HEALTH CARE INDUSTRY SURVERY Healthcare industry is a wide and intensive form of services which are related to well

being of human beings. Health care is the social sector and it is provided at State level with the help of Central Government. Health care industry covers hospitals, health insurances, medical software, health equipments and pharmacy in it. Right from the time of Ramayana and Mahabharata, health care was there but with time, Health care sector has changed substantially. With improvement in Medical Science and technology it has gone through considerable change and improved a lot. The major inputs of health care industries are as listed below: I. Hospitals II. Medical insurance III. Medical software IV. Health equipments Health care service is the combination of tangible and intangible aspect with the intangible aspect dominating the intangible aspect. In fact it can be said to be completely intangible, in that, the services (consultancy) offered by the doctor are completely intangible. The tangible things could include the bed, the dcor, etc. Efforts made by hospitals to tangiblize the service offering would be discussed in details in the unique characteristics part of the report. Download Full Notes You might also like: Project Report on Hospital/Healthcare Selection Notes Training and Development notes Introduction to HRM
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EMPLOYEE SATISFACTION STUDY

Need for the Study Why Measure Employee Satisfaction A company is only as strong and successful as its members, its employees, are. By measuring employee satisfaction in key areas, organizations can gain the information needed to improve employee satisfaction, retention, and productivity. However, a recent study by the Society of Human Resource Management (SHRM) indicated that often the HR department's perceptions of employee satisfaction versus the true measure of employee satisfaction are not always in sync. Employees who arent satisfied with their jobs are very likely to leave. If they dont leave they can become a source of bad morale and do a great deal of harm in the organization. In many cases employers without proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job. Wouldnt it be better to have real data and react accordingly? Surveying employees on a regular basis is a great way to stay in touch with the pulse of the business. Before launching a survey though it is important to establish the ground rules. Many employees will be unwilling to express their honest feelings if they think they will be singled out. Make sure that the surveys are conducted with anonymity. Be certain to have the support of company management all the way to the top. Employees want to know that the leadership is behind the survey and that their responses will be taken seriously. Explain that employee comments are important to the company. State what will be

done with the results. And then live up to those statements. Employees will become doubtful of managements intentions if they dont follow through. There are many resources to assist companies in the survey process. However most human resource managers are very capable of designing and conducting their own employee satisfaction survey. Objectives of the study Primary: Since this has been a startup company entering into second year, it wanted to check out levels of satisfaction before coming up with new policies to take future course of actions. I was given the task to understand the various aspects related to Employees satisfaction in the organization. Halcyon also wanted to make out an external survey in indentifying the benefits other company offers to its Employees and compare those things along with the benefits offered by the company. Organization also wanted to know Employees understanding of companys mission and vision statement. Company also wanted to check Employees satisfaction levels with their team leaders, with the Management and within the team members. Some of the secondary objectives that I identified were: To measure Employees satisfaction on Compensation and Benefits. To find out the expectations of Employees from Management. To compare the desired satisfaction with the actual one. To compare the satisfaction in different levels i.e. female and male Employees, juniors and seniors and within different teams. Scope of the study The study covers all levels of Employees and various aspects of Employees like: Identifying Employees attitudes towards various attributes at work place. This study gives us an insight of how Employees see and perceive about Organization. Interpersonal relations, Opportunities for career growth, Compensation and benefits, Training and development, Working conditions, Communications, These aspects were taken into consideration to measure Employee Satisfaction at Halcyon Technologies. Dimensions of employee satisfaction survey are

1. The knowledge of the company vision/ mission and strategies of employees? 2. Satisfaction with HR Policies and Procedures 3. How confident is the employee about the Companys ability to reach its Goal? 4. Compensation and Benefits 5. Whether the company has made reasonable efforts to allow its Employees to balance their work and family? 6. Work Environments 7. Opportunities for growth 8. Whether individuals are respected in this company. 9. About Training Need

STRATEGIES FOR RELATIONSHIP

DEVELOPING

THE

EMPLOYMENT

The employment relationship describes the relationships that exist between employers and employees in the workplace. These may be formal e.g contracts of employment or procedural agreements. They may also be informal , in the shape of psychological contracts that expresses certain assumptions and expectations about what managers and employees have to offer and are willing to deliver. The starting point of the employment relationship is an undertaking by an employee to provide skill and effort to the employer in return for which the employer provides the employee with a salary or a wage. Initially the relationship is founded on a legal contract. The employers obligations include : the duty to pay salary or wages Provide a safe working place To act in good faith towards the employee and not undermine the trust and confidence of the employee.

The employee also has obligations which include: Obedience Competence Honesty Loyalty Employment terms are fixed by the employer who has the power to dictate and control the contractual terms. There are two types of contracts defining the employment relationship: 1. Transactional Contracts Usually described financially Limited in duration Have Specified Performance Requirements 2. Relational Contracts Less Well defined Refer to an open ended membership to the organization Employment relationships can also be expressed in terms of a psychological contract which has both transactional and relational qualities. PSYCHOLOGICAL CONTRACT The psychological contract expresses the combination of beliefs held by an individual and his or her employer about what they expect of one another. A psychological contract is implied. There is the notion of an unwritten set of expectations operating at all times between every member of the organization and the various managers and others in that organization. Aspects of the employment relationship covered by the psychological contract include from an employees point of view: Trust in the management of the organization to keep their promises (Guest et al, 1996) How they are treated in terms of fairness , equity and consistency Security of employment Scope to demonstrate competence Career expectations and the opportunity to develop skills Involvement and influence From the employers point of view , the psychological contract covers such aspects of the employment relationship as: Commitment Competence Effort Compliance Loyalty Significance of the Psychological Contract

A balanced psychological contract is necessary for a continuing, harmonious relationship between the employee and the organization Violation of the psychological contract can signal to participants that the parties no longer shared (or never shared ) a common set of values. The psychological contract governs the continual development of the employment relationship which is continuously evolving over time. Employment Relationship Strategies: These include : Developing a Positive Psychological Contract Increase Commitment Create a Climate of Trust Strategies for Developing a Positive Psychological Contract Creating a High Involvement Climate . Ensuring that managers and team members have maximum amount of contact and achieve a mutual understanding of expectations Adopting a Policy of Transparency ensuring that all matters which affect employees are known to them. Employees need to know what is happeneing and how it will affect them Developing HR procedures covering grievance handling, discipline, equal opportunities, promotion and redundancy and ensuring that they are all implemented fairly and consistently. Developing and Communicating HR policies covering the major areas of employment, development, reward and employee relations. Ensuring a reward system is developed and managed to achieve consistency, equity and fairness in all aspects of pay and benefits. Advising on employee relations procedures , processes and issues that further collective relationships. Providing Opportunities for Learning Training and Development Programmes that Underpin core values and define performance expectations. Manager and Team Leader Training should ensure that leaders understand their role in managing the employment relationship through such processes as performance management and team leadership. Encouraging use of personal development plans that spell out how continuous improvement of performance can be achieved mainly by self managed learning Focus on Job Security Promotion and Career Management Minimizing Status Differentials Fair Reward Systems Comprehensive Communication and Involvement Processes Commitment Strategy

Commitment refers to feelings of attachment and loyalty . Commitment is the relative strength of the individuals identification with, and involvement in a particular organization. Consists of three factors: A strong desire to retain a member of the Organization A strong belief in, and acceptance of , the values and goals of the organization A readiness to exert effort on behalf of the organization Creating a Commitment Strategy It should be noted that when creating a commitment strategy : 1. It is a fact that the interests of the organization and its members do not necessarily coincide. Management usually asserts that everyone will benefit from organizational success in terms of security, pay, opportunities for advancement etc. However it is difficult to convince employees that the success of the organization can only be achieved through divestments, downsizing, cost reductions affecting pay and employment, tougher performance standards or tighter management controls. When defining values it is important that they are not imposed on employees. They should be involved in their formulation. 2. Management must not communicate values in such a way as to inhibit flexibility, creativity and the ability to adapt to change. Strategies have to be defined in broad terms and amended when circumstances change. 3. A commitment strategy will be concerned with the development of communication, education and training programmes , initiatives to increase involvement and ownership and the introduction of performance and reward management processes. Components of a Commitment Strategy 1. Communication Programmes Commitment will be gained if people understand what they are to commit to. Most time management communicates not realizing that employees have a different frame of reference from their own. 2. Education The aim of educating is to influence behavior and thereby positively change attitudes. 3. Training-Training is designed to develop specific competencies. For example if one of the values to be supported is flexibility , it will be necessary to extend the range of skills possessed by members of work teams through multiskilling programmes. 4. Developing Ownership- A sense of belonging is enhanced if there is a

feeling of ownership among employees . Ownership is not just in shares but it extends to participating in decision making on new developments and changes in working practices that affect the individuals concerned 5. Developing a sense of Excitement in the job.- Can be done by increasing responsibility, achievement and recognition and using these principles to govern the way jobs are designed. 6. Performance Management

7. PM strategies help cascade the organizations objectives so that consistency is achieved at all levels 8. Reward Management- Reward management channels make it clear that individuals will be rewarded in accordance with the extent to which they achieve objectives and uphold corporate values. Strategies for Developing a Climate of Trust In many organizations inconsistency between what is said and what is done undermines trust, generates employee cynicism and provides contradictions in management thinking. Trust can be seen as a unique human resource capability that helps the organization fulfill its competitive advantage and leads to high business performance. Trust is the ability to be relied on. A high trust organization is one where organizational participants share certain ends or values; bear towards each other; offer each other spontaneous support; communicate honestly and freely. Employees trust management when: They believe that management means what it says Observe that management does what it says it is going to do. Know from experience that management is going to deliver the deal Feel that they are treated fairly , equitably and consistently