Projject Report On Bgs Hospital

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TOPICS
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Executive Summary CHAPTER-1 Introduction a) Human Resource Management b) Training and Development
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CHAPTER-2 Company Profile CHAPTER-3 Research Methodology
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CHAPTER -4 Data analysis and interpretation CHAPTER-5 Findings and Suggestions CHAPTER-6 Annexure a) Questionnaire b) Bibliography
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1 INTERNATIONAL INSTITUTE OF SCIENCES
Executive Summary:
Human resources are the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human resource is the life blood of any organization without which, no organization can achieve success. Human resource Managements basic job is the effective utilization of HR for achievement of organization objectives; this can be done only by minimizing the attrition rate in the organization.
Definition: "A reduction in the number of employees through retirement, resignation or death". Attrition, also known as employee churn, employee turnover, or employee defection, is an industrial term used to describe loss of employees or Man power.
Objectives:
1. 2. 3. 4. 5. To define and understand employees attrition To understand the relevance of employees attrition in HRM To find out the remedies to overcome attrition in the organization To find out employee feedback about attrition To give suggestions to decrease attrition levels of the organisation.
HUMAN RESOURCE MANAGEMENT

According to Edward Flippo Human resource management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished. From above definition human resource management refers to set of programs, functions and activities designed and carried out in order to maximize both employee as well as Organizational effectiveness. An organization is a human grouping in which work is done for the accomplishment of specific goals, or mission. People have to make things happen to aid in the achievement of the organizational objective, to co-ordinate the resources of the organization viz., money, material, machinery & men. It is an effective combination and dovetailing of these factors that the success or failure of the organization depends. Without human efforts, organization cannot accomplish their objectives. Rensis likert rightly observes All the activities of any enterprise are initiated and determined by the persons who make up that institution, plants, offices, computers, automated equipments, all else that make a modern firm uses are unproductive except for human effort and direction of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.
Human Resource Management (HRM), a relatively term, emerged during 1970s. Coming to the evolution of the subject HRM, it may be stated that concern for the welfare of the workers in the management of the business enterprises has been in existence since ages. Kautilyas Arthasastra states that there existed a sound base for systematic management of resources as early as the 4th century B.C. the government then took an active interest in the operation of public and private sector enterprises and provided systematic procedure for regulating employer-employee relationships. Elsewhere, human resources in organization received managements attention much earlier. As early as 1800 B.C itself minimum wage rate and incentive wage plan were included in the Babylonian Code of Hammurabi.
HRM in India saw an initial growth only since 1920. This was period when state Intervention to protect the interest of workers was necessary because of the difficult conditions which followed the First World War and emergence of trade unions. During the 1960s the personnel function began to expand beyond the welfare aspect, with labour welfare industrial relations and personnel administration integrating into the emerging Profession called personnel management. The Second Five-Year Plan which accelerated growth of public sector made to focus more towards professionalization of management. 1970s saw a shift from welfare to efficiency and in the 1980s professionals began to talk about new technologies with emergence of National Institute of Personnel Management. Thus starting in the 1920s the subject of HRM has growth into matured profession.
FEATURES OF HRM
HRM covers all levels of employees. HRM is a continuous and never ending process. HRM is concerned with the development of human resource. That is knowledge, skills and achieving employee goals, including job satisfaction It aims at attaining the goals of organization, individual and society in an integrated approach. It applies to the employees in all types of organization in the world. It is concerned mostly with managing human resource at work. HRM aims at securing unreserved co-operation from all employees in order to attain predetermined goals.
OBJECTIVES OF HRM
The primary objective of HRM is to ensure the availability of a competent and willing workforce to an organization. Beyond this, there are other objectives, too. Specifically, HRM objectives are four fold: 1. Societal 2. Functional 2. Organizational Objectives 4. Personal
HRM objectives - Supporting Functions
1. Societal Objectives
Legal Compliance Benefits Union Management relations
2. Organizational Objectives
Human resource planning Employee Relations Selection Training and Development

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INTERNATIONAL INSTITUTE OF SCIENCES
Appraisal Placement Assessment
3. Functional Objectives
Recruitment and selection Appraisal Placement Assessment Training and Development
4. Personal Objectives
Personal growth Learning Placement Compensation Assessment Job satisfaction Recognition
SCOPE OF HRM
In the olden time, the personnel department was called Health and Happiness department. They were in charge of arranging parties and picnics only. At that time Adam Smith
saw factors of Production as land, labor and capital. Now there is considerable change for the personnel department in particular which covers more areas and responsibilities, although there is no general agreement among authors pertaining to the Scope of HRM. However American society for Training and Development (ASTD) conducted fairly an exhausted study in this field and identified nine broad areas of activities of HRM as given below: o Human Resource Planning (HRP) o Design organization and job o Selection and staffing o Training and Development o Organization development o Compensation and benefits o Employee assistance o Union/labor relation o Personnel research and information system
HUMAN RESOURCE DEVELOPMENT
In recent years, there has been recognition of the importance of this valuable asset-the human beings in an organization. This had led to the use of the expression. Human Resource Development (HRD) even replacing the words personnel management.
Human Resource Development in the organizational context is a process which the employees of an organization are helped in a continuous planned way to acquire capabilities and develop necessary skill. It helps an individuals to discover and exploit their own inner potentials for their own and organizational development. It develops and organizational culture where in superior-subordinate relationship, team works and collaboration among subunits are strong.
Thus HRD works as a whole lot of process with following mechanism or subsystem; Performance appraisal Potential appraisal and development Feedback and performance coaching Career Planning Training Organization development or research and system development Rewards Employee welfare and quality of work life Human Resource information.
ATTRITION
What is Attrition..?
"A reduction in the number of employees through retirement, resignation or death". Attrition, also known as employee churn, employee turnover, or employee defection, is an industrial term used to describe loss of employees or Man power. Attrition is pretty high in the industry these days. Attrition is a universal phenomenon and no industry is devoid of it, but the degree fluctuates from industry to industry. Attrition is a serious issue in the industries because the industry is knowledge-based and hence employees are its assets. Deficiencies like inability to influence employee perception of growth; not aligning employees to roles based on their individual talent, inflexibility in leadership styles, are causing conflicts at a very intrinsic level, resulting in knowledge employees choosing the proverbial easy way out. Employee turnover is an enormous problem for any company and creates negative bottom-line impacts. The costs associated with employee turnover show up in such areas as advertising for new employees and the time and money necessary to screen the applicants, training new employees, lost productivity, decreased accuracy and quality of work among the employees left behind who are upset about their colleague's departure, using expensive contract and temporary employees to do the work until a permanent employee is hired, and the expenses associated with replacing lost business. Employee turnover costs can amount to thousands of dollars, annually. It can also prevent companies from pursuing their growth opportunities and acquiring new business. In the best of worlds, employees would love their jobs, like their coworkers, work hard for their employers, get paid well for their work, have ample chances for advancement, and flexible schedules so they could attend to personal or family needs when necessary. And never leave. But in the real world, employees, do leave, either because they want more money, hate the working conditions, hate their coworkers, want a change, or because their spouse gets a dream job in another state. So, what does that entire turnover cost? And what employees are likely to have the highest turnover? Who is likely to stay the longest.
ATTRITION IS A BUSINESS PERSPECTIVE

Says ABRAHAM.T M, Head-HR, Veeda CR, Attrition is a phenomenon affecting any business organization in the industry. Over the past few years, organizations have taken an increased interest in aligning their HR practices to their business goals. Where as the deficiencies like inability to influence employee perception of growth; not aligning employees to roles based on their individual talent, inflexibility in leadership styles, are causing conflicts at a very intrinsic level, resulting in knowledge employees choosing the proverbial easy way out. Employees thus attempt to change the manager or the work environment, resulting in employee attrition.
Attrition occurs due to INEFFECTIVE MANAGERS
Says BEENA HANDA, Vice-President-HRM of Claris Life sciences. Attrition also happens when people hate their working conditions, do not like their team-mates or perhaps do not like what they are doing. There are also cases when people leave their job for family reasons or when they wish to migrate. For example, girls often leave their jobs when they get married and shift to another city, Beyond a point, an employee's primary need has less to do with money, and more to do with how he's treated and how valued he feels. Much of this depends directly on the immediate manager. And yet, bad bosses seem to happen to good people everywhere. A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors.
A WORKFORCE MAGAZINE ARTICLE, "Knowing how to keep your best and brightest," reported the results of interviews with 20,000 departing workers. The main reason that employees chose to leave was poor management. HR magazine found that 95 percent of exiting employees attributed their search for a new position to an ineffective manager.
ATTRITION IS A CRITICAL ISSUE

Whenever a well-trained and well-adapted employee leaves any organization, it creates a vacuum. The organization loses key skills, knowledge and business relationships. And it is not an easy task to find a sustainable substitute. Situation is worse when it happens at a critical (decision making) position, as there is a scarcity of such technical resources in the market, explains Head HR, who feels attrition directly affects the company. Employees want not only work recognition, but also extra perks.
COMBATING HIGH ATTRITION
Alarm bells are ringing loudly in corporate corridors as attrition rates in IT organizations average 22 percent as per a study conducted by the Indian Institute of Technology, Bombay (IIT-B) with a sample of 1,028 IT companies in the country. Says Dr. NANDKISHORE RATHI, placement officer of IIT-B, After doing the survey, we found that the lack of match between personal requirements and organizational culture was quite prevalent. Along with the three main reasons as mentioned, An employee may be concerned about the environment in the organization,
His compatibility with his supervisors, The attention paid to him. Hence, the reason for an employee leaving a company could be nothing other than his
growth, If companies take proper steps and adopt methods to serve their employees needs, the challenge of managing attrition will remain low.
TREAT EMPLOYEES LIKE CUSTOMERS

Companies should have a similar approach to employees and customers. A company should strive to retain an employee in the same way it tries to retain a customer. BIJAY SAHOO, Vice-president Talent Engagement & Development Wipro Technologies Some employees prefer development to being in a support and maintenance job. hold back these people, we give first preference for training them. RAKESH TIKU, Vice-president Infinite Computer Solutions Says BIJAY SAHOO, vice-president, talent engagement and development, Wipro Technologies, Companies should have a similar approach to employees and customers. If a company strives to retain an employee in the same way it tries to retain a customer, him leaving the organization could be out of question. Communication is the foundation for the entire process of managing attrition. This communication begins right from recruitment. Says RAJEEV MALIK, director, HR, McAfee Software (India), Conducting regular meetings and updating employees, especially new entrants, about the companys status and achievements is a must. To
Rathis recommendation
Dr NANDKISHORE RATHI, placement officer, IIT-B, has a few tips to reduce attrition, For HR managers

Consider both a persons culture-fit and job-fit. Understand the expectations at the entry level.
To curb a high attrition rate Top management should communicate continuously with all the employees about the vision and mission of the company. Support HR initiatives aimed at retaining people. Line managers or project managers should establish a connection between the lowerlevel and top management. Manage the companys growth properly. Develop leaders at all levels. Train leaders in the skills they need to manage effectively.
Reduce Attrition: Managers and Professional Employees

We can help you adjust your company vision and manager's performance reviews to reflect employee turnover, and provide mentoring and interpersonal training to inexperienced managers.

Develop and communicate a strong strategic vision Provide relationship coaching and help people develop to their potential
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Reward managers for their relationship skills - not only on technical know-how and financial results.
LEADERSHIP CRISIS LEADS TO ATTRITION
Says DESIKAMANI.G is Chief Mentor of Mentor Consulting, Chennai, that LEADERSHIP CRISIS LEADS TO ATTRITION, Lack of good leaders who can motivate and guide their teams well is a significant reason for the high rate of attrition in the industry.
Employees dont leave organizations but their managers. There has been a phenomenal change in employee perception of loyalty over the last decade and is especially true of knowledge workers. What the organization can expect from an employee has dramatically changed from loyalty to commitment-to-cause and so has the factors causing them.
Deficiencies like inability to influence employee perception of growth; not aligning employees to roles based on their individual talent, inflexibility in leadership styles, are causing conflicts at a very intrinsic level, resulting in employees choosing the proverbial easy way out. They attempt to change the manager or work environment and hope for the best to happen.
FIVE PRINCIPAL REASONS FOR WHICH THE PEOPLE CHANGE JOBS
It doesn't feel good around here. This is a corporate culture issue in most cases. Workers are also concerned with the company's reputation; the physical conditions of comfort, convenience, and safety, and the clarity of mission.
They wouldn't miss me if I were gone. Even though leaders do value employees, they don't tell them often enough. If people don't feel important, they're not motivated to stay. No one wants to be a commodity, easily replaced by someone off the street. If they are regarded as expendable, they'll leave for a position where they're appreciated.
I don't get the support I need to get my job done. Contrary to opinions heard all-too-often from management, people really do want to do a good job. When they're frustrated by too many rules, red tape, or incompetent supervisors or co-workers, people look for other opportunities.
There's no opportunity for advancement. No, we're not talking about promotions, although many deserving people would like to move up. The issue here is learning. People want to learn, to sharpen their skills and pick-up new ones. They want to improve their capacity to perform a wide variety of jobs. Call it career security. The desire is for training and development. If workers can't find the growth opportunities with one company, they'll seek another employer where they can learn.
Compensation is the last reason people most leave. That's a brash statement, but it's true. Workers want fair compensation, but the first four aspects must be strong. If they're not, but money's high, you'll hear people say "you can't pay me enough to stay here." By, BIJAY SAHOO, Vice-president Talent Engagement & Development Wipro Technologies
MANAGING ATTRITION THROUGH CORPORATE ALUMNI
Says CHANDRAPRAKASH LOONKER is Architect (Assistant Vice-president), Citigroup, corporate investment banks Trading Service Technology in New York. Instead of fighting attrition, organizations should manage it well by creating a network of corporate alumni says Loonker, Indian companies should adopt a model similar to an educational institute. Maintain and nurture good relations with employees who leave your company just as educational institutes do with their alumni. The word corporate alumni seems apt here. This can have following benefits: Alumni are brand ambassadors. People have special love for their first job as they learn the most from their first job. These employees will continue to help the organization even years after they have left it. Alumni are the best marketing people you can have. Larger the network, bigger the army of people working free of charge for the organization. Higher the attrition rate, faster the network grows. Corporate alumni can act as great mentors for your employees. Whenever an employee leaves, encourage his colleagues and juniors to maintain strong ties with him. This keeps him attached to the organization. Also, your current employees will benefit from his experiences. High attrition has led to great networking between employees of different organizations. Besides helping in business development, alumni can be very helpful in talent sourcing. Remember, your alumni know your culture. Hence they can select the best fitting employee for your organization.
Dont confront attrition

Dont push employees into signing contracts or bonds. Instead negotiate longer notice and transition periods with them. Disgruntled employee, even if he stays back due to a contract/bond will cause more harm to the organization than good. Instead of entering into non-poaching agreements in the industry, enter into longer transition period agreements, which the employees will be more open to. Dont hire overqualified people. Always make sure that each of your employee is stretched to the maximum of his capabilities. Any employee who finds his job boring will never be excited about his work. After recruiting a person if you find that he is overqualified, act fast and move him into jobs where you can stretch him out. Change culture from project-centric to a balance of project and people-centric. Encourage people to leave for better opportunities. Keep a very open culture about moving on. This will allow longer notice periods and hence no last minute transitions. This will increase outflow but it will increase quality inflow too. Remember that college presentation which had the list of whos-who, They are our alumni said the presenter. Dont restrict the scope by imposing educational pre- requisites. Hire them as trainees during summers and hire them full-time based upon performance. Higher training costs are usually compensated by lower salaries of newcomers. Add training costs to cost-to-company calculations.
Hire attitude; Train skills

We can help you hire and inspire appropriate employees...

Build positive, friendly, teamwork attitudes and commitment to customer services Help new employees feel comfortable as they participate as valued team members Provide periodic refresher courses to maintain team purpose and functionality.
ATTRITION: A Key Element to a Successful Staffing Program
Says KEN GAFFEY, employee of CPS Personal Services. Attrition is the loss of an employee though voluntary resignation, or involuntary resignation. (Sometimes due to illness or death, but even staffing has limits on what it can control.) It results in the loss of the investment made to hire this person and, based on the time they have been with the company, the loss of training and professional development invested in this person. As staffing professionals, our reaction to attrition is not unlike a fireman's response to fire, or a doctor's response to a fever. It is the enemy. Attrition may be the result of other companies offering better salaries and benefits, but that does not mean you have to feel the need to respond. Attrition, like everything else in life, has a price. If you throw enough money at it, you can make it go away. However, when the cost of preventing attrition exceeds the cost of hiring and training new employees, then the real enemy is the assumption that all attrition can and should be prevented. Attrition allows HR and Staffing to be exposed to a level of honest feedback via exit interview data that they would never get from an employee who intended to remain and hopefully build a career within the company. Attrition is not only a function of "how many" left this year, but "who" left this year.
Exit Interviews Exit interviews provide an excellent source of information of internal problems, employees' perceptions of the organization, underlying workplace issues, and managers' leadership abilities.
People dont leave jobs, they leave managers..! Replace managers who will not develop relationship skills
ATTRITION BECOMES PROBLEMATIC
Turnover is likely to be problematic from a management point of view. This is especially true of situations in which you are losing staff to direct competitors or where customers have developed relationships with individual employees as is the case in many professional service organizations. Some employee turnover positively benefits organizations. This happens whenever a poor performer is replaced by a more effective employee, and can happen when a senior retirement allows the promotion or acquisition of welcome 'fresh blood'.
When does employee turnover become problematic..?
There is no set level of employee turnover above which effects on the employing organization becomes damaging. Everything depends on the type of labor markets in which you compete. Where it is relatively easy to find and train new employees quickly and at relatively little cost (i.e. where the labor market is loose), it is possible to sustain high quality levels of service provision despite having a high turnover rate. By contrast, where skills are relatively scarce, where recruitment is costly or where it takes several weeks to fill a vacancy.
Moderate levels of staff turnover can also help to reduce staff costs in organizations where business levels are unpredictable month on month. In such situations when business is slack it is straightforward to hold off filling recently created vacancies for some weeks. Like turnover rates, this can be used across an organization as a whole or for a particular part of it. The usual calculation for the stability index is: (Number of staff with one or more years service x 100 divided by Number employed a year ago)
ATTRITION OCCURS DUE TO
Ineffective managers and management. Employees ineffective compatibility with supervisors. Inadequate working environment and conditions. Lack of pay for performance. Loss of opportunity for employees advancement. Pushing employees into contracts, agreements or bonds. Hiring over qualified people in corporate by the management Lack of attention paid to the employee. Lack of communication towards the superiors. Inadequate training to the employees. Loss of development in relationship between employees. Uncontrollable stress.
WHY DO EMPLOYEES LEAVE ORGANISATIONS..?
Employees resign for many different reasons. Sometimes it is the attraction of a new job or the prospect of a period outside the workforce which 'pulls' them; on other occasions they are 'pushed' due to dissatisfaction in their present jobs to seek alternative employment. Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile. Sometimes it is mixtures of both pull and push factors. For a fourth group reasons for leaving are entirely explained by domestic circumstances outside the control of any employer, as is the case when someone relocates with their spouse or partner. Recent research strongly suggests that push factors are a great deal more significant in most resignations than most managers appreciate. It is relatively rare for people to leave jobs in which they are happy, even when offered higher pay elsewhere. Most staff has a preference for stability. It is important to appreciate that the reasons people give for their resignations are frequently untrue or only partially true. The use of exit interviews is widespread yet they are notoriously unreliable, particularly when conducted by someone who may later be asked to write a reference for the departing employee. "People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman. "So much money has been thrown at the challenge of keeping good people - in the form of better pay, better perks and better training - when, in the end, turnover is mostly manager issue." If you have a turnover problem, look first to your managers. Are they driving people away..? Attrition refers to a method of achieving a reduction in personnel by not refilling positions that are vacated through resignation, reassignment, transfer, retirement, or means other than layoffs
There are other factors one should keep in mind.

Attrition and span of service in the Company Attrition and Age level Attrition Job Level Band Attrition and Gender Attrition and Education Studying all these factors will help you to find the Remedial, Corrective actions to reduce the Attrition.
EMPLOYEES LEAVE ORGANIZATIONS FOR A RANGE OF REASON

A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. Most employees leave their work for reasons other than money - and your organization can correct these reasons. Most leaving employees seek opportunities that allow them to use and develop their skills. Leaving employees want more meaning in their work. They often indicate that they want to use their qualities and skills in challenging teamwork led by capable leaders. A range of reasons are, Selection of the wrong job. Lack of proper induction / orientation, creates frustration. Lack of future scope. Lack of promotion opportunity. Poor perception / relation with boss.
Lack of career planning.
Poor implementation of performance appraisal. Lack of performance management system. Lack of pay for performance. Travel hazard, prefer close to home. High expectation of the employee. Prefer self employment. A flat organization, hence limited scope for progress Lack of proper induction / orientation, creates frustration.
History
Global Hospitals was founded by Dr. K. Ravindranath, an internationally renowned Surgical Gastroenterologist and his associates in Hyderabad in 1998. Though Dr. Ravindranath had to wait a while for the passage of the Human Organs Transplantation Act before he could design and build Global Hospitals, it soon became a synonym for outstanding and compassionate health care. Following the success of the first center, Global Hospitals soon opened their doors in Bengaluru and Chennai. Shortly afterwards it became the leader in performing liver, heart, lung, kidney and heart-lung transplantation, as well as bone marrow transplantation. The outcomes at Global are on par with the best centers in the world. Today, Global Hospitals group is all set to spread its wings to Mumbai, Kolkata, Delhi and Bhubaneswar.
Vision and Mission
Vision
To be a world- class medical services provider turning distant possibilities into todays realities.
Mission
We at Global Hospitals constantly strive for quality and innovation. To us, it is more than a goal. It is a way of life. While advanced technology and modern facilities are crucial to the delivery of high quality medical care, it is our doctors, nurses and technicians who make Global Hospitals a place of highly specialized expertise.

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

Be a Center of Excellence in Healthcare through commitment to continuous quality improvement and adopting industry leading practices in safety. Meet and exceed international Healthcare standards through our integrated model of healthcare quality systems and evidence based medicine. Surpass patient expectations by delivering healthcare service that is caring and compassionate. Develop team work and communication through encouraging multi- disciplinary collaborative practice
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Organizational Priorities
Our organizational priorities are aimed at deployment of our mission, vision, values and our quality policy throughout the organization in every location and every department. Global Hospitals Group will focus significant effort in its ability to:

Integrate, as a unified organization, in multiple locations so that wherever our patients choose to be seen, they have the same experience and have access to all our facilities and services. Build a culture of quality and safety across the organization so that all our facilities deliver highest quality care and service at all times. Create a paperless organization through implementation of the fully automated HIS system across all our facilities being technologically superior and environment friendly
Quality Improvement priorities

Standardize our systems, processes, policies and procedures across all hospitals in Global Hospitals Group. Adopt the International Patients Safety Goals. Implement Computerized Physician Order Entry and Electronic Health Records which will eliminate medical errors and improve patient care.
Develop training programs for all employees on principles and practice of healthcare quality.
MILE STONE
On their way to becoming Indias leading chain of organ transplantation center and superspecialty care centers, Global Hospitals has set many industry firsts. This has given us tremendous confidence and encouragement to continue forging ahead in the field of medicine and surgery.
Leading Multi Organ Transplant Centre:

First Single Lung Transplant in India First Swap Liver Transplant on adults in India First Liver Transplant in the state of Andhra Pradesh, India First Bone Marrow Transplant in the state of Andhra Pradesh, India First Heart Transplant in the state of Andhra Pradesh, India
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First Split Liver Transplant in the state of Tamil Nadu, India First Twin Kidney Transplant in the state of Andhra Pradesh,India. First Hospital to introduce the Two Wheeler Ambulance Service (GART- Global Accident Rescue Team). Largest Multi-organ Transplant centre First Hospital in South Asia to perform the Nucleus Replacement in Spine Only Indian Hospital to be associated with King's college hospital,London,United Kingdom for Liver transplantations. First hospital to be recognized for Research and Development by the Govt. of India.
Milestones by Department
Department
Year
Milestone Introduced information centre usage website, which is the first of its kind in the world. Use of video conferencing for exchange of information.
Nephrology
2010
2006 2005 Launched CAPD clinical coordination course working in India & abroad. Highest no. of cadaver transplants in the State of Andhra Pradesh, India in the last 20 years. Bilateral Kidney transplant, first in the State of Andhra Pradesh, India. First to start the cadaver renal transplant in India. 2002 2002 Revolutionised CAPD (Continous Ambulatory Peritonial Dialysis). The largest CAPD program in India with least complications. 2002
2005
2003
2002
Introduced renal critical care facility with continuous renal replacement therapy. First hospital to start the Cancer Center for Liver & Pancreas.
Liver
2010 2003 First hospital to perform cadaver liver transplant in the state of Andhra Pradesh, India. The largest center performing liver & pancreatic surgeries in South India Completed 15,000 radial procedures in May 2010, which is the highest volume in the country. Conducted interventional workshops (unique for their challenging cases). Expertised special technologies in chronic total occulssions intervention so that blocks of several years can be treated. This is made possible by the association with our Japanese colleagues. The first hospital to perform radial procedures. 2005 2004 The first hospital to perform heart transplant in the State of Andhra Pradesh, India. Cardiologists from Sweden & Dubai are trained in our hospitals. 2004 2004 Introduced the 64 slice CT angio coronary for performing noninvasive procedures.
2003
Cardiology
2010
2006
2006
2004
First hospital to launch a book on radial procedures named as "Radial Pearl".
2004
The first hospital in the country to carry out Intravascular ultrasound.
Academics Laparoscopic Training

Global Hospital gives laparoscopic training for general surgeons and registrars. Due to the complexities involved in minimally invasive Laparoscopic Surgery, it demands surgeons to be highly proficient in the same. Scientifically designed courses are available in basic, essential and advance laparoscopy, which are primarily intended for General surgeons and Gynecologists who wish to learn underpinning technology of minimal access surgery and/or improve their manual dexterity. Laparoscopic training offered by our Laparoscopy Hospital has an International recognition by WALS (World Association of Laparoscopic Surgeons) where learning is followed by laparoscopic surgeries on animals and finally, exposure in a real operation theatre. Today, computer based surgical simulations have emerged as a promising alternative for training medical students in surgical techniques. Instead of animals, virtual environments for training manipulative skills in Laparoscopic Surgery are now well established as research areas. A laparoscopic training environment consists of electromechanical devices for surgeons to manipulate laparoscopic tools, a computer graphics system to simulate the operation the surgeon is performing and a monitor system to evaluate the surgeon's performance
DNB
The Global Hospitals, Hyderabad(Lakdi-ka-pul) is a 200 bedded Super Specialty Hospital. It is a dedicated facility for Multi Organ Transplantations. The departments of Medical and Surgical Gastroenterology, Laparoscopic Surgery, Hepatology, Nephrology and Urology, Cardiology &
CT Surgery, Neurology and Neurosurgery, Internal Medicine, Anaesthesia & Critical Care are very well developed with ultra modern OTs, State-of-the-art ICUs with hi-tech equipment, backed by modern laboratories and a blood bank with components facility. Global Hospitals and Research Centre apart from being a tertiary care hospital with all the latest equipments and facilities is an academic-oriented teaching institute imparting training for degrees, super-specialty degrees and post-doctoral fellowships in sub-specialties. Global Hospitals is recognized by the National Board of Examinations in these disciplines.
Nursing School
The Global School of Nursing, founded in 2003, is a dynamic learning institution located in the heart of a growing medical center. Since its inception, it has prepared clinically excellent nurse practitioners, clinical nurse specialists and scholars. The School of Nursing faculty have substantial experience in curricula, instructional design and maintain expertise in their areas through continuous participation in local and regional conferences and their involvement in scholarly presentations. A positive and supportive environment for these pursuits is maintained. The courses offered are:

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

Laparoscopic Surgery General Medicine Pediatrics Intensive Care Unit Urology Ultrasound Scanning, X-Ray and ECG.
Rural and urban community health services Laboratory Orthopedics Cath lab Blood bank
Research
Global Hospitals have revolutionized medical services in India by seamless integration of Academics and Research. Global hospitals has produced some of the finest practitioners in the medical field and has done ground breaking research under the able guidance of Chairman and Managing Director, Dr. Ravindranath.
Global Clinical Research Services

Overview Founded in 2006 and headquartered in Hyderabad, Global Clinical Research Services (GCRS) is a comprehensive site management organization serving the biopharmaceutical and medical device industry. Our mission has been, and will always be quality. We strive to lead the world in the diagnosis and treatment of disease and to train tomorrow's great doctors and nurses. Above all, we aim to provide the highest quality health-care services to all of our patient.
Chairman's Message
Chairman's Message
"At Global Hospitals, we measure progress by the number of people in whom we restore the hope of healthy tomorrow. For us to do well, we know, we must help the world do well. Keenly focusing on quality, affordability and accessibility, we have established performance benchmarks that are difficult to surpass. Global Hospitals has carved a niche for itself in Indias healthcare industry by excelling in areas ranging from diagnosis to multi-organ transplantation, from simple procedures to complex surgeries, international expertise and stateof-the-art infrastructure. It is today, a one stop healthcare destination for people across the country. I am proud of the utter dedication that is so much a part of all that Team Global Hospitals takes up."
Dr. Ravindranath, Chairman & Managing Director Global Hospitals Group
RESEARCH
MEANING
Research can be defined as the search for knowledge or any systematic investigation to establish facts. The primary purpose of applied research is discovering, interpreting and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and universe.
RESEARCH IS AN ART OF SCIENTIFIC INVESTIGATION
DEFINITION Research is a quest for knowledge through diligent search or investigation or experimentation aimed at the discovery and interpretation of new knowledge (WHO).
RESEARCH DESIGN Research design is the master plan specifying the methods and procedures for collecting and analyzing the needed information.
RESEARCH METHODOLOGY
Sources of data collection
1. Primary data. 2. Secondary data.
PRIMARY DATA Primary data is collected through observation, questionnaire and interviews. Interviewing different departments heads to find suitable methods of identifying the areas where it needs help.
SECONDARY DATA Data is collected from company website, manuals and company records.
TOOLS FOR DATA COLLECTION 1. Survey method.
The most widely used technique of gathering primary data is survey method. Questionnaires are filled by employees personally. The information collected is qualitative and accurate.
2. Sampling.
Sampling is the science of extracting from a larger quantity of material, a small portion which is truly representation of the bulk material.
A sample is some part of a larger body specially selected to represent the whole.
SAMPLING AREA The area selected for sampling is BGS GLOBAL HOSPITAL, Kengeri, Bangalore.
SAMPLING SIZE The sample size is fifty, (representatives of various departments at BGS HOSPITAL).
REFERENCE PERIOD The study was conducted for the period of two months. PLAN OF ANALYSIS The information from the respondents is organized, processed and tabulated. The raw data is edited before tabulating. Results are calculated in percentage. Charts and graphical representation is made in the analysis for easy and quick interpretation and inference is drawn to attain the objective of study.
LIMITATION
As there are several service industries, but its restricted to only one organization, (BGS GLOBAL HOSPITAL). Sample size is limited. Time span was very less. Some of the respondents give no answer to the questions which may affect the analysis. The personal biases of the respondents might have entered into their response.
1. What is your age? AGE 18-20 20-25 25-30 30 ABOVE NO. OF EMPLOYEES 30 0 0 20 PERCENTAGE 60% 0% 0% 40%
ANALYSIS: 60%, 0%, 0%, 40% of employees are of the age between 18-20, 20-25, 25-30, 30 and above respectively.
40%
18-20 20-25 25-30 60% 30 ABOVE
0% 0%
INFERENCE: Attrition level in BGS GLOBAL HOSPITAL is mostly happening with the people who are in age between 18-20
2. Since how many years you are working in BGS GLOBAL HOSPITAL? NO. OF YEARS NO. OF EMPLOYEES PERCENTAGE
1-2 YRS
20
40%
2-4 YRS
10%
MORE THAN 5 YRS
25
50%
ANALYSIS: From the above table we can see that 40%, 10%, 50% of employees are working in BGS GLOBAL HOSPITAL since 1-2 years, 2-4 years, more than 5 years respectively.
40% 50%
1-2 YRS 2-4 YRS MORE THAN 5 YRS
10%
INFERENCE: From the above chart we can understand that employees are leaving the BGS GLOBAL HOSPITAL who have worked for more than 5 years in that organization.
3.I am flexible with my working hours.
PARTICULARS Strongly agree Agree Neutral Disagree Strongly disagree
NUMBER OF RESPONSES 10 0 0 25 15
PERCENTAGE 20% 0 0% 50% 30%
ANALYSIS: The above table explains that 20%, 0%, 50%, 10%, 20% of employees strongly agree, agree, neutral, disagree and strongly disagree respectively that they are flexible with their working hours.
0 0%
30%
Agree Neutral Disagree Strongly disagree
50%
INFERENCE: It can be inferred that flexible timings is very important to effective performance of the employees.
4. Are you happy with the salary given by the organization?
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
15
30%
Agree
0%
Neutral
10%
Disagree
30
60%
Strongly disagree
0%
ANALYSIS: The above table explains that 30%, 0%, 10%, 60%, 0% employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that they feel encourages by there office to pursue professional development opportunities.
0%
30% Strongly agree Agree Neutral Disagree 60% 10% 0% Strongly disagree
INFERENCE: It can be inferred that 60% employees in BGS Global hospital are not
happy with the salary given by the organization.
5. I like working environment in BGS GLOBAL HOSPITAL.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
0%
Agree
10
20%
Neutral
15
30%
Disagree
10%
Strongly disagree
20
40%
ANALYSIS: The above table explains that 0%, 20%, 30%, 10%, 40% of employees strongly
agree, agree, neutral, disagree, strongly disagree respectively that they are happy with the working environment.
0%
20%
40%
Strongly agree Agree Neutral Disagree Strongly disagree
30%
10%
INFERENCE: 40% Employees in BGS GLOBAL HOSPITAL strongly disagree that they are not happy with the working environment.
6. My work load and expected completion times are reasonable.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
20
40%
Neutral
10
20%
Disagree
10%
Strongly disagree
10%
agree, agree, neutral, disagree, strongly disagree respectively that their work load and expected completion times are reasonable.
10% 20% 10%

Strongly agree Agree Neutral
20% 40%
Disagree Strongly disagree
INFERENCE: Maximum percentage of employees in BGS GLOBAL HOSPITAL are not happy with the work load given to them and time given for completion of that work load
7. My career growth may stop if I continue my job in this organization.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
30
60%
Neutral
10
20%
Disagree
0%
Strongly disagree
0%
ANALYSIS: The above table explains that 20%, 60%, 20%, 0%, 0% of employees strongly agree, agree, neutral, disagree, strongly disagree respectively that there career growth may stop if they continue there job in this organization.
0% 0%
20%
20% Strongly agree Agree Neutral Disagree Strongly disagree
60%
INFERENCE: Maximum number of employees agrees that there career growth may stop if they continue the work in this organization.
8. I have a positive relationship with my colleagues and top management.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10
20%
Agree
10
20%
Neutral
0%
Disagree
30
60%
Strongly disagree
0%
agree, agree, neutral, disagree, strongly disagree respectively that they have a positive relationship with their colleagues and top management.
0% 20%
Strongly agree Agree Neutral Disagree 60% 20% Strongly disagree
0%
INFERENCE: 60% of Employees in BGS GLOBAL HOSPITAL do not have very good relationship with their colleagues and top management
9. Guidance and support given by Supervisor / HOD is good.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10%
Agree
10%
Neutral
10
20%
Disagree
15
30%
Strongly disagree
15
30%
agree, agree, neutral, disagree, strongly disagree respectively that guidance and support given by supervisor/hod is good.
10% 10% 30%

Strongly agree Agree Neutral Disagree
20%
Strongly disagree
30%
INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy with the Guidance and support given by Supervisor / HOD is good.
10. I received enough training to do my job effectively
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
15
30%
Agree
0%
Neutral
0%
Disagree
35
70%
Strongly disagree
0%
agree, agree, neutral, disagree, strongly disagree respectively that they have receive enough training to do their job effectively.
0%
30%
Strongly agree Agree Neutral Disagree
0% 0% 70%
Strongly disagree
INFERENCE: 70% Employees in BGS GLOBAL HOSPITAL have not received effective and enough training to do the job. Hence good training is necessary to reduce attrition.
11. Promoting respect and fair treatment among all staff is a high priority of this hospital.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
30
60%
Agree
10
20%
Neutral
10
20%
Disagree
0%
Strongly disagree
0%
agree, agree, neutral, disagree, strongly disagree respectively that promoting respect and fair treatment among all staff is a high priority of this hospital.
0%0% 20%
Strongly agree Agree
20%
60%
Neutral Disagree Strongly disagree
INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy in

Promoting respect and fair treatment among all staff is a high priority of this hospital.
12. The performance appraisal undertaken by the management is fair.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
15
30%
Agree
20
40%
Neutral
15
30%
Disagree
0%
Strongly disagree
0%
ANALYSIS: The above table explains that 30%, 40%, 30%, 0%, 0% of employees of
employees strongly agree, agree, neutral, disagree, strongly disagree respectively that the performance appraisal undertaken by the management is fair.
0% 0%
30%
30%
40%
INFERENCE: Employees in BGS GLOBAL HOSPITAL are happy with the performance appraisal undertaken by the management is fair.
13. I am satisfied with my leave benefits and other incentives.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10%
Agree
10
20%
Neutral
10%
Disagree
10
20%
Strongly disagree
20
40%
ANALYSIS: The above table explains that 10%, 20%, 10%, 20%, 40% of employees strongly agree, agree, neutral, disagree, strongly disagree respectively that they are satisfied with their salary, benefits and other incentives
10%
40%
20% Strongly agree Agree Neutral Disagree 10% Strongly disagree
20%
INFERENCE: Maximum number of employees in BGS GLOBAL HOSPITAL are happy with the salary given to them.
14. The management acts effectively in resolving conflicts.
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
Strongly agree
10%
Agree
0%
Neutral
15
30%
Disagree
10
20%
Strongly disagree
20
40%
agree, agree, neutral, disagree, strongly disagree respectively that the management acts effectively in resolving conflicts.
10%
0%
40% 30%
20%
INFERENCE: Employees in BGS GLOBAL HOSPITAL thinks that management should effectively resolves the conflicts.
15. Would you look back at joining the hospital again if presented with an opportunity?
PARTICULARS
NUMBER OF RESPONSES
PERCENTAGE
YES
20
40%
NO
15
30%
CAN NOT SAY
15
30%
ANALYSIS: The above table explains that 40%, 30%, 30% of employees says yes, no, can
not say respectively that they would look back at joining the hospital again if presented with an opportunity.
30%
40%
YES NO CAN NOT SAY
30%
INFERENCE: Employees in BGS GLOBAL HOSPITAL are very happy with the organization and they are ready to join back to this organization.
16. Whether there was any sexual or workplace harassment during your employment? PARTICULARS NUMBER OF RESPONSES PERCENTAGE
YES
NO
50
100%
CAN NOT SAY
0%
ANALYSIS: The above table explains that 0%, 100%, 0% of employees say yes, no, can not
say respectively that there was any sexual or workplace harassment during your employment.
0%
YES NO CAN NOT SAY
100%
INFERENCE: There is zero sexual harassments in BGS GLOBAL HOSPITAL.
FINDINGS
Many of the employees in BGS GLOBAL HOSPITAL are leaving the organization who are young and who are experienced Employees of BGS GLOBAL HOSPITAL are not happy with the working hours Employees in BGS GLOBAL HOSPITAL are not satisfied with the salary given to them Employees in BGS GLOBAL HOSPITAL do not like the working environment Employees in BGS GLOBAL HOSPITAL are hardly satisfied with salary, benefits and other incentives. There is no sexual or workplace harassment during the employment in BGS GLOBAL HOSPITAL. Employees of BGS GLOBAL HOSPITAL are afraid about there career growth Employees of BGS GLOBAL HOSPITAL are not happy with the guidance and support given by the organization
SUGGESTIONS
Management of BGS GLOBAL HOSPITAL should try to help employees career growth Management of BGS GLOBAL HOSPITAL should provide convenient time for the employees Management of BGS GLOBAL HOSPITAL should give fair salary according the industry standards Management of BGS GLOBAL HOSPITAL should provide good working environment Management of BGS GLOBAL HOSPITAL should provide good guidance to employees for optimum utilization Management of BGS GLOBAL HOSPITAL should keep sexual harassment in zero rate Finally attrition rate should be minimal in organization
QUESTIONNAIRES :
1. What is your age? 18-20 20-25 25-30 30 ABOVE
2. Since how many years you are working in BGS GLOBAL HOSPITAL? 1-2 YRS 2-4 YRS MORE THAN 5 YRS
3.I am flexible with my working hours. Strongly agree Agree Neutral Disagree Strongly disagree
4. Are you happy with the salary given by the organization?
5. I like working environment in BGS GLOBAL HOSPITAL.
6. My work load and expected completion times are reasonable.
7. My career growth may stop if I continue my job in this organization.
8. I have a positive relationship with my colleagues and top management.
9. Guidance and support given by Supervisor / HOD is good.
10. I received enough training to do my job effectively
11. Promoting respect and fair treatment among all staff is a high priority of this hospital
12. The performance appraisal undertaken by the management is fair.
13. I am satisfied with my leave benefits and other incentives.
14. The management acts effectively in resolving conflicts.
15. Would you look back at joining the hospital again if presented with an opportunity? Strongly agree Agree Neutral Disagree Strongly disagree
BIBILOGRAPHY:
BOOKS: HUMAN RESOURCE MANAGEMENT

AUTHOR:- ASHWATHAPPA K. SUBBA RAO
BUSINESS MANAGEMENT
J.C. SINHA V.N. MINGALI
PERSONAL MANAGEMENT
AUTHOR:- C.B. MEMORIA
WEBSITE SURFED:
WWW.google.com WWW.bgsglobalhospital.com WWW.wikipedia.org

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CHAPTER-2 Company Profile CHAPTER-3 Research Methodology

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HUMAN RESOURCE MANAGEMENT

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HRM objectives - Supporting Functions

Legal Compliance Benefits Union Management relations

Human resource planning Employee Relations Selection Training and Development

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Appraisal Placement Assessment

Recruitment and selection Appraisal Placement Assessment Training and Development

Personal growth Learning Placement Compensation Assessment Job satisfaction Recognition

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HUMAN RESOURCE DEVELOPMENT

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ATTRITION IS A BUSINESS PERSPECTIVE

Attrition occurs due to INEFFECTIVE MANAGERS

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ATTRITION IS A CRITICAL ISSUE

COMBATING HIGH ATTRITION

TREAT EMPLOYEES LIKE CUSTOMERS

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Reduce Attrition: Managers and Professional Employees

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LEADERSHIP CRISIS LEADS TO ATTRITION

FIVE PRINCIPAL REASONS FOR WHICH THE PEOPLE CHANGE JOBS

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MANAGING ATTRITION THROUGH CORPORATE ALUMNI

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Dont confront attrition

Hire attitude; Train skills

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ATTRITION: A Key Element to a Successful Staffing Program

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ATTRITION BECOMES PROBLEMATIC

When does employee turnover become problematic..?

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ATTRITION OCCURS DUE TO

WHY DO EMPLOYEES LEAVE ORGANISATIONS..?

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There are other factors one should keep in mind.

EMPLOYEES LEAVE ORGANIZATIONS FOR A RANGE OF REASON

Lack of career planning.

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Vision and Mission

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Quality Improvement priorities

Leading Multi Organ Transplant Centre:

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First hospital to launch a book on radial procedures named as "Radial Pearl".

The first hospital in the country to carry out Intravascular ultrasound.

Academics Laparoscopic Training

Other training programs offered at Global Hospitals are: