uma final project 1.06.2016

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Chapter-1

INTRODUCTION

1.1 Introduction of the study:

Employee Retention involves taking measures to encourage employees to

remain in the organization for the maximum period of time. It is a process in which

the employees are encouraged to remain with the organization for the maximum

period of time or until the completion of the project. Employee retention is beneficial

for the organization as well as the employee. Effective employee retention is a

systematic effort by employers to create and foster an environment that encourages

current employees to remain employed, by having policies and practices in place that

address their diverse needs. Retention of key employees is critical to the long-term

health and success of any organization. It is a known fact that retaining the best

employees ensures customer satisfaction, increased product sales, satisfied colleagues

and reporting staff, effective succession planning, and deeply embedded

organizational knowledge and learning. Employee retention matters, as organizational

issues such as training time and investment, lost knowledge, insecure employees, and

a costly candidate search are involved. Hence, failing to retain a key employee is a

costly proposition for an organization. Various estimates suggest that losing a middle

manager in most organizations costs up to five times his salary. Corporate is facing a

lot of problems in employee retention these days. Hiring knowledgeable people for

the job is essential for an employer, but retention is even more important than hiring.

There is no dearth of opportunities for a talented person. There are many

organizations which are looking for such employees. If a person is not satisfied by the

job he’s doing, he may switch over to some other more suitable job. In today’s

environment it becomes very important for organizations to retain their employees.

The top organizations are on the top because they value their employees and they

know how to keep them glued to the organization. Intelligent employers always

realize the importance of retaining the best talent. Retaining talent has never been so

important in the Indian scenario; however, things have changed in recent years. In

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prominent Indian metros at least, there is no dearth of opportunities for the best in the

business, or even for the second or third best. Retention of key employees and treating

attrition troubles has never been so important to companies. In an intensely

competitive environment where HR managers are poaching from each other,

organizations can either hold on to their employees tight or lose them to competition.

For gone are the days when employees would stick to an employer for years for want

of a better choice. Now, opportunities area bound. Employees stay and leave

organizations for some reasons. The reason may be personal or professional. These

reasons should be understood by the employer and should be taken care of. The

organizations are becoming aware of these reasons and adopting many strategies for

employee retention. A strong retention strategy, therefore, becomes a powerful

recruitment tool.

Employee retention is a new era of modern technology and competitive

business environment. Organizations are continuously changing .this changing

environment is not only effecting the organizations but also the employees working in

it. In order to maximize organizational efficiency and for optimal utilization of the

resources, human resources must be managed properly. Human resource management

plays a vital role in this regard. They are responsible that how employees are treated

in the organization. Employee retention is a vital issue and challenge to all the

organizations now days. There are numbers of factors which promote the employees

to stay or leave the organization. It may be external factors, internal factors and the

combined effect of both. Human resource practices counts a lot in this regard. It is the

need of the hour that hr managers should identify the needs of the employee and then

devises the retention strategies. One strategy does not fit to all as different individuals

have different priorities. Hr professionals face the vital challenge to retain talented

employees. Employee retention is very critical to the long term health of any

organization. When an organization loses its talented employee it lefts a negative

impact on innovation, customer satisfaction, knowledge gain during the past years and

on the profitability of the organization .more over replacing cost of another employee

contribute a lot to the organization.

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Employee retention is a vital issue and challenge to all the organizations now

days. There are numbers of factors which promote the employees to stay or leave the

organization. It may be external factors, internal factors and the combined effect of

both. Human resource practices counts a lot in this regard. It is the need of the hour

that hr managers should identify the needs of the employee and then devises the

retention strategies. One strategy does not fit to all as different individuals have

different priorities. Hr professionals face the vital challenge to retain talented

employees. Employee retention is very critical to the long term health of any

organization. When an organization loses its talented employee it lefts a negative

impact on innovation, customer satisfaction, knowledge gain during the past years and

on the profitability of the organization .more over replacing cost of another employee

contribute a lot to the organization. It is the need of the hour that hr managers should

identify the needs of the employee and then devises the retention strategies. One

strategy does not fit to all as different individuals have different priorities. Hr

professionals face the vital challenge to retain talented employees. Employee

retention is very critical to the long term health of any organization. When an

organization loses its talented employee it lefts a negative impact on innovation,

customer satisfaction, knowledge gain during the past years and on the profitability of

the organization. More over replacing cost of another employee contribute a lot to the

organization.

1.2 Definition of the study:

the first key to success is indeed people. He fined the right people first; the

vision and strategy can follow. It is the people in organization, who are the key to

success.

The organizations want to hold the valued employees. Many approaches are

used in this regard. The one approach sees success in rewards the second in making

jobs more valuable (training and advancement).

- Jim Collins

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The relationship between the employee’s job performance and their retention

also differ significantly with organizational culture values. The cultural effects were

stronger than the combined influences of the labour market and the new employees’

demographic characteristics.

- John e. Sheridan

1.3 Retain employees:

Motivation is necessary for work performance because, if people do not feel

inclined to engage themselves in work behavior, they will not put in necessary efforts

to perform well. However, performance of individual in the organization depends on

variety of factors besides motivation. It is therefore desirable to identify various

factors. For instance, employees’ knowledge and skills are important performance

drivers. Another factor is the company’s ability to retain its employees with attractive

benefit packages. Motivation is a prominent tool to retain employees with greater

compensation packages.

Companies have now realized the importance of retaining their qualitative

workforce and retaining their quality performers, contributes to productivity of the

organization and increase morale among employees. Middle and top management

plays a vital role in the people dimensions of the organization. The organization

culture in a long run converts to organizational ethics and people feel reluctant to

leave by making it as a stepping stone when appreciation and rewards in form of

compensation awaits them in comparisons to the market trend. In view of the

description given it is necessary to examine the facts as how to retain them. There are

four basic factors that play an important role in increasing employees’ retention,

include: salary and remuneration, providing recognition, benefits and opportunities

for individual growth. But are they really positively contributing to the retention rates

of the company? Salary these days hardly reduce turnover. Today’s employees look

beyond money factor. In order to ensure that organizations are behaving more

customer-oriented, they need to be equally employee centric in order to match the

intellectual property and their products and services

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2 .INDUSTRY PROFILE

HEALTHCARE AND HOSPITAL INDUSTRY

Healthcare industry is a wide and intensive form of services which are related to well

being of human beings. Health care is the social sector and it is provided at State level

with the help of Central Government. Health care industry covers hospitals, health

insurances, medical software, health equipments and pharmacy in it.

Right from the time of Ramayana and Mahabharata, health care was there but with

time, Health care sector has changed substantially. With improvement in Medical

Science and technology it has gone through considerable change and improved a lot.

The major inputs of health care industries are as listed below:

I. Hospitals

II Medical insurance

III. Medical software

IV. Health equipments

Health care service is the combination of tangible and intangible aspect with the

intangible aspect dominating the intangible aspect. In fact it can be said to be

completely intangible, in that, the services (consultancy) offered by the doctor are

completely intangible. The tangible things could include the bed, the décor, etc.

Efforts made by hospitals to tangibles the service offering would be discussed in

details in the unique characteristics part of the report.

Different types of health care services available in India

In the Constitution of India, health is a state subject. Central govt’s intervention to

assist the state govt is needed in the areas of control and eradication of major

communicable & non- communicable diseases, policy formulation, international

health, medical & Para-medical education along with regulatory measures, drug

control and prevention of food adulteration, besides activities concerning the

containment of population growth including safe motherhood, child survival and

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immunization Program. The plan outlay for central sector health programme in the

Annual Plans 1997-98 is Rs.920.20 crore including a foreign aid component of

Rs.400 Crore. A major portion of outlay is for the control and eradication of diseases

like malaria, , blindness being implemented under Centrally sponsored schemes.

Another major component of the central sector health programme is purely Central

schemes through which financial assistance is given to institutions engaged in various

health related activities. These institutions are responsible for contribution in the field

of control of communicable & non-communicable diseases, medical education,

training, research and parent -care.

In our project our focus has been the hospital sector which is the major component of

the healthcare industry.

The Hospital Industry

Some Facts

India’s healthcare industry is currently worth Rs 73,000 crore which is roughly

4 percent of the GDP. The industry is expected to grow at the rate of 13

percent for the next six years which amounts to an addition of Rs 9,000 crores

each year.

The national average of proportion of households in the middle and higher

middle income group has increased from 14% in 1990 to 20 % in 1999.

The population to bed ratio in India is 1 bed per 1000, in relation to the WHO

norm of 1 bed per 300.

In India, there exists space for 75000 to 100000 hospital beds.

Private insurance will drive the healthcare revenues. Considering the rising

middle and higher middle income group we get a conservative estimate of 200

million insurable lives

Over the last five years, there has been an attitudinal change amongst a section

of Indians who are spending more on healthcare.

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Corporate hospitals mushroomed in the late eighties. The boom remained short lived

and out of the 22 listed hospitals scrip’s, most are being trading below par. An

increasingly fragmented market, lack of statistics, capital intensive operations and a

long gestation period are all wise reasons to shy away from investing in the healthcare

industry. Government and trust hospitals dominate the scene. Many of the trust

hospitals suffer from poor management. Good corporate hospitals are still too few to

amount to a critical mass. Corporate hospitals failed a decade ago because they

emerged in isolation and weren’t part of a larger phenomenon. However, now, there

are the insurance companies, the hospital hardware and the software companies that

have come together to create the boom.

Factors Attracting Corporate In the Healthcare Sector

Recognition as an industry: In the mid 80’s, the healthcare sector was recognized as

an industry. Hence it became possible to get long term funding from the Financial

Institutions. The government also reduced the import duty on medical equipment’s

and technology, thus opening up the sector.

Since the National Health Policy (the policy’s main objective was ‘Health For All’ by

the Year 2000) was approved in 1983, little has been done to update or amend the

policy even as the country changes and the new health problems arise from ecological

degradation. The focus has been on epidemiological profile of the medical care and

not on comprehensive healthcare.

Socio-Economic Changes: The rise of literacy rate , higher levels of income and

increasing awareness through deep penetration of media channels, contributed to

greater attention being paid to health. With the rise in the system of nuclear families,

it became necessary for regular health check-ups and increase in health expenses for

the bread-earner of the family.

Brand Development: Many family run business houses have set-up charity hospitals.

By lending their name to the hospital, they develop a good image in the markets

which further improves the brand image of products from their other businesses.

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Extension to Related Business: Some pharmaceutical companies like Lockhart and

Max India, have ventured into this sector as it is a direct extension to their line of

business.

Opening of The Insurance Sector: In India, approx. 60% of the total health

expenditure comes from self paid category as against governments contribution of 25-

30 %. A majority of private hospitals are expensive for a normal middle class family.

The opening up of the insurance sector to private players is expected to give a shot in

the arms of the healthcare industry. Health Insurance will make healthcare affordable

to a large number of people. Currently, in India only 2 million people (0.2 % of total

population of 1 billion), are covered under Mediclaim, whereas in developed nations

like USA about 75 % of the total population are covered under some insurance

scheme. General Insurance Company has never aggressively marketed health

insurance. Moreover, GIC takes upto 6 months to process a claim and reimburses

customers after they have paid for treatment out of their own pockets. This will give a

great advantage to private players like Cigna which is planning to launch Smart Cards

that can be used in hospitals, patient guidance facilities, travel insurance, etc.

The Consultants, Financiers and Insurance Agencies are to benefit from this boom.

The insurers will use PPOs that will grow into HMOs, to assume insurance risks on

client’s behalf. Medical Equipments, Medical Software and Hospitals will see the

biggest boom.

Company: Here, the hospital is the company that dreams up an idea of service

offering (treatment), which will satisfy the customer’s (patient’s) expectations

(of getting cured).

Customer: The patient who seeks to get cured is the customer for the hospital

as he is the one who avails the service and pays for it.

Provider: Doctor, the inseparable part of the hospital is the provider, as he is

the one who comes in direct contact with the patient. The reputation of the

hospital is directly in the hands of the doctor. A satisfied patient is a very

important source of word of mouth promotion for the organization.

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The service industry has the following characteristics.

1) Intangibility: -

Intangibility means that a customer would have to visualize the service offering.

Since the offering cannot be seen or felt there would be no stock and hence one would

not be able to jeep a track of the sales etc. This characteristic also makes it different

to measure the benefits and utilities of the product. An individual would only be able

to experience the same.

In the product service continuum, hospitals fall in the bracket of highly intangible

where the service has credence qualities.

i) The services of a doctor i.e. the consultation provided by the doctor, his

diagnosis etc cannot be touched felt or seen. One can only visualise the

same.

ii) They can also not measure the benefits. These can only be experienced

by the customer. There is no ownership over the doctor or the services

provided by him.

The remedial measures to overcome intangibility are:

a) The marketer should visualize the product/service for the patient. In case of

hospitals any visual of the hospital displaying the well maintained interiors,

the hi-tech equipments used for treatment would help to tangibles the

product.

b) Association: -The association of a hospital with any well known personality

would help as a good image building exercise. It would also give the

customer a certain level of confidence regarding the services provided in the

hospital.

c) Physical Representation :- Intangibility could also be overcome in case of

hospital through physical Representation in the form of :-

1) Colour- the Red Cross signifies the Hospital.

2) Uniforms- The white uniforms of the Doctors And Nurses in enemy hospitals.

3) Symbols – The Red Cross is the common logo with which people indentify

hospitals. Also logos of hospitals like Wockhardt.

4) Buildings – In case of hospitals the external appearance of the building or the

maintenance i.e how well maintained it is

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2) Perishability

Services cannot be stored. So if the service is not consumed immediately then it loses

its value. For Eg – If a doctor does not reach his dispensary on time or has his clinic

locked for that particular day. He loses all his patients for that day.

A situation may also arise when the doctor may be unable to attend to some of his

patients due to a huge rush. In such a case again the doctor could lose out on all his

patients. Same would be the situation faced by the hospitals. In such a case the

hospital too may lose all its patients for that day.

a) In such a situation the doctor can appoint an assistant who could cater to the excess

patients or he could have students training under him who during their course of

training could also help him with the excess patients.

b) Peak time Essential Services

In a rush hour situation when there are too many customers to attend to only

essential services should be catered to. For (e.g. 1) in hospitals during the late night

when accident reporting’s are high all hands are required at the trauma centres

3) Variability

It means that the quality of service provided to different people may not be the same.

(i.e.) Irrespective of the fact that the job carried out by them is the same the service

quality may differ because they may be from different backgrounds have different

aptitude, skills, attitude etc

For Eg: - 2 Doctors, one from a municipal hospital and another from a reputed

hospital may treat a person for the same problem. But their quality might differ. In

such a case doctors/hospitals are the internal customers and the patients are the

external customers.

Since a transaction is always two way communication, customer’s willingness,

background, attitude etc may also effect the transaction

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1) The internal customers or the fresh recruiters could be given training. They could

be given a chance to perform the small parts of an operation in order to gain

experience.

1) The doctors could be given training and could be updated with all the latest

happenings in the medical field in regular intervals.

4) Inseparability -

For any service to take place it is necessary that both the service provider and the

customer be present in the location at the same time

(e.g.) An operation cannot be conducted without the doctor’s presence. As a result a

number of patients due to geographical distances lose out on the opportunity to get

them treated from the very best surgeons and doctors.

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1.2Need of the study:

The researcher attempts to determine employee's retention in the Apollo hospitals

in Trichy. This study is designed to explore the main retention factors for Apollo

hospital employees. The researcher also made an attempt to understanding about

Employee's satisfaction in Apollo hospitals.

1.3 Objective of the study:

To study about the employee retention of Apollo hospitals.

To ascertain the problems of the employee in the organization.

To offer suggestion the employee retention of Apollo hospitals.

To know the importance attached to employee retention today’s corporate

world

Strategies employed by the company to improvise on the rate of employee

turnover rates

Scope of the study

To have an insight on the employee engagement perspectives implemented by

Medica Super Specialty Hospital, Kolkata.

To understand the satisfaction of the employees on the employee engagement

practices initiated by Medica Super Specialty Hospital, Kolkata.

To identify areas of improvement in terms of the employee engagement

strategies deployed by Medica Super Specialty Hospital, Kolkata.

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LIMITATIONS OF THE STUDY

The study could be limited by the followings issues, namely:

Due to time constraint and administrative issues of the organization, the samples size

had to be restricted to 104.

The respondents have replied to the queries recalling their memory. Therefore bias in

their responses could be possible.

Data was collected using a schedule as per the convenience of the organization.

The respondents might not have disclosed their actual opinions on certain issues

related to the organization which could be confidential in nature.

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COMPANY PROFILE

Apollo Hospitals, Trichy

COMPANY OVERVIEW

Apollo Hospitals is widely recognized as the pioneer of private healthcare in India,

and was the country’s first corporate hospital. The Apollo Hospitals Group, which

started as a 150-bed hospital and today, operates 9200 beds across 64 hospitals. A

forerunner in integrated healthcare, Apollo has a robust presence across the healthcare

spectrum. The Group has emerged as the foremost integrated healthcare provider in

Asia, with mature group companies that specialize in insurance, pharmacy,

consultancy, clinics and many such key touch points of the ecosystem. The Apollo

Group has touched the lives of over 45 million patients, from 121 countries.

The first Apollo Hospital opened in Chennai, in 1983. It was borne out of the

determination to lead a complete transformation in Indian healthcare. Apollo’s

Founder Chairman, Dr.Prathap C Reddy was the driving force behind the inception.

Credited as the architect of modern Indian healthcare, Dr.Prathap C Reddy started

Apollo with the mission of bringing world-class healthcare to India, at a price point

that Indians could afford! The backdrop to this development was the hopelessly

inadequate healthcare infrastructure prevalent in India, at that time.

COMPANY VISION

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

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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"

Over the past three decades Apollo Hospitals' transformative journey has forged a

legacy of excellence in Indian healthcare. The Group has continuously set the agenda

and led by example in the blossoming private healthcare space. One of Apollo's

significant contributions has been the adoption of clinical excellence as an industry

standard. Apollo pioneered the concept - the group was the first to invest in the pre-

requisites that led to international quality accreditation like JCI and also developed

centres of excellence in Cardiac Sciences, Orthopaedics, Neurosciences, Emergency

Care, Cancer and Organ Transplantation.

Apollo’s prowess in excellence comes from the habit to rigorously re-evaluate and

reinvent. Protocols are built, taken apart and built again to ensure that infection

control are optimized to extreme levels; stringent internal scoring systems are

constructed with the sole objective of ensuring the group matches up with the very

best. Apollo’s initiatives like ACE@25 and TASSC are indicators of the commitment

to better global benchmarks in clinical excellence.This focus on quality have become

one of the group’s strongest credentials. It is the one of the building blocks in the trust

the Apollo brand name commands.

OBJECTIVE

Save Lives, Increase Life Expectancy,

Improve Quality of Life

APOLLO ANTHEM

A truly inspiring anthem commemorating our 25th year, came to sparkling life on 5th

Feb 2008, as it was launched with a vibrant live rendition by its composers – Shankar,

Ehsaan and Loy. Composed in 4 languages, English, Hindi, Tamil and Telugu, it truly

captures the spirit of Apollo Hospitals.

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STRONG VALUE SYSTEM

Along with excellence the Apollo philosophy rests on the pillars of technological

superiority, a warm patient- centric approach, and a edge in forward-looking research.

Apollo's spectacular success rests on sustained commitment and investments in each

of these pillars.

TECHNOLOGY DRIVEN

At Apollo, healthcare systems leverage technology to build integrated healthcare

delivery models, which facilitate seamless electronic medical records, Hospital

Information systems and telemedicine-based health outreach initiatives, for enhanced

access to medical care. Another critical manifestation of widespread technology has

been the amazing advancement in medical equipment and Apollo has repeatedly

pioneered the introduction of such innovations in India. The future promises with

revolutionary new products like the Proton Beam Therapy. From leveraging new age

mobility, to getting futuristic equipment Apollo has always been ahead of the curve.

Currently, the group believes in the tremendous potential of robotics and is investing

heavily in making it a real and robust option for all.

TLC

Apollo pioneered Tender Loving Care (TLC) and it continues to be the magic that

inspires hope, warmth and a sense of ease in the patients. Processes are relentlessly

improved upon to ensure maximum patient-centricity.

ROAD AHEAD

Apollo Hospitals has taken the spirit of leadership well beyond business metrics. It

has embraced the onus of keeping India, healthy. Taking cognizance of the undeniable

fact that India is reeling under the onslaught of Non Communicable Diseases (NCD),

the Apollo Group has assumed the responsibility to educate, influence mind-set.

Increased focus on tactical initiatives like personalized preventive healthcare bears

testimony to this new thrust. The Group has declared war on NCDs, and is leading the

entire healthcare fraternity into this battle.

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SOCIALLY CONSCIOUS

Apollo Hospitals has always strongly believed in social initiatives that help

transcend barriers. In keeping with this, the group has started several impactful

programmes in this area. One among these initiatives is SACHI (Save a Child’s Heart

Initiative) - a community service initiative with the aim of providing quality paediatric

cardiac care to children from underprivileged sections of society suffering from heart

diseases. Apollo also runs the SAHI (Society to Aid the Hearing Impaired) initiative

to help poor children with hearing impairment, and the CURE Foundation which is

focused on cancer screening, cure and rehabilitation for those in need. In the area of

Cancer care Apollo has also joined hands with Yuvraj Singh's YOUWECAN to

organize large-scale cancer screenings. Apollo regularly conducts comprehensive

health screening camps across the nation. The Group runs the incredible successful

Billion Hearts Beating campaign – a nationwide programme that has awakened India

to heart healthiness.

The Group continues to break new ground in adopting new technology. From

leveraging new age mobility, to getting futuristic equipment Apollo has always been

ahead of the curve. Currently, the group believes in the tremendous potential of

robotics and is investing heavily in making it a real and robust option for all. Apollo

pioneered Tender Loving Care (TLC) and it continues to be the magic that inspires

hope, warmth and a sense of ease in the patients. Apollo started out with the promise

of bringing quality healthcare to India at a price point that Indians could afford. The

cost of treatment in Apollo was a tenth of the price in the western world. Today as the

group charts out its roadmap to take healthcare to a billion, the focus on driving a

strong value proposition remains constant.

Apollo Hospitals has taken the spirit of leadership well beyond business metrics. It

has embraced the onus of keeping India, healthy. India could soon become the heart

disease capital of the world if the surge of lifestyle diseases goes unchecked. Apollo

Hospitals has its agenda full in taking steps to avoid this. Recognizing that the risk of

heart disease can be significantly reduced, even reversed, Apollo Hospitals launched

the path breaking Billion Hearting Beating, a campaign that empowers Indians with

the knowledge to fight the common adversary - heart disease.

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Apollo's remarkable story has captured India's attention. For its service to the nation,

the Group was felicitated with the honour of a commemorative postage stamp bearing

its name. For his untiring pursuit of excellence in healthcare, Dr.Prathap C Reddy,

was bestowed with the second highest civilian award, the ‘Padma Vibhushan’, by the

Government of India.

Recently Apollo Hospitals celebrated its 30th year. The Group, led by Dr.Prathap

Reddy, reaffirmed its goals and redefined their focus. With ambitious projects like

Apollo Reach Hospitals, a strong focus on preventive healthcare and an unabated

commitment to nurture excellence and expertise in healthcare, Apollo Hospitals

envisions for a new horizon - a future where the nation is healthy, where its people are

fighting fit, and India emerges as the preferred global healthcare destination.

Professional Achievement

Under the leadership of Dr.Prathap C Reddy, the Apollo Hospitals Group has touched

over 45 million lives, and has emerged as Asia's foremost and trusted integrated

healthcare provider. A true visionary, Dr. Reddy has been instrumental in pioneering

several game-changing innovations in Indian healthcare like clinical excellence,

inclusive insurance, telemedicine, preventive health checks, among several others.

As a champion of the powerful premise that 'Life is Priceless', Dr. Reddy has been a

tireless crusader against the menace of Non Communicable Diseases, a dark cloud of

ill-health looming over India. Dr. Reddy envisioned the ambitious Billion Hearts

Beating campaign to start a nation-wide awakening to heart health. He has

consistently been playing a pivotal role in the development of healthcare as a sector,

by helming several forums like the NATHEALTH, the Healthcare Federation of

India.

For his immense contribution to the health and healthcare of India, the nation has

honoured Dr.Prathap C Reddy with the Padma Vibhushan, India's second highest

civilian award.

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Championing Innovation

Always the visionary, Dr. Reddy has harnessed technology and insurance to reach

healthcare to the masses. The pioneering success of telemedicine and innovative

insurance in Aragonda, the world's first V-SAT enabled village in remote Seemandhra

validates the concept of 'Healthcare for All'. Recognising that telemedicine can help

meet the increasing demand for universal access to high quality medicine, irrespective

of geography, Dr. Reddy led his team to set up 150 telemedicine centres across 17

countries.

Dr. Reddy was at the helm of the revolutionary Reach Hospitals initiative from

Apollo – taking world-class healthcare to semi-urban and rural India. This blueprint is

carrying good health to the very heart of India and in 2012, Apollo Reach Hospitals

was conferred the G20 Award for Inclusive Business Innovation and it was the only

healthcare organization in the world to receive the award.

A tireless advocate for creating access through insurance, Dr. Reddy firmly believes

that mandatory health insurance is critical for the nation and has been actively

campaigning for its implementation across the country. The innovative insurance

project, at a cost of Rs.1 a day that he introduced in his native village decades ago,

paved the way for many community insurance products prevalent in the country

today.

Leadership

2001 – Ernst & Young 'Entrepreneur of the Year' award

2002 – Lifetime Achievement Award by the Hospimedica International

2004 – Franchise Award for Excellence in Business Development

Quality

Accreditations

ACE @ 25

Infection Control Programme

IT Excellence

Patient Safety

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National Business Excellence Star Award - Confederation of Indian Industry

Apollo Hospitals, Chennai won the below awards

Leader – People Management

Leader – Customer Management

Leader – Operations Management

National Business Excellence (BE) Star Awards organized by the Confederation of

Indian Industry 2015. Enterprise Asia's "AREA" Program, South Asia - "Responsible

Business Leader" Award. Dr.Prathap C Reddy Enterprise Asia's "Asia

Responsible Entrepreneurship Awards" program (AREA), South Asia 2012 has

honoured Dr.Prathap C Reddy, Chairman, Apollo Hospitals Group with the

prestigious "Responsible Business Leader" Award.

'Life-Time Achievement' Award

Dr.Prathap C Reddy Chairman, Apollo Hospitals Group has been honoured with the

Life Time Achievement Award by CNBC TV18 at the India Business Leaders

Awards 2013. Named the architect of modern healthcare and the pioneer of corporate

healthcare in India, this award felicitates Chairman's lifetime efforts of transforming

healthcare in our country.

Group Brands

Opening for Senior Associate – Marketing at Apollo Research and Innovations (ARI)

Opening for Manager – Finance & Strategy at Apollo Research and Innovations

(ARI)

Apollo Speciality Hospitals, Trichy provides tertiary medical care to the community.

This 225 bedded hospital has been built over a sprawling 1, 75,000 square feet area

with the aim to provide tertiary medical care across several key specialties with over

30 specialties. It places special emphasis on quality time between doctors and patients

in all fronts.

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CHAPTER-III

REVIEW OF LITERATURE

Muhammad Hassan (1): Employee retention is the vital challenge in all

organizations. This papers focus on one industry that is the leather industry of

Pakistan which is facing the same problem of retention of employees due to many

reasons. As Leather industry is the third largest export earning sector in Pakistan so

these reasons are discussed in detail. The turnover rate in Leather Industry of Pakistan

is around 25 – 30% annually, its observed that mostly second line managers change

their job’s for high salaries offer, recognition, authority and also to seek for more

knowledge and to get more competitive edge in terms of processing; In tanneries its

critical and alarming because of the process and article secrecy. In order to achieve

competitive advantage, maximum utilization of resources and to get organizational

efficiency employees must be retained in a true spirit in order to cope with all these

conditions. In this paper the authors tried to know the reasons behind this dilemma

that how employees can be retained and some suggestions were given to deal with it.

One edge of this paper is that one of the author belongs to the same industry i.e.

leather industry.

Tammy C. Morse (2): Humor has been in existence since the beginning of time.

Some even claim that humor is the best preventive medicine for stress management

and good health. If humor is good for living productively, can it also be good for

employee retention and/or employee satisfaction? The purpose of this conceptual and

practical paper is to explore the extent to which the use of appropriate humor relates

to employee retention and satisfaction, which can enhance the commitment,

cohesiveness and performance of a company’s workforce. Another objective is to

explore and emphasize the importance of humor and employee retention in the

workplace. The paper provides practical recommendations for today’s managers and

offers a focus for future researchers to empirically test the use of humor and its

relationship to employee retention and employee satisfaction.

22

Muhammad Umer (3): Investigate the impact of variables (career development,

supervisor support, work environment, work life balance) on employee retention.A

total of 50 interviews were taken from managers of different BPO organizations in

Pakistan. Graphical Analysis is indicating that these variables have significant and

positive impact on employee retention. Very less research have been done about

employee retention in business process out sourcing, especially in Pakistan. So, these

finding will provide some insights to BPO’s managers to make policies about

employee retention in Pakistan.

RuslanGurtoviy (4): We model deferred compensation as a share of an uncertain

future profit granted by a manically constrained employer to her employee in mutual

agreement. Deferred compensation serves as a retention mechanism, helping the

employer to avoid bankruptcy. The optimal combination of cash and deferred

payments that a firm can use to retain qualified personnel depends on the cost of new

credit and bank- raptly risk: If interest rates are greater (smaller) than the ex-ante odds

of bankruptcy, the employer will to defer compensation (pay in cash) to the employee.

The employee always improves his position in the labour market if imminent

bankruptcy is avoided.

Klara Nelson(5): Illuminates significant relationships between three major

knowledge management (KM) design dimensions and the perceived ability of 150

organizations to retain their knowledge workers. Knowledge worker retention is a

critical challenge for today’s organizations as they face increasing global competition

with its demands for even more such workers, while dramatically shifting workforce

demographics hasten their exit. KM design initiatives that accelerate knowledge

creation, acquisition, and particularly knowledge capture, sharing and retention, are

receiving unprecedented levels of investment as a result. While many factors impact

organization financial performance, this research indicates that successful knowledge

worker retention is significantly related with higher reported financial performance.

The implications of these results are noted.

Dr.Nafees A. Khan (6): Retention of Key employees is critical to the long term

health and success of any organization. It is a known fact that retaining the best

employees, ensures customer satisfaction, increased product sales, satisfied colleagues

23

and reporting staff, effective succession planning and deeply imbedded organizational

knowledge and learning. Now days companies are struggling to retain employees. As

employee attrition has continuously been on increase, and its coeval phenomenon of

employee retention has become an evolving concept. The ultimate solution to the ever

increasing employee attrition is to increase employee engagement/ involvement in the

organizations.

AtifAnis (7): Employee retention is a critical aspect for every company regarding

competitive advantage because human resource is the most critical asset of today’s

modern world. Other resources can be arranged effortlessly but to get efficient and

retain talented human capital is the most difficult task. Therefore, organizations are

now more focused towards employee retention. Organizations use different HR

techniques for retention. Our main emphasis is on compensation packages after

employee training and development practices for retention purposes. We will also see

how a relaxed work environment will help in the retention of employees. For this

purpose, we conducted this study in Lahore and collected data from corporate groups.

The numbers of respondents in our study are 330. For analysis we used the structural

equation modelling technique with the use of AMOS 18.0. In this study, we used

compensation as the mediating variable between the training and retention of

employees. Results reveal that retaining employee’s long term, after their training and

development has been completed, without increasing their compensations is not as

favourable as when compensation is increased to reflect the completion ability to

apply their field related skills and capabilities.

Ijaz-Ur-Rehman (8): Comprehensive survey to date of labour turnover and

employee loyalty in New Zealand. The widely held view that the New Zealand

worker has become more mobile in the contemporary labour market is shown to be

somewhat simplistic. Instead, the picture is one eof increasing employment stability

as people get older and as they become better paid, lending support to the idea that

there are identifiable developmental stages affecting the careers of both men and

women. In terms of the reasons for employee turnover, the study demonstrates that

motivation for job change is multidimensional: no one factor will explain it. While

interesting work is the strongest attractor and retainer in the labour market, the results

also show that there is a strong employee expectation that management should make

24

personnel decisions based on merit, demonstrate that extrinsic rewards (such as pay,

promotion and security) play a role in both employee retention and turnover, lend

support to the idea that there is growing concern with work–life balance, and

underline the retention value of good relationships with co-workers and supervisors.

The results demonstrate that employee turnover is not riskless for individuals: some

benefit a lot (for example, in finding worthwhile promotion), while others do badly

out of it. The study offers suggestions for improving retention in firms with

dysfunctional employee turnover.

Malvern W. Chiboiwa (9): Worldwide, a number of factors have been attributed to

the increase in the level of employee turnover. The way people are paid, recognised

and achieve salary advancement are critical factors in attracting, retaining, and

motivating employees. The challenge for most organisations today is the formulation

of an effective employee retention strategy that will help in retaining employees that

are considered critical in attaining organisational goals. The prevailing hostile

economic environment in Zimbabwe has made the formulation of a realistic retention

strategy particularly difficult for managers in the face of an ever changing economic

environment that is characterised by hyper inflation with a depleted labour market

occasioned by skill emigration. This research was a case study of a major private

sector medical laboratory company in Zimbabwe and was aimed at achieving the

following objectives: identify the causes of employee turnover in the organisation,

examine the current retention practices in the organisation, establish the effectiveness

of the practices, and attempt a workable retention practice that could reduce the high

rate of employee turnover in the organisation. Qualitative research design was

employed using structured interviews as well as administering research questionnaire

to all category of employees. The total population of the organisation nationwide

comprised of 3820 employees with a sample size of 2240 respondents. The result of

the research showed that labour turnover is higher amongst non-managerial

employees. Similarly, majority of the employees would soon quit the organisation and

lastly, the high rate of employee turnover in the organisation is largely attributed to

poor reward system administration.

25

Ward Whitt (10): A mathematical model is developed to help analyze the Benet in

contact-centres performance obtained from increasing employee (agent) retention, by

increasing agent job satisfaction. The contact-centres \performance" may be restricted

to a traditional productivity measure such as the number of calls answered per hour or

it may include a broader measure of the quality of service, e.g., revenue earned per

hour or the number of problems successfully resolved per hour. The analysis is based

on an idealized model of contact centres, in which the number of employed agents is

constant over time, assuming that a new agent is immediately hired to replace each

departing agent. The agent employment periods are assumed to be independent and

identically distributed random variables with a general agent-retention probability

distribution, which depends upon management policy and actions. The steady-state

staff experience distribution is obtained from the agent-retention distribution by

applying renewal theory. An increasing real-valued function specifies the average

performance as a function of agent experience. Convenient closed-form expressions

for the overall performance as a function of model elements are derived when either

the agent-retention distribution or the performance function has exponential structure.

Management actions may cause the agent-retention distribution to change. The model

describes the consequences of such changes upon the long-run average staff

experience and the long-run average performance.

AaishaArbabKhan (11): Identify factors reducing employee turnover and to explore

the impact of retention strategies on workforce. Serena Hotel, Faisalabad, Pakistan

was selected as sample for this study because of its uniqueness in practicing modern

HR techniques. The research was based on case study method; for this purpose thirty

surveys and six face to face interviews with key personnel were carried out. A total of

36 respondents were selected within the population of 285. Variables like HR

strategies, work place environment, training and development, and compensation

were found more effective in employee retention at Serena Faisalabad. The study

revealed that for higher control over retention, management must work over monetary

rewards and career progression. Overall, current HR practices at Serena may be

benchmarked by others to decrease turnover.

26

CHAPTER-IV

RESEARCH METHODOLOGYAN

INTRODUCTION:

Research is the process of systematic and in-depth study or search for any

particular topic, subject or area of investigation, backed by collection, compilation,

presentation and interpretation of relevant details or data. Research methodology is a

way to systematically solve the research problem. It may be understood as a science

of studying how research is done scientifically.

Research may develop hypothesis and test it. In it we study the various steps

that are generally adopted by the researcher in studying his research problem along

with the logic behind them.

Research must be based on fact observable data forms a sound basis for

research inductive investigation lead better support to research finding for analysing

facts a scientific methodology of analysis must be developed and result interpreted

logically.

It is necessary for the researcher to know not only the research method or

techniques but also the methodology. Thus, when we talk of research methodology we

not only talk of the research methods but also consider the logic behind the methods

we use in the context of our research study and explain why we are using a particular

method or technique and why we are not using others so that research results are

capable of being evaluated either by the researcher himself or by others.

research problems would result in certain conclusions by means of logical

analysis which the decision-maker may use for his action or solution.

27

4.1 METHODS OF RESEARCH:

Research design:

A research design is purely and simply the frame work plan for a study that guides

the collection and analysis of a data. In this study the researcher has adopted

descriptive research design.

Descriptive research design:

It includes surveys and fact finding enquires of different kinds. It simply describes

something such as a demographic of employees. It deals with description of the state

of offers as it is and the researchers have no influence on the respondents.

4.2 TARGET RESPONDENTS:

The employees of the Apollo hospitals,trichy

Specifically the nurse’s of Apollo hospitals

4.3 PROPOSED SAMPLING METHOD:

It is the process of selecting representative subset of a total population for

obtaining data for the study of the whole population the subset is known as sample.

The sample size is selected for the study 104 employees. The techniques of sampling

unit in this study are convenience sampling.

Convenience sampling:

In this method the sample units are chosen primarily on the basis of the

convenience to the researcher.

28

4.4 DATA PROCESSING:

Data collection:

Data collection is one of the most important aspects of research. For the

success of any project accurate data is very important and necessary. The information

collected through research methodology must be accurate and relevant.

Methods of data collection:

Primary Data

Secondary Data

Primary Data:

Data collected by a researcher is known as primary data. It is collected by a

person for his own use obtained from findings. This is considered as first hand

information. This is that data which is collected by us to meet our own specific

purpose. The data is collected by the means of questionnaire filled in by the

employees at Apollo hospitals, trichy. This method of data collection is very popular

particularly in big organizations.

Secondary Data:

Secondary data means data that are already available i.e., they refer to data

which has already been collected and analyzed by someone else. This type of data

information can also be used by the researcher for his use as second hand information

sources through which secondary data can be collected. Secondary data may either be

published data or unpublished data.

The research approach:

Survey Method

The research instrument:

Questionnaire

29

4.5 STATISTICAL TOOLS FOR ANALYSIS:

A. Frequencies

B. Chi-square

C. Likert scale

D. ANOVA

B. Chi-square analysis:

Chi-square is anon parametric test. The chi-square method is the application of

testing the significance different between observed and expected values.

For calculating the value of chi-square test, the following formula used:

=∑ [(0-E) ²/E]

E=Row total*column to/Grant total

Degree of freedom=(R-1) (C-1)

Where as

O-observed frequency

E-Expected frequency

P-Number of rows

C-Number of columns

C. Likert Scale Analysis

A Likert scale is a psychometric scale commonly involved in research that

employs questionnaires. It is the most widely used approach to scaling responses in

survey research, such that the term is often used interchangeably with rating scale, or

more accurately the Likert-type scale, even though the two are not synonymous. The

scale is named after its inventor, psychologist Rensis Likert.

Likert distinguished between a scale proper, which emerges from collective

responses to a set of items (usually eight or more), and the format in which responses

are scored along a range. Technically speaking, a Likert scale refers only to the

30

former. The difference between these two concepts has to do with the distinction

Likert made between the underlying phenomenon being investigated and the means of

capturing variation those points to the underlying phenomenon. When responding to a

Likert questionnaire item, respondents specify their level of agreement or

disagreement on a symmetric agrees-disagrees scale for a series of statements.

The format of a typical five-level Likert item is:

1. Strongly disagree

2. Disagree

3. Neither agree nor disagree

4. Agree

5. Strongly agree

Likert scaling is a bipolar scaling method, measuring either positive or negative

response to a statement. Sometimes a four-point scale is used; this is a "forced choice"

method since the middle option of "Neither agree nor disagree" is not available.

D. ANOVA

Analysis of variance (ANOVA) is a statistical analysis tool that separates the

total variability found within a data set into two components: random and systematic

factors. The random factors do not have any statistical influence on the given data set,

while the systematic factors do. The ANOVA test is used to determine the impact

independent variables have on the dependent variable in a regression analysis.

http://www.investopedia.com/terms/v/variability.asp

http://www.investopedia.com/terms/r/regression.asp

31

Questionnaire:

The questionnaire is prepared in such a way that is correct the comprehensive

objectives of the study. Open end, multiple choice of questionnaire adopted in this

research.

Period of study:

The time period of the study is 45 days.

32

CHAPTER-V

ANALYSIS, INTERPRETATION AND INFERENCE

PERSONAL FACTOR

TABLE NO: 5.1

GENDER OF THE RESPONDENTS

S.No Gender Respondent Percentage

1 Male 34 33.0

2 Female 69 67.0

Total Total 103 100.0

CHART NO: 5.1

GENDER OF THE RESPONDENTS

INTERPRETATION:

The above chart shows that 33 percent of the respondents are male and 67

percent of the respondents are female.

33

67

gender

male

female

33

TABLE NO: 5.2

AGE OF THE RESPONDENTS

S.No Age Respondent Percentage

1 20 years 1 1.0

2 21-25 years 37 35.9

3 26-30 years 35 34.0

4 31-35 years 24 23.3

5 36 - 40 years 6 5.8

Total 103 100.0

CHART NO: 5.2

AGE OF THE RESPONDENTS

INTERPRETATION:

The above chart shows that 1.0 percent of the respondents are below 20years

of age, 39.0 percent of the respondents are between 21years to 35years, 34.0 percent

of the respondents are between 26 years to 30 years, 23.3 percent of the respondents

are between 31 to 35years and 5.8 percent of the respondents are between 36 to 40

years.

1.0

39.0

34.0

23.3

5.8

age

20 years

21-25 years

26-30 years

31-35 years

36 - 40 years

34

TABLE NO: 5.3

EDUCATION QUALIFICATION OF THE RESPONDENTS

S.No Frequency respondent Percentage

1 B.sc 74 71.8

2 diploma(nursing) 29 28.2

Total 103 100.0

CHART NO: 5.3

EDUCATION QUALIFICATION OF THE RESPONDENTS

INTERPRETATION:

The above table shows that 28.2 percent of the respondents are diploma

(nursing), 71.8 percent of the respondents are B.sc.

71.8

28.2

Education

B.sc

diploma (nursing)

35

TABLE NO: 5.4

MONTHLY SALARY OF THE RESPONDENTS

S.No Income Respondent Percentage

1 < 10000 4 3.9

2 11000-20000 40 39.9

3 21000-30000 38 38.8

4 > 31000 21 20.4

Total 103 100.0

CHART NO: 5.4

MONTHLY SALARY OF THE RESPONDENTS

INTERPRETATION:

The above chart shows that 3.9 percent of the respondents are having below

10000rs as monthly income, 39.9 percent of the respondents are as monthly income

between 11000 to 20000, 38.8 percent of the respondents are between 21000 to 30000

as monthly income and 20.4 percent of the respondents are between above 31000 as

monthly income.

3.9

39.9

38.8

20.4

income

< 10000

11000-20000

21000-30000

> 31000

36

TABLE NO: 5.5

DESIGNATION OF THE RESPONDENTS

S.No Designation Respondent Percentage

1 Staff nurse 74 71.8

2 In charge nurse 29 28.2

Total 103 100.0

CHART NO: 5.5

DESIGNATION OF THE RESPONDENTS

INTERPRETATION:

The above chart shows that 71.8 percent of the respondents are staff nurse and

28.2 percentage of the respondents are in charge nurse.

71.8

28.2

Designation

Staff nurse

Incharge nurse

37

TABLE NO: 5.6

EXPERIENCE

S.no Experience Respondent percentage

1 <1 year 11 10.7

2 1-2 years 27 26.2

3 3-5 years 37 35.9

4 > 5 years 28 27.2

Total 103 100.0

CHART NO: 5.6

EXPERIENCE

INTERPRETATION:

The above chart shows that 10.7 percent of the respondents are between below

1years experience, 26.2 percent of the respondents are between below 1years to

2years experience, 35.9 percent of the respondents are between below 3years to

5years experience, and 27.2 percent of the respondents are between above 5years

experience.

10.7

26.2

35.9

27.2

Experience

<1 year

1-2 years

3-5 years

> 5 years

38

TABLE NO: 5.7

NATURE OF THE WORK

S.No Nature of work Respondent Percentage

1 Strongly Disagree 12 11.7

2 Disagree 6 5.8

3 Neutral 46 44.7

4 Agree 37 35.9

5 Strongly Agree 2 1.9

Total 103 100.0

TABLE NO: 5.7

NATURE OF THE WORK

INTERPRETATION:

The above chart shows that 11.7 percent of the respondents are strongly

disagree in nature of work, 5.8 percent of the respondents are disagree in nature of

work, 44.7 percent of the respondents are natural in nature of work,35.9 percentage

of the respondents are agree in nature of work and 1.9 percentage of the respondents

are strongly agree in nature of work.

11.7

5.8

44.7

35.9

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

39

TABLE NO: 5.8

JOB Security

CHART NO: 5.8

JOB SECURITY

INTERPRETATION:


disagree in job security, 2.9 percent of the respondents are disagree in job security,

37.9 percent of the respondents are natural in job security,47.6 percentage of the

respondents are agree in job security and 1.9 percentage of the respondents are

strongly agree in job security.

9.7

2.9

37.9

47.6

1.9

0

10

20

30

40

50

60

1 2 3 4 5

S.No Job security Respondent Percentage


2 Disagree 3 2.9

3 Neutral 39 37.9

4 Agree 49 47.6


Total 103 100.0

40

TABLE NO: 5.9

QUANTUM OF WORK

S.No Quantum of work Respondent Percentage


2 Disagree 7 6.8

3 Neutral 34 33.0

4 Agree 47 45.6

5 Strongly agree 1 1.0

Total 103 100.0

CHART NO: 5.9

QUANTUM OF WORK

INTERPRETATION:

The above table shows that 13.6 percent of the respondents are strongly

disagree in quantum of work, 6.8 percent of the respondents are disagree in quantum

of work, 33.0 percent of the respondents are neutral in quantum of work,45.6 percent

of the respondents are agree in quantum of work and 1.0 percent of the respondents

are strongly agree in quantum of work.

13.6

6.8

33.0

45.6

1.0

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

41

TABLE NO: 5.10

LEVEL OF APPRECIATION

S.no Appreciation Respondent Percentage


2 Disagree 67 65.0

3 Neutral 8 7.8

4 Agree 5 4.9

Total 103 100.0

CHART NO: 5.10

LEVEL OF APPRECIATION

INTERPRETATION:


disagree in appraisal system, 65 percent of the respondents are disagree in appraisal

system,7.8 percent of the respondents are agree in appraisal system and 4.9 percent of

the respondents are strongly agree in appraisal system.

22.3

65

7.84.9

0

10

20

30

40

50

60

70

1 2 3 4

42

TABLE NO: 5.11

FEELING ABOUT THE ORGANISATION

No Feeling about org. Respondent Percentage


2 Disagree 4 3.9

3 Neutral 41 39.8

4 Agree 47 45.6


Total 103 100.0

CHART NO: 5.11

FEELING ABOUT THE ORGANISATION

INTERPRETATION:

The above charts shows that 8.7 percent of the respondents are strongly

disagree in feeling about an organization, 3.9 percent of the respondents are disagree

in good feeling about an organization, 39.8 percent of the respondents are natural in

feeling about an organization, 45.6 percent of the respondents are agree in feeling

about an organization, and 1.9 percent of the respondent are strongly agree in feeling

about an organization

8.7

3.9

39.8

45.6

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

43

TABLE NO: 5.12

PERSONAL POLICIES AND PROCEDURE

No Respondent Frequency Percentage


2 Disagree 59 57.3

3 Neutral 16 15.5

4 Agree 5 4.9


Total 103 100

CHART NO: 5.12

PERSONAL POLICIES AND PROCEDURE

INTERPRETATION:


disagree in company policy, 57.3 percent of the respondents are disagree in company

policy, 15.5 percent of the respondents are natural in company policy ,4.9 percent of

the respondents are agree in company policy and 1.9 percent of the respondents are

strongly agree in company policy.

20.4

57.3

15.5

4.91.9

0

10

20

30

40

50

60

70

1 2 3 4 5

44

TABLE NO: 5.13

RELATIONSHIP WITH SUPERIOUR & CO-WORKERS

S.No Relationship with mgt respondent Percentage


2 Disagree 5 4.9

3 Neutral 41 39.8

4 Agree 48 46.6


Total 103 100.0

CHART NO: 5.13

RELATIONSHIP WITH SUPERIOUR & CO-WORKERS

INTERPRETATION:


disagree in good relationship with management, 4.9 percent of the respondents are

disagree in good relationship with management, 39.8 percent of the respondents are

natural in good relationship with management, 46.6 percent of the respondents are

agree in good relationship with management, and 1.9 percent of the respondent are

strongly agree in good relationship with management.

6.84.9

39.8

46.6

1.9

0

10

20

30

40

50

60

1 2 3 4 5

45

TABLE NO: 5.14

TRAINING PROGRAMS MADE BY THE ORGANISATION

S.No Training programs respondent Percentage


2 Disagree 29 28.2

3 Neutral 43 41.7

4 Agree 16 15.5


Total 103 100.0

CHART NO: 5.14

TRAINING PROGRAMS MADE BY THE ORGANISATION

INTERPRETATION:


disagree in training programs,28.2 percent of the respondents are disagree in training

programs, 41.7 percent of the respondents are natural in training programs, 15.5

percent of the respondents are agree in training programs , and 1.9 percent of the

respondent are strongly agree in training programs.

12.6

28.2

41.7

15.5

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

46

TABLE NO: 5.15

PROMOTION OPPORTUNITY

S.No Promotion opportunity Respondent Percentage


2 Disagree 58 56.3

3 Neutral 15 14.6

4 Agree 6 5.8


Total 103 100.0

CHART NO: 5.15

PROMOTION OPPORTUNITY

INTERPRETATION:


disagree in promotion opportunity, 56.3 percent of the respondents are disagree in

promotion opportunity, 14.6 percent of the respondents are natural in promotion

opportunity, 5.8 percent of the respondents are agree in promotion opportunity, and

1.9 percent of the respondents are strongly agree in promotion opportunity.

21.4

56.3

14.6

5.81.9

0

10

20

30

40

50

60

1 2 3 4 5

47

TABLE NO :5. 16

GRIEVANCE REDRESSAL PROCEDURE

S.No Grievance procedure Respondent Percentage


2 Disagree 10 9.7

3 Neutral 37 35.9

4 Agree 45 43.7


Total 103 100.0

CHART NO :5. 16

GRIEVANCE REDRESSAL PROCEDURE

INTERPRETATION:


disagree in grievance procedure, 9.7 percent of the respondents are disagree in

grievance procedure, 35.9 percent of the respondents are natural in grievance

procedure, 43.7 percent of the respondents are agree in grievance procedure, and 1.9

percent of the respondents are strongly agree in grievance procedure.

8.7 9.7

35.9

43.7

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

48

TABLE NO :5. 17

HOURS OF WORK

S.no Hours of work Respondent Percentage


2 Disagree 55 53.4

3 Neutral 12 11.7

4 Agree 8 7.8


Total 103 100.0

CHART NO :5. 17

HOURS OF WORK

INTERPRETATION:


disagree in working hours, 53.4 percent of the respondents are disagree in working

hours,11.7 percent of respondents are neutral in working hours,7.8 percent of the

respondents are agree in working hours ,3.9 percent of respondents are strongly agree

in working hours.

23.3

53.4

11.77.8

3.9

0

10

20

30

40

50

60

1 2 3 4 5

49

TABLE NO :5. 18

LIGHETING AND VENTILATION FACILITIES

S.no Facilities Respondent Percentage


2 Disagree 38 36.9

3 Neutral 41 39.8

4 Agree 9 8.7


Total 103 100.0

CHART NO :5. 18

LIGHETING AND VENTILATION FACILITIES

INTERPRETATION:


disagree in lightening and ventilation facilities, 36.9 percent of the respondents are

disagree in lightening and ventilation facilities,39.8 percent of respondents are neutral

in lightening and ventilation facilities,8.7s percent of the respondents are agree in

lightening and ventilation facilities,3.9 percent of respondents are strongly agree in

lightening and ventilation facilities

10.7

36.939.8

8.7

3.9

0

5

10

15

20

25

30

35

40

45

1 2 3 4 5

50

TABLE NO: 5. 19

SAFETY ARRANGEMENTS

S.No Safety arrangements Respondent Percentage


2 Disagree 8 7.8

3 Neutral 33 32.0

4 Agree 49 47.6


Total 103 100.0

CHART NO :5. 19

SAFETY ARRANGEMENTS

INTERPRETATION:


disagree in safety arrangements, 7.8 percent of the respondents are disagree in safety

arrangements,32.0 percent of respondents are neutral in safety arrangements,47.6

percent of the respondents are agree in safety arrangements,1.9 percent of respondents

are strongly agree in safety arrangements.

10.77.8

32.0

47.6

1.9

0

10

20

30

40

50

60

1 2 3 4 5

51

TABLE NO: 5. 20

MEDICAL & HOUSING FACILITIES

S.No Housing facilities Respondent Percentage


2 Disagree 12 11.7

3 Neutral 44 42.7

4 Agree 33 32.0


Total 103 100.0

CHART NO: 5. 20

MEDICAL & HOUSING FACILITIES

INTERPRETATION:


disagree in medical & housing facilities, 11.7 percent of the respondents are disagree

in medical & housing facilities,42.7 percent of respondents are neutral in medical &

housing facilities,32.0 percent of the respondents are agree in medical & housing

facilities,3.9 percent of respondents are strongly agree in medical & housing facilitie

9.711.7

42.7

32.0

3.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

Q14

52

CHART NO :5. 21

PROVIDENT FUND & INSURANCE SCHEME

S.No Schemes Respondent Percentage


2 Disagree 11 10.7

3 Neutral 35 34.0

4 Agree 46 44.7


Total 103 100.0

CHART NO :5. 21

PROVIDENT FUND & INSURANCE SCHEME

INTERPRETATION:


disagree in provident fund & insurance scheme, 10.7 percent of the respondents are

disagree in provident fund & insurance scheme,34.0 percent of respondents are

neutral in provident fund & insurance scheme,44.7 percent of the respondents are

agree in provident fund & insurance scheme,1.9 percent of respondents are strongly

agree in provident fund & insurance scheme.

8.710.7

34.0

44.7

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

53

CHART NO :5. 22

RECREATION FACILITIES

S.no Recreation facilities Respondent Percentage


2 disagree 6 5.8

3 Neutral 42 40.8

4 Agree 44 42.7

5 strongly Agree 2 1.9

Total 103 100.0

CHART NO :5. 22

RECREATION FACILITIES

INTERPRETATION:


disagree in recreation facilities, 5.8 percent of the respondents are disagree in

recreation facilities ,40.8 percent of respondents are neutral in recreation

facilities,42.7 percent of the respondents are agree in recreation facilities,1.9 percent

of respondents are strongly agree in recreation facilities.

8.75.8

40.842.7

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

54

CHART NO :5. 23

SCALE OF PAY, ALLOWANCE AND BONUS

S.no Pay allowance Respondent Percentage


2 Disagree 69 67.0

3 Neutral 7 6.8

4 Agree 8 7.8


Total 103 100.0

CHART NO :5. 23

SCALE OF PAY, ALLOWANCE AND BONUS

INTERPRETATION:


disagree in scale of pay, allowance and bonus, 67 percent of the respondents are

disagree in scale of pay, allowance and bonus ,6.8 percent of respondents are neutral

in scale of pay, allowance and bonus,7.8 percent of the respondents are agree in scale

of pay, allowance and bonus,1.9 percent of respondents are strongly agree in scale of

pay, allowance and bonus.

16.5

67

6.8 7.81.9

0

10

20

30

40

50

60

70

80

1 2 3 4 5

55

CHART NO: 5. 24

PAY REVISION PERIOD

S.No Pay revision Respondent Percentage


2 Disagree 53 51.5

3 Neutral 15 14.6

4 Agree 10 9.7


Total 103 100.0

CHART NO :5. 24

PAY REVISION PERIOD

INTERPRETATION:


disagree in pay revision period, 51.5 percent of the respondents are disagree in pay

revision period,14.6 percent of respondents are neutral in pay revision period,9.7

percent of the respondents are agree in pay revision period,4.9 percent of respondents

are strongly agree in pay revision period.

19.4

51.5

14.6

9.7

4.9

0

10

20

30

40

50

60

StronglyDisagree

Disagree Neutral Agree Strongly Agree

56

TABLE NO :5. 25

REWARDS & RECOGNITION

S.no Rewards & recognition Respondent Percentage


2 Disagree 61 59.2

3 Neutral 10 9.7

4 Agree 5 4.9


Total 103 100.0

CHART NO :5. 25

REWARDS & RECOGNITION

INTERPRETATION:


disagree in rewards & recognition, 59.2 percent of the respondents are disagree in

pay revision period,9.7 percent of respondents are neutral in rewards &

recognition,4.9 percent of the respondents are agree in rewards & recognition,1.9

percent of respondents are strongly agree in rewards & recognition.

24.3

59.2

9.74.9

1.9

0

10

20

30

40

50

60

70

1 2 3 4 5

57

CHART NO: 5. 26

SAFETY COMMITTEE

S.no Safety committee Respondent Percentage


2 Disagree 4 3.9

3 Neutral 33 32.0

4 Agree 61 59.2


Total 103 100.0

CHART NO :5. 26

SAFETY COMMITTEE

INTERPRETATION:


disagree in safety committee, 3.9 percent of the respondents are disagree in safety

committee,32.0 percent of respondents are neutral in safety committee,59.2 percent of

the respondents are agree in safety committee,1.0 percent of respondents are strongly

agree in safety committee.

3.9 3.9

32.0

59.2

1.0

0

10

20

30

40

50

60

70

1 2 3 4 5

58

CHART NO :5. 27

PROVIDENT FUND COMMITTEE

S.No Provident fund committee Respondent Percentage


2 Disagree 9 8.7

3 Neutral 55 53.4

4 Agree 35 34.0


Total 103 100.0

CHART NO :5. 27

PROVIDENT FUND COMMITTEE

INTERPRETATION:


disagree in provident fund committee , 8.7 percent of the respondents are disagree in

provident fund committee,53.4 percent of respondents are neutral in provident fund

committee,34.0 percent of the respondents are agree in provident fund committee,1.0

percent of respondents are strongly agree in provident fund committee.

2.9

8.7

53.4

34.0

1.0

0

10

20

30

40

50

60

1 2 3 4 5

59

CHART NO :5. 28

EMPLOYEE BENEFIT SCHEME COMMITTEE

S.No Benefit scheme committee Respondent Percentage


2 Disagree 8 7.8

3 Neutral 47 45.6

4 Agree 40 38.8


Total 103 100.0

CHART NO: 5. 28

EMPLOYEE BENEFIT SCHEME COMMITTEE

INTERPRETATION:


disagree in employee benefit scheme committee , 7.8 percent of the respondents are

disagree in employee benefit scheme committee,45.6 percent of respondents are

neutral in employee benefit scheme committee,38.8 percent of the respondents are

agree in employee benefit scheme committee,1.9 percent of respondents are strongly

agree in employee benefit scheme committee.

5.87.8

45.6

38.8

1.9

0

5

10

15

20

25

30

35

40

45

50

1 2 3 4 5

60

TABLE: 5.29

CHI-SQUARE TEST

Q.No Calculated value Degree of freedom Table value Accept/Reject H0

Q1 1.606 4 13.277 Accept H0

Q2 1.358 4 13.277 Accept H0

Q3 2.778 4 13.277 Accept H0

Q4 1.949 3 11.345 Accept H0

Question no: 1

H0: I am not satisfied with nature of work

H1: I am satisfied with nature of work

Question no: 2

H0 : I am not satisfied with job security level

H1: I am satisfied with job security level

Question no: 3

H0: I will not comfortable with quantum of work

H1: I will comfortable with quantum of work.

Question no: 4

H0: I do not get level of appreciation for good work.

H1: I get level of appreciation for good work.

61

INFERENCE:

The above table is compared with gender as a factor and with attitude towards job as

dependent variable with 99% of confident interval.

From the above table it is inferred as the Null Hypothesis (H0) have

been accept.

Question no: 1 (I am satisfied with nature of work)

The above inference says there is no relationship between gender and nature of work.

Question no: 2( I am satisfied with job security level)

The above inference says there is no relationship between gender and job

security level

Question no: 3( I will comfortable with quantum of work)

The above inference says there is no relationship between gender and quantum of

work.

Question no: 4(I get level of appreciation for good work)

The above inference says there is no relationship between gender and level

of appreciation for good work.

TABLE :5.30

ONE WAY ANOVA TEST

Q NO Calculated value Degree of freedom Table value Accept /Reject H0

Q11 1.754 1 3.94 Accept H0

Q12 .071 1 3.94 Accept H0

Q13 .108 1 3.94 Accept H0

62

Question:11

H0-I do not accept with hours of work and work intervals

H1- I accept with hours of work and work intervals

Question no: 12

H0-I do not accept lighting and ventilation facilities

H1- I accept with lighting and ventilation facilities

Question no: 13

H0-I do not accept with safety arrangement made by the organization

H1- I accept with safety arrangement made by the organization

INFERENCE:

The above table is compared with gender as a factor and with working

conditions with 95% 0f confident interval.

From the above table it is inferred as null hypothesis (h0) have been accept .

Question no: 11 (I accept with hours of work and work intervals)

The above inference says that there is no relationship between gender and

hours of work and work intervals.

Question no: 12 (I accept with lighting and ventilation facilities)

The above inference says that there is no relationship between gender and

lighting and ventilation facilities.

Question no: 13 (I accept with safety arrangement made by the organization)

The above inference says that there is no relationship between gender

and safety arrangement made by the organization.

63

CHAPER-VI

FINDING, SUGGESTION AND CONCLUSION

6.1 Findings:

Majority 67 percent of the respondents are female.

Majority 39 percent of the respondents are between the age group

of 26 – 30 years.

Majority 71.8 percent of the respondents are B.sc.

Majority 39.9 percent of the respondents are between the 11000 to

20000 as monthly income.

Majority 71.8 percent of the respondents are staff nurse.

Majority 35.9 percent of the respondents are having the

experiences between 3years to 5years.

Majority 44.7 percent of the respondents are neutral with the nature

of work.

Majority 47.6 percent of the respondents are agreed with the job

securities.

Majority 45.6 percent of the respondents are agree in quantum of

work.

Majority 65 percent of the respondents are disagreed with the

appraisal systems.

Majority 45.6 percent of the respondents are agreeing in

relationship with management.

Majority 57.3 percent of the respondents are disagreed with the

company’s policies.

Majority 46.6 percent of the respondents are disagreeing in

relationship with management.

Majority 41.7 percent of the respondents are neutral in training

programs made by the organization.

Majority 56.3 percent of the respondents are having the promotion

opportunities in disagreed.

64

Majority 43.7 percent of the respondents are agree in grievance

procedure

Majority 53.4 percent of the respondents are disagree in working

hours.

Majority 47.6 percent of the respondents are agreed in safety

arrangements.

Majority 44.7 percent of the respondents are disagree in provident

fund & insurance scheme.

Majority 42.7 percent of the respondents are agreed in recreation

facilities.

Majority 67 percent of the respondents are disagreeing in scale of

pay, allowance and bonus.

Majority 51.5 percent of the respondents are disagreeing in pay

revision period.

Majority 59.2 percent of the respondents are disagreeing in

rewards & recognition.

Majority 59.2 percent of the respondents are agreeing in safety

committee.

Majority 53.4 percent of the respondents are neutral in safety

committee.

Majority 45.6 percent of the respondents are neutral in employee

benefit scheme committee.

65

6.2Suggestions:

Retaining key personnel is critical to long term success of an organization. A

Retention Strategy has become essential if your organization is to be productive over

time and can become an important part of your hiring strategy by attracting the best

candidates. In fact, some companies do not have to recruit because they receive so

many qualified unsolicited submissions due to their history of excellence in employee

retention. How do you get your employees to "fall in Love" with your organization?

This is a great question. Some of the suggestions for this can be summarized as

follows:

The company should provide better motivations to the employees. So that

improves the satisfaction of the employees.

The company should maintain a good relationship with the employees that

help to improve their production.

The company want to change their work schedule and policies of their

organisation

The company should also develop their infrastructure facility of their

organisation.

The company want to reduce their employee retention problem and provide

promotion offers to their employees

The company should provide statutory benefits to their employees.

The company should provide appraisal for employees good work

The company should provide career opportunities to the employees.

The company should provide proper incentives to the employees

The company should maintain proper work timings for the employees and

should main a proper attendance of the employees.

The company should provide other benefits properly to the employees.

The company should provide Rewards and Recognition to the employees.

The company should provide promotions opportunities to the employees.

66

6.3Conclusion:

The research has a humble attempt in identifying the causes of employee

retention and come up with a few suggestions. Apollo specialty hospitals, trichy

exists a high level of employee retention.

So, the management has simply to concretize people and live them alone with

an environment in which they find it possible it behave appropriately, identify the

problem, appreciate the need to resolve it, identify the factors and contributing to the

problem and behave in ways that would either eliminate the casual variables or reduce

their influence on the problems. Though slow, the process of concretization is sure to

produce the desired results conducted in proper ways.

Employees comprise the most vital assets of the company. In a work place

where employees are not able to use their full potential and not heard and valued, they

are likely to leave because of stress and frustration. They need transparent work

environment to work in. In a transparent environment where employees get a sense of

achievement and belongingness, where they can best utilize their potential and realize

their skills. They love to be the essential part of such organization and the company is

benefited with a stronger, reliable work-force harboring bright new ideas for its

growth.

67

Chapter VII

BIBLIOGRAPHY

Reference books:

1. Kothari.C.R, Research Methodology methods and Techniques,

Wishwa prakashan.

2. Prof.Memoriya, Personnel management, Narayan Publications.

3. RAO VSP, Human Resource Management, Anurag Jain.

4. Tripathi.P.C, Human Resource Development, Sultan Chand and Sons.

5. Taylor Stephen, The Employee Retention Handbook, The Cromwell

Press.

Reference Articles:

1. Biswas.S.N, Indian Journal of individuals, Institute of Management,

Volume-5, Issue-2, and February 1994.

2. Manikandan.P, HRM Review, the ICFAI University, Volume-3, Issue-5, and

March 2007.

3. Venkat.R.K, Management and Labour Studies, Institute of Management,

Volume-3, Issue-2, and July 1997.

4. Philips J. J, Managing Employee Retention- A Strategic Accountability

Approach, Elsevier Butterworth Hethemann Publications, Volume-5, Issue-2,

and 1998.

5. Arthur, Effects of human resource systems on manufacturing performance

and turnover, Academy of Management Journal, Volume-2, Issue-3, and

June 2005.

68

CHAPTER VIII

QUESTIONNAIRE

“A STUDY ON EMPLOYEES RETENTION WITH SPECIAL

REFERENCE TO APOLLO SPECIALITY HOSPITALS, TRICHY”.

Confidential Statement

The data in the questionnaire and the questionnaire itself shall be used purely for

project research purpose. No mention of the respondent or the organisation to which he/she

belongs shall be used anywhere.

DEMOGRAPHIC DETAILS

Name of the employee : _________________

Gender Male Female

Age 20 Years 21 – 25 Years 26 – 30 Years 31 – 35 Years

40 and Above

Education qualification: ________________________

Income (per month) below10000 11000 - 20000 21000-30000 above31000

Designation _____________________

Experience in the present company < 1Year 1-2 Year 3-5 years > 5years

Please Tic mark ( ) on ONE response for each items with reference to the philosophy,

belief or values of the firm.

5 – Strongly Agree 1- Strongly Disagree SA A N D SD

ATTITUDE TOWARDS JOB 5 4 3 2 1

1 Nature of the work

2 What is your job security level

3 What is your feeling about quantum of your work

4 Level of appreciation for good work

69

ATTITUDE TOWARDS COMPANY

1 What is your feeling as an employee of Apollo

2 Personnel policies and procedure in force

3 Level of relationship with superiors & co-workers

SERVICE CONDITIONS

1 Training programs made by the organization

2 Level of satisfaction on promotion, transfer and leave policies

3 Grievance redressal procedure in the organization

WORKING CONDITIONS

1 Hours of work and work intervals

2 Lighting and ventilation facilities

3 Safety arrangements made by the organization

WELFARE MEASURES

1 Medical, Housing & First aid facilities

2 Provident fund & Insurance scheme

3 Recreation & Employee benefit schemes

WAGE & SALARY ADMINISTRATION

1 Scale of pay , allowance and bonus

2 Pay revision period

3 Awards for additional qualification

WORKER’S PARTICIPATION MANAGEMENT

1 Safety committee

2 Provident fund committee

3 Employee benefit schemes committee

Thank you…

Documents

uma final project 1.06.2016