, we discuss about the history of pharmaceutical industry in india along with importance of the industry .In the company profile the vision, mission, nature of activity has been given. Chapter 3: THEORITICAL FRAMEWORK OF EMPLOYEE JOB SATISFACTION: It gives the conceptual framework of employee job satisfaction. Chapter 4: DATA ANALYSIS AND INTERPRETATION: It analysis entire data in this chapter. The analysis has been interpreted with the help of the respondents on the topic. Chapter 5: FIFTH CHAPTER CONSISTS OF: Findings Summary Conclusion Bibliography Questioners

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LIMITATIONS OF THE STUDY 

opinions expressed by employees in the questionnaire may not be genuine or what they actually feel and there is every chance of bias coming in to play.



Due to the time limit the study is restricted to conduct on of sample and the findings are continued to employees who participated in the study.



Measurement or assessment appraisal tools such as the Apollo profile can provide guidelines only for candidates and users.



To be most valuable to candidates and users the interpretations of the scores in each category are stated in objective, clear and direct terms.

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The survey is subjected to the bias and prejudices of the employees.



Hence 100% accuracy can’t be assured.



Duration of the project 30 days was not sufficient for detailed study of the topic.

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CHAPTER-ii  INDUSTRY PROFILE  COMPANY PROFILE

INDUSTRY AND ORGANIZATION PROFILE APOLLO is one of the fastest growing hospital chains in India, engaged in providing primary as well as tertiary health Apollo services. It is a hospital chains that is founded and managed by professionals with a mission and a passion for providing health Apollo for the needy. At APOLLO, the growth has been phenomenal. From a 100-bed single specialty Heart Institute facility focusing on cardiac Apollo in Nampally (Hyderabad), APOLLO has become a multi-specialty hospital chain comprising of 1400 beds across 12 hospitals. APOLLO’s reputation for its humanitarian and selfless service has ranked this esteemed institution as the fourth largest health Apollo provider in India (CRIS-INFAC report, 2006). Our effort to provide quality health Apollo with compassion has rewarded us with the honor of being the top health Apollo provider in Andhra Pradesh. With the service-oriented Health Apollo delivery model, APOLLO is geared to provide cost effective and user friendly medication. Despite the intense competition and intense marketing tactics employed by multiple commercial corporate organizations, APOLLO has carved a niche for itself by garnering the best reputation amongst the local masses. Armed with the best of the facilities in areas of Education, Research, patient Apollo and highly qualified professionals, APOLLO endeavors to match global benchmarks and conquer health apollo market in the second decade of its establishment.

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MISSION At APOLLO, our mission is more than just a statement; it’s the cornerstone of all our efforts: "To provide the best and cost-effective Apollo, accessible to every patient, through integrated clinical practice, education and research, delivered with compassion, Apollo and concern through team spirit and transparency."

VISION 

To evolve as a unique university-based health centre where the quest for new knowledge would continuously yield more effective and more compassionate Apollo for all.



To nurture a new generation of professionals of life-long commitment, dedication, knowledge, skills, wisdom and values.

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To strive for public trust and maintain medicine’s humane and noble place among professions.



To be globally competitive in health apollo and related businesses integrating local culture and ethos.

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OBJECTIVES 

Upgrade its education and Research wing on par with the international standards and consequently develop health apollo solutions for under developed and developing areas.



Register a phenomenal growth by adding 5000 beds in the next five years.



Offer unique platform to various partners and collaborators, both national and international, to innovate in health apollo delivery systems, coverage systems like microfinance/ micro insurance, medical education and research.

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Develop health apollo solutions for underdeveloped and developing countries.

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To develop comprehensive health apollo delivery model that suits our population.

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To develop centers of excellence in medical specialties.

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To compromise the obsolete and seek excellence through effective and up-to-date technology and service.

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Undertake clinical practice through high-end education and research.

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Create a web of PCD clinics, corporate health plans, and associates program to leverage the use of technology and gain access to remote areas.

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VALUES The corner stone of values practiced at APOLLO stem from our ideology of ‘to put patient’s interests first’. The ideology dictates every aspect of the clinical governance, patient apollo and the work culture. The great heights we have achieved in delivering medical apollo with exceptional quality have been a result of these values-based health services. 

PRACTICE: Practice medicine as an integrated team of compassionate physicians, scientists and allied health professionals.



EDUCATION: Service through efficient training and education of physicians, nurses and allied health professionals.

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RESEARCH: Conduct basic as well as advanced clinical research to improve patient apollo and quality in every service we undertake to offer.

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MUTUAL RESPECT: Treat everyone with respect and dignity.

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COMMITMENT TO QUALITY: Continuously strive to improve all processes that support patient apollo, education and research.

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WORK ATMOSPHERE: Foster teamwork, personal responsibility, integrity, innovation, trust and communication.

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SOCIETAL COMMITMENT: Support society we live in by assisting patients with limited financial resources.

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FINANCES: Allocate resources within the context of system rather than its individual entities.

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APOLLO PRINCIPLES APOLLO aims at providing a holistic approach to health Apollo. Our logo has been crafted with this thought in mind. Through the explanation of our logo and identity, we endeavor to help partners, branch organizations, shareholders and esteemed patients understand APOLLO and its entity better.

Brand Identity and Name are largely dependent on the Logo. People identify an organization with its Logo. It is a Logo that states in part the organizations ethics and values. The following list explains the APOLLO Logo 

The bold rectangular surrounding the frame logo exemplifies the well defined framework with in which APOLLO operates.



Each stroke that makes the pe



Destal identifies the multi-disciplinary teams working at APOLLO.

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The Foundation under the field depicts a level field for all, and talks about APOLLO’s transparent dealings.

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On top of the towering pedestal, the figure lending a helping hand signifies a professional standing on excellence, while a figure he’s helping up represents a patient down with disease.

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The color purple represents nobility and spirituality. And hence, it brings about certain spiritual calmness to those who come in contact with it.

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HISTORY A movement called ‘APOLLO’ took birth in the year 1997, when Padmashri Dr. B. Soma Raju led a team of medical professionals to set up the first APOLLO Hospital. It opened a new chapter in the history of health apollo. The driving force of Compassion, Concern, Apollo, coupled with single minded objective - the recovery of the patient is been the fountainhead of inspiration. Today, within a span of 10 years, APOLLO has emerged as the leading name in health apollo and has earned a reputation for humanitarian and self less service. But, most importantly, APOLLO has the undivided faith of millions. The origins of APOLLO can be traced to 1983 when a team of cardiologists, led by Padmashri Dr. B Soma Raju, set up a synergy for professional excellence in the cardiology department of the Nazism’s Institute of Medical Sciences (NIMS) in Hyderabad. The idea was to propel the cardiology department into one of the top centers in the country. The synergy gave momentum to the purpose and accelerated the birth of APOLLO 13 years later. The team collaborated with scientists to make health Apollo affordable through the development of indigenous medical technologies. It was the development of India’s first coronary stent (KalamRaju stent) that inspired the creation of APOLLO Hospital in 1997 to nurture a model that makes quality medical apollo affordable and accessible. APOLLO has emerged as: 

The Single Largest Team of Cardiologists and Cardiac Surgeons in the country.



A Multi-specialty hospital with round the clock availability of Cardiologists, Cardiac Surgeons, Neurologists, Critical Apollo Specialists, Anaesthiologist, etc.

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A hot-bed for many National and International Clinical Researches with close to 15 ongoing International clinical trials.

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An Institution with strong ethos and unflinching devotion to Ethical medical practice.

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Institute par excellence with continuous updating of medical knowledge by the Doctors and putting it into practice.

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MILE STONES 2007 

Commissioned a 100 - bedded multi-specialty hospital at Pune, Maharashtra.

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Commissioned a 100 - bedded multi-specialty hospital at Raipur, Chattisgarh.

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Setting up of APOLLO Clinic at Srinagar Colony, Hyderabad.

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Commissioned 100 bedded Multi-specialty Hospital at Bhubhaneshwar - Orissa.

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Commissioning 110 bedded Multi-specialty Hospital at Surat – Gujarat.

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Significant presence in South and Central India.

2006 

Commissioned a 105-bedded multi-speciality hospital at Nagpur, Maharashtra.

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Re-commissioned 150 bedded Multi specialty Hospital at Visakhapatnam - AP.

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Setup a 100-bedded multi-specialty hospital at Musheerabad, Hyderabad in association with Gurunanak Trust named Gurunanak APOLLO Hospital.

AWARDS AND HONORS An organization’s credibility is shown by the Awards and Honors it has received from various sources. The following lists out the Awards and Honors APOLLO has received. 

Ranked one amongst the Top Health apollo Providers of India by CRIS-INFAC Report 2006.

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Bharat Ratna, Dr. A.P.J Abdul Kalam inducted into board in 2001. (Later resigned in 2002).

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Padmashri awarded to Dr. Somaraju, Chairman of APOLLO in 2001.

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Defense Technology Spin Off Award to APOLLO Foundation from the Prime Minister in 1999.

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FACTS AND FIGURES The following list shows the number of people who opt for APOLLO. 

4, 50,000 Out Patient consults per year.

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30,000 admissions per year.

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4,000 cardiac surgeries per year (top four in the country).

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10,000 cardiac catheterizations per year.

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4000 cardiac interventions per year.

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7,500 non-cardiac surgeries per year.

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STATISTICS The following table shows the patient apollo statistics at APOLLO Hospital

No. of Beds Available + No. of Beds in Progress

APOLLO Nampally

200 beds, 50 more to be added in 2008

APOLLO Banjara Hills

225 beds, 65 more to be added in 2008

APOLLO Secunderabad

32 beds

Gurunanak APOLLO,

100 beds

Musheerabad

APOLLO Vijayawada

100 beds, 200 more in the pipeline by 2009

APOLLO Nagpur

110 beds

APOLLO Visakhapatnam

150 beds, 70 more beds to be added in 2008

APOLLO Raipur

100 beds, another 100 to be added in 2008

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APOLLO VISAKHAPATNAM Continuous guidance, warm Apollo and emphasis on putting the patient’s interests above us have emerged as the hall marks of APOLLO group. APOLLO Visakhapatnam was established in tune with these hall marks of the APOLLO group. For this purpose APOLLO group has acquired VISAKHA HOSPITALS AND DIGNOSTICS LIMITED as a subsidiary. APOLLO Visakhapatnam, a part of the APOLLO group chain of super-specialty hospitals, has been in the forefront in delivering quality medicine since 1999. And since then, it has made a mark for itself as a premier Institute. Originally started out as an exclusive hospital for treatment of cardiac and cardio thoracic ailments, it has firmly rooted itself into the community and gradually, over the decade, emerged as a multi-disciplinary super-specialty hospital. This 140 bedded hospital is designed to render services in various specialties like Cardiology, Cardio Thoracic Surgery, Neurology, Neurosurgery, Nephrology (Dialysis), Critical Apollo, Gynecology, orthopedics, Urology, Oncology, ENT, General Surgery, Physiotherapy and all other specialties. With a surplus of experienced and highly qualified surgical staff and envious state-of-the-art technology, the hospital has set its eyes of achieving the common APOLLO goal i.e. achieving the highest patient satisfaction by providing high quality apollo at affordable cost.

APOLLO HOSPITAL (VISAKHA HOSPITALS & DIAGNOSTICS LTD.) 10-50-11, Waltair Main Road, Ramnagar, Visakhapatnam – 530 002 Corporate Office: Apollo Convergence Center H.No 8-2-595/2/b, Road No 10, Banjara Hills. Hyderabad-500034, Andhra Pradesh, India Ph: 91-40-30116000.

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MANAGEMENT Every organization or Group’s growth and prosperity is largely dependent on the leadership of the organization. It is an indisputable fact that APOLLO Group of Hospitals has grown in reputation and profits primarily because of the governance and leadership. APOLLO’s governance and leadership team has been undoubtedly responsible for the growth of APOLLO as a Hospital Group.

LIST OF DOCTORS:  Dr. T.Ravi Raju,M.D (D.M,Nephrologist)  Dr. D.K Baruah ,M.D ,FACC(cardiologist)  Dr. S. Anil pathro M.D ,D.N.B consultant nephrology  Dr. Vijaya rama M.D, D.G.O (Gynacologist)  Dr. A. Syamala M.D, D.G.O (Gynacologist)  Dr. Aruna janaki M.D ,O.B.G  Dr. N.K Pani grahi M.D, D.M (senior consultant) FICC, FACC.  Dr. Sesha mohan debca M.D general medician  Dr. S.Sabitha M.D (dermacologist)  Dr. M. Sridevi M.D , D.G.O (gynecologist)

BOARD OF DIRECTORS Dr. B. Soma Raju, Chairman and Managing Director Dr. N. Krishna Reddy, Director and CEO Mr. D. Suresh, Director Dr. A. Rajagopala Raju, full-time Director

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Mr. C. Rama Krishna, Director Mr. Rajeev Amrish Agarwal, Director Mr. John Michael Lind, Director Dr. G.N.Rao, Director COMPANY SECRETARY Mr. N.Anjaneyulu

VISAKHA HOSPITALS AND DIAGNOSTIC LIMITED Dr. V. Krishna Murthy, Executive Director Dr.G.S.R.Murthy, Medical Director

Key Officials Dr. G.V.S. Rao, Medical Superintendent Mrs. Madhavi Datla, Hospital Administrator Dr. Nandha Kishore, Resident Medical Officer P. Balaram Murthy, DGM for Finance and Accounts Mr. V.S.P Raju, DGM ( HID) Mr. Raja Ruthann, Assistant General Manager Mrs. Udhaya Bashini, nursing superintendent Mr. Swami Vaadapalli, Assistant General Manager Mr. T. Balaji, H.R Manager Mr. A.V.N SUDHAKAR Manager – HR

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Company Overview Text Size:

It is often said that nothing happens, unless there is a dream first. At the genesis of the Apollo story there was a dream. A dream so powerful, that it helped transform the medical landscape in India.

Company Vision Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.

Mission Statement "Our mission is to bring healthcare of International standards within the reach of every individual. We are committed to the achievement and maintenance of excellence in education, research and healthcare for the benefit of humanity" The dream nurtured and grew within Dr. Prathap C Reddy, the founder Chairman of Apollo Hospitals, until the point of inflection happened in 1983. A young man succumbing to an ailing heart was what it took to ignite Dr. Reddy's vision into a reality - a vision where quality healthcare was given, where the pursuit of clinical excellence was daily endeavor, India a hub in the medical tourism map and where the Apollo family touches and enriches lives every minute, every day. Today, with over 8500 beds across 51 hospitals, and a significant presence at every touch-point of the medical value chain, Apollo Hospitals is one of Asia’s largest healthcare groups. Commenced as a 150 bed hospital, today the group has grown exponentially both in

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India and overseas. Its growth is often said to be synonymous with India emerging as a major hub in global healthcare. Apollo Hospitals is driven by a single thrust, to provide the best standards of patient care. It is this passion that has lead to the development of unique centers of excellence across medical disciplines, within the Apollo Hospitals network. Apollo Hospitals has JCI accreditations for 8 of its hospitals, the largest by any hospital group in the region. True to its founding principles, the group has made quality healthcare accessible to the people of India, and even overseas. It has become an institution of trust, and a beacon of hope to so many searching for a cure for their ailments. The legacy of touching and enriching lives stems from the pillars of the Apollo philosophy - experience, excellence, expertise and research. We pride ourselves for constantly being on the cutting edge, and going the extra mile to stay relevant and revolutionary. The Apollo Hospitals Group is the pioneer of integrated healthcare delivery in India. This vision led the group to earmark time and resources to strengthen each vital cog in the process of healthcare delivery. As a result of these efforts, the group today is in a unique position to exponentially increase its healthcare cover. This will be critical in order to meet future requirements. Apollo Hospitals Group, today, is an integrated healthcare organization with owned and managed hospitals, diagnostic clinics, dispensing pharmacies and consultancy services. In addition, the group’s service offerings include healthcare at the patient’s doorstep, clinical & diagnostic services, medical business process outsourcing, third party administration services and health insurance. To enhance performance and service to customers, the company also makes available the services to support business, telemedicine services, education, training programs & research services and a host of other non-profit projects. The success of any organization depends on the effective utilization and motivation of human resources.

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CHAPTER-III THEORETICAL FRAME WORK

THEROTICAL FRAMEWORK OF THE STUDY JOB SATISFACTION A THEORITICAL FRAMEWORK: Job satisfaction is an integral component of an organization climate and an important element in management employee relationship-job satisfaction is a positive emotional state that when a person’s job values provided these values are compatible with ones needs. Job satisfaction is a simple works, is an individual emotional relation to the job itself. It is a person attitude towards the job people spends a sizable amount of their time in work environment. From any minimally humanitarian point of view they accept the portion of their lives to be more amount of pleasurable or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely you will experience job satisfaction.

THEORIES OF JOB SATISFACTION There are vital differences among experts about the concept of job satisfaction. Basically, there are four approaches/ theories of job satisfaction. They are:  Fulfillment theory  Discrepancy theory  Equity theory  Two-factor theory  Fulfillment theory The main aim of this theory is to measure satisfaction in terms of rewards a person receives or the extent to which his needs are satisfied. Job satisfaction cannot be regarded merely as a function of how much a person receives from his job but it is the strength of the individual’s desire of his level of aspiration in a particular area.

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The main difficulty in his approach as observed by willing is that job satisfaction is not only a function of what a person receives but also what he feels he should receive, as there would be considerable difference in the actual and expectations of persons.

 Discrepancy Theory The proponents of this theory is that satisfaction is the function of what a person actually receives from his job satisfaction and what he thanks receives or expects to receive. This approach does not make it clear whether or not over satisfaction is a part of dissatisfaction and if so, how it differs from dissatisfaction

 Fulfillment theory Fulfillment theories regard satisfaction in terms of outcomes (reward) a person receives or the extent to which a person’s needs are satisfied. Schaffer thinks that ‘job satisfaction’ will directly with the extent to which those needs of individual which can be satisfied are actually satisfied’ Vroom also views satisfaction in terms of the positively valued outcome that a job provide to person. This difficulty with fulfillment approach to job satisfaction is that satisfaction is a function of not only what a person receives but also which he feels he should receive and/or want to receive what may satisfy a person may leave another disulfide because of the differences in the expectations. More also received from his job or what may be termed as “environment all the return another factor has to included in order to predict satisfaction accurately. This variable was the strength of the individual desire or his level of aspiration in a particular area.”

 Equity The proponents of this theory are of the view that a persons satisfaction determined by his perceived equity which in from is determined by his input-output balance when compared to others input-output balance. Input-output balance is the perceived ratio of what a person received from his job relative to what he contributes to the job. 24

 Two-Factor Theory This theory was developed by Herzberg, Manusner, Paterson and Cap well who identified certain factors as satisfiers and dissatisfies. Factors such as achievement, recognition responsibility etc., are satisfiers, the presence of which causes satisfaction but their absence does not result in dissatisfaction on the other hand the factors such as supervision salary, working conditions etc are dis-satisfiers the absence of which cause dissatisfaction however their presence does not result in job satisfaction. This theory is considered invalid as a person can get both satisfaction and dissatisfaction at the same time.

DETERMINANTS OF JOB SATISFACTION According to Abraham A. Kumar there two types of variables, which determine the job satisfaction of an individual. These are:  Organization Variables  Personal Variables 

Organization variables:



Occupational Level : The higher the level of the job, the greater the satisfaction of the individuals. This is because, higher level of jobs carry greater prestige and self-control. This relationship between occupational level and job satisfaction stems from social reference group theory in our society values some jobs more than others. Hence people in values like them more than those who are in non-valued jobs. The relationship may also stem from the need fulfillment theory.



Job content: Greater the variation in job content and less the repetitiveness with which the tasks must be performed, the greater the satisfaction of the individuals involved. Since job content in terms of variety and nature of tasks

called for is a function of occupational

level. The theoretical arguments given above apply here also.

25



Considerate Leadership: People to be treated with consideration. Hence Considerate leadership results in higher job satisfaction than in considerate Leadership.



Pay and Promotional opportunities: All other things being equal these two Variables are positively related to job satisfaction.



Interaction among Employees: Here the question is, when interaction in the Work group is a source of job satisfaction and when it is not. Interaction is more satisfying when:



It results in the cognition that other person’s attitudes are similar to ones own Since, this permits are ready calculability of the others behavior and constitutes a validation of one’s self.



It results in being accepted by other and



It facilitates and achievement of goals.



Personal Variables For some people, it appears that most jobs will be dissatisfying irrespective of the organizational conditions, where for other most jobs will be satisfying personal variable for This difference.



Age



Educational Level



Role perception



Sex

26

INTRODUCTION 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 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 fulfillment.

Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and selfdevelopment. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity—the quantity and quality of output per hour worked—seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And although only little correlation

27

has been found between job satisfaction and productivity, Brown notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory". Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by Apollo fully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors.

Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings by Ting(1997) show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment

28

and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be Apollo fully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett suggests that employees ask themselves the following questions: 

When have I come closest to expressing my full potential in a work situation?



What did it look like?



What aspects of the workplace were most supportive?



What aspects of the work itself were most satisfying?



What did I learn from that experience that could be applied to the present situation?

Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: 

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition.



Develop excellent communication skills. Employer’s value and reward excellent reading, listening, writing, and speaking skills.



Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed.



Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards.

29



Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.



Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively.



See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction.



Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques. Ergonomics as defined by the international Ergonomics Association is the application of

scientific information concerning humans to the design of object systems and environment for human use. It is also called Biotechnology, Human Engineering or Human Factors Engineering. Historically, there is evidence that the Greeks used ergonomic principles in the 5th century BC to design tools and plan their workplaces. An excellent example of this is Hippocrates' description or a surgeon's workplace. Traditionally, Ergonomics has been used in industry for maximizing the efficiency of workers and the quality of work done. But if one looks at what Ergonomics is all about, it comes into everything that involves people - be it work, sport or leisure activities. It is an applied science of equipment design intended to maximize production by reducing human fatigue and discomfort. The application of the science can be physical, cognitive or organizational. 

The physical aspect deals with the human body's response to physical and physiological stress.



The cognitive aspect involves mental processes such as perception, attention, memory and mental workload.



The organizational aspect deals with the optimization of the organizational structure, policies and processes - work scheduling, team work, ethical practices, motivation and job satisfaction. 30

These three aspects come together to produce an ergonomically sound workplace, where people are not only more efficient but also comfortable and happy. Ergonomics complements industrial and technological advances.In the early 19th century, scientific management methods were introduced by Frederic Winslow Taylor. He found that by reducing the size and weight of the shovel used in coal mines, a worker could shovel more coal in a given time. In the early 1900s, Frank and Gillian Galbreth developed time motion studies to improve efficiency by eliminating unnecessary steps and actions while carrying out a given task. They applied this to brick-laying and were able to reduce the movements from 18 to 4.5 and thereby the efficiency of the worker improved considerably. During World War II, new machines and weapons were developed which placed great demands on the people operating these devices. For example, aircraft crashes due to pilot errors were reduced by redesigning and relocating controls for ease of recognition and use. Then came the Space Age with even more technological advances and humans had to be trained to operate all the equipment efficiently. The advent of the Information Technology Age has resulted in H.C.I. - Human Computer Interaction. Each of these developments has a direct bearing on humans who have to react effectively and handle the various demands the situations - whether physical, psychological or social - place on them. Ergonomics is all about taking the human factor into account when designing equipment and workplaces so that they are user-friendly. Engineering psychology factors in psychological aspects in design and use of equipment. Systems are designed that accommodate information processing capabilities of the brain. All this information can be put to use effectively in everyday situations. Improper use of equipment can lead to injury. Hence specific programs relating to the use of equipment are designed and training imparted to the workers. Body posture is important in any occupation. A person has to adopt a posture that is comfortable and least stressful for the body. This is best done by self - observation and correction of the working position. Chairs and work tables should be adjusted to fit the user. Change of posture at regular intervals in sedentary jobs will help relieve neck and back muscle strain. People using vibrating tools should wear 31

gloves or the handles of the tools should have suitable coatings. Precautions should be taken when lifting weights. Lifting below the knee or above shoulder height causes more strain. One has to learn to avoid using unnecessary force to carry out a task. This was first described by F.M. Alexander, an Australian singer who noticed strain on his neck muscles whilst vocalizing and by observing himself in front of a mirror learned to correct his posture. Ultimately, it is the person who is carrying out a given task who should find the most comfortable and efficient working position by using ergonomic principles. Article written by : Dr. S. Umachandran Consultant Orthopedic Surgeon Apollo Hospitals, Chennai In a hospital environment, social workers address the social and psychological factors that are either contributing causes of medical ailments or are side effects of a medical condition that must be dealt with to facilitate recovery and prevent occurrences of non-functional dependence. The social worker in a hospital is a team member who works closely with other health care professionals and experts. He/she carries many roles and responsibilities and his/her practice contributes towards the overall treatment plan. It is therefore important that the hospital social worker does not get burnout so that his or her contributions and services to patients are equally effective.

Statement of the Problem Medical social work services were first introduced in Malaysian government hospitals in the early 1950s as a response to the problems faced by patients and their dependents during the post war period, when diseases like tuberculosis, leprosy and malaria were affecting their health status (Malaysian Association of Social Workers [MASW], 2004). By 1952 such services were established in the bigger hospitals, with the first in Ipoh General Hospital. There were altogether nine posts of medical social workers, namely in Penang, AlorStar, Taiping, Ipoh, Batu Gajah, Malacca, Johor Bahru and two in Kuala Lumpur

32

General Hospital. At that time, the social workers were expatriates who were known as lady almoners and they gave mainly financial assistance to patients. In1964, the first Medical Social Work Unit in the country was set up at the University Hospital in Kuala Lumpur. This department was initiated by the founding dean of the Medical Faculty of the University of Malaya who saw the relevance of social work within the discipline of medicine. The department was also initially staffed by a relatively small number of staff. There were ten medical social workers who were trained at the National University of Singapore or atuniversities abroad (MASW, 2004). By 1991, there remained only eight medical social workers in the bighospitals in Kuala Lumpur, Ipoh, Penang, Melaka, Johor Bahru, Sabah andSarawak (Hasnah, 2001). When these workers retired from service, the Ministryof Health Malaysia began to recruit new medical social workers on a regularbasis and medical social work departments were formed in the new and major government hospitals throughout the country. The majority of these newly recruited officers worked alone. They set up medical social work departments in the hospitals they were posted to work, and began to provide all kinds of services to the patients in all the wards of the hospitals. They had no training in social work and their basic academic degrees were mainly from disciplines like sociology, economics, political science, administration and other social science disciplines. They also received no supervision in medical social work, because senior medical social workers who were available in the few big hospitals throughout the country had already retiredor left the service. Although some of these newly recruited officers had previous by worked as paramedics or assistant social welfare officers, medical social workwas a new field to them and they were not sure of their own roles and responsibilities. In addition, the hospital administration was not sure of the job description of a medical social worker because most of the hospitals never had a medical social worker in the first place. In fact, there was no provision for medical social workers in these hospitals’ set ups except for the Kuala Lumpur General Hospital. These untrained and unsupervised officers were very much left todefine their own job description, which deviate from the real meaning of what medical social work is all about. The situation became worse when doctors who were also not sure of medical social work services, started to refer all types of cases particularly those patients who required financial 33

assistance like waiver of hospital bills, purchase of drugs, equipment and payment of medical investigations in private laboratories to social workers. They also referred patients who were homeless or had no visiting relatives and wanted the social worker to quickly arrange for discharge in order to ease the shortage of beds in the hospitals. The social worker had no time to review the outcome of these patients because new cases were being referred which required immediate intervention. Although discharge planning hasalways been one of the functions of social workers in hospitals, the medical social worker was unable to evaluate client feedbacks because of the time constraints. This made the medical social worker feel incompetent and dissatisfied with his/her job. Research has shown that there is a significant relationship between job satisfaction and termination of therapeutic relationships(Resnick & Dziegielewski, 1996). In order to settle the cases fast, the medical social workers merely offer practical assistance like waiver of hospital bills, give money for transportation, purchase rehabilitation equipment or quickly refer the patients to agencies/departments outside the hospitals because he/she can not cope operating the medical social work department alone. In brief, the medical social work departments in hospitals had limited resources in terms of manpower, budget, equipment and even office space. Until today, most medical social work departments do not have supporting staff like clerks or administrative assistants. The medical social workers have to do everything from administrative to clerical duties (typing letters, photo copying documents, dispatch/errands duties, etc.) and have no time for therapeutic social work interventions. They have to attend to the increasing caseloads because as admissions to hospitals increase, more patients are also referred. Working space or departments are often small, where officers are given small cubicles to interview patients and their families and to discuss social problems. This is because when hospitals were developed, there was no consideration to build a department of medical social work. New extensions of buildings in the present hospitals also have little consideration for the medical social work departments. Until today, most medical social work departments in hospitals do not have awaiting area for patients, although the Ministry of Health places importance on a client friendly environment. Since the working conditions have not improved, many of the social workers feel burdened and dissatisfied. Today, the plight of the medical social workers in government hospitals has only improved slightly. All major hospitals in the country still have an average of two medical social workers, except for Kuala Lumpur General Hospital which has thirteen. In hospitals where there 34

is more than one social worker, the new or junior social worker can now be trained and supervised by their senior colleague, who also had no training when initially recruited. Now, all the medical social work departments have some form of operating budget because they receive financial contributions from a fund which is initiated by The Association of Medical Social Workers Malaysia. With these contributions, the departments are able to provide immediate cash money to patients. Most medical social work departments are also better equipped with facilities like air conditioners and computers. A few major hospitals have clerical staff or paramedics to assist the social workers. Many new officers recruited after the year 1994, are trained in social work and some who were recruited in the year 2004 have post graduate degrees in medical social work from a local university (See Table 4.2). It would also be interesting to survey if the present increase in the number of specially trained medical social workers have subsequently increase the quality of medical social work services offered to patients. In brief, the number of social workers in hospitals is still grossly insufficient. By April 2004, there were a total of 143 officers for 58 hospitals throughout the country. Out of the 143 social workers, 92 of them had university education (bachelor’s and master’s degree) and they were recruited by the Ministry of Health or the respective university hospitals. Only 20.8 percent of these 92 officers majored in social work, whereas the rest were from disciplines like social administration, human development, psychology, sociology, counseling and others. The remaining 51 posts were filled by social welfare assistants who were loaned from the Ministry of Women, Family and Community Development. (Grade S32, S27 and S17 social workers as in Appendix C).These assistant social workers had certificate or diploma qualifications and they majored in various disciplines like public administration and communication. They also received no training in medical social work but had to immediately resume duties in the medical social work departments once posted to hospitals. Appendix C shows the number of posts for social workers in the government hospitals throughout Malaysia as on April 2004. A research is thus needed to find out if the present medical social workers are satisfied with their job or are they burnout. There is a need to examine if the individual / demographic factors of these medical social workers factors affect their levels of job satisfaction and burnout. The results of this research would be useful to the Ministry of Health to understand more about the working scenario of the present medical social workers. Commendable measures can then be

35

taken to improve their conditions since satisfied workers are more motivated, productive and fulfilled. They can also contribute to higher quality patient care and client satisfaction. Apollo Hospitals is a major hospital chain based in Chennai, India. It was founded by Dr Prathap C. Reddy in 1983. Apollo is a private healthcare provider in Asia with hospitals in India, Sri Lanka, Bangladesh, Ghana, Nigeria, Republic of Mauritius, Qatar, Oman and Kuwait Apollo hospitals plan add 2,955 beds across India in the next three years. Several of the group's hospitals have been among the first in India to receive a form of international healthcare accreditation, in their case by the America-based Joint Commission International (JCI). The Hyderabad hospital, headed by Dr. K. Hari Prasad, (CEO – Central, Apollo Hospitals Group) was the first in the world, outside the US, to receive JCI's Disease- or Condition-Specific Care (DCSC) Certification in addition to general accreditation when it received this for its acute stroke treatment in 2006. However, they have not as yet acquired international accreditation from any hospital accreditation group from outside of the USA. The group has developed services in telemedicine, after starting a pilot project in 2000 in Dr Pratap C. Reddy's own home village. It is now the largest telemedicine provider in India with 71 centres. The success of Apollo Hospitals has made it the topic for Harvard Business School case study. Apollo also launched Asia's first operational health city at Hyderabad in 2007. Apollo Health City, headed by Dr. K. Hari Prasad – CEO(Central). Apollo Health City consists of a medical college, multiple super-speciality hospitals, a gym and various other health services.

Contents 

Group Companies



Sri Lankan representative office



Airport project



Tie-up with XLRI



Recognition

36



See also



References



Further reading



External links

Group Companies Apollo Munich Health Insurance: Its a joint venture between Apollo Hospitals and Munich Health, part of Munich Re. Aircel : Aircel group is an Indian mobile network operator headquartered in Chennai, that provides wireless voice, messaging and data services in India. It is a joint venture between Maxis Communications Berhad of Malaysia and Sindya Securities & Investments Private Limited, whose current shareholders are the Reddy family of Apollo Hospitals Group of India, with Maxis Communications holding a majority stake of 74%. Apollo Health Street Limited : It offers Business process outsourcing (BPO)and IT services internationally, operating out of three countries – the United States, the United Kingdom, and [four centres in] India (Hyderabad, New Delhi, Chennai and Coimbatore). Apollo Pharmacies : It is the largest retail pharmacy chain in India with over 1000 retail outlets in India. Apollo Pharmacies is moving towards offering e-prescription based services to the end user and the doctor. Apollo Health & Lifestyle Limited : Apollo Health & Lifestyle Limited (AHLL) is engaged in establishing a network of clinics in India and neighbouring countries. MedVarsity Online Limited (MOL): MedVarsity Online Limited is promoted by Apollo Hospitals and NIIT Ltd. MedVarsity has developed over 1500 hours of medical content that is accessible to the medical community anytime and anywhere. Apollo Telemedicine Enterprises Limited (ATEL) : Apollo Telemedicine Enterprises Limited has developed the 'Apollo Telemedicine Network' that allows the participant sites to collaborate

37

with institutions in the country and abroad and provides their clientele access to better healthcare in areas not adequately served by the medical community. Family Health Plan Limited (FHPL) : The company deals in the healthcare insurance sector and is the largest Third Party Administrator (TPA) in Asia. Equipment World : Equipment World sources and selects medical equipment, catalogues and provides advice and services on technology, techno-commercial issues. Keimed.com Limited : Keimed.com Limited is a unified national pharmaceutical procurement and supply chain management company for a wide range of medical goods, consumables, drugs, surgical, health and personal care products.

Sri Lankan representative office Apollo Hospitals India Representative Office Sri Lanka Medref Services : This is a medical tourism service provider in Sri Lanka for the patients who travel to Apollo Hospitals India for medical treatment. It is located at 102A, Horton Place also known as Parliament Road in Colombo 07 formally known as Cinnamon Gardens. This was established by Apollo Hospitals to represent them in Sri Lanka after they left Sri Lanka in 2006. The organisation is one of the major medical tourism service providers in Sri Lanka.

Airport project The group was in talks with an international group to set up a super speciality hospital at an international airport. There were reports that the hospital major was in talks with GMR group to set up a hospital at the airport. It had already set up a medical centre at the Indira Gandhi International Airport in New Delhi.

Tie-up with XLRI Taken up as part of Apollo's Talent Management Programme, the Apollo-XLRI duo would offer two courses – PG Certificate in General Management and Executive Diploma in General Management and Healthcare. The classes would be delivered through a video link from XLRI's

38

Jamshedpur campus to the six learning centres of Apollo group, Mr E. Abraham, Director of the management institute, said.

Recognition The Apollo Hospital was honoured by having a stamp created in their name on 2 November 2009 The group's "Billion Hearts Beating" campaign, a national communication campaign of the Apollo Hospitals Group and the Times of India, won the "Global Award for Brand Excellence" of the "Campaign of the Year Award" at the World Brand Congress 2010 at Mumbai.

References Further reading 

Rama V. Baru, Privatisation and corporatisation, 2000:paper 489, Seminar Publications, New Delhi, accessed at 11 November 2006

Major Indian companies Gentium announced interim results from the ongoing Treatment IND Expanded Access Protocol, a study to evaluate Defitelio for the treatment of VOD Celator(R) Pharmaceuticals Announces Positive Data and Safety Monitoring Board Recommendation for CPX-351 Phase 3 Study GlobeNewswire via Yahoo! Finance, EWING, N.J. -- Celator Pharmaceuticals, Inc. , a pharmaceutical company developing new and more effective therapies to treat cancer, today announced that the independent Data and Safety Monitoring Board Research and Markets: Secondary Progressive Multiple Sclerosis (SPMS) Pipeline Review, H2 2013 Business Wire via Yahoo! Finance, Research and Markets has announced the addition of the "Secondary Progressive Multiple Sclerosis - Pipeline Rev Schools Use Web Tools, and Data Is Seen at Risk New York Times, Public schools are adopting web-based services that collect data about students but do not adequately safeguard it from potential misuse, new research has found.

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Benefits to the Organization Employee satisfaction and retention have always been important issue for the management. After all, high levels of absenteeism and staff turnover can affect bottom line, as temps, recruitment and retraining take their toll. But few organizations made job satisfaction a top priority, perhaps because they understood the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and customer satisfaction.

Assuring Job Satisfaction Assuring job satisfaction, over the long-term, requires apolloful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzberg's and Maslow’s creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job". Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction. A good management is always interested in having and maintaining a better work force, which is loyal to the organization and its objectives. A group it in industry or in some other sphere of human activity is organized with an eye on certain well –defined objectives. But mere organization of group in the sense of assignment. Of duties and functions to its members of will not, for obvious reasons, lead to the attainment to the goals set for it. It is their hearts into their work. It is possible only when they feel inspired by the organization, the objectives and the people.

40

They are working for, they may work what might appear as virtual miracles. If, on the other hand, the members are cold or indifferent, it not having an altogether hostile attitude towards the work and the organization, it will not prosper not with standing all its resources. It is, therefore, absolutely essential that the group and a whole if changed with enthusiasm, about work entrusted to it. Job-satisfaction is an integral component of organizational climate and an important element in management-employee relationship job satisfaction is a positive emotional state which occurs when a person’s job seems to fulfill important job values, provided these values are compatible with one’s needs. For functioning of any organization levels of satisfaction of employees need to be high. If the levels of satisfaction are not high, atleast it should be sun that they are not low, if they are low dissatisfaction starts to set in, and ultimately employed will have positive feelings about his job.

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CHAPTER-iv DATA ANALYSIS AND INTERPRETATION

FACTORS INFLUENCING JOB SATISFACTION Service Conditions: Service conditions of APOLLO HOSPITALS maintained well and good. APOLLO HOSPITALS nurture to their employees it is observed through these followed lines. The employees of APOLLO HOSPITALS employed from the inception number of employees having 10 to 15 years experience. This reason for success to find the early do well in job satisfaction can be the fact that the sample of study on job –satisfaction.

Nature of work: APOLLO HOSPITALS having good nature in work. But the observations all the employees well trained and they solve their problems with their immersive ideas. Every time superiors give follow up to their subordinates.

Human Relations: In APOLLO HOSPITALS Maintained human relations in the organization. Every time management shares all the information with their employees. And this aspect is presented at the time of May Day celebrations. (The company celebrates every May Day).

Work Culture: This appears in committees of works, safety and canteen management. It is the teamwork of employees in APOLLO HOSPITALS. It is observed through every superior having confidence and trust on their on their subordinates.

Working Conditions: Actually every organization maintained good working conditions. Normally APOLLO HOSPITALS having safe about working conditions. The company provide all facilities to improve and improve safety, welfare and hospitable to their workmen. It appears every corner in the organization. The list shows the main Hospitals in the Cities of India, Apollo Hospitals Contact and Location Details listed with Services and Facility information.

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ANALYSIS OF DATA: TABLE 4.1 Are the policies programmer’s procedure well designed?

S.NO.

Opinion

No. of Respondents

% of Respondents

1

Strongly Agree

20

33

2

Agree

15

25

3

Disagree

10

17

4

Strongly disagree

5

8

5

Neutral

10

17

60

100

Total

17% 33% 8%

Strongly Agree Agree Disagree Strongly disagree Neutral

17% 25%

ANALYSIS: From the above table its is evident that 33 percent of the Respondents agreed that statement “The policies and procedure is well designed” where as 25 percent of the Respondents felt that neutral and 8 percent of the Respondents felt that strongly agree with the same. We can infer that the company policies programmes and procedures etc. of the management are well encourages to employees performance.

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TABLE 4.2 Is the present attendance procedure well designed?

S.NO

Opinion

No. of Respondents

% of Respondents

1

Strongly Agree

16

27

2

Agree

12

20

3

Disagree

8

13

4

Strongly disagree

20

33

5

Neutral

4

7

60

100

Total

7% 27% Strongly Agree 33%

Agree Disagree Strongly disagree Neutral 20% 13%

ANALYSIS: From the above table it is evident that 27 percent of the respondents agreed that statement “the present attendance procedure is well designed” where as 20 percent of the Respondents felt that strongly agree, and 4 percent of the respondents felt that neutral with the same A negligible percent (4%) of the Respondents felt that strongly disagree with the same. So, we can infer that the above statement is very important and crucial for any organization.

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TABLE 4.3 Are the opportunities for promotion good? S.NO

Opinion

No of Respondents

% of Respondents

1

Strongly Agree

6

10

2

Agree

15

25

3

Disagree

15

25

4

Strongly disagree

4

7

5

Neutral

20

33

60

100

Total

10% 33%

Strongly Agree 25%

Agree Disagree Strongly disagree Neutral

7% 25%

ANALYSIS: The above table it is evident that 10 percent of the respondents neutral to the statement “The opportunities for promotion are good” whereas 25 percent of the respondents felt that agree and 7 percent of the respondents fell that strongly agree with the same negligible percent (40%) of the respondents felt that disagree and 4 percent strongly disagree with the same. The maximum percent are disagreeing to this statement. So, we can infer that the above statement in the company is very bleak.

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TABLE 4.4 Management shows Apollo and concern for your well being?

S.NO

Opinion

No. of Respondents

% of Respondents

1

Strongly Agree

15

25

2

Agree

8

13

3

Disagree

11

18

4

Strongly disagree

19

32

5

Neutral

7

12

60

100

Total

12%

25% Strongly Agree Agree Disagree Strongly disagree

32%

13%

Neutral

18%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agreed that statement Management shows apollo and concern for your well being whereas 18 percent of the respondents felt that strangely agree with the same. A negligible percent (12%) of the respondents felt that disagree with the same. So we can infer that management is concerned about the well being of the employees.

46

TABLE 4.5 Are the work responsibilities clearly communicated with you? S.NO

Opinion

No. of Respondents

% of Respondents

1

Strongly Agree

17

28

2

Agree

5

8

3

Disagree

9

16

4

Strongly disagree

12

20

5

Neutral

17

28

60

100

Total

28%

28% Strongly Agree Agree Disagree Strongly disagree 8%

20%

Neutral

16%

ANALYSIS : From the above table it is evident that 28 percent of the respondents agree with this statement “The work responsibilities are clearly communicated with you” where as 16 percent of the respondents felt that neutral and 20 percent of the respondents felt that strongly agree with the same. A negligible percent (4%) of the respondents felt that disagree with the same. So, we can infer that work responsibilities were clearly communicated to all the employees.

47

TABLE

4.6

Is

the

rules

and

regulations

facilitate

your performance

without

hampering it?

S.NO

Opinion

NO. of Respondents

% of Respondents

1

Strongly Agree

15

25

2

Agree

20

33

3

Disagree

5

8

4

Strongly disagree

15

26

5

Neutral

5

8

60

100

Total

8% 25% Strongly Agree

26%

Agree Disagree Strongly disagree Neutral 8%

33%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agree with this statement “Rules and regulations facilitate your performance without hampering it” where as 33 percent of the respondents felt that neutral and 8 percent of the respondents felt that strongly agree with the same. So, we can infer that rules and regulations facilitate employees’ performance instead of hampering it.

48

TABLE 4.7. Are superiors usually fair in dealing with you?

S.NO

Opinion

NO. of Responents

% of Respondents

1

Strongly Agree

15

26

2

Agree

19

31

3

Disagree

4

7

4

Strongly disagree

17

28

5

Neutral

5

8

60

100

Total

8% 26% Strongly Agree

28%

Agree Disagree Strongly disagree Neutral 7%

31%

ANALYSIS: From the above table it is evident that 26 percent of the respondents agree with this statement “Superiors are usually fair in dealing with you” where as 31 percent of the respondents felt that strongly agree and 28 percent respondents felt that neutral with the same. A negligible percent of the (4%) respondents disagree with the same. So, we can infer that superiors are good and exact in their dealings with subordinates.

49

TABLE 4.8 You like the kind of work which are you doing presently?

S.NO

Opinion

No. of Respondents

% of Respondents

1

Strongly Agree

8

13

2

Agree

11

18

3

Disagree

11

18

4

Strongly disagree

20

33

5

Neutral

10

18

60

100

Total

18%

13% 18%

Strongly Agree Agree Disagree Strongly disagree Neutral

33% 18%

ANALYSIS: From the above table it is evident that 13 percent of the respondents agree that statement “You like the kind of work which you are doing presently” where as 18 percent of the respondents felt that neutral and 33 percent of the respondents felt that strongly agree with the same. A negligible percent (4%) of the respondents felt that disagree with the same. So, we can infer that employees like the work which they are doing presently.

50

TABLE 4.9. Is there a real sense of accomplishment from the work?

S.NO.

Opinion

No. of Respondents

% of Respondents

1

Strongly Agree

5

8

2

Agree

15

25

3

Disagree

10

17

4

Strongly disagree

20

33

5

Neutral

10

17

60

100

Total

17%

8% 25%

Strongly Agree Agree Disagree Strongly disagree Neutral

33% 17%

ANALYSIS: From the above table it is evident that 8 percent of the respondents agree that statement “There is a real sense of accomplishment from the work” where as 33 percent of the respondents felt that neutral and 25 percent of the respondents felt that strongly agree with the same. A negligible percent (4%) of the respondents felt that disagree with the same. So, we can infer that there is great sense of accomplishment from the work which they are doing.

51

TABLE 4.10 Is your present job in line with your qualification and aptitude? S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

4

7

2

Agree

11

18

3

Disagree

11

18

4

Strongly disagree

19

32

5

Neutral

15

25

60

100

Total

7%

25%

18%

Strongly Agree Agree Disagree Strongly disagree

18%

Neutral

32%

ANALYSIS: From the above table it is evident that 7 percent of the respondents agree with this statement “Your present job is in line with your qualification and aptitude” where as 18 percent of the respondents felt that neutral and 25 percent of the respondents felt that strongly agree with the same. A negligible percent (4%) of the respondents felt that strongly disagree with the same. So, we can infer that the work which employees are is on par with their qualification and aptitude.

52

TABLE 4.11 Training on the present job will improve your work performance?

S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

11

18

2

Agree

14

23

3

Disagree

8

13

4

Strongly disagree

23

39

5

Neutral

4

7

60

100

Total

7%

18% Strongly Agree Agree Disagree Strongly disagree

39%

23%

Neutral

13%

ANALYSIS: From the above table it is evident that 18 percent of the respondents agree with this statement “Training on the present job will improve your work performance” where as 23percent of the respondents felt that strongly agree and 39 percent respondents felt that neutral with the same. So, we can infer that training on the present area will improve their work performance. Training will enhance their performance and also sharper their existing skills.

53

TABLE 4.12. Is there exists adequate and timely feedback on your performance?

S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

15

25

2

Agree

7

12

3

Disagree

11

18

4

Strongly disagree

20

33

5

Neutral

7

12

60

100

Total

12%

25% Strongly Agree Agree Disagree Strongly disagree

33%

12%

Neutral

18%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agree with this statement “There exists adequate and timely feedback on your performance” where as 12 percent of the respondents felt that neutral and 18 percent respondents felt that strongly agree with tee same. So, we can inference that majority of respondents supported the statement. By giving feedback, only flows in the performance can be identified. By rectifying the errors, there will be no wastes, wastage can be reduced or minimized, production will be increased.

54

TABLE 4.13. Is your work allows you enough time for your personal life?

S.No

Opinion

No.of Responents

% of respondents

1

Strongly Agree

15

25

2

Agree

7

12

3

Disagree

11

18

4

Strongly disagree

19

32

5

Neutral

8

13

60

100

Total

13%

25% Strongly Agree Agree Disagree Strongly disagree

32%

12%

Neutral

18%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agree with this statement “Your work allows you enough time for your personal life” where as 12 percent of the respondents felt that agree and 32 percent respondents felt neutral and 13 percent of the respondents felt that strongly agree with the same. A negligible percent of the (4%) respondents disagree with the same.So, we can infer that the work which they are doing allow them enough time for their personal life.

55

TABLE 4.14. Whether your superiors share all necessary information with you? S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

15

25

2

Agree

8

13

3

Disagree

11

18

4

Strongly disagree

19

32

5

Neutral

7

12

60

100

Total

12%

25% Strongly Agree Agree Disagree Strongly disagree

32%

13%

Neutral

18%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agreed that statement “your superiors share all necessary information with you” where as 12 percent of the respondents felt that strongly agree, and 18 percent of the respondents felt that neutral with the same. A negligible percent (8%) of the respondents felt that disagree with the same. So we can infer that superiors of the employees share the all necessary information with their subordinates.

56

TABLE 4.15. Is the management sympathetic to the employees’ personal problems?

S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

15

25

2

Agree

7

12

3

Disagree

11

18

4

Strongly disagree

20

33

5

Neutral

7

12

60

100

Total

12%

25% Strongly Agree Agree Disagree Strongly disagree

33%

12%

Neutral

18%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agreed that statement “The management is sympathetic to the employees personal problems’, whereas 12 percent of the respondents felt that strongly agree and 18 percent of the respondents felt that neutral with the same. A negligible percent (12%) of the respondents felt that disagree with the same. So we can infer that management is solving the employees personal and it sympathetic attention pay to them.

57

TABLE 4.16. Whether the workers wish to get their words employed in the same profession?

S.No

Opinion

No.of Respondents

% of respondents

1

Strongly Agree

19

32

2

Agree

6

10

3

Disagree

8

13

4

Strongly disagree

12

20

5

Neutral

15

25

60

100

Total

25%

32%

Strongly Agree Agree Disagree Strongly disagree Neutral

20%

10% 13%

ANALYSIS: From the above table it is evident that 32 percent of the respondents disagree with this statement “whether the workers wish to get their words” where as 13 percent of the respondents felt that agree, 20 percent of the respondents felt that neutral and 25 percent of the respondents felt that strongly agree with the same. A negligible percent (8%) of the respondents felt that strongly disagree with the same. So, we can infer that the employees are not satisfied with the above statement.

58

TABLE 4.17 Would you like to continue with this job?

S.No

Opinion

No.of Responents

% of respondents

1

Strongly Agree

8

13

2

Agree

20

33

3

Disagree

10

17

4

Strongly disagree

15

25

5

Neutral

7

12

60

100

Total

12%

13% Strongly Agree

25%

Agree Disagree Strongly disagree 33%

Neutral

17%

ANALYSIS: From the above table it is evident that 13 percent of the respondents agree with this statement “You would like to continue with this job” where as 33 percent of the respondents felt that neutral and 17 percent of the respondents felt that strongly agree with the same. So, we can infer that most of the people are continuing their jobs.

59

TABLE 4.18 Are inter-personal relationships considered important in your department?

S.No

Opinion

No.of Responents

% of respondents

1

Strongly Agree

15

25

2

Agree

10

17

3

Disagree

8

13

4

Strongly disagree

7

12

5

Neutral

20

33

60

100

Total

25% 33%

Strongly Agree Agree Disagree Strongly disagree 17% 12%

Neutral

13%

ANALYSIS: From the above table it is evident that 25 percent of the respondents neutral with this statement”Inter-personnel relationship are considered important in your department” where as 17 percent of the respondents felt that agree and 13 percent of the respondents felt that strongly agree with the same. So, we can infer that interpersonal relations were considered very crucial it plays a decisive role in maintaining good relations among the employees.

60

TABLE 4.19 Whether your superiors listen to your ideas and opinions relating to your work department? S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

14

23

2

Agree

8

13

3

Disagree

22

37

4

Strongly disagree

7

12

5

Neutral

9

15

60

100

Total

15%

23% Strongly Agree

12%

Agree Disagree Strongly disagree 13%

Neutral

37%

ANALYSIS: From the above table it is evident that 23 percent of the respondents agree with this statement “Your superiors listen to your ideas and opinions relating to your work department “Where as 13 percent of the respondents felt that strongly agree and 37 percent respondents felt that neutral with the same. A negligible percent of the (4%) respondents disagree with the same. So, we can infer that superiors listen to employees’ opinions and ideas. The quality of superiors in listening to their opinions and ideas makes employees more responsible towards the organization

61

TABLE 4.20 Is there very little interference from superior officers in the day–to-day

working

of various department/section?

S.No

Opinion

No.of Responents

% of respondents

1

Strongly Agree

9

15

2

Agree

14

23

3

Disagree

7

12

4

Strongly disagree

8

13

5

Neutral

22

37

60

100

Total

15% 37%

Strongly Agree Agree Disagree 23%

Strongly disagree Neutral

13%

12%

ANALYSIS: From the above table it is evident that 15 percent of the respondents neutral that statement “There is very little interference from superior officers in the day to day working of various department/section” where as 23 percent of the respondents felt that agree, and 12 percent of the respondents felt that strongly agree with the same.

62

TABLE 4.21

In APOLLO HOSPITALS, would taking problems to ones superiors result in a

fair resolution?

S.No

Opinion

No.of Responents

% of respondents

1

Strongly Agree

10

17

2

Agree

16

26

3

Disagree

12

20

4

Strongly disagree

10

17

5

Neutral

12

20

60

100

Total

17%

20%

Strongly Agree Agree Disagree Strongly disagree 17%

26%

Neutral

20%

ANALYSIS: From the above table it is evident that 17 percent of the respondents agree that statement” In APOLLO HOSPITALS, taking problems to ones superiors would result in a fair resolution” where as 26 percent of the respondents felt that neutral and 20 percent of the respondents felt that strongly agree with the same. A negligible percent (4%) of the respondents felt that disagree with the same.So, we can infer that problem of the subordinates will be looked in to and be solved by superior. If there is any problem, it is sure to take away one’s concentration at work place and ultimately his work suffers.

63

TABLE 4.22. APOLLO HOSPITALS, Generally encourage suggestions for improvements in work methods, work practices and procedures?

S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

11

18

2

Agree

15

25

3

Disagree

7

12

4

Strongly disagree

23

38

5

Neutral

4

7

60

100

Total

7%

18% Strongly Agree Agree Disagree Strongly disagree

38% 25%

Neutral

12%

ANALYSIS: From the above table it is evident that 18 percent of the respondents agree that statement “APOLLO HOSPITALS, generally encourage suggestions for improvements in work methods, work practices and procedures” where as 25 percent of the respondents felt that neutral and 12 percent of the respondents felt that strongly agree with the same. So, we can infer that management encourage suggestions from employees regarding working methods, work practices, work procedures etc.

64

TABLE 4.23. Is there a strong sense of team work in APOLLO HOSPITALS? S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

7

12

2

Agree

11

18

3

Disagree

20

33

4

Strongly disagree

15

25

5

Neutral

7

12

60

100

Total

12%

12%

18% 25%

Strongly Agree Agree Disagree Strongly disagree Neutral

33%

ANALYSIS: From the above table it is evident that 12 percent of the respondents agree with this statement “There is a strong sense of team work in APOLLO HOSPITALS” where as 18 percent of the respondents felt that neutral and 33 percent respondents felt that strongly agree with the same. A negligible percent of the (8%) respondents disagree with the same. So, we can infer that there is a strong sense of teamwork among employees of APOLLO HOSPITALS This feeling of working in teams generates tremendous zeal in them to work better and strive together for productivity.

65

TABLE 4.24. APOLLO HOSPITALS supports its employees in their efforts to identify and solve problems that affect their work?

S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

11

18

2

Agree

8

13

3

Disagree

7

12

4

Strongly disagree

23

39

5

Neutral

11

18

60

100

Total

18%

18%

Strongly Agree 13%

Agree Disagree Strongly disagree Neutral

12%

39%

ANALYSIS: From the above table it is evident that 18 percent of the respondents agree with this statement “APOLLO HOSPITALS supports its employees in their efforts to identify and solve problems that affect their work where as 13 percent of the respondents felt that strongly agree and 18 percent respondents felt that neutral with the same. A negligible percent of the (4%) respondents disagree with the same. So, we can infer that APOLLO HOSPITALS supports employees and solve problems relating to work.

66

TABLE 4.25. Your generally find that there is trust and confidence in the ability of one’s immediate superior?

S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

15

25

2

Agree

8

14

3

Disagree

11

18

4

Strongly disagree

11

18

5

Neutral

15

25

60

100

Total

25%

25% Strongly Agree Agree Disagree Strongly disagree 14%

18%

Neutral

18%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agree with this statement “Your generally find that there is trust and confidence in the ability of one’s immediate superior” where as 14 percent of the respondents felt that strongly agree and 18 percent respondents felt that neutral with the same. A negligible percent of the (8%) respondents disagree with the same. So, we can infer that employees have trust and confidence in the ability of one’s superior. Having confidence and trust in one another create a great working environment.

67

TABLE 4.26. Are the working conditions generally safe? S.No

Opinion

No of Respondents

% of respondents

1

Strongly Agree

4

7

2

Agree

12

20

3

Disagree

15

25

4

Strongly disagree

14

23

5

Neutral

15

25

60

100

Total

25%

7% 20%

Strongly Agree Agree Disagree Strongly disagree Neutral

23%

25%

ANALYSIS: From the above table it is evident that 7 percent of the respondents agreed that statement “The working conditions are generally safe” where as 20 percent of the respondents felt that neutral and 23 percent of the respondents felt that strongly agree with the same. A negligible percent (8%) of the respondents felt that strongly disagree and 4 percent are disagree with the same. So we can infer that working conditions are concerned about the employees are safe.

68

TABLE 4.27 Is the present salary structure satisfactory?

S.No

Opinion

No.of Respondents

% of respondents

1

Strongly Agree

15

25

2

Agree

12

20

3

Disagree

5

8

4

Strongly disagree

20

33

5

Neutral

8

14

60

100

Total

14%

25% Strongly Agree Agree Disagree Strongly disagree

33% 20%

Neutral

8%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agreed that statement “The present salary structure is satisfactory” where as 20 percent of the respondents felt that agree and 8 percent of the respondents felt that strongly agree with the same. A negligible percent 33 percent of the respondents felt that disagree with the same. So, we can infer that the employees are quite satisfied with the existing salary structure. As pay being a hygiene factor, its presence is very imminent to provide job satisfaction.

69

TABLE 4.28. Is the increment provides to you in your scale satisfactory? S.No

Opinion

No.of Responents

% of respondents

1

Strongly Agree

15

25

2

Agree

10

17

3

Disagree

5

8

4

Strongly disagree

20

33

5

Neutral

10

17

60

100

Total

17%

25% Strongly Agree Agree Disagree Strongly disagree 17%

33%

Neutral

8%

ANALYSIS: From the above table it is evident that 25 percent of the respondents agree with this statement “The increment provides to you in your scale are satisfactory” where as 17 percent of the respondents felt that neutral, 8 percent of the respondents Disagree and 33 per cent of the respondents strongly agree with the same. So, we can infer that employees are not that satisfied with the existing increments in their scale.

70

CHAPTER-v FINDINGS SUGGESTIONS CONCLUSION

SUMMARY Job satisfaction is the most popular topic in the study of industrial psychology. Since the Hawthorne studies in 1939 and the emergence of the human relation movement, many pieces of research and studies discuss this job attitude and its related subjects (Judge, Thoresen, Bono and Patton, 2001). Still, those discussions have not provided a clear understanding of the subject. Indeed, an in-depth study is needed to clarify three of the following questions. Firstly, what is job satisfaction? Secondly, what aspects influence the increase and decrease of satisfaction level? And lastly, what are the impacts of this emotional state? Accordingly, in answer to the three important questions above, this essay will examine a number of articles which are related to those inquiries and put forward some detailed information to enable fuller comprehension of this matter. At first, this essay will present the definition and background theory of job satisfaction, and then point out the reasons why is it so commonly researched. After that, it will elaborate the factors that influence job satisfaction, focusing on individual and organizational antecedents, and finally, will discuss the consequences of employee job satisfaction. To begin with, job satisfaction refers to “the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s job values” . Similar with this, Brief (1998) defined job satisfaction as a personal state that is demonstrated by affectively and cognitively evaluating an encountered job with some extent of like or dislike(Whitman, Rooy, and Viswesvaran, 2010). Based on these definitions, there are four key elements attached to job satisfaction, those are: it is a subjective circumstance based on evaluation using subjective values over the objective job condition. In addition, the experienced job can be a positive, a negative or a neutral experience, or mostly, the combination between those three types of experience. Take for example, when an employee attended a workplace-related training, she will put this experience in to her mind and will decide whether she is satisfied or disappointed with the given training, or alternatively, she decide that the training didn’t have any impact to her satisfaction. This particular decision, along with other events evaluation, is the basis to her overall job satisfaction. Since everyone has a different set of values from others, the value use to evaluate workplace experience is a subjective matter, while the job experience itself is a part of objective working condition.

71

FINDINGS The theme of job satisfaction has received much attention and gained considerable importance over the years. And a prerequisite for development of an organization is that every employee should be a satisfied employee keeping in view the importance of feeling of satisfaction in employees in the present day industrial context, a study is undertaken to assess the levels of satisfaction among the employees. Findings: 

The existing increment scales are satisfactory. Majority of the respondents are of the same of opinion.



The present salary structure is satisfactory. Almost all respondents overwhelming felt that salary structure is well and good.



Superiors share all the formation with the subordinates.



The promotion opportunities of the employees in the organization are supposed to be very less.



Majority of the respondents felt that training on the present job will enhance their work performance.



Majority of respondents felt that there is no proper recognition for the employees for their efforts and achievements towards their work



Employees suffer from not having any power if in case of solving any problems relating to work.



Some if employees job are not line with their qualification and aptitude.



Some of employees feel their working conditions are less permitted with the personal life.



In some cases workers to permit to same profession, in this case employees are not satisfied with this statement.

72

SUGGESTIONS From the foregone observations and findings, the following suggestions are

proposed for

improving the job satisfaction among the employees in the Organization  The salary structure should be designed in such a way to that it should commensurate the work performance.  Additional pay in any manner for efficient and effective performers, which will generate competitive, work performance and climate.  Participative management style or any other suitable styles of management which will make the employee to feel that they are also involved in management process. The job satisfaction leads to better performance.  Working conditions should be employee friendly so that they feel that they are comfortable in the organization.  Social Welfare and Social Security measures should be designed properly depending upon the nature of the Organization and profitability of the Organization, more profit more facilities basis.

73

CONCLUSION Today every industry in the state of slump. The effect of which is there to a great extent on APOLLO HOSPITALS also. But from the last two years the organizations go on to a prosperity stage. Adding to the woes is the present economic and industrial state of affairs in the country, which are highly fluid. The economic environment demands every concern to either perform or perish given this scenario it can be said that APOLLO HOSPITALS been coping with these circumstances commendably. A large part of this credit should go to the human assets of the APOLLO HOSPITALS. However, there are certain grey areas, which have been mentioned in the study, which need immediate attesntion. The organization would do good, nevertheless, even the commitment of workers and systems at APOLLO HOSPITALS, there is no reason why APOLLO HOSPITALS should not become one of the sunrise industries.

74

BIBLIOGRAPHY

BIBLIOGRAPHY

1. Aswathappa. K.Dr.

Organisational Behaviour, Mumbai, Himalaya Publishing House, 1999.

2. Flippo, Edwon, B.,

Personnel Management, New Delhi, Tata McGraw-Hill, 1961.

3. Davis, Keith

Organisation Behaviour, Singapore, Mc.Graw Hill, Book Company, 1989.

4. Moorhead Gregory, Griffin Ricky. W. 5. Pestonjee. D.M.,

Organisational Behaviour, New Delhi, Jaico Publishing House, 1999. Motivation and Job Satisfaction, New Delhi, Macmillan India Limited, 1991.

6. Robbins, Stephen, P.,

Organisational Behaviour, New Delhi, Tata McGraw-Hill, 1965.

7. www.apollovizag.com

75

ANNEXURE

QUESTIONNAIRE A Survey on Job Satisfaction of Non-Executives at:

APOLLO HOSPITALS, Visakhapatnam. A number of statement are given below describing the job satisfaction in an origination, please give your assessment of satisfaction level in your organization by rating on each statement using 5 point scale. A) Strongly Disagree B) Disagree C) Neutral D) Agree E) Strongly Agree 1.

Are the policies programmer procedure is well designed?

A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

D) Agree

E) Strongly Agree

D) Agree

E) Strongly Agree

2. Is the present attendance procedure is well designed? A) Strongly Disagree B) Disagree

C) Neutral

3. Are the opportunities for promotion are good? A) Strongly Disagree B) Disagree

C) Neutral

4. Management shows apollo and concern for your well being? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

5. Are the work responsibilities are clearly communicated with you? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

6. Is the Rules and regulations facilitate your performance without hampering it? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

D) Agree

E) Strongly Agree

7. Are the Superiors are usually fair in dealing with you? A) Strongly Disagree B) Disagree

C) Neutral

76

8. You like the kind of work which you are doing presently? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

9. Is there a real sense of accomplishment from the work? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

10. Is Your present job is in line with your qualification and aptitude? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

11. Training on the present job will improve your work performance? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

12. Is there exists adequate and timely feedback on your performance? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

13. Is your work allows you enough time for your personal life? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

14. Whether Your superiors share all necessary information with you? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

15. Is the management is sympathetic to the employees personal problems? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

16. Whether the workers wish to get their words employed in the same profession? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

D) Agree

E) Strongly Agree

17. Would you like to continue with this job? A) Strongly Disagree B) Disagree

C) Neutral

18. Are Inter-personal relationships are considered important in your department? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

19. Whether your superiors listen to your ideas and opinions relating to your work department? A) Strongly Disagree B) Disagree

C) Neutral

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D) Agree

E) Strongly Agree

20. Is there very little interference from superior officers in the day–to-day working of various department/section? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

21. In APOLLO HOSPITALS, taking problems to ones superiors would result in a fair resolution? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

22. APOLLO HOSPITALS, Generally encourage suggestions for improvements in work methods, work practices and procedures? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

23. Is there a strong sense of team work in APOLLO HOSPITALS? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

24. APOLLO HOSPITALS supports its employees in their efforts to identify and solve problems that affect their work? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

25. Your generally find that there is trust and confidence in the ability of one’s immediate superior? A) Strongly Disagree B) Disagree

C) Neutral

D) Agree

E) Strongly Agree

D) Agree

E) Strongly Agree

D) Agree

E) Strongly Agree

26. Are the working conditions are generally safe? A) Strongly Disagree B) Disagree

C) Neutral

27. Is the present salary structure is satisfactory? A) Strongly Disagree B) Disagree

C) Neutral

28. Is the increment provides to you in your scale are satisfactory? A) Strongly Disagree B) Disagree

C) Neutral

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D) Agree

E) Strongly Agree