A Study of Patient Management in the Govt.

Hospitals in Pune

A Ph.D. Resume Submitted in the Faculty of Management Science for the Approval by Authorities of Dr. B.A. Marathwada University, Aurangabad

A Study of HRM Practices in the Large sized Govt. /Municipal Hospitals in Mumbai a. Title of the proposed research b. The Problem/Subject Matter c. Survey of Literature d. Objectives of the research e. Hypothesis f. Methodology
Research Approach (1)Exploration of Literature: (2) Experience Survey: (3) Descriptive method: Progression of Research Work
Scope of Research Reference Period

Data analysis Limitations of the study

g. Tentative Chapter Scheme h. Preliminary Bibliography

a- Title of the proposed research A Study of HRM Practices in the Large sized Govt. /Municipal Hospitals in Mumbai

b-The Problem/Subject Matter

The human resources of an organization are also known as personnel or 'people at work and they include all individuals engaged in the productive activities of the organization. Management of human resources is now recognized as an inherent function of any manager. The purpose of this function is the creation, development and maintenance of efficient human resources in the organization through the formulation and application of appropriate personnel policies, procedures and programmes. The terms 'human resource' and 'personnel' are often used interchangeably though 'human resource' is a better term as it considers people working in the organization as valuable resources who have economic, social and psychological needs. That is why; human resource management is considered the process of managing people at work with a humane approach. Human resource plays a very significant role in effective performance of a hospital which depends to a great extent on the quality of its staff. The better the quality, the higher the level of performance. Hospital is a place where, on one hand, we have highly skilled personnel such as doctors and on the other; we have unskilled workers such as sweepers.

Management has been using the traditional tools which are basically coercive in nature (such as, punishment, suspension, degradation and discharge) to control the employees but it is to be realized that these coercive measures are never productive. To control the staff effectively, modern management tools are to be adopted and coercive measures are to be replaced by persuasive ones. Let me illustrate it by an example. Suppose, a sweeper in a hospital is not in the habit of cleaning the lavatory on daily basis. He does it when told/reminded to do so. If you remind him everyday, he will clean it everyday. If you do not tell, he does not do. How are you going to tackle this problem? Those who believe in old management theory will follow the course of action as follow herewith: a) call the sweeper, b) describe him the problem, c) warn him of punishment if he does not perform/improve, and d) take action which may include removal from the job, if he does not show improvement. On the other hand, the management which practices the principle of persuasion will tackle the problem in a different way. They will talk to the sweeper, let him feel how important his job is and hence how important he is for the hospital. Such an approach will have a lasting impact on his mind. If necessary, short class room lectures may be held where the matters such as infections etc. may be discussed. Having done so, a close watch may be kept on him. If necessary, one person may be deployed who will be after him to make sure that he cleans the toilet everyday. In all likelihood, he will improve and cleaning toilets on everyday basis will become his habit. So, the focus should be on converting the duties of staff into their habits. Once the habits are formed, there is no need for reminders/

supervision and the staff will become a very valuable asset for the hospital. Management also faces problems in dealing with doctors. There will be a different set of problems while handling them. Doctors, to some extent, may like to be controlled by a senior doctor manager but not by a non-doctor manager. There are many reasons for the same and they need to be analyzed before any line of action is chalked out. 1) Doctors perhaps have education/knowledge superiority when compared with management professionals. They do not consider the management professionals at par with them and therefore, there is a problem of adjustment. 2) From the beginning, the subject healthcare has been under the control of state/central government. Public hospitals have doctors designated as medical superintendent who take care of the day to day administration of the hospitals. So, doctors have been playing dual role. Now, it has been felt that healthcare institutions are not delivering results largely due to inefficient management. Therefore professionals there is a trend to bring management jobs.

for

hospital

administration/management

Doctors may not have much say in routine administrative matters and therefore, they are resisting the changes although they, too, are very much convinced that they are not best suited for management jobs and it will be in overall interest if they concentrate on clinical jobs only. Not being in the management job may lessen their authority/power on hospital staff and they find it difficult to accept these changes. 3) Doctors are not taught management in medical colleges. For them, hospital means doctor and doctor means hospital. So, they are not educationally

equipped to appreciate the roles of management professionals in hospital administration. 4) Doctors were respected in the society. Now, monetary and other related factors have eroded this position. There is customer-supplier relationship between the patient and the doctor. Service of a doctor has become a commodity which is being sold off. Therefore, a need is being felt to hand over the

management jobs to management experts only. Doctors, now, have started realizing it. So, doctors and management both need to change their attitude towards each other. Also, the management professionals need to introduce the essence of participative management while dealing with doctors. Doctors simply must not be ignored on the ground that it is none of their business. Degree programme of doctors, too, need to be modified. Apart from the clinical subjects, it should cover the various areas of hospital management including HR. They should also cover the subjects such as development of personality traits and similar other topics so that it can prepare the doctors to adapt themselves easily to the need of hours. Also, there is need to develop positive attitude towards all the jobs of the hospital. A doctor may have to be in operation theatre, say for six hours and it may at appear tough but there is no shortcut to it. Similarly, a hospital administrator sits in the office and manages the affairs from there. There must not be seen any luxury in it. It is the demand of management profession. He can not move now and then. He has to sit in the office and keep watch on various activities going on in the hospital. Since, he is virtually responsible for everything in the hospital; he can not assign all the tasks to himself. He has to delegate and keep the

control in his hands and play the role of coordinators. Now, no comparison should be made between two jobs. The underlining spirit should be - all jobs are important. Therefore, handling the staff is a real challenging job. Sacking/suspension/discharge is a easy way out to get rid of the staff we do not like but retaining them in job is a real difficult job and only an able HR administrator can do it; since The human factor is central to hospital, yet its proper management has yet remained beyond the reach of many hospital organizations, especially Govt. Organizations. This qualitative study will examines strategic human resource management (HRM) issues in a Government hospital with special reference to large sized hospitals in Mumbai. A perfunctory observation indicates that these hospitals lacked a clear understanding of their strategic intent and objectives; as a result, their human resource (HR) practices lacked coherence and direction. Whereas the commercial hospital understood the interrelationship between culture and HRM, the Govt. hospital did not. Moreover, the Govt. hospital showed only a modest understanding of competencies needed in managing HR function, which hampered its ability to identify competent HR managers and employees. The commercial hospital made significant gains in the past few years in managing its culture and people by recruiting a competent HR manager. The relationship between HR practices and clinical outcomes was much less clear in the Govt. hospital than it is in the commercial hospitals.

Sound Human Resources (HR) management practices in Govt. and private hospitals are essential for retaining effective

professionals in hospitals. The recruitment and retention of employees, strict control over the work and such other traditional matters are outmoded in the twenty-first century, the role of HR managers entail a number of duties some of which are cited in the forgoing text. The role of HR managers with other responsibilities should not be underestimated. The objective of this study is to assess the perception of HR managers about the challenges they face and the current strategies being adopted. The study also aims at assessing enabling factors including role, education, experience and HR training. To enable hospitals to deliver good quality, safe healthcare, improving HR management is critical. There is a need for a cadre of competent HR managers who can fully assume these responsibilities and who can continuously improve the status of employees at their organizations. The upcoming accreditation survey of few govt. hospitals (2010-2011) presents an opportunity to strengthen HR management and enhance competencies of existing HR managers. Recognizing HR challenges and the importance of effective HR strategies should become a priority to policy-makers and top managers alike.

C-) Survey of Literature

The HRM practices in the Govt. and Municipal Hospital in Mumbai is the novel theme of research and no researchers since last decade has traversed this subject in detail, although there has been some MBA or medical student projects covering few aspects of HRM in isolation. While going through the literature on the topic , 1. It is found that the following authors projected/delineated the fundamentals of Management, in which the HRM segment is also declaimed assiduously.

Shrivastava, P. (2010). Bhopal: Anatomy of Managerial Crisis. Ballinger Publishing Company Infant, D.; Rancher, A., & Womack, D. (2004). Building management theory (3rd Ed.). Prospect Heights, IL: Waveland Press. "Resource guide for crisis management in Virginia schools" (PDF). Virginia Department of medical Education. 2009. Archived from the original on 2007 Borodzicz, Edward P. (2005). Hospital Security Management. West Sussex, England: John Wiley and Sons Ltd. Coombs, W. T. (2006). Management Code Red in the Boardroom: Management as Organizational DNA. Westport, CT: Krueger.
A.F. Slkula. Personnel Administration and Human Resource Management, 1976. Beach. Dale S.. Personnel: Management of People at Work. Macmillan. N'ew York. 1976 Dale Voder. Personnel Management and industrial Relations. Prentice-Hall of India. New Delhi. 1972 Dale. Yoder. Personnel Management and Industrial Relations, Prentice-Hall of India, New Delhi. 1972. Eric W. Vetter, Manpower Planning for High Talent Personnel. Bureau of Industrial Relations, 1967. F.W. Taylor. Scientific Management. Harper & Brothers, New York, 1947. Rakesh Gupta. Organizational Behaviour. Kitab Mahal. Allahabad. 1998. T.N.Chhabra, Principles and Practice of Management, Dhanpat Rai & Sons, Delhi. 1998. Yoder D. Heneman. H.G. Tumbull. J.G. and Stone, C.H. Handbook of Personnel Management and Industrial Relations, McGraw-Hill Book Co., New York. 1958

2. James, Erika; Roberts, J (2009). "In the wake of the HRM crisis: rebuilding the image of the hospital industry through consultants ". Journal of Medical Transformation. Retrieved 2010-:- This article intensively narrates the HR management in the large size hospitals unaided by the govt. 3.Ulmer, R. R.; Sellnow, T. L., & Seeger, M. W. (2006), outcomes of HRM culture in hospitalsDepartment of Health Management and Policy, Faculty of Health Sciences, American University of Beirut, Beirut, Lebanon.:-Developing a patient safety culture with HR motivation was one of the recommendations made by the author to assist hospitals in improving HRM. In recent years, a multitude of evidences, mostly originating from developed countries, has been published on HR culture. One of the first efforts to assess the

culture of HR in the Eastern Mediterranean Region was by ElJardali et al. (2010) in Jordan 4. Smith, Larry; Dan Millar, PhD (2009). HR Management for Patients ; How to Gain and Maintain Hospital Control , InaCom, London (2nd ed.). :- Sixtyeight hospitals and 6,807 respondents participated in the study. The study which adopted a cross sectional research design utilized an Arabic-translated version of the Hospital Survey on Patient HR Culture (HSOPHRC). The HSOPHRC measures 12 patient need composites. Two of the composites, in addition to a patient need grade and the number of events reported, represented the four outcome variables. Bivariate and mixed model regression analyses were used to examine the association between the patient Needs and HR culture predictors Significant correlations were observed among all patient need and HR culture composites but with differences in the strength of the correlation. 5. Midriff, Ian I. (2005). Nurses' work Lessons for Surviving Disaster. New York: communication, Nursing leadership, accreditation were identified as major care industry environment: Seven Essential AMACOM.-Event reporting, staffing, and management segment of HRM in a health

6. El-Jardali F, Tchaghchagian V, Jamal D. (UK) in their thesis on health care services has glaringly reported in the survey analysis as A total of 96 respondents from 61 hospitals responded. Respondents had varying levels of expertise in the realm of HR management. Thematic analysis revealed that challenges varied across respondents and participating hospitals. The most frequently reported challenge was poor employee retention (56.7%), lack of qualified personnel (35.1%), and lack of a system for performance evaluation (28.9%). Some of the strategies used to mitigate the above challenges included offering continuing education and training for employees (19.6%), improving salaries (14.4%), and developing retention strategies (10.3%). Mismatch between reported challenges and strategies were observed. 7.A Human Resource System in Community Hospital written by Dr. Xavier from London (Cambridge University press) has brought the following Common Myths as respect to HR management in community hospital : More Salary means happy workforce: After a point, salary no longer improves work quality.

Human Resource Management is for the corporate sector: If you have more than four people on your team- you need HR management. HR means increased expenses- If you cost account your business, you will realize HR systems will increase your bottom line. HR means HR manager - HR systems are not run by, nor do they need HR managers. It is just a paradigm shift in how you approach your team If I do HR who will do my work? If you do HR for your business, your business will work for you. Otherwise, you will end up working for your business.

8. Assessment of human resources management practices in Lebanese hospitals under taken by the Lebanese Medical council clearly comes to conclusion the management of technical and non-technical force workforce shall be brought together in pursuit of a common goal - the vision and mission of the Hospital . 9. Steps towards a HR System a book written by Friedman, R.A. (1999), Minerva Publication Covers the following issues Evolve a HR philosophy that aligns it to the overall strategy, vision and mission Documentation: Organizational Chart, Job Design, Job Profile, Document Systems etc Standardized Selection and Interview Controlled Socialization Embedded Data Collection and Analysis Performance Evaluation Reward & Incentive Systems Enable Cost Centers and Self-Managed Teams Career Planning

10. Hospital Administration And Human Resource Management-fourth Edition (Paperback) byGoyal R. C. Publisher: Learning Private Ltd. (2008) :This is a largely revised and fully updated edition of the book Human Resource Management in Hospitals, third edition by the author. As in the previous editions, the text continues to discuss in detail the various methods of organizing a hospital's human resource department and shows how the use of scientific techniques would invariably improve the services of the hospital

and ultimately benefit the patients as well as the hospital itself. What's New To This Edition? : Gives detailed description on the 10th Five Year Plan in relation to the health system in India. National Health Policy-2002. Provides "Health for All in the 21st Century", which sets out global priorities and targets to realize the vision of "Health for All". Gives distinction between HRD, HRM and Personnel Management. Focuses on latest strategies in HRM. Stresses the role and techniques of counseling. Emphasizes the role of Hospital Administrator in legal matters. Gives, as Appendices, the Supreme Court judgments of 2004 and 2000, respectively, in relation to applicability of Section 304A of IPC to doctors and ESI Act 1948 to hospitals. 11.Disenthrall, E.; Weber, J. (2007) ,HRM in hospitals ,Oxford University Printing press (2001):- A Book Intended primarily as a text for students pursuing postgraduate courses in hospital administration (MHA) and nursing, the book would be equally useful to all those engaged in research on hospital administration, nursing administration, and human resource management. 1.History, Growth and Classification of Hospitals in India 2. Health Services through Five Year Plans 3. National Health Policy 2011 4. Hospital Administration 5. Administrative Steps Required to be taken in Establishing a New Hospital 6. Human Resource Management in HospitalsAn Overview 7. Evolution of Human Resource Management and its Role in Hospitals 8. Organizing the Human Resource Department 9. Manpower Planning 10. Recruitment, Selection & Induction 11. Training and Management Development 12. Wage and Salary Administration 13. Employees Performance Appraisal 14. Working Conditions, Safety, Wel-fare and Employees Health Services 15. Promotions, Transfers and Dismissals/Resignations 16. Communication 17. Counselling

18. 19. 20. 21. 22. 23. 24. 25. 26.

Collective Bargaining in Hospitals Discipline and Disciplinary Action Human Resource Audit Organization Development Management by Objectives Human Relations in Hospitals Importance of Teamwork in Hospitals Bio-medical Waste Management in Hospital Legal Tips for Hospital Administrators

a.

Objectives of the research

Objectives Set For Study: Highlighting the significant landmarks and Conceptual Base of HR Practices in the Health Care with special reference to Hospitals i. Investigating Chief Medical Officers (Dean) duties as a Personnel and Academic head and assess his stresses and strains in his work. Appraising the Rudiments of Recruitment, Selection, Training & Development, Motivation ,Job satisfaction, Discipline, performance evaluation and grievance Redressal Suggesting remedial measures, where ever necessary

ii.

iii.

b.
Hypothesis

Hypothesis

H0. . Excellence depends upon good HRM practices and employee satisfaction. H1. The leadership of the Hospital Dean has concerned to the development of the Hospital and Medical Colleges attached to it .

H3.The Dean of the medical institution is unable to look after his own teachings and research due to number of HR assignments at his side.

Methodology:
The research methodology consists of a. b. c. d. e. f. Survey literature Experience survey Sample Selection Data Analysis Statistical tools to be used Limitations of the Study:-

a) Survey of Literature will be based on : Published, un-published reports, Document and record of universities and institutes. Legal provisions relating to educational institutions. Newspapers and magazines having concern to education. Books, pamphlets, brochures, etc. relating to personnel in education.

B) Experience Survey: There is a need to collect experiences of the people who are directly or indirectly have concern to the subject selected for thesis. As a consequence of this need, hospital Associates i.e. Members of Governing councils, Directors, teachers, medical students, Nurses and other auxiliary staff, patients, non-technical officers, etc. will be contacted for collecting the information about working of hospitals. All these persons or authorities are either

working or controlling/supervising/coordinating/participating in the functioning of hospitals.. While selecting the respondents for interview, the care will be taken to select only those who possessed a competence, relevant experience and ability to communicate. Some respondents will be contacted at their homes. Prior to contact, they will be provided with information about the objectives of the research study. The respondents to be selected for interviewing will be from the different classes or from the different social status. Efforts will be made to ensure an appropriate representations of the different types of experiences, including the respondents from all categories i.e. teachers, non teachers, medical students, patients and govt. officers from the health department. During the course of interviewing, each respondent will be asked only the relevant questions; having due regard to his relation with the institute functioning. The number of persons to be contacted for enquiry was kept different for different purposes. For example, the queries about motivation will be made with about dozen numbers of employees of different types. The queries about the role of Government in hospital development will be made with about two or three officers, working in Public health department of the state Govt. The experience survey provides in-depth vision about the various HRM problems in hospitals that exists and also provides vision over the matters of employees & patients having direct concern to affairs of hospital working . Another advantage of experience survey is that it facilitates the suitable formulation of questionnaire for descriptive study method. The tools under experience Survey to be used are as follows :1. Questionnaires: Questionnaires for different levels /groups also technical and non-technical will be different. 2. Field Interviews: Personal Interview Telephonic Interviewsetc (c) Sample Selection In order to have a scientific approach, the key segment of the experience survey will be based on sampling technique as explained ahead:-

i) ii) iii)

The total number of Govt. /Municipal Hospitals is 72 in Mumbai which are properly listed along with the addresses All these hospital are classified strength in descending order as per the bed Patients

From the list so prepared and arranged the hospitals having Patients bed capacity 200 or more will be selected for the study. Thus there are 14 such hospital as listed below :-

Government / Municipal Hospitals in Mumbai Classified in descending order of Bed Strength

Hospital 1) K. E. M. Hospital 2) J. J. Hospital 3) INHS Asvini Location Parel Byculla No. of Address Beds 1439 Parel, F/S Ward 1400 870 832 Nagpada, Mumbai - 8 Navy Nagar, Colaba, Mumbai - 5 Sion, Mumbai 400 022

Navy Nagar 4) Lokmanya Tilak Municipal Sion Gen, Hopital & Medical College 5) B.Y.L. Nair Charitable Mumbai Hospital & T. N. Medical Central College 6) M. G. Memorial Hospital Parel 7) G. T. Hospital 8) E. S. I. S. Hospital 9) St. George Hospital Crawford Market Worli C. S. (V.T.) Dhobi Talao Byculla

796

Dr. Nair Road, Mumbai Central, Mumbai 400 008

700 521 500 T. 467 L. T. Rd., Dhobi Talao, Mumbai - 1 Dr. A. B. Rd., Worli, Mumbai - 18 St. George's Road, Mumbai - 1 Mahapalika Marg, Dhobi Talao Opp. Victoria Garden, Byculla, Mumbai 400027 Railway Maratha Mandir Marg, Mumbai - 8 Dr. A. B. Rd., Worli, umbai - 25

10) Cama Albless Hospital 11) Central Railway Hospital 12) Jagjivan Ram (Railway) 13) Poddar Hospital

367 350 250 215

Hospital Agripada Worli

14) MB. P. T. Hospital

Wadala

210

Nadkarni Park Rd., Wadala, Mumbai - 37

iv)

A cross-sectional survey design of HR managers (and those who combine their role as HR manager with other duties) in Govt. hospitals so selected above numbering 14 will be undertaken in the first round of survey . The survey will include a combination of open- and close-ended questions. Questions included educational background, work experience, and demographics, in addition to questions about perceived challenges and key strategies being used. Quantitative data analysis will include uni-variate analysis, whereas thematic analysis will be used for open-ended questions. In the second round of survey, the hospital incumbents of different types will be listed from all the hospitals and 5 % or 100 employees , whichever is minimum in number will be selected for the detail enquiries. 10 patients from the each of the hospitals, thus total being 140 will be selected at random for evaluating their grievances and satisfaction level related to HR in their hospitals.

v)

vi)

The reason for the selection of the large bed capacity hospitals is that such hospital are having large operational functioning with the huge human resources ,This expansiveness facilitates to study the a variety of HRM variables/practices .Conversely , the small hospital does not provide similar opportunity. d)Data Analysis Data will be analyzed using both content analysis and Statistical Package for Social Science (SPSS) analysis. The Statistical Package for Social Science (SPSS) will be applied in processing information duly gathered using questionnaires. All of the information gathered during the survey will be entered into the computer package. Once the data entries are completed,

frequency distributions for all variables will be generated to enable basic understanding and analysis. Further grouping and analysis of variables will also be done by using the same package. e) Statistical tools to be used Averages Frequency distribution Correlation Chi square tests Graphs and charts Regression PERT f) Limitations of the Study:This research project is an in-depth exploration based on scientific methods of research for the purpose of understanding the problems of personnel/human resources in hospitals, there may be a number of hurdles in data collection on the growth development of hospitals and its personnel management. If the trustee or managers provide true and fair information about their hospitals, the value of the work will be increased. However every effort will be made to collect the data on the various aspects HR including finance. The findings of this research may be expediently universalized elsewhere where the analogous settings exist on par with the selected research universe.

i. Tentative Chapter Scheme

Significant landmarks and Conceptual Base of HR Practices in the Health Care Industry with special reference to Govt. Hospitals Segment i) ii) Appraisal and evaluation of Chief Medical Officers (Dean) duties as a Personnel and Academic HEAD Stresses and strains in the work of medical and non medical auxiliary Staff

iii)

HR Practices in Recruitment, Selection, Training & Development, Motivation, Job satisfaction, Discipline, performance Control/ evaluation and grievance Redressal Suggesting remedial measures, where ever necessary

iv)

c.

Hypothesis

H0. . Excellence depends upon good HRM practices and employee satisfaction. H1. The leadership of the Hospital Dean has concerned to the development of the Hospital and Medical Colleges attached to it . H3.The Dean of the medical institution is unable to look after his own teachings and research due to number of HR assignments at his side.

j. Preliminary Bibliography
1. A.F. Slkula. Personnel Administration and Human Resource
Management, 1976.

2. B.P. Singh and T.N. Chhabra, Management Concepts and Practice,

Dhanpat Rai & Sons, Delhi, 1987,

3. B.P. Singh and T.N. Chhabra, Organization Theory and Behaviour,

Dhanpat Rai & Co., Delhi, 1998,. 4. Bass. Bernard M-. and Vaughn. James A. Training InIndustry: The Management of learning. Wordsworth. California. 1966. 5. Beach. Dale S.. Perftonnel: Management of People at Work. Macmillan. N'ew York. 1976

6. Boris Blal. A Job Satisfaction Predictor. Personnel. U.S.A. Oct. 1963. 7. Breach. E.F.L., Principles and Practice of .Management, Longmans, 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.
20.

21. 22. 23. 24.

25.

26. 27.
28.

London, 1959. Bruce P. Coleman, An Integrated System of Manpower Planning. Business Horizon, Vol. 13, 1970. C.B. Mackey. Human Resource Planning: A Four Phased Approach, Management Review, May 1981, Calhoon, Richard. Managing the Personnel, Dale S. Beach. Personnel; the Managemnet of People at Work. MacMillan. New York. 1975. Dale Voder. Personnel Management and industrial Relations. Prentice-Hall of India. New Delhi. 1972 Dale. Yoder. Personnel Management and Industrial Relations, Prentice-Hall of India, New Delhi. 1972. Dalton E. McKarland. Management: Foundations and Practices. The MacMillan Co.. New York. 1979 David W. Ewing, The Knowledge of an Executive. The Educational Development Series. Douglas McGregor. The Human Side of Enterprise. McGraw-Hill. New York. 1960. E.. Geisler, Manpower Planning: An Emerging Staff Function. A.M.A.. New York. 1967. Edwin B. Flippo, Personnel Management, McGraw-Hill, New York, 1989, Edwin B. Flippo, Personnel Management, pp. 5-7; Michael J. Jucius. Personnel Management, pp. 3-4; Chhabra T.N., Jain S.P. and Ahuja K.K., Managing People at Work. Dhanpat Rai & Sons, Delhi. 1977. Edwin B. Flippo. Edwin B. Flippo. Personnel Management, McGraw-Hill. 1981 Edwin B. Flippo. Personnel Management. McGraw-Hill. Tokyo, 1989 Edwin B. Flippo. Personnel Management. McGraw-Hill. Tokyo. 1981. Elton Mayo. The Human Problems of an Industrial Civilization (New York: Macmillan. 1953) and F.J. Roethlisberger and W.J. Dickson, Management and the Worker (Cambridge, Mass, Harvard University Press, 1939). Also see Roethlisberger's autobiography. The Elusive Phenomena, ed. by George F.F. Lombard (Boston: Division of Reserach, Graduate School of Business Administration. Harvard University. 1977). Eric Berne. Transactional Analysis in Psychotherapy (New York: Grove Press 19611: Eric Berne. Game People Play (New York: Grove Press. 1964); Thomas A. Harris. I'm O.K. Yon* are O.K. (New York: Harper & Row. 1967); Muriel James and Dorothy Jongeward. Born to Win (Reading. Mass: Addison-Wesley. 1971). Eric W. Vetter, Manpower Planning for High Talent Personnel. Bureau of Industrial Relations, 1967. F.W. Taylor. Scientific Management. Harper & Brothers, New York, 1947. Flippo. Edwin 13.. Personnel Management, McGraw Hill. New York.

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1984. French Wendell, The Personnel Management Process, Houghton Mifflin Co., New York. French Wendell. "The Personnel Management Process. Houghton Mifflin & Co.. Boston. 1974 French Wendell. The Personnel Management Process, 1970. G.R DaM. Syndicate Method In Management Edocatlon and Training in India, George Strauss and Leonard R- Saylcs. Personnel, Prentice-Hall. New Delhi. 1980. Giri, V. V. Labour Problems ID Indian Industry, Asia Publishing House, Bombay, 1972, Gorden, R.L.. Interviewing Strategy. Techniques and Tactics, Dorsey Press, Homewood in. 1995. Hencman, H.Q. Schwab. D,P.. Fossum. J.A. and Dyer. L.D.. Personnel Human Resource Management. Irwin Publications. New Delhi, 1989. I [aire Ghisell and Porter, Cultural Pattern In the Role of the Manager. Industrial Relations. Feb. 1963. I.L.O., Job EvaluationStudies and Reports. New Series No. 56. Geneva. I960 IIPM, Personnel Management in India. Asia Publishing House. Bombay, 1973. Indian Institute of Personnel Management Personnel Management in India. Asia Publishing House, Bombay, 1973, Jack Hailoran. Applied Human Relations An Organizational Approach. Prentice-Hall, Englewood Cliffs. 1978 Julius Michael, Personnel Management, Richard D. Irwin, Homewood Illinois. 1973. K.R Andrews 'Towards Professionalisation in Business Management'. H.B.R.. XLVII (March-April 1969). Keith Davis. Human Behaviour at Wort. Tata McGraw-Hill. New Delhi. 1975. Kimbal D.S. and Kimbal D.S. (Jr) Principles of Industrial Organization. Vakils. Pfeffer and Simons. Bombay. 1971 Lawrence A. Appley, Management the Simple Way, Leon C. Megginson, Personnel and Human Resource Administration, Irwin, Homewood, 1977, Management Foundations and Practices. Macmillan. New York. 1979. Michael. J. Jucius. Personnel Management. Richard D, Irwin. Homewood. 1971. Muggings. Leon C. Personnel and Human Resource Administration. Richard D. Irwin. Illinois, Homewood. 1977, National Industrial Conference Board. The Management Record March. 1961 Odiorne George S.. Personnel Management by Objectives. McGrawHill. New York, 1971. Paras Nath Singh and Robert J. Wheny. Ranking of Job Factors by

54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66.
67.

68. 69. 70. 71. 72.

Factory Workers in India, Personnel Psychology. Spring. 1963. Paul E. Torgersen and Irwin T. Weinstock, ManagementAn Integrated Approach Paul Pagers and Charles A. Myers, Personnel Administration in Hospitals. R.S. Tarneja, Planning Human Resources for Efficient Management in R.S. Dwivedi (Ed.) Manpower Management. 1980. Rakesh Gupta. Organizational Behaviour. Kitab Mahal. Allahabad. 1998. Rensis Likert, The Human Organization. McGraw-Hill. New York. 1967. Richard W. Bearty and Gralg Eric Schneider. A Case for Positive Reinforcement. Business Horizons. April. 1975. Robert L. Mathis and John H. Jackson. Personnel: Contemporary Perspective and Applications, West Publishing Company, Robert M. Guion. Industrial Morale: The Problem of Terminology, Personnel Psychology. 1958. S. Chatterjee and Manjula Mukherjee, Modem Objective Tests and Selections in Industry in R.S. Dwivedi (Ed.), Manpower Management. 1980. S. Deep. Human Relations in Management, Glence Publishing Co., California, 1978 Scott, W.G., Clothier. R.C., and Spriegel, W.R.. Personnel Management-Principles, Practices and Point of View. Tata McGrawHill. New Delhi, 1977. Strauss George and Sayles Leonard. Personnel, The Human Problems in Management, Prentice-Hall of India, New Delhi, 1971. T.N.Chhabra, Principles and Practice of Management, Dhanpat Rai & Sons, Delhi. 1998. Technically, these objectives are known as internal consistency and external consistency respectively. Tiffin. J. and E.J. McCormick. Industrial Psychology. Prentice-Hall of India. New Delhi, 1971, Victor H. Vroom. Work and Motivation. John Wiley and Sons Inc.. New York. 1964. W.F. Caslco. Managing Human Resources. McGraw-Hill. New York. 1989. W.G. Scott, Organisation Theory. Richard D. Irwin. Homewood. 1967. Yoder D. Heneman. H.G. Tumbull. J.G. and Stone, C.H. Handbook of Personnel Management and Industrial Relations, McGraw-Hill Book Co., New York. 1958.

Appendix I Master List of Government / Municipal Hospitals in Mumbai/Navi Mumbai Hospital Location No. Address

1) 2) 3) 4) 5) 6)

7) 8)

of Beds Jagjivan Ram Agripada 250 Railway Maratha Mandir Hospital (Railway) Marg, Mumbai - 8 E. S. I. S. Hospital Andheri MIDC Hospital Andheri MIDC, Center Road, Center (E) Andheri (E), Mumbai Kasturba Hospital Arthur Sane Guruji Marg, Road Mumbai 400 011 K.B. Bhaba Bandra R. K. Patkar Marg, Hospital Bandra (W), Mumbai 50 Harilal Bhagwati Borivali Borivali (W), Mumbai Mun. General (W) 400 091 Hospital Central Railway Byculla 350 Opp. Victoria Garden, Hospital Byculla, Mumbai 400027 J. J. Hospital Byculla 1400 Nagpada, Mumbai - 8

9) Municipal Hospital 10) St. Hospital

Eye Byculla

George C. S. (V.T.) Charni Road

T. 467

Trimbak Parshuram Street, Opp. Durgadevi Udyan, Mumbai 400 008 St. George's Road, Mumbai - 1 Near Charni Station, M. K. Mumbai Road Road,

11) Saifee Hospital

12) B. A. R. C. Chembur Hospital 13) Mangal Chembur Anand Hospital 14) RCF Hospital Chembur

15) Smt. Chembur Diwaliben M. Mehta (Maa) Mun. Gen. Hospi. 16) Bhabha Chembur Hospital 17) Family Colaba 8 Planning Hospital

Swastik Park, 48, SionTrombay Road, Chembur,Mubai - 71 R.C. Marg, Chembur, Mumbai 400074 Postal Colony, Chembur, Mumbai 400071

Madam Cama Road, Colaba, Mumbai 400005

18) G. T. Crawford 521 Hospital Market 19) B. J. Sangar Deonar hospital 20) Cama Dhobi 367 Albless Hospital Talao 21) E. S. I. S. Dhobi Hospital Talao 22) Godfrey Fort 27 Clinic 23) Seth A. J. B. Fort Mun. Ear, Nost, Throat Hosiptal 24) Rajawadi Ghatkop Hospital ar 25) Sant Ghatkop Muktabai Mun. ar (W) Gen. Hospital 26) Siddharth Goregao Hospital n 27) Centenary Govandi Gen. Hospital 28) Haji Ali Haji Ali Children. Orthopedic Hospital. 29) Cooper Juhu Hospital 30) E. S. I. S. Kandivali Hospital 31) Centenary Kandivali Gen. Hospital (W) 32) Khar T. B. Khar Hospital 33) Bhabha Kurla Hospital 34) Agarwal Kurla (W) Trust Eye Hospital 35) K. B. Bhabha Kurla (W) Hospital

L. T. Rd., Dhobi Talao, Mumbai - 1 Anushakti Nagar, Deonar, Mumai 400094 Mahapalika Marg, Dhobi Talao

Dr. D N Road, Mumbai 400001 Maharshi Dadhichi Marg, Fort, Mumbai - 400 001 Ghatkopar , Mumbai Barve Nagar, Ghatkopar (W), Mumbai 400 084 Goregaon, Mumbai Govandi, 089 Mumbai 400

Juhu, Vile Parle (W), Mumbai 400 056 Kandivali (W), Mumbai 67 Kandivali (W), Mumbai 400 067

Belgarsi Road, Kurla (W) Trust Bldg, New Mill Road, Kurla (W), Mumbai 400070 Belgrami Road, Kurla (W), Mumbai 400 070

36) M. W. Desai Malad Mun. Gen. Hospi. 37) S.K. Patil Malad (E) Municipal General Hospital 38) E. S. I. S. Marol Hospital 39) E. S. I. S. Mulund Hospital 40) Municipal Mulund Hospital (E) 41) Swatantra Mulund Veer Sawarkar (E) Mun. Gen. Hosp. 42) Manasdevi T. Mulund Agarwal Muni. (W) Gen. Hospi. 43) B.Y.L. Nair Mumbai 796 Charitable Hospital Central & T. N. Medical College 44) Police Nagpada 114 Hospital 45) Police Naigaon Hospital 46) INHS Asvini Navy 870 Nagar 47) Health Unit Parel 7 (Railway) Hospital 48) K. E. M. Parel 1439 Hospital 49) M. G. Parel 700 Memorial Hospital 50) Tata Parel Hospital 51) Tata Parel Memorial Hospital 52) Wadia Parel Hospital (Female) 53) Wadia Parel Hospital (Children) 54) I.I.T. Hospital Powai

Govind Nagar, Haji Bapu Road, Malad (E), Mumbai - 97 Malad (E), Mumbai

L.B.S. Marg, Mulund (W), Mumbai - 400 080

M. P. Road, Mulund (E), Mumbai 400 081 Mulund (W), 400 080 Mumbai

Dr. Nair Road, Mumbai Central, Mumbai 400 008 Nagpada, Mumbai - 8

Navy Nagar, Colaba, Mumbai - 5 N M Joshi Marg, Lower Parel, Mumbai Parel, F/S Ward

Acharya Donde Marg, Parel, Mumbai - 12 Powai, Mumbai 400076

55) Naval Powai Dockyard Hospital 56) Mumbai Santacru General Hospital z (E) 57) V. N. Desai Santacruz Mun. Gen. Hospital (E) 58) Sewree T. B. Sewree Hospital 59) Lokmanya Sion 832 Tilak Municipal Gen, Hopital & Medical College 60) Sion Hospital Sion 61) E. S. I. S. Thane Hospital 62) Mental Thane Hospital 63) Turbhe Turbhe Hospital 64) K. M. J. Phule Vikhroli Mun. Gen. Hospital (E) 65) Acworth Wadala Mun. Gen. Hospital For Leprosy 66) B. P. T. Wadala Hospital 67) E. S. I. S. Worli Hospital 68) Mata Bal Worli Sangopan Hospital 69) Poddar Worli Hospital 70) Police Worli Hospital 71) Civil Hospital 72) Municipal Hospital

L.B.S. Marg, Powai, Mumbai Santacruz (E), Mumbai 400055 Santacruz (E), Mumbai 400 055 Sewree, Mumbai 400 015 Sion, Mumbai 400 022

Kannamwar Nagar, Vikhroli (E), Mumbai 83 Wadala, Mumbai 400 031 183 500 34 210 35 Nadkarni Park Rd., Wadala, Mumbai - 37 Dr. A. B. Rd., Worli, Mumbai - 18 BDD Chawl, R. Delise Road, Worli, Mumbai Dr. A. B. Rd., Worli, Mumbai - 25 Police Camp, Sea Face, Worli, Mumbai - 8