"Job Satisfaction": "Apollo Hospitals" Visakhapatnam

A STUDY ON
“JOB SATISFACTION”
With Reference To
“APOLLO HOSPITALS”
VISAKHAPATNAM
A Project Report
Submitted to JNTU Kakinada
in partial fulfillment of the requirement for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted By
CHAVAKALA UMA CHANDRIKA
Reg. No.16W21E0004
Under the guidance of

Dr. BASABA JYOTI, MA,M.Phil,LLB,Ph.D
Assistant Professor
DEPARTMENT OF MANAGEMENT STUDIES

PYDAH KAUSHIK COLLEGE OF ENGINEERING
Affiliated to JNTU-Kakinada
Gambheeram,Visakhapatnam
(2016-2018)
10th June, 2017
CERTIFICATE
We are here to confirming that Chavakala Uma Chandrika a student of Pydah

Kaushik College of Engineering, Gambheeram, Visakhapatnam has been allowed to do her
summer project in our organization for the period of from 01.06.2017 to 30.06.2017 in the area
of HR on “Job Satisfaction”.
Thanking you.
For Apollo hospital Visakhapatnam
A.V.N. SUDHAKAR
HR- Manager
ii
DEPARTMENT OF MANAGEMENT STUDIES
Affiliated to JNT University (K)
VISAKHAPATNAM
CERTIFICATE
This is to certify that the project entitled “A STUDY ON JOB SATISFACTION” in

“APOLLO HOSPITALA” VISAKHAPATNAM is the bonafide record of work done by
CHAVAKALA UMA CHANDRIKA, Reg. No: 16W21E0004 under my guidance during
the period (2016 – 2018) in partial fulfillment of the requirement for the award of the
Degree of MASTER OF BUSINESS ADMINISTRATION in PYDAH KAUSHIK
COLLEGE OF ENGINEERING affiliated to JNTU Kakinada.
Dr.V.SIREESHA RANI, MHRM, M.Phil, Ph.D Dr.BASABA JYOTI ,MA ,M.Phil, LLB,Ph.D
Head of the Department Project guide
External Examiner
iii
DECLARATION
I hereby declare that the project entitled “A STUDY ON JOB SATISFACTION ”

in “APOLLO HOSPITALS”, VISAKHAPATNAM” submitted to JNTU-K is a bonafide
work done by me in partial fulfillment for the award of Degree of Masters of Business
Administration. This project report is my own and it is neither submitted to any other
Institution/University for the award of any degree or diploma and nor published before.
Place :Visakhapatnam CH. Uma Chandrika

Date : Regd no :
16W21E0004
iv
ACKNOWLEDGEMENT
I would like to express my sincere thanks to Dr. S Sarabandi, Director of

MBA, and Dr. Sireesha Rani Vasa, MHRM, MBA, Ph.D. Head of the
Department for their constructive cooperation and valuable guidance throughout
the course and also during the project work.
I am grateful to my project guide Dr. Basaba Jyoti,
MA,M.Phil,LLB,Ph.D. Assistant Professor Department of Management

Studies for her valuable guidance and suggestions to complete this project report
successfully.
I am grateful to Mr. A.V.N.SUDHAKAR MANAGER (HR & TRAINING

“APOLLO HOSPITALA” VISAKHAPATNAM) for giving me an opportunity
work on this project and I thank all the members in the faculty of Business
management (MBA) for the encouragement in my Project Work.
I express my thanks to my parents, and friends who helped and

supported me a great extent to complete this project. Further, I thank the
Almighty in bestowing his blessings on me for successful completion of my
studies.
Ch.Uma Chandrika
Regd no.16W21E0004
v
CONTENTS
CHAPTER-1 1-8
 INTRODUCTON OF THE STUDY
 NEED FOR THE STUDY
 SCOPE OF THE STUDY
 OBJECTIVES OF THE STUDY
 METHODOLOGY OF THE STUDY
 PRESENTATION OF THE STUDY
 LIMITATIONS OF THE STUDY
CHAPTER-2 9-22
 INDUSTRY PROFILE
 COMPANY PROFILE
CHAPTER-3 23-41
 THEORITICAL FRAME WORK OF STUDY
CHAPTER-4 42-70
 DATA ANALYSIS AND INTERPRETATION
CHAPTER-5 71-74
SUMMARY
FINDINGS
SUGGESTIONS
CONCLUSION
BIBLOGRAPHY 75
QUESTIONNAIRE 76-78
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CHAPTER-i
 INTRODUCTION
 NEED FOR THE STUDY
 Scope of the Study
 OBJECTIVES OF THE STUDY
 METHODOLOGY
 Presentation of the
study
 LIMITATIONS
INTRODUCTION
Human Resource Management (HRM) is rather difficult to say spontaneously what

management means through we have studied a course in management. But it is necessary to
record what management is before studied a course in management. Management has been the
art of getting things done through people. The term human resource is quiet popular in India with
the institution of missionary of human resource development in the union cabinet. But most
people may not know what exactly the human resource means.
The tem human resource management can be thought of as the knowledge, skills, creative
abilities, talents and aptitudes of an organization work force as well as the value, attitudes and
beliefs of the individuals involved it can also been explained in the sense that is resource like any
natural resources. It does means that the management can get and use the skills, tapping and
utilizing them again and again. Thus, it is long term perspective where as personnel in a short
term perspective. Human resources are also regarded as human factor, human asset, human
capital and the like. The terms labor and manpower has been used wisely in the employee as a
whole but it does not clearly denote various components of human resources like skill,
knowledge, values…etc.
Job Satisfaction in regards to once feeling or state of mind regarding the nature of their
work. Job can be influenced by variety of factors like quality of one’s relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in their
work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative towards job has
been defined variously from time to time. In short job satisfaction is a person’s attitude towards
job.
Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may rest
largely upon one’s success or failure in the achievement of personal objective and upon
perceived combination of the job and combination towards these ends. Job satisfaction is an
important indicator of how employees feel about their job and a predictor of work behavior such
1
as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization
includes reduction in complaints and grievences, absenteeism, turnover, and termination; as well
as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work
force and has been found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling
have being accepted by and belonging to a group of employees through adherence to common
goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state of
mind. Job satisfaction describes how content an individual is with his or her job. The happier
people are within their job. The more satisfied they are said to be. A primary influence and
performance using methods such as job rotation, job enlargement, job enrichment and job re-
engineering. Other influences on satisfaction include management styles and culture, employee
involvement, empowerment and autonomous work position.
Job satisfaction is an important indicator of how employee feel about their their job
and a predictor of work behavior such as organizational citizenship, absenteeism, turnover. Job
satisfaction benefits the organization includes reduction in complaints and grievance,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job
satisfaction is also linked with a healthier workforce. Job satisfaction is also linked with a
healthier work force and has been found to be a good indicator of longetivity.
Job satisfaction is very important attribute and is frequently measured by organization. The
most common technique for measurement is the use of rating scales where employee report their
thoughts and reactions to their jobs. Questions can relate to rates of pay. Work responsibilities,
variety of tasks, promotional opportunities, the work itself, and co-workers. The current project
has been undertaken with the following objectives to find whether yhe employee of invest leaf
are satisfied or not; analyse the company’s working environment; check the degree of
satisfaction of employees; find that they are satisfied with their job profile or not; and to find out
if the employees are working with their full capabilities or not.
2
NEED FOR THE STUDY
“job satisfaction is general attitude, which is the result of many specific attitudes in three
areas namely:
 Specific job factors.
 Individual characteristics.
 Group relationship outside the job.
 The main purpose behind this project is to study the satisfaction of employees
regarding their job in the organization. it is necessary for an organization to
evaluate and examine the satisfaction level of human resource.
 To find the problem which cause lack in job satisfaction for the employees.
 To take steps to increase the level of job satisfaction.
3
SCOPE OF THE STUDY
The development of any organization is mainly depending on the satisfaction level of the
employees so that they can perform well in the organization. The company can analyze the level
of employee satisfaction in their organization. The company can improve the working condition
environment to satisfy the employees based on the results of this survey. They can implement
these suggestions to overcome many problems faced in the organization. I can understand how
actually an organization works can get more insight on the concept of job satisfaction. It provides
me great relate theoretical concepts learnt in my course to the actual happenings in the
organization.
Job satisfaction is considered as a key issue by the entrepreneur where efforts are taken
and programs are initiated. So every organization is giving higher priority to keep their
employees with satisfaction by providing several facilities which improves satisfaction and
which reduces dissatisfaction. It is said that satisfied employee is a productive employee, any
kind of grievance relating to organizational or personal to a greater extent influence on the job.
4
OBJECTIVES OF THE STUDY
 To study overall working conditions of the employees.
 To analyze the factors that influencing the job satisfaction levels.
 To observe the job satisfaction of the employees and also to suggest suitable methods.
 To find out the levels of job satisfaction of non-executives in Apollo Hospital,

Visakhapatnam.
 To known the superior, subordinates relationship.
 To known the stress in the job.
 To suggest measures to improve satisfaction levels among employees.
5
METHODOLOGY
Fundamental to the success of any research project is sound research design.

A research designs purely and simply. The work or plan for a study that guide the
collection and analysis of the data. A good research design has the characteristics
analysis, time required for research project and estimate of expenses to be incurred. The
function of research design is to ensure that the required data are collected accurately and
economically . It is followed in completing a study.
SOURCE OF DATA:
 PRIMARY DATA: it is obtained by administration through questionnaire and

observation.
 SECONDARY DATA: This is obtained through company website, records,

magazines, journals and interacts.
 QUESTIONNAIRE: The questionnaire consists of 28 questions.
UNIVERSE: The total man power is 623.
SAMPLE SIZE: The sample size taken for the study is 100.
SAMPLING METHOD: The method used is sample random sampling method
 The sample size taken for the study is 100.
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PRESENTATION OF THE STUDY
Chapter 1:
INTRODUCTION:
It consists of need for the study , objectives of the study, methodology,

scope the study, presentation and limitations.
Chapter 2:
INDUSTRY AND COMPANY PROFILE:
In the industry profile, we discuss about the history of pharmaceutical

industry in india along with importance of the industry .In the company profile the
vision, mission, nature of activity has been given.
Chapter 3:
THEORITICAL FRAMEWORK OF EMPLOYEE JOB SATISFACTION:
It gives the conceptual framework of employee job satisfaction.
Chapter 4:
DATA ANALYSIS AND INTERPRETATION:
It analysis entire data in this chapter. The analysis has been interpreted with the
help of the respondents on the topic.
Chapter 5:
FIFTH CHAPTER CONSISTS OF:
Findings
Summary
Conclusion
Bibliography
Questioners
7
LIMITATIONS OF THE STUDY
 opinions expressed by employees in the questionnaire may not be genuine or what

they actually feel and there is every chance of bias coming in to play.
 Due to the time limit the study is restricted to conduct on of sample and the
findings are continued to employees who participated in the study.
 Measurement or assessment appraisal tools such as the Apollo profile can provide
guidelines only for candidates and users.
 To be most valuable to candidates and users the interpretations of the scores in

each category are stated in objective, clear and direct terms.
 The survey is subjected to the bias and prejudices of the employees.
 Hence 100% accuracy can’t be assured.
 Duration of the project 30 days was not sufficient for detailed study of the topic.
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CHAPTER-ii
 INDUSTRY PROFILE
 COMPANY PROFILE
INDUSTRY AND ORGANIZATION PROFILE
APOLLO is one of the fastest growing hospital chains in India, engaged in providing
primary as well as tertiary health Apollo services. It is a hospital chains that is founded and
managed by professionals with a mission and a passion for providing health Apollo for the
needy. At APOLLO, the growth has been phenomenal. From a 100-bed single specialty Heart
Institute facility focusing on cardiac Apollo in Nampally (Hyderabad), APOLLO has become a
multi-specialty hospital chain comprising of 1400 beds across 12 hospitals.
APOLLO’s reputation for its humanitarian and selfless service has ranked this esteemed
institution as the fourth largest health Apollo provider in India (CRIS-INFAC report, 2006). Our
effort to provide quality health Apollo with compassion has rewarded us with the honor of being
the top health Apollo provider in Andhra Pradesh. With the service-oriented Health Apollo
delivery model, APOLLO is geared to provide cost effective and user friendly medication.
Despite the intense competition and intense marketing tactics employed by multiple commercial
corporate organizations, APOLLO has carved a niche for itself by garnering the best reputation
amongst the local masses. Armed with the best of the facilities in areas of Education, Research,
patient Apollo and highly qualified professionals, APOLLO endeavors to match global
benchmarks and conquer health apollo market in the second decade of its establishment.
9
MISSION
At APOLLO, our mission is more than just a statement; it’s the cornerstone of all our efforts:
"To provide the best and cost-effective Apollo, accessible to every patient, through
integrated clinical practice, education and research, delivered with compassion, Apollo and
concern through team spirit and transparency."
VISION
 To evolve as a unique university-based health centre where the quest for new knowledge
would continuously yield more effective and more compassionate Apollo for all.
 To nurture a new generation of professionals of life-long commitment, dedication,

knowledge, skills, wisdom and values.
 To strive for public trust and maintain medicine’s humane and noble place among
professions.
 To be globally competitive in health apollo and related businesses integrating local

culture and ethos.
10
OBJECTIVES
 Upgrade its education and Research wing on par with the international standards and
consequently develop health apollo solutions for under developed and developing areas.
 Register a phenomenal growth by adding 5000 beds in the next five years.
 Offer unique platform to various partners and collaborators, both national and
international, to innovate in health apollo delivery systems, coverage systems like
microfinance/ micro insurance, medical education and research.
 Develop health apollo solutions for underdeveloped and developing countries.
 To develop comprehensive health apollo delivery model that suits our population.
 To develop centers of excellence in medical specialties.
 To compromise the obsolete and seek excellence through effective and up-to-date
technology and service.
 Undertake clinical practice through high-end education and research.
 Create a web of PCD clinics, corporate health plans, and associates program to leverage
the use of technology and gain access to remote areas.
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VALUES
The corner stone of values practiced at APOLLO stem from our ideology of ‘to put patient’s
interests first’. The ideology dictates every aspect of the clinical governance, patient apollo and
the work culture. The great heights we have achieved in delivering medical apollo with
exceptional quality have been a result of these values-based health services.
 PRACTICE: Practice medicine as an integrated team of compassionate physicians,

scientists and allied health professionals.
 EDUCATION: Service through efficient training and education of physicians, nurses and
allied health professionals.
 RESEARCH: Conduct basic as well as advanced clinical research to improve patient

apollo and quality in every service we undertake to offer.
 MUTUAL RESPECT: Treat everyone with respect and dignity.
 COMMITMENT TO QUALITY: Continuously strive to improve all processes that

support patient apollo, education and research.
 WORK ATMOSPHERE: Foster teamwork, personal responsibility, integrity, innovation,

trust and communication.
 SOCIETAL COMMITMENT: Support society we live in by assisting patients with

limited financial resources.
 FINANCES: Allocate resources within the context of system rather than its individual
entities.
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APOLLO PRINCIPLES
APOLLO aims at providing a holistic approach to health Apollo. Our logo has been
crafted with this thought in mind. Through the explanation of our logo and identity, we endeavor
to help partners, branch organizations, shareholders and esteemed patients understand APOLLO
and its entity better.
Brand Identity and Name are largely dependent on the Logo. People identify an
organization with its Logo. It is a Logo that states in part the organizations ethics and values. The
following list explains the APOLLO Logo
 The bold rectangular surrounding the frame logo exemplifies the well defined framework
with in which APOLLO operates.
 Each stroke that makes the pe
 Destal identifies the multi-disciplinary teams working at APOLLO.
 The Foundation under the field depicts a level field for all, and talks about APOLLO’s
transparent dealings.
 On top of the towering pedestal, the figure lending a helping hand signifies a professional
standing on excellence, while a figure he’s helping up represents a patient down with
disease.
 The color purple represents nobility and spirituality. And hence, it brings about certain
spiritual calmness to those who come in contact with it.
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HISTORY
A movement called ‘APOLLO’ took birth in the year 1997, when Padmashri Dr. B. Soma
Raju led a team of medical professionals to set up the first APOLLO Hospital. It opened a new
chapter in the history of health apollo. The driving force of Compassion, Concern, Apollo,
coupled with single minded objective - the recovery of the patient is been the fountainhead of
inspiration. Today, within a span of 10 years, APOLLO has emerged as the leading name in
health apollo and has earned a reputation for humanitarian and self less service. But, most
importantly, APOLLO has the undivided faith of millions.
The origins of APOLLO can be traced to 1983 when a team of cardiologists, led by
Padmashri Dr. B Soma Raju, set up a synergy for professional excellence in the cardiology
department of the Nazism’s Institute of Medical Sciences (NIMS) in Hyderabad. The idea was to
propel the cardiology department into one of the top centers in the country. The synergy gave
momentum to the purpose and accelerated the birth of APOLLO 13 years later. The team
collaborated with scientists to make health Apollo affordable through the development of
indigenous medical technologies. It was the development of India’s first coronary stent (Kalam-
Raju stent) that inspired the creation of APOLLO Hospital in 1997 to nurture a model that makes
quality medical apollo affordable and accessible.
APOLLO has emerged as:
 The Single Largest Team of Cardiologists and Cardiac Surgeons in the country.
 A Multi-specialty hospital with round the clock availability of Cardiologists, Cardiac

Surgeons, Neurologists, Critical Apollo Specialists, Anaesthiologist, etc.
 A hot-bed for many National and International Clinical Researches with close to 15
ongoing International clinical trials.
 An Institution with strong ethos and unflinching devotion to Ethical medical practice.
 Institute par excellence with continuous updating of medical knowledge by the Doctors
and putting it into practice.
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MILE STONES
2007
 Commissioned a 100 - bedded multi-specialty hospital at Pune, Maharashtra.

 Commissioned a 100 - bedded multi-specialty hospital at Raipur, Chattisgarh.
 Setting up of APOLLO Clinic at Srinagar Colony, Hyderabad.
 Commissioned 100 bedded Multi-specialty Hospital at Bhubhaneshwar - Orissa.
 Commissioning 110 bedded Multi-specialty Hospital at Surat – Gujarat.
 Significant presence in South and Central India.
2006
 Commissioned a 105-bedded multi-speciality hospital at Nagpur, Maharashtra.

 Re-commissioned 150 bedded Multi specialty Hospital at Visakhapatnam - AP.
 Setup a 100-bedded multi-specialty hospital at Musheerabad, Hyderabad in association
with Gurunanak Trust named Gurunanak APOLLO Hospital.
AWARDS AND HONORS
An organization’s credibility is shown by the Awards and Honors it has received from
various sources. The following lists out the Awards and Honors APOLLO has received.
 Ranked one amongst the Top Health apollo Providers of India by CRIS-INFAC Report
2006.
 Bharat Ratna, Dr. A.P.J Abdul Kalam inducted into board in 2001. (Later resigned in
2002).
 Padmashri awarded to Dr. Somaraju, Chairman of APOLLO in 2001.
 Defense Technology Spin Off Award to APOLLO Foundation from the Prime Minister in
1999.
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FACTS AND FIGURES
The following list shows the number of people who opt for APOLLO.
 4, 50,000 Out Patient consults per year.
 30,000 admissions per year.
 4,000 cardiac surgeries per year (top four in the country).
 10,000 cardiac catheterizations per year.
 4000 cardiac interventions per year.
 7,500 non-cardiac surgeries per year.
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STATISTICS
The following table shows the patient apollo statistics at APOLLO
Hospital No. of Beds Available + No. of Beds in Progress
APOLLO Nampally 200 beds, 50 more to be added in 2008
APOLLO Banjara Hills 225 beds, 65 more to be added in 2008
APOLLO Secunderabad 32 beds
Gurunanak APOLLO, 100 beds

Musheerabad
APOLLO Vijayawada 100 beds, 200 more in the pipeline by 2009
APOLLO Nagpur 110 beds
APOLLO Visakhapatnam 150 beds, 70 more beds to be added in 2008
APOLLO Raipur 100 beds, another 100 to be added in 2008
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APOLLO VISAKHAPATNAM
Continuous guidance, warm Apollo and emphasis on putting the patient’s interests above
us have emerged as the hall marks of APOLLO group. APOLLO Visakhapatnam was established
in tune with these hall marks of the APOLLO group. For this purpose APOLLO group has
acquired VISAKHA HOSPITALS AND DIGNOSTICS LIMITED as a subsidiary. APOLLO
Visakhapatnam, a part of the APOLLO group chain of super-specialty hospitals, has been in the
forefront in delivering quality medicine since 1999. And since then, it has made a mark for itself
as a premier Institute. Originally started out as an exclusive hospital for treatment of cardiac and
cardio thoracic ailments, it has firmly rooted itself into the community and gradually, over the
decade, emerged as a multi-disciplinary super-specialty hospital.
This 140 bedded hospital is designed to render services in various specialties like
Cardiology, Cardio Thoracic Surgery, Neurology, Neurosurgery, Nephrology (Dialysis), Critical
Apollo, Gynecology, orthopedics, Urology, Oncology, ENT, General Surgery, Physiotherapy
and all other specialties. With a surplus of experienced and highly qualified surgical staff and
envious state-of-the-art technology, the hospital has set its eyes of achieving the common
APOLLO goal i.e. achieving the highest patient satisfaction by providing high quality apollo at
affordable cost.
APOLLO HOSPITAL (VISAKHA HOSPITALS & DIAGNOSTICS LTD.)

10-50-11,
Waltair Main Road,
Ramnagar,
Visakhapatnam – 530 002
Corporate Office:
Apollo Convergence Center
H.No 8-2-595/2/b,
Road No 10, Banjara Hills.
Hyderabad-500034, Andhra Pradesh, India Ph: 91-40-30116000.
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MANAGEMENT
Every organization or Group’s growth and prosperity is largely dependent on the

leadership of the organization. It is an indisputable fact that APOLLO Group of Hospitals has
grown in reputation and profits primarily because of the governance and leadership. APOLLO’s
governance and leadership team has been undoubtedly responsible for the growth of APOLLO as
a Hospital Group.
LIST OF DOCTORS:
 Dr. T.Ravi Raju,M.D (D.M,Nephrologist)
 Dr. D.K Baruah ,M.D ,FACC(cardiologist)
 Dr. S. Anil pathro M.D ,D.N.B consultant nephrology
 Dr. Vijaya rama M.D, D.G.O (Gynacologist)
 Dr. A. Syamala M.D, D.G.O (Gynacologist)
 Dr. Aruna janaki M.D ,O.B.G
 Dr. N.K Pani grahi M.D, D.M (senior consultant) FICC, FACC.
 Dr. Sesha mohan debca M.D general medician
 Dr. S.Sabitha M.D (dermacologist)
 Dr. M. Sridevi M.D , D.G.O (gynecologist)
BOARD OF DIRECTORS
Dr. B. Soma Raju, Chairman and Managing Director
Dr. N. Krishna Reddy, Director and CEO
Mr. D. Suresh, Director
Dr. A. Rajagopala Raju, full-time Director
19
Mr. C. Rama Krishna, Director
Mr. Rajeev Amrish Agarwal, Director
Mr. John Michael Lind, Director
Dr. G.N.Rao, Director
COMPANY SECRETARY
Mr. N.Anjaneyulu
VISAKHA HOSPITALS AND DIAGNOSTIC LIMITED
Dr. V. Krishna Murthy, Executive Director
Dr.G.S.R.Murthy, Medical Director
Key Officials
Dr. G.V.S. Rao, Medical Superintendent
Mrs. Madhavi Datla, Hospital Administrator
Dr. Nandha Kishore, Resident Medical Officer
P. Balaram Murthy, DGM for Finance and Accounts
Mr. V.S.P Raju, DGM ( HID)
Mr. Raja Ruthann, Assistant General Manager
Mrs. Udhaya Bashini, nursing superintendent
Mr. Swami Vaadapalli, Assistant General Manager
Mr. T. Balaji, H.R Manager
Mr. A.V.N SUDHAKAR Manager – HR
20
Company Overview
Text Size:
It is often said that nothing happens, unless there is a dream first. At the genesis of the
Apollo story there was a dream. A dream so powerful, that it helped transform the medical
landscape in India.
Company Vision
Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.
Mission Statement
"Our mission is to bring healthcare of International standards within the reach of every
individual. We are committed to the achievement and maintenance of excellence in education,
research and healthcare for the benefit of humanity"
The dream nurtured and grew within Dr. Prathap C Reddy, the founder Chairman of
Apollo Hospitals, until the point of inflection happened in 1983. A young man succumbing to an
ailing heart was what it took to ignite Dr. Reddy's vision into a reality - a vision where quality
healthcare was given, where the pursuit of clinical excellence was daily endeavor, India a hub in
the medical tourism map and where the Apollo family touches and enriches lives every minute,
every day.
Today, with over 8500 beds across 51 hospitals, and a significant presence at every
touch-point of the medical value chain, Apollo Hospitals is one of Asia’s largest healthcare
groups. Commenced as a 150 bed hospital, today the group has grown exponentially both in
21
India and overseas. Its growth is often said to be synonymous with India emerging as a major
hub in global healthcare.
Apollo Hospitals is driven by a single thrust, to provide the best standards of patient care.
It is this passion that has lead to the development of unique centers of excellence across medical
disciplines, within the Apollo Hospitals network. Apollo Hospitals has JCI accreditations for 8 of
its hospitals, the largest by any hospital group in the region.
True to its founding principles, the group has made quality healthcare accessible to the
people of India, and even overseas. It has become an institution of trust, and a beacon of hope to
so many searching for a cure for their ailments.
The legacy of touching and enriching lives stems from the pillars of the Apollo
philosophy - experience, excellence, expertise and research. We pride ourselves for constantly
being on the cutting edge, and going the extra mile to stay relevant and revolutionary.
The Apollo Hospitals Group is the pioneer of integrated healthcare delivery in India. This
vision led the group to earmark time and resources to strengthen each vital cog in the process of
healthcare delivery. As a result of these efforts, the group today is in a unique position to
exponentially increase its healthcare cover. This will be critical in order to meet future
requirements.
Apollo Hospitals Group, today, is an integrated healthcare organization with owned and
managed hospitals, diagnostic clinics, dispensing pharmacies and consultancy services. In
addition, the group’s service offerings include healthcare at the patient’s doorstep, clinical &
diagnostic services, medical business process outsourcing, third party administration services and
health insurance. To enhance performance and service to customers, the company also makes
available the services to support business, telemedicine services, education, training programs &
research services and a host of other non-profit projects. The success of any organization
depends on the effective utilization and motivation of human resources.
22
CHAPTER-III
THEORETICAL FRAME WORK
THEROTICAL FRAMEWORK OF THE STUDY
JOB SATISFACTION A THEORITICAL FRAMEWORK:
Job satisfaction is an integral component of an organization climate and an important

element in management employee relationship-job satisfaction is a positive emotional state that
when a person’s job values provided these values are compatible with ones needs.
Job satisfaction is a simple works, is an individual emotional relation to the job itself. It is
a person attitude towards the job people spends a sizable amount of their time in work
environment. From any minimally humanitarian point of view they accept the portion of their
lives to be more amount of pleasurable or contentment associated with a job. If you like your job
intensely, you will experience high job satisfaction. If you dislike your job intensely you will
experience job satisfaction.
THEORIES OF JOB SATISFACTION
There are vital differences among experts about the concept of job satisfaction. Basically, there
are four approaches/ theories of job satisfaction.
They are:
 Fulfillment theory
 Discrepancy theory
 Equity theory
 Two-factor theory
 Fulfillment theory
The main aim of this theory is to measure satisfaction in terms of rewards a person receives
or the extent to which his needs are satisfied. Job satisfaction cannot be regarded merely as a
function of how much a person receives from his job but it is the strength of the individual’s desire
of his level of aspiration in a particular area.
23
The main difficulty in his approach as observed by willing is that job satisfaction is not
only a function of what a person receives but also what he feels he should receive, as there would
be considerable difference in the actual and expectations of persons.
 Discrepancy Theory
The proponents of this theory is that satisfaction is the function of what a person actually
receives from his job satisfaction and what he thanks receives or expects to receive. This
approach does not make it clear whether or not over satisfaction is a part of dissatisfaction
and if so, how it differs from dissatisfaction
 Fulfillment theory
Fulfillment theories regard satisfaction in terms of outcomes (reward) a person receives or

the extent to which a person’s needs are satisfied. Schaffer thinks that ‘job satisfaction’ will
directly with the extent to which those needs of individual which can be satisfied are
actually satisfied’
Vroom also views satisfaction in terms of the positively valued outcome that a job provide
to person. This difficulty with fulfillment approach to job satisfaction is that satisfaction is
a function of not only what a person receives but also which he feels he should receive
and/or want to receive what may satisfy a person may leave another disulfide because of
the differences in the expectations. More also received from his job or what may be termed
as “environment all the return another factor has to included in order to predict satisfaction
accurately.
This variable was the strength of the individual desire or his level of aspiration in a
particular area.”
 Equity
The proponents of this theory are of the view that a persons satisfaction determined by his
perceived equity which in from is determined by his input-output balance when compared
to others input-output balance. Input-output balance is the perceived ratio of what a person
received from his job relative to what he contributes to the job.
24
 Two-Factor Theory
This theory was developed by Herzberg, Manusner, Paterson and Cap well who identified
certain factors as satisfiers and dissatisfies.
Factors such as achievement, recognition responsibility etc., are satisfiers, the presence of
which causes satisfaction but their absence does not result in dissatisfaction on the other hand the
factors such as supervision salary, working conditions etc are dis-satisfiers the absence of which
cause dissatisfaction however their presence does not result in job satisfaction. This theory is
considered invalid as a person can get both satisfaction and dissatisfaction at the same time.
DETERMINANTS OF JOB SATISFACTION
According to Abraham A. Kumar there two types of variables, which determine the job
satisfaction of an individual. These are:
 Organization Variables
 Personal Variables
 Organization variables:
 Occupational Level : The higher the level of the job, the greater the satisfaction of the
individuals. This is because, higher level of jobs carry greater prestige and self-control.
This relationship between occupational level and job satisfaction stems from social
reference group theory in our society values some jobs more than others. Hence people
in values like them more than those who are in non-valued jobs. The relationship may also
stem from the need fulfillment theory.
 Job content: Greater the variation in job content and less the repetitiveness with which the
tasks must be performed, the greater the satisfaction of the individuals involved. Since job
content in terms of variety and nature of tasks called for is a function of occupational
level. The theoretical arguments given above apply here also.
25
 Considerate Leadership: People to be treated with consideration. Hence Considerate
leadership results in higher job satisfaction than in considerate Leadership.
 Pay and Promotional opportunities: All other things being equal these two Variables are
positively related to job satisfaction.
 Interaction among Employees: Here the question is, when interaction in the Work group
is a source of job satisfaction and when it is not. Interaction is more satisfying when:
 It results in the cognition that other person’s attitudes are similar to ones own Since, this
permits are ready calculability of the others behavior and constitutes a validation of one’s
self.
 It results in being accepted by other and
 It facilitates and achievement of goals.
 Personal Variables For some people, it appears that most jobs will be dissatisfying
irrespective of the organizational conditions, where for other most jobs will be satisfying
personal variable for This difference.
 Age
 Educational Level
 Role perception
 Sex
26
INTRODUCTION
Job satisfaction, a worker's sense of achievement and success, is generally perceived to

be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing
a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction
further implies enthusiasm and happiness with one's work. The Harvard Professional Group sees
job satisfaction as the keying radiant that leads to recognition, income, promotion, and the
achievement of other goals that lead to a general feeling of fulfillment.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative
and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads
to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity—the quantity and quality of
output per hour worked—seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and productivity
is neither conclusive nor consistent. However, studies dating back to Herzberg's have shown at
least low correlation between high morale and high productivity, and it does seem logical that
more satisfied workers will tend to add more value to an organization. Unhappy employees, who
are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though
fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted
performance will decline. Tangible ways in which job satisfaction benefits the organization
include reduction in complaints and grievances, absenteeism, turnover, and termination; as well
as improved punctuality and worker morale. Job satisfaction is also linked to a healthier work
force and has been found to be a good indicator of longevity. And although only little correlation
27
has been found between job satisfaction and productivity, Brown notes that some employers
have found that satisfying or delighting employees is a prerequisite to satisfying or delighting
customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying:
"Take away my people, but leave my factories, and soon grass will grow on the factory floors.
Take away my factories, but leave my people, and soon we will have a new and better factory".
Probably the most important point to bear in mind when considering job satisfaction is
that there are many factors that affect job satisfaction and that what makes workers happy with
their jobs varies from one worker to another and from day to day. Apart from the factors
mentioned above, job satisfaction is also influenced by the employee's personal characteristics,
the manager's personal characteristics and management style, and the nature of the work itself.
Managers who want to maintain a high level of job satisfaction in the work force must try to
understand the needs of each member of the work force. For example, when creating work
teams, managers can enhance worker satisfaction by placing people with similar backgrounds,
experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by
Apollo fully matching workers with the type of work. For example, a person who does not pay
attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good
salesperson. As much as possible, managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job enrichment. Job
enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself.
Job enrichment usually includes increased responsibility, recognition, and opportunities for
growth, learning, and achievement. Large companies that have used job-enrichment programs to
increase employee motivation and job satisfaction include AT&T, IBM, and General Motors.
Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings by
Ting(1997) show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as commitment
28
and relationship with supervisors and co-workers, have significant effects on job satisfaction.
These job characteristics can be Apollo fully managed to enhance job satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett suggests that
employees ask themselves the following questions:
 When have I come closest to expressing my full potential in a work situation?
 What did it look like?
 What aspects of the workplace were most supportive?
 What aspects of the work itself were most satisfying?
 What did I learn from that experience that could be applied to the present situation?
Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a worker
find personal job satisfaction:
 Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
 Develop excellent communication skills. Employer’s value and reward excellent reading,
listening, writing, and speaking skills.
 Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
 Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and
rewards.
29
 Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
 Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
 See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
 Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.
Ergonomics as defined by the international Ergonomics Association is the application of

scientific information concerning humans to the design of object systems and environment for
human use. It is also called Biotechnology, Human Engineering or Human Factors Engineering.
Historically, there is evidence that the Greeks used ergonomic principles in the 5th
century BC to design tools and plan their workplaces. An excellent example of this is
Hippocrates' description or a surgeon's workplace.
Traditionally, Ergonomics has been used in industry for maximizing the efficiency of
workers and the quality of work done. But if one looks at what Ergonomics is all about, it comes
into everything that involves people - be it work, sport or leisure activities. It is an applied
science of equipment design intended to maximize production by reducing human fatigue and
discomfort. The application of the science can be physical, cognitive or organizational.
 The physical aspect deals with the human body's response to physical and physiological
stress.
 The cognitive aspect involves mental processes such as perception, attention, memory and
mental workload.
 The organizational aspect deals with the optimization of the organizational structure,
policies and processes - work scheduling, team work, ethical practices, motivation and job
satisfaction.
30
These three aspects come together to produce an ergonomically sound workplace, where
people are not only more efficient but also comfortable and happy. Ergonomics complements
industrial and technological advances.In the early 19th century, scientific management methods
were introduced by Frederic Winslow Taylor. He found that by reducing the size and weight of
the shovel used in coal mines, a worker could shovel more coal in a given time. In the early
1900s, Frank and Gillian Galbreth developed time motion studies to improve efficiency by
eliminating unnecessary steps and actions while carrying out a given task. They applied this to
brick-laying and were able to reduce the movements from 18 to 4.5 and thereby the efficiency of
the worker improved considerably. During World War II, new machines and weapons were
developed which placed great demands on the people operating these devices. For example,
aircraft crashes due to pilot errors were reduced by redesigning and relocating controls for ease
of recognition and use.
Then came the Space Age with even more technological advances and humans had to be
trained to operate all the equipment efficiently.
The advent of the Information Technology Age has resulted in H.C.I. - Human Computer
Interaction.
Each of these developments has a direct bearing on humans who have to react effectively
and handle the various demands the situations - whether physical, psychological or social - place
on them. Ergonomics is all about taking the human factor into account when designing
equipment and workplaces so that they are user-friendly.
Engineering psychology factors in psychological aspects in design and use of equipment.

Systems are designed that accommodate information processing capabilities of the brain. All this
information can be put to use effectively in everyday situations.
Improper use of equipment can lead to injury. Hence specific programs relating to the use
of equipment are designed and training imparted to the workers. Body posture is important in
any occupation. A person has to adopt a posture that is comfortable and least stressful for the
body. This is best done by self - observation and correction of the working position. Chairs and
work tables should be adjusted to fit the user. Change of posture at regular intervals in sedentary
jobs will help relieve neck and back muscle strain. People using vibrating tools should wear
31
gloves or the handles of the tools should have suitable coatings. Precautions should be taken
when lifting weights. Lifting below the knee or above shoulder height causes more strain.
One has to learn to avoid using unnecessary force to carry out a task. This was first
described by F.M. Alexander, an Australian singer who noticed strain on his neck muscles whilst
vocalizing and by observing himself in front of a mirror learned to correct his posture.
Ultimately, it is the person who is carrying out a given task who should find the most
comfortable and efficient working position by using ergonomic principles.
Article written by :
Dr. S. Umachandran
Consultant Orthopedic Surgeon
Apollo Hospitals, Chennai
In a hospital environment, social workers address the social and psychological factors
that are either contributing causes of medical ailments or are side effects of a medical condition
that must be dealt with to facilitate recovery and prevent occurrences of non-functional
dependence. The social worker in a hospital is a team member who works closely with other
health care professionals and experts. He/she carries many roles and responsibilities and his/her
practice contributes towards the overall treatment plan. It is therefore important that the hospital
social worker does not get burnout so that his or her contributions and services to patients are
equally effective.
Statement of the Problem
Medical social work services were first introduced in Malaysian government hospitals in
the early 1950s as a response to the problems faced by patients and their dependents during the
post war period, when diseases like tuberculosis, leprosy and malaria were affecting their health
status (Malaysian Association of Social Workers [MASW], 2004). By 1952 such services were
established in the bigger hospitals, with the first in Ipoh General Hospital. There were altogether
nine posts of medical social workers, namely in Penang, AlorStar, Taiping, Ipoh, Batu Gajah,
Malacca, Johor Bahru and two in Kuala Lumpur
32
General Hospital. At that time, the social workers were expatriates who were known as
lady almoners and they gave mainly financial assistance to patients. In1964, the first Medical
Social Work Unit in the country was set up at the University Hospital in Kuala Lumpur. This
department was initiated by the founding dean of the Medical Faculty of the University of
Malaya who saw the relevance of social work within the discipline of medicine. The department
was also initially staffed by a relatively small number of staff. There were ten medical social
workers who were trained at the National University of Singapore or atuniversities abroad
(MASW, 2004).
By 1991, there remained only eight medical social workers in the bighospitals in Kuala
Lumpur, Ipoh, Penang, Melaka, Johor Bahru, Sabah andSarawak (Hasnah, 2001). When these
workers retired from service, the Ministryof Health Malaysia began to recruit new medical social
workers on a regularbasis and medical social work departments were formed in the new and
major government hospitals throughout the country.
The majority of these newly recruited officers worked alone. They set up medical social
work departments in the hospitals they were posted to work, and began to provide all kinds of
services to the patients in all the wards of the hospitals. They had no training in social work and
their basic academic degrees were mainly from disciplines like sociology, economics, political
science, administration and other social science disciplines. They also received no supervision in
medical social work, because senior medical social workers who were available in the few big
hospitals throughout the country had already retiredor left the service. Although some of these
newly recruited officers had previous by worked as paramedics or assistant social welfare
officers, medical social workwas a new field to them and they were not sure of their own roles
and responsibilities. In addition, the hospital administration was not sure of the job description of
a medical social worker because most of the hospitals never had a medical social worker in the
first place. In fact, there was no provision for medical social workers in these hospitals’ set ups
except for the Kuala Lumpur General Hospital. These untrained and unsupervised officers were
very much left todefine their own job description, which deviate from the real meaning of what
medical social work is all about.
The situation became worse when doctors who were also not sure of medical social work
services, started to refer all types of cases particularly those patients who required financial
33
assistance like waiver of hospital bills, purchase of drugs, equipment and payment of medical
investigations in private laboratories to social workers. They also referred patients who were
homeless or had no visiting relatives and wanted the social worker to quickly arrange for
discharge in order to ease the shortage of beds in the hospitals. The social worker had no time to
review the outcome of these patients because new cases were being referred which required
immediate intervention. Although discharge planning hasalways been one of the functions of
social workers in hospitals, the medical social worker was unable to evaluate client feedbacks
because of the time constraints. This made the medical social worker feel incompetent and
dissatisfied with his/her job. Research has shown that there is a significant relationship between
job satisfaction and termination of therapeutic relationships(Resnick & Dziegielewski, 1996). In
order to settle the cases fast, the medical social workers merely offer practical assistance like
waiver of hospital bills, give money for transportation, purchase rehabilitation equipment or
quickly refer the patients to agencies/departments outside the hospitals because he/she can not
cope operating the medical social work department alone. In brief, the medical social work
departments in hospitals had limited resources in terms of manpower, budget, equipment and
even office space. Until today, most medical social work departments do not have supporting
staff like clerks or administrative assistants. The medical social workers have to do everything
from administrative to clerical duties (typing letters, photo copying documents, dispatch/errands
duties, etc.) and have no time for therapeutic social work interventions. They have to attend to
the increasing caseloads because as admissions to hospitals increase, more patients are also
referred. Working space or departments are often small, where officers are given small cubicles
to interview patients and their families and to discuss social problems. This is because when
hospitals were developed, there was no consideration to build a department of medical social
work. New extensions of buildings in the present hospitals also have little consideration for the
medical social work departments.
Until today, most medical social work departments in hospitals do not have awaiting area
for patients, although the Ministry of Health places importance on a client friendly environment.
Since the working conditions have not improved, many of the social workers feel burdened and
dissatisfied. Today, the plight of the medical social workers in government hospitals has only
improved slightly. All major hospitals in the country still have an average of two medical social
workers, except for Kuala Lumpur General Hospital which has thirteen. In hospitals where there
34
is more than one social worker, the new or junior social worker can now be trained and
supervised by their senior colleague, who also had no training when initially recruited. Now, all
the medical social work departments have some form of operating budget because they receive
financial contributions from a fund which is initiated by The Association of Medical Social
Workers Malaysia. With these contributions, the departments are able to provide immediate cash
money to patients. Most medical social work departments are also better equipped with facilities
like air conditioners and computers. A few major hospitals have clerical staff or paramedics to
assist the social workers. Many new officers recruited after the year 1994, are trained in social
work and some who were recruited in the year 2004 have post graduate degrees in medical social
work from a local university (See Table 4.2). It would also be interesting to survey if the present
increase in the number of specially trained medical social workers have subsequently increase
the quality of medical social work services offered to patients.
In brief, the number of social workers in hospitals is still grossly insufficient. By April
2004, there were a total of 143 officers for 58 hospitals throughout the country. Out of the 143
social workers, 92 of them had university education (bachelor’s and master’s degree) and they
were recruited by the Ministry of Health or the respective university hospitals. Only 20.8 percent
of these 92 officers majored in social work, whereas the rest were from disciplines like social
administration, human development, psychology, sociology, counseling and others. The
remaining 51 posts were filled by social welfare assistants who were loaned from the Ministry of
Women, Family and Community Development. (Grade S32, S27 and S17 social workers as in
Appendix C).These assistant social workers had certificate or diploma qualifications and they
majored in various disciplines like public administration and communication. They also received
no training in medical social work but had to immediately resume duties in the medical social
work departments once posted to hospitals. Appendix C shows the number of posts for social
workers in the government hospitals throughout Malaysia as on April 2004.
A research is thus needed to find out if the present medical social workers are satisfied
with their job or are they burnout. There is a need to examine if the individual / demographic
factors of these medical social workers factors affect their levels of job satisfaction and burnout.
The results of this research would be useful to the Ministry of Health to understand more about
the working scenario of the present medical social workers. Commendable measures can then be
35
taken to improve their conditions since satisfied workers are more motivated, productive and
fulfilled. They can also contribute to higher quality patient care and client satisfaction.
Apollo Hospitals is a major hospital chain based in Chennai, India. It was founded by Dr
Prathap C. Reddy in 1983. Apollo is a private healthcare provider in Asia with hospitals in India,
Sri Lanka, Bangladesh, Ghana, Nigeria, Republic of Mauritius, Qatar, Oman and Kuwait Apollo
hospitals plan add 2,955 beds across India in the next three years. Several of the group's hospitals
have been among the first in India to receive a form of international healthcare accreditation, in
their case by the America-based Joint Commission International (JCI). The Hyderabad hospital,
headed by Dr. K. Hari Prasad, (CEO – Central, Apollo Hospitals Group) was the first in the
world, outside the US, to receive JCI's Disease- or Condition-Specific Care (DCSC) Certification
in addition to general accreditation when it received this for its acute stroke treatment in 2006.
However, they have not as yet acquired international accreditation from any hospital
accreditation group from outside of the USA.
The group has developed services in telemedicine, after starting a pilot project in 2000 in
Dr Pratap C. Reddy's own home village. It is now the largest telemedicine provider in India with
71 centres. The success of Apollo Hospitals has made it the topic for Harvard Business School
case study.
Apollo also launched Asia's first operational health city at Hyderabad in 2007. Apollo
Health City, headed by Dr. K. Hari Prasad – CEO(Central). Apollo Health City consists of a
medical college, multiple super-speciality hospitals, a gym and various other health services.
Contents
 Group Companies
 Sri Lankan representative office
 Airport project
 Tie-up with XLRI
 Recognition
36
 See also
 References
 Further reading
 External links
Group Companies
Apollo Munich Health Insurance: Its a joint venture between Apollo Hospitals and Munich
Health, part of Munich Re.
Aircel : Aircel group is an Indian mobile network operator headquartered in Chennai, that
provides wireless voice, messaging and data services in India. It is a joint venture between Maxis
Communications Berhad of Malaysia and Sindya Securities & Investments Private Limited,
whose current shareholders are the Reddy family of Apollo Hospitals Group of India, with Maxis
Communications holding a majority stake of 74%.
Apollo Health Street Limited : It offers Business process outsourcing (BPO)and IT services
internationally, operating out of three countries – the United States, the United Kingdom, and
[four centres in] India (Hyderabad, New Delhi, Chennai and Coimbatore).
Apollo Pharmacies : It is the largest retail pharmacy chain in India with over 1000 retail outlets
in India. Apollo Pharmacies is moving towards offering e-prescription based services to the end
user and the doctor.
Apollo Health & Lifestyle Limited : Apollo Health & Lifestyle Limited (AHLL) is engaged in
establishing a network of clinics in India and neighbouring countries.
MedVarsity Online Limited (MOL): MedVarsity Online Limited is promoted by Apollo

Hospitals and NIIT Ltd. MedVarsity has developed over 1500 hours of medical content that is
accessible to the medical community anytime and anywhere.
Apollo Telemedicine Enterprises Limited (ATEL) : Apollo Telemedicine Enterprises Limited

has developed the 'Apollo Telemedicine Network' that allows the participant sites to collaborate
37
with institutions in the country and abroad and provides their clientele access to better healthcare
in areas not adequately served by the medical community.
Family Health Plan Limited (FHPL) : The company deals in the healthcare insurance sector
and is the largest Third Party Administrator (TPA) in Asia.
Equipment World : Equipment World sources and selects medical equipment, catalogues and
provides advice and services on technology, techno-commercial issues.
Keimed.com Limited : Keimed.com Limited is a unified national pharmaceutical procurement

and supply chain management company for a wide range of medical goods, consumables, drugs,
surgical, health and personal care products.
Sri Lankan representative office
Apollo Hospitals India Representative Office Sri Lanka Medref Services : This is a medical
tourism service provider in Sri Lanka for the patients who travel to Apollo Hospitals India for
medical treatment. It is located at 102A, Horton Place also known as Parliament Road in
Colombo 07 formally known as Cinnamon Gardens.
This was established by Apollo Hospitals to represent them in Sri Lanka after they left Sri Lanka
in 2006. The organisation is one of the major medical tourism service providers in Sri Lanka.
Airport project
The group was in talks with an international group to set up a super speciality hospital at an
international airport. There were reports that the hospital major was in talks with GMR group to
set up a hospital at the airport. It had already set up a medical centre at the Indira Gandhi
International Airport in New Delhi.
Tie-up with XLRI
Taken up as part of Apollo's Talent Management Programme, the Apollo-XLRI duo would offer
two courses – PG Certificate in General Management and Executive Diploma in General
Management and Healthcare. The classes would be delivered through a video link from XLRI's
38
Jamshedpur campus to the six learning centres of Apollo group, Mr E. Abraham, Director of the
management institute, said.
Recognition
The Apollo Hospital was honoured by having a stamp created in their name on 2 November 2009
The group's "Billion Hearts Beating" campaign, a national communication campaign of the
Apollo Hospitals Group and the Times of India, won the "Global Award for Brand Excellence"
of the "Campaign of the Year Award" at the World Brand Congress 2010 at Mumbai.
References
Further reading
 Rama V. Baru, Privatisation and corporatisation, 2000:paper 489, Seminar Publications,

New Delhi, accessed at 11 November 2006
Major Indian companies
Gentium announced interim results from the ongoing Treatment IND Expanded Access Protocol,
a study to evaluate Defitelio for the treatment of VOD Celator(R) Pharmaceuticals Announces
Positive Data and Safety Monitoring Board Recommendation for CPX-351 Phase 3 Study
GlobeNewswire via Yahoo! Finance,
EWING, N.J. -- Celator Pharmaceuticals, Inc. , a pharmaceutical company developing new and
more effective therapies to treat cancer, today announced that the independent Data and Safety
Monitoring Board Research and Markets: Secondary Progressive Multiple Sclerosis (SPMS) -
Pipeline Review, H2 2013 Business Wire via Yahoo! Finance,
Research and Markets has announced the addition of the "Secondary Progressive Multiple
Sclerosis - Pipeline Rev Schools Use Web Tools, and Data Is Seen at Risk
New York Times, Public schools are adopting web-based services that collect data about
students but do not adequately safeguard it from potential misuse, new research has found.
39
Benefits to the Organization
Employee satisfaction and retention have always been important issue for the
management. After all, high levels of absenteeism and staff turnover can affect bottom line, as
temps, recruitment and retraining take their toll. But few organizations made job satisfaction a
top priority, perhaps because they understood the significant opportunity that lies in front of
them. Satisfied employees tend to be more productive, creative and committed to their
employers, and recent studies have shown a direct correlation between staff satisfaction and
customer satisfaction.
Assuring Job Satisfaction
Assuring job satisfaction, over the long-term, requires apolloful planning and effort both
by management and by workers. Managers are encouraged to consider such theories as
Herzberg's and Maslow’s creating a good blend of factors that contribute to a stimulating,
challenging, supportive, and rewarding work environment is vital. Because of the relative
prominence of pay in the reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. "If a person's work is interesting, her pay is fair, her promotional
opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a
situational approach leads one to predict she is satisfied with her job". Very simply put, if the
pleasures associated with one's job outweigh the pains, there is some level of job satisfaction.
A good management is always interested in having and maintaining a better work force,
which is loyal to the organization and its objectives. A group it in industry or in some other
sphere of human activity is organized with an eye on certain well –defined objectives. But mere
organization of group in the sense of assignment. Of duties and functions to its members of will
not, for obvious reasons, lead to the attainment to the goals set for it. It is their hearts into their
work. It is possible only when they feel inspired by the organization, the objectives and the
people.
40
They are working for, they may work what might appear as virtual miracles. If, on the
other hand, the members are cold or indifferent, it not having an altogether hostile attitude
towards the work and the organization, it will not prosper not with standing all its resources. It is,
therefore, absolutely essential that the group and a whole if changed with enthusiasm, about
work entrusted to it.
Job-satisfaction is an integral component of organizational climate and an important

element in management-employee relationship job satisfaction is a positive emotional state
which occurs when a person’s job seems to fulfill important job values, provided these values are
compatible with one’s needs.
For functioning of any organization levels of satisfaction of employees need to be high. If

the levels of satisfaction are not high, atleast it should be sun that they are not low, if they are
low dissatisfaction starts to set in, and ultimately employed will have positive feelings about his
job.
41
CHAPTER-iv
DATA ANALYSIS
AND
INTERPRETATION
FACTORS INFLUENCING JOB SATISFACTION
Service Conditions:
Service conditions of APOLLO HOSPITALS maintained well and good. APOLLO

HOSPITALS nurture to their employees it is observed through these followed lines. The
employees of APOLLO HOSPITALS employed from the inception number of employees having
10 to 15 years experience. This reason for success to find the early do well in job satisfaction can
be the fact that the sample of study on job –satisfaction.
Nature of work:
APOLLO HOSPITALS having good nature in work. But the observations all the
employees well trained and they solve their problems with their immersive ideas. Every time
superiors give follow up to their subordinates.
Human Relations:
In APOLLO HOSPITALS Maintained human relations in the organization. Every time

management shares all the information with their employees. And this aspect is presented at the
time of May Day celebrations. (The company celebrates every May Day).
Work Culture:
This appears in committees of works, safety and canteen management. It is the teamwork
of employees in APOLLO HOSPITALS. It is observed through every superior having
confidence and trust on their on their subordinates.
Working Conditions:
Actually every organization maintained good working conditions. Normally APOLLO

HOSPITALS having safe about working conditions. The company provide all facilities to
improve and improve safety, welfare and hospitable to their workmen. It appears every corner in
the organization. The list shows the main Hospitals in the Cities of India, Apollo Hospitals
Contact and Location Details listed with Services and Facility information.
42
ANALYSIS OF DATA:
TABLE 4.1 Are the policies programmer’s procedure well designed?
S.NO. Opinion No. of Respondents % of Respondents

1 Strongly Agree 20 33
2 Agree 15 25
3 Disagree 10 17
4 Strongly disagree 5 8
5 Neutral 10 17
Total 60 100
17%
33% Strongly Agree
8%
Agree
Disagree
Strongly disagree
17% Neutral
25%
ANALYSIS:
From the above table its is evident that 33 percent of the Respondents agreed that
statement “The policies and procedure is well designed” where as 25 percent of the Respondents
felt that neutral and 8 percent of the Respondents felt that strongly agree with the same.
We can infer that the company policies programmes and procedures etc. of the
management are well encourages to employees performance.
43
TABLE 4.2 Is the present attendance procedure well designed?
S.NO Opinion No. of Respondents % of Respondents

2 Agree 12 20
3 Disagree 8 13
5 Neutral 4 7
Total 60 100
7%
27%
Strongly Agree
33% Agree
Disagree
Strongly disagree
Neutral
20%
13%
ANALYSIS:
From the above table it is evident that 27 percent of the respondents agreed that statement
“the present attendance procedure is well designed” where as 20 percent of the Respondents felt
that strongly agree, and 4 percent of the respondents felt that neutral with the same A negligible
percent (4%) of the Respondents felt that strongly disagree with the same.
So, we can infer that the above statement is very important and crucial for any organization.
44
TABLE 4.3 Are the opportunities for promotion good?
S.NO Opinion No of Respondents % of Respondents

2 Agree 15 25
3 Disagree 15 25
5 Neutral 20 33
Total 60 100
10%
33% Strongly Agree
25%
Agree
Disagree
Strongly disagree
Neutral
7%
25%
ANALYSIS:
The above table it is evident that 10 percent of the respondents neutral to the statement
“The opportunities for promotion are good” whereas 25 percent of the respondents felt that agree
and 7 percent of the respondents fell that strongly agree with the same negligible percent (40%) of
the respondents felt that disagree and 4 percent strongly disagree with the same.
The maximum percent are disagreeing to this statement. So, we can infer that the above statement
in the company is very bleak.
45
TABLE 4.4 Management shows Apollo and concern for your well being?

2 Agree 8 13
3 Disagree 11 18
5 Neutral 7 12
Total 60 100
12%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
32%
13% Neutral
18%
ANALYSIS:
Management shows apollo and concern for your well being whereas 18 percent of the respondents
felt that strangely agree with the same. A negligible percent (12%) of the respondents felt that
disagree with the same.
So we can infer that management is concerned about the well being of the employees.
46
TABLE 4.5 Are the work responsibilities clearly communicated with you?

2 Agree 5 8
3 Disagree 9 16
5 Neutral 17 28
Total 60 100
28% 28%
Strongly Agree
Agree
Disagree
Strongly disagree
8% Neutral
20%
16%
ANALYSIS :
From the above table it is evident that 28 percent of the respondents agree with this
statement “The work responsibilities are clearly communicated with you” where as 16 percent of
the respondents felt that neutral and 20 percent of the respondents felt that strongly agree with the
same.
A negligible percent (4%) of the respondents felt that disagree with the same.
So, we can infer that work responsibilities were clearly communicated to all the
employees.
47
TABLE 4.6 Is the rules and regulations facilitate your performance without
hampering it?
S.NO Opinion NO. of Respondents % of Respondents

2 Agree 20 33
3 Disagree 5 8
5 Neutral 5 8
Total 60 100
8%
25%
Strongly Agree
26%
Agree
Disagree
Strongly disagree
Neutral
8% 33%
ANALYSIS:
statement “Rules and regulations facilitate your performance without hampering it” where as 33
percent of the respondents felt that neutral and 8 percent of the respondents felt that strongly agree
with the same.
So, we can infer that rules and regulations facilitate employees’ performance instead of
hampering it.
48
TABLE 4.7. Are superiors usually fair in dealing with you?
S.NO Opinion NO. of Responents % of Respondents

2 Agree 19 31
3 Disagree 4 7
5 Neutral 5 8
Total 60 100
8%
26%
Strongly Agree
28%
Agree
Disagree
Strongly disagree
Neutral
7% 31%
ANALYSIS:
statement “Superiors are usually fair in dealing with you” where as 31 percent of the respondents
felt that strongly agree and 28 percent respondents felt that neutral with the same.
A negligible percent of the (4%) respondents disagree with the same.
So, we can infer that superiors are good and exact in their dealings with subordinates.
49
TABLE 4.8 You like the kind of work which are you doing presently?

2 Agree 11 18
3 Disagree 11 18
5 Neutral 10 18
Total 60 100
18% 13%
Strongly Agree
18%
Agree
Disagree
Strongly disagree
Neutral
33%
18%
ANALYSIS:
From the above table it is evident that 13 percent of the respondents agree that statement
“You like the kind of work which you are doing presently” where as 18 percent of the respondents
felt that neutral and 33 percent of the respondents felt that strongly agree with the same.
So, we can infer that employees like the work which they are doing presently.
50
TABLE 4.9. Is there a real sense of accomplishment from the work?
S.NO. Opinion No. of Respondents % of Respondents
2 Agree 15 25
3 Disagree 10 17
5 Neutral 10 17
Total 60 100
17% 8%
25% Strongly Agree

Agree
Disagree
Strongly disagree
Neutral
33%
17%
ANALYSIS:
From the above table it is evident that 8 percent of the respondents agree that statement
“There is a real sense of accomplishment from the work” where as 33 percent of the respondents
felt that neutral and 25 percent of the respondents felt that strongly agree with the same.
So, we can infer that there is great sense of accomplishment from the work which they are
doing.
51
TABLE 4.10 Is your present job in line with your qualification and aptitude?
S.No Opinion No of Respondents % of respondents

2 Agree 11 18
3 Disagree 11 18
5 Neutral 15 25
Total 60 100
7%
25%
18%
Strongly Agree
Agree
Disagree
Strongly disagree
Neutral
18%
32%
ANALYSIS:
statement “Your present job is in line with your qualification and aptitude” where as 18 percent of
the respondents felt that neutral and 25 percent of the respondents felt that strongly agree with the
same.
A negligible percent (4%) of the respondents felt that strongly disagree with the same.
So, we can infer that the work which employees are is on par with their qualification and
aptitude.
52
TABLE 4.11 Training on the present job will improve your work performance?

2 Agree 14 23
3 Disagree 8 13
5 Neutral 4 7
Total 60 100
7% 18%
Strongly Agree
Agree
Disagree
39% Strongly disagree

23%
Neutral
13%
ANALYSIS:
statement “Training on the present job will improve your work performance” where as 23percent
of the respondents felt that strongly agree and 39 percent respondents felt that neutral with the
same.
So, we can infer that training on the present area will improve their work performance.
Training will enhance their performance and also sharper their existing skills.
53
TABLE 4.12. Is there exists adequate and timely feedback on your performance?

2 Agree 7 12
3 Disagree 11 18
5 Neutral 7 12
Total 60 100
12%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
33%
12% Neutral
18%
ANALYSIS:
statement “There exists adequate and timely feedback on your performance” where as 12 percent
of the respondents felt that neutral and 18 percent respondents felt that strongly agree with tee
same.
So, we can inference that majority of respondents supported the statement. By giving
feedback, only flows in the performance can be identified. By rectifying the errors, there will be
no wastes, wastage can be reduced or minimized, production will be increased.
54
TABLE 4.13. Is your work allows you enough time for your personal life?
S.No Opinion No.of Responents % of respondents

2 Agree 7 12
3 Disagree 11 18
5 Neutral 8 13
Total 60 100
13%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
32% 12% Neutral
18%
ANALYSIS:
statement “Your work allows you enough time for your personal life” where as 12 percent of the
respondents felt that agree and 32 percent respondents felt neutral and 13 percent of the
respondents felt that strongly agree with the same.
A negligible percent of the (4%) respondents disagree with the same.So, we can infer that
the work which they are doing allow them enough time for their personal life.
55
TABLE 4.14. Whether your superiors share all necessary information with you?

2 Agree 8 13
3 Disagree 11 18
5 Neutral 7 12
Total 60 100
12%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
32%
13% Neutral
18%
ANALYSIS:
From the above table it is evident that 25 percent of the respondents agreed that
statement “your superiors share all necessary information with you” where as 12 percent of the
respondents felt that strongly agree, and 18 percent of the respondents felt that neutral with the
same. A negligible percent (8%) of the respondents felt that disagree with the same.
So we can infer that superiors of the employees share the all necessary information with
their subordinates.
56
TABLE 4.15. Is the management sympathetic to the employees’ personal problems?

2 Agree 7 12
3 Disagree 11 18
5 Neutral 7 12
Total 60 100
12%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
33%
12% Neutral
18%
ANALYSIS:
From the above table it is evident that 25 percent of the respondents agreed that
statement “The management is sympathetic to the employees personal problems’, whereas 12
percent of the respondents felt that strongly agree and 18 percent of the respondents felt that
neutral with the same.
So we can infer that management is solving the employees personal and it sympathetic
attention pay to them.
57
TABLE 4.16. Whether the workers wish to get their words employed in the same profession?
S.No Opinion No.of Respondents % of respondents

2 Agree 6 10
3 Disagree 8 13
5 Neutral 15 25
Total 60 100
25%
32%
Strongly Agree
Agree
Disagree
Strongly disagree
Neutral
20%
10%
13%
ANALYSIS:
From the above table it is evident that 32 percent of the respondents disagree with this
statement “whether the workers wish to get their words” where as 13 percent of the respondents
felt that agree, 20 percent of the respondents felt that neutral and 25 percent of the respondents felt
that strongly agree with the same.
A negligible percent (8%) of the respondents felt that strongly disagree with the same.
So, we can infer that the employees are not satisfied with the above statement.
58
TABLE 4.17 Would you like to continue with this job?

2 Agree 20 33
3 Disagree 10 17
5 Neutral 7 12
Total 60 100
12% 13%
Strongly Agree
25% Agree
Disagree
Strongly disagree
33%
Neutral
17%
ANALYSIS:
statement “You would like to continue with this job” where as 33 percent of the respondents felt
that neutral and 17 percent of the respondents felt that strongly agree with the same.
So, we can infer that most of the people are continuing their jobs.
59
TABLE 4.18 Are inter-personal relationships considered important in your department?

2 Agree 10 17
3 Disagree 8 13
5 Neutral 20 33
Total 60 100
25%
33%
Strongly Agree
Agree
Disagree
Strongly disagree
17% Neutral
12%
13%
ANALYSIS:
From the above table it is evident that 25 percent of the respondents neutral with
this statement”Inter-personnel relationship are considered important in your department” where
as 17 percent of the respondents felt that agree and 13 percent of the respondents felt that
strongly agree with the same.
So, we can infer that interpersonal relations were considered very crucial it plays a
decisive role in maintaining good relations among the employees.
60
TABLE 4.19 Whether your superiors listen to your ideas and opinions relating to your work
department?

2 Agree 8 13
3 Disagree 22 37
5 Neutral 9 15
Total 60 100
15% 23%
Strongly Agree
12%
Agree
Disagree
Strongly disagree
13%
Neutral
37%
ANALYSIS:
statement “Your superiors listen to your ideas and opinions relating to your work department
“Where as 13 percent of the respondents felt that strongly agree and 37 percent respondents felt
that neutral with the same. A negligible percent of the (4%) respondents disagree with the same.
So, we can infer that superiors listen to employees’ opinions and ideas. The quality of
superiors in listening to their opinions and ideas makes employees more responsible towards the
organization
61
TABLE 4.20 Is there very little interference from superior officers in the day–to-day working
of various department/section?

2 Agree 14 23
3 Disagree 7 12
5 Neutral 22 37
Total 60 100
15%
37% Strongly Agree

Agree
Disagree

Neutral
13% 12%
ANALYSIS:
From the above table it is evident that 15 percent of the respondents neutral that
statement “There is very little interference from superior officers in the day to day working of
various department/section” where as 23 percent of the respondents felt that agree, and 12 percent
of the respondents felt that strongly agree with the same.
62
TABLE 4.21 In APOLLO HOSPITALS, would taking problems to ones superiors result in a
fair resolution?

2 Agree 16 26
3 Disagree 12 20
5 Neutral 12 20
Total 60 100
20% 17%
Strongly Agree
Agree
Disagree
Strongly disagree
17% 26% Neutral
20%
ANALYSIS:
From the above table it is evident that 17 percent of the respondents agree that
statement” In APOLLO HOSPITALS, taking problems to ones superiors would result in a fair
resolution” where as 26 percent of the respondents felt that neutral and 20 percent of the
respondents felt that strongly agree with the same. A negligible percent (4%) of the respondents
felt that disagree with the same.So, we can infer that problem of the subordinates will be looked
in to and be solved by superior. If there is any problem, it is sure to take away one’s concentration
at work place and ultimately his work suffers.
63
TABLE 4.22. APOLLO HOSPITALS, Generally encourage suggestions for improvements in
work methods, work practices and procedures?

2 Agree 15 25
3 Disagree 7 12
5 Neutral 4 7
Total 60 100
7% 18%
Strongly Agree
Agree
Disagree

25% Neutral
12%
ANALYSIS:
From the above table it is evident that 18 percent of the respondents agree that
statement “APOLLO HOSPITALS, generally encourage suggestions for improvements in work
methods, work practices and procedures” where as 25 percent of the respondents felt that neutral
and 12 percent of the respondents felt that strongly agree with the same.
So, we can infer that management encourage suggestions from employees regarding
working methods, work practices, work procedures etc.
64
TABLE 4.23. Is there a strong sense of team work in APOLLO HOSPITALS?

2 Agree 11 18
3 Disagree 20 33
5 Neutral 7 12
Total 60 100
12% 12%
Strongly Agree
18%
25% Agree
Disagree
Strongly disagree
Neutral
33%
ANALYSIS:
statement “There is a strong sense of team work in APOLLO HOSPITALS” where as 18 percent
of the respondents felt that neutral and 33 percent respondents felt that strongly agree with the
same.
A negligible percent of the (8%) respondents disagree with the same. So, we can infer that
there is a strong sense of teamwork among employees of APOLLO HOSPITALS This feeling of
working in teams generates tremendous zeal in them to work better and strive together for
productivity.
65
TABLE 4.24. APOLLO HOSPITALS supports its employees in their efforts to identify and solve
problems that affect their work?

2 Agree 8 13
3 Disagree 7 12
5 Neutral 11 18
Total 60 100
18% 18%
Strongly Agree
13% Agree
Disagree
Strongly disagree
Neutral
39% 12%
ANALYSIS:
statement “APOLLO HOSPITALS supports its employees in their efforts to identify and solve
problems that affect their work where as 13 percent of the respondents felt that strongly agree and
18 percent respondents felt that neutral with the same.
So, we can infer that APOLLO HOSPITALS supports employees and solve problems
relating to work.
66
TABLE 4.25. Your generally find that there is trust and confidence in the ability of one’s
immediate superior?

2 Agree 8 14
3 Disagree 11 18
5 Neutral 15 25
Total 60 100
25% 25%
Strongly Agree
Agree
Disagree
Strongly disagree
14% Neutral
18%
18%
ANALYSIS:
statement “Your generally find that there is trust and confidence in the ability of one’s immediate
superior” where as 14 percent of the respondents felt that strongly agree and 18 percent
respondents felt that neutral with the same.
So, we can infer that employees have trust and confidence in the ability of one’s superior.
Having confidence and trust in one another create a great working environment.
67
TABLE 4.26. Are the working conditions generally safe?

2 Agree 12 20
3 Disagree 15 25
5 Neutral 15 25
Total 60 100
7%
25%
20% Strongly Agree
Agree
Disagree
Strongly disagree
Neutral
23% 25%
ANALYSIS:
“The working conditions are generally safe” where as 20 percent of the respondents felt that
neutral and 23 percent of the respondents felt that strongly agree with the same.
A negligible percent (8%) of the respondents felt that strongly disagree and 4 percent are
disagree with the same.
So we can infer that working conditions are concerned about the employees are safe.
68
TABLE 4.27 Is the present salary structure satisfactory?
S.No Opinion No.of Respondents % of respondents

2 Agree 12 20
3 Disagree 5 8
5 Neutral 8 14
Total 60 100
14%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
33% Neutral
20%
8%
ANALYSIS:
“The present salary structure is satisfactory” where as 20 percent of the respondents felt that
agree and 8 percent of the respondents felt that strongly agree with the same.
A negligible percent 33 percent of the respondents felt that disagree with the same.
So, we can infer that the employees are quite satisfied with the existing salary structure.
As pay being a hygiene factor, its presence is very imminent to provide job satisfaction.
69
TABLE 4.28. Is the increment provides to you in your scale satisfactory?

2 Agree 10 17
3 Disagree 5 8
5 Neutral 10 17
Total 60 100
17%
25%
Strongly Agree
Agree
Disagree
Strongly disagree
17% Neutral
33%
8%
ANALYSIS:
From the above table it is evident that 25 percent of the respondents agree with
this statement “The increment provides to you in your scale are satisfactory” where as 17 percent
of the respondents felt that neutral, 8 percent of the respondents Disagree and 33 per cent of the
respondents strongly agree with the same.
So, we can infer that employees are not that satisfied with the existing increments in their
scale.
70
CHAPTER-v
FINDINGS
SUGGESTIONS
CONCLUSION
SUMMARY
Job satisfaction is the most popular topic in the study of industrial psychology. Since the
Hawthorne studies in 1939 and the emergence of the human relation movement, many pieces of
research and studies discuss this job attitude and its related subjects (Judge, Thoresen, Bono and
Patton, 2001). Still, those discussions have not provided a clear understanding of the subject.
Indeed, an in-depth study is needed to clarify three of the following questions. Firstly, what is
job satisfaction? Secondly, what aspects influence the increase and decrease of satisfaction level?
And lastly, what are the impacts of this emotional state? Accordingly, in answer to the three
important questions above, this essay will examine a number of articles which are related to
those inquiries and put forward some detailed information to enable fuller comprehension of this
matter. At first, this essay will present the definition and background theory of job satisfaction,
and then point out the reasons why is it so commonly researched. After that, it will elaborate the
factors that influence job satisfaction, focusing on individual and organizational antecedents, and
finally, will discuss the consequences of employee job satisfaction.
To begin with, job satisfaction refers to “the pleasurable emotional state resulting from
the appraisal of one’s job as achieving or facilitating the achievement of one’s job values” .
Similar with this, Brief (1998) defined job satisfaction as a personal state that is demonstrated by
affectively and cognitively evaluating an encountered job with some extent of like or
dislike(Whitman, Rooy, and Viswesvaran, 2010). Based on these definitions, there are four key
elements attached to job satisfaction, those are: it is a subjective circumstance based
on evaluation using subjective values over the objective job condition.
In addition, the experienced job can be a positive, a negative or a neutral experience, or

mostly, the combination between those three types of experience. Take for example, when an
employee attended a workplace-related training, she will put this experience in to her mind and
will decide whether she is satisfied or disappointed with the given training, or alternatively, she
decide that the training didn’t have any impact to her satisfaction. This particular decision, along
with other events evaluation, is the basis to her overall job satisfaction. Since everyone has a
different set of values from others, the value use to evaluate workplace experience is a subjective
matter, while the job experience itself is a part of objective working condition.
71
FINDINGS
The theme of job satisfaction has received much attention and gained considerable
importance over the years. And a prerequisite for development of an organization is that every
employee should be a satisfied employee keeping in view the importance of feeling of satisfaction
in employees in the present day industrial context, a study is undertaken to assess the levels of
satisfaction among the employees.
Findings:
 The existing increment scales are satisfactory. Majority of the respondents are of the same of
opinion.
 The present salary structure is satisfactory. Almost all respondents overwhelming felt that
salary structure is well and good.
 Superiors share all the formation with the subordinates.
 The promotion opportunities of the employees in the organization are supposed to be very
less.
 Majority of the respondents felt that training on the present job will enhance their work
performance.
 Majority of respondents felt that there is no proper recognition for the employees for their
efforts and achievements towards their work
 Employees suffer from not having any power if in case of solving any problems relating to
work.
 Some if employees job are not line with their qualification and aptitude.
 Some of employees feel their working conditions are less permitted with the personal life.
 In some cases workers to permit to same profession, in this case employees are not satisfied
with this statement.
72
SUGGESTIONS
From the foregone observations and findings, the following suggestions are proposed for
improving the job satisfaction among the employees in the Organization
 The salary structure should be designed in such a way to that it should commensurate the
work performance.
 Additional pay in any manner for efficient and effective performers, which will generate
competitive, work performance and climate.
 Participative management style or any other suitable styles of management which will
make the employee to feel that they are also involved in management process. The job
satisfaction leads to better performance.
 Working conditions should be employee friendly so that they feel that they are
comfortable in the organization.
 Social Welfare and Social Security measures should be designed properly depending
upon the nature of the Organization and profitability of the Organization, more profit
more facilities basis.
73
CONCLUSION
Today every industry in the state of slump. The effect of which is there to a great extent on
APOLLO HOSPITALS also. But from the last two years the organizations go on to a prosperity
stage. Adding to the woes is the present economic and industrial state of affairs in the country,
which are highly fluid.
The economic environment demands every concern to either perform or perish given this
scenario it can be said that APOLLO HOSPITALS been coping with these circumstances
commendably. A large part of this credit should go to the human assets of the APOLLO
HOSPITALS.
However, there are certain grey areas, which have been mentioned in the study, which
need immediate attesntion. The organization would do good, nevertheless, even the commitment
of workers and systems at APOLLO HOSPITALS, there is no reason why APOLLO
HOSPITALS should not become one of the sunrise industries.
74
BIBLIOGRAPHY
BIBLIOGRAPHY
1. Aswathappa. K.Dr. Organisational Behaviour, Mumbai,
Himalaya Publishing House, 1999.
2. Flippo, Edwon, B., Personnel Management, New Delhi,
Tata McGraw-Hill, 1961.
3. Davis, Keith Organisation Behaviour, Singapore, Mc.Graw
Hill, Book Company, 1989.
4. Moorhead Gregory, Organisational Behaviour,
Griffin Ricky. W. New Delhi, Jaico Publishing House, 1999.
5. Pestonjee. D.M., Motivation and Job Satisfaction,
New Delhi, Macmillan India Limited, 1991.
6. Robbins, Stephen, P., Organisational Behaviour, New Delhi,
Tata McGraw-Hill, 1965.
7. www.apollovizag.com
75
ANNEXURE
QUESTIONNAIRE
A Survey on Job Satisfaction of Non-Executives at:
APOLLO HOSPITALS, Visakhapatnam.
A number of statement are given below describing the job satisfaction in an origination,
please give your assessment of satisfaction level in your organization by rating on each statement
using 5 point scale.
A) Strongly Disagree
B) Disagree
C) Neutral
D) Agree
E) Strongly Agree
1. Are the policies programmer procedure is well designed?
A) Strongly Disagree B) Disagree C) Neutral D) Agree E) Strongly Agree
2. Is the present attendance procedure is well designed?
3. Are the opportunities for promotion are good?
4. Management shows apollo and concern for your well being?
5. Are the work responsibilities are clearly communicated with you?
6. Is the Rules and regulations facilitate your performance without hampering it?
7. Are the Superiors are usually fair in dealing with you?
76
8. You like the kind of work which you are doing presently?
9. Is there a real sense of accomplishment from the work?
10. Is Your present job is in line with your qualification and aptitude?
11. Training on the present job will improve your work performance?
12. Is there exists adequate and timely feedback on your performance?
13. Is your work allows you enough time for your personal life?
14. Whether Your superiors share all necessary information with you?
15. Is the management is sympathetic to the employees personal problems?
16. Whether the workers wish to get their words employed in the same profession?
17. Would you like to continue with this job?
18. Are Inter-personal relationships are considered important in your department?
19. Whether your superiors listen to your ideas and opinions relating to your work department?
77
20. Is there very little interference from superior officers in the day–to-day working of various
department/section?
21. In APOLLO HOSPITALS, taking problems to ones superiors would result in a fair
resolution?
22. APOLLO HOSPITALS, Generally encourage suggestions for improvements in work

methods, work practices and procedures?
23. Is there a strong sense of team work in APOLLO HOSPITALS?
24. APOLLO HOSPITALS supports its employees in their efforts to identify and solve problems
that affect their work?
25. Your generally find that there is trust and confidence in the ability of one’s immediate
superior?
26. Are the working conditions are generally safe?
27. Is the present salary structure is satisfactory?
28. Is the increment provides to you in your scale are satisfactory?
78

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"Job Satisfaction": "Apollo Hospitals" Visakhapatnam

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A STUDY ON

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

DEPARTMENT OF MANAGEMENT STUDIES

We are here to confirming that Chavakala Uma Chandrika a student of Pydah

For Apollo hospital Visakhapatnam

This is to certify that the project entitled “A STUDY ON JOB SATISFACTION” in

I hereby declare that the project entitled “A STUDY ON JOB SATISFACTION ”

Place :Visakhapatnam CH. Uma Chandrika

I would like to express my sincere thanks to Dr. S Sarabandi, Director of

I am grateful to my project guide Dr. Basaba Jyoti,

MA,M.Phil,LLB,Ph.D. Assistant Professor Department of Management

I am grateful to Mr. A.V.N.SUDHAKAR MANAGER (HR & TRAINING

I express my thanks to my parents, and friends who helped and

 THEORITICAL FRAME WORK OF STUDY

 DATA ANALYSIS AND INTERPRETATION

Human Resource Management (HRM) is rather difficult to say spontaneously what

 Specific job factors.

 Group relationship outside the job.

 To take steps to increase the level of job satisfaction.

 To study overall working conditions of the employees.

 To analyze the factors that influencing the job satisfaction levels.

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

 To known the superior, subordinates relationship.

 To known the stress in the job.

 To suggest measures to improve satisfaction levels among employees.

Fundamental to the success of any research project is sound research design.

 PRIMARY DATA: it is obtained by administration through questionnaire and

 SECONDARY DATA: This is obtained through company website, records,

 QUESTIONNAIRE: The questionnaire consists of 28 questions.

UNIVERSE: The total man power is 623.

SAMPLING METHOD: The method used is sample random sampling method

 The sample size taken for the study is 100.

It consists of need for the study , objectives of the study, methodology,

INDUSTRY AND COMPANY PROFILE:

In the industry profile, we discuss about the history of pharmaceutical

THEORITICAL FRAMEWORK OF EMPLOYEE JOB SATISFACTION:

It gives the conceptual framework of employee job satisfaction.

DATA ANALYSIS AND INTERPRETATION:

FIFTH CHAPTER CONSISTS OF:

 opinions expressed by employees in the questionnaire may not be genuine or what

 To be most valuable to candidates and users the interpretations of the scores in

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

 Hence 100% accuracy can’t be assured.

 To nurture a new generation of professionals of life-long commitment, dedication,

 To be globally competitive in health apollo and related businesses integrating local

 Develop health apollo solutions for underdeveloped and developing countries.

 To develop centers of excellence in medical specialties.

 Undertake clinical practice through high-end education and research.

 PRACTICE: Practice medicine as an integrated team of compassionate physicians,

 RESEARCH: Conduct basic as well as advanced clinical research to improve patient

 MUTUAL RESPECT: Treat everyone with respect and dignity.

 COMMITMENT TO QUALITY: Continuously strive to improve all processes that

 WORK ATMOSPHERE: Foster teamwork, personal responsibility, integrity, innovation,

 SOCIETAL COMMITMENT: Support society we live in by assisting patients with

 Each stroke that makes the pe

 Destal identifies the multi-disciplinary teams working at APOLLO.

APOLLO has emerged as:

 A Multi-specialty hospital with round the clock availability of Cardiologists, Cardiac

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

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

AWARDS AND HONORS

 4, 50,000 Out Patient consults per year.