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A COMPARATIVE STUDY OF JOB SATISFACTION

OF GOVERNMENT AND PRIVATE HOSPITAL


EMPLOYEES
IN LUDHIANA CITY, PUNJAB
MAJOR RESEARCH PROJECT
Submitted by:
Kamlesh Arra
Rll !" #$$%&''(#
PGDBA
CERTIFICATE
This is to declare that I have carried out this project myself in part fulfillment of
the PGDBA Program of SCDL
This is original! has not "een copied from any#here else and has not "een
su"mitted to any other university$institution for an a#ard of any degree$diploma
Date% Signatures of Student
Place%
)KAMLESH ARORA*
CERTIFICATE
Certified that the #or& incorporated in this Project 'eport A COMPARATIVE
STUDY OF JOB SATISFACTION OF GOVERNMENT AND PRIVATE
HOSPITAL EMPLOYEES IN LUDHIANA CITY, PUNJAB su"mitted "y (amlesh
Arora is her$her original #or& and completed under my supervision )aterial o"tained
from other sources has "een duly ac&no#ledged in the project report

Date% Signatures of Guide
Place%
)ANJU PURI*
CONTENTS
Page
Chapter * A"stract *+*
Chapter ,
,*
,,
,-
,.
,/
,0
,1
,2
,3
,*4
5ospitals in India
Pre+Independence period 6Before *3.17
8mergence of health care delivery systems and 5ospitals in Independent
India 6After *3.17
Changing 'ole of 5ospitals 6In ,*
st
century7
The Changing Scene in the 5ospital 9ield
Development of :e# )anagement Practices 6in ,*
st
Century7
)otto of Specialty 5ospitals
Patient Satisfaction is the )ain Goal of T;) ins Specialty 5ospitals
'ole of 5ospital Administration in Specialty 5ospital
Doctor+Patient 'elationship in Specialty 5ospital
'ole of Pu"lic 'elation Department in Specialty 5ospital
,+,
,+-
.+*4
*4+*-
*-+*0
*0+*2
*2+*2
*3+,*
,*+,,
,,+,,
Chapter -
-*
-,
Bac&ground of Pro"lem$Tas& <nderta&en
'ationale of the Study
Scope of Study
,-+,-
,.+,.
Chapter .
.*
.,
.-
="jectives and 5ypothesis of Study
Primary ="jectives
Secondary ="jectives
5ypothesis of Study
,/+,/
Chapter / Concept of >o" Satisfaction
/*
/,
/-
/.
//
9actors in >o" Satisfaction
>o" Satisfaction and ?or& Behaviour
)orale and >o" Satisfaction
Approaches to )easure >o" Satisfaction
Theories of >o" Satisfaction
,0+,2
,2+,3
,3+-4
-4+-,
-,+.4
Chapter 0
0*
0,
'evie# of Literature
'evie# of the >o" Satisfaction 'esearch in Industrial and =rganisational
Psychology
'evie# of the >o" Satisfaction 'esearch in 5ealth Care Industry
.*+./
./+.1
Chapter 1
1*
1,
'esearch )ethodology and Limitations
'esearch )ethodology
Limitations of the Study
.2+.2
.3+.3
Chapter 2
2*
2,
2-
="servations Analysis and Discussion
Survey Data
Comparative Study of 8mployees Satisfaction Analysis and Discussion
t+Test )ethod
/4+/2
/3+00
01+02
Chapter 3 Implications of Study 03+03
Chapter *4 Suggestions$'ecommendation in the 9ollo#ing Areas 14+14
Chapter ** Conclusion of Study 1*+1*
;uestionnaire
Bi"liography

TABLES, FIGURES AND GRAPHS
LIST OF TABLES
Ta"le ,* 5ospitals a System Page 6
Ta"le ,, Intramural and 8@tramural 9unction of a 5ospital Page 1
Ta"le ,- Time Distri"ution on Administration 9unctions Page *3
Ta"le 2* Survey Data Page /4+/2
Ta"le 2, Comparison of >o" Satisfaction in Government and Private
5ospital 8mployees
Page 01
Ta"le 2- Comparison of Benefits Page 02
LIST OF FIGURES
9igure ,* =rganiAational Chart in Specialty 5ospital Page *.
9igure /* 5erA"ergBs T#o+9actor Theory Page -.
9igure /, La#lerBs 9acet Satisfaction )odel Page -1
LIST OF GRAPHS
Graph 2* Level of Satisfaction Page /3
Graph 2, Planning Page 04
Graph 2- General Aptitude Page 0*
Graph 2. Performance Issues Page 0,
Graph 2/ )anagement Issues Page 0-
Graph 20 Supervisory Issues Page 0.
Graph 21 Training and Salary Issues Page 0/
Graph 22 Benefits Page 00
ABBREVIATIONS
P5C C Primary 5ealth Centre
GP C General Practitioner
T;) C Total ;uality )anagement
G5 C Government 5ospital
P5 C Private 5ospital
?5= C ?orld 5ealth =rganisation
<:IC89 C <nited :ations International Children 8mergency 9und
<SS' C <nion of Soviet Socialist 'epu"lics
<( C <nited (ingdom
<SA C <nited States of America
STD C Su"scri"er Trun& Dialing
ISD C International Su"scri"er Dialing
C5P C Community 5ealth Care Programme

CHAPTER + ,
ABSTRACT
'apid scientific! technological and medical advances in recent years have completely
transformed the health care sector from conventional pattern 5ospitals no# have "ecome a
dynamic industry Their core mission is delivery of Duality patient care and medial e@cellence!
#hich in turn depends upon the jo" satisfaction of employees 8mployee satisfaction is the amount
of pleasure or contentment associated #ith a jo" The sources of jo" satisfaction can "e e@trinsic
li&e superior+su"ordinate relationship! #or&ing conditions and intrinsic 6internal to the person7
Intrinsic satisfaction comes from #ithin It may "e fuelled "y achievement! advancement!
recognition! responsi"ility! authority! interest! challenge! fle@i"ility and freedom of #or&
The purpose of this study is to measure and compare jo" satisfaction of government and
private hospital employees The sample of this study includes 34 employees! .4 from government
and /4 from private hospital The data #ere collected "y a survey 6Duestionnaire method7 that
consisted of the items from )innesota Satisfaction ;uestionnaire! a"out satisfaction and
dissatisfaction #ith different facets using a Li&ert E type scale The results sho# that the jo"
satisfaction level of employees in private hospital is 10F #hich is more than the government
hospital //F The prominent areas of satisfaction in government hospital are jo" security and
"enefits including retirement plan In case of private hospital #or&ing conditions! leadership!
superior su"ordinate relationship! interpersonal relations! and participation in decision+ma&ing are
areas of satisfaction among employees :one of the hypotheses of the study #ere confirmed "ut the
results implied that the private hospital has overall high level of employees satisfaction than in
government hospital e@cept some "enefits #hich are more in government hospital
CHAPTER + #
HOSPITALS IN INDIA
#-, PRE.INDEPENDENCE PERIOD )Be/re ,01%*
8arly Indian rural considered the provision of institutional care to the sic& as their spiritual
and temporal responsi"ility The forerunners of the present hospitals can "e traced to the times of
Buddha! follo#ed "y Asho&a The Indian system of )edicine Ayurveda #as prevalent that is
Sushruta 60
th
century BC7 the famous surgeon #ho #rote Shushruta Samhita and Chara&a 6,44
AD7 the famous physician #ho #rote Chara& Samhita Their #or&s are considered as standards for
many centuries #ith instructions for creation! of hospital! for provisions in lying and children
rooms! maintenance and sterilisation of "ed linen #ith steam and fumigation )edicine "ased on
Indian system #as taught in the <niversity of Ta@ila
The most nota"le of the early hospitals #ere those "uilt "y &ing Asho& 6,1-+,-, BC7 There
#ere rituals laid do#n for the attendants and physicians #ho #ere enjoined to #ear #hite clothes
and promise to &eep the confidence of the patients In *4
th
century the age of Indian medicine
started to decline from the )ohammedan invasion They "rought Gunani 6Gree&7 system of
)edicine
The modern system of )edicine in India #as introduced in *1
th
century #ith the arrival of
8uropean Christian missionaries in South India In *00. the 8ast India company esta"lished its first
hospital for soldiers at Chennai and in 6*0027 for civilian population 8uropean doctors #ere getting
popular in *2
th
and *3
th
century =rganiAed medical training #as started #ith the first medical
college in Calcutta in *2-/ follo#ed "y Chennai in *2/4 In the British period local government and
local self government "odies #ere encouraged to start dispensaries at tehsil and district level In
*22/ there #ere *,/4 hospitals and dispensaries in British India But the medical care scarcely
reached *4 per cent of population in India
#-# EMERGENCE OF HEALTH CARE DELIVERY SYSTEM 2 HOSPITALS IN
INDEPENDENT INDIA )AFTER ,01%*
The health scenario in *3.1 #as unsatisfactory The "ed to population ratio #as *%.444!
doctor to population ratio *%0-44 and nurse to population ratio *%.4!444
After independence various committee #ere setup li&e Bohr committee 6*3.-7! )udalidar
committee 6*3/37! 5ospital revie# committee 6H*30-7 This committee made e@tensive
recommendations in the follo#ing areas
Although the population #as distur"ed in ur"an I rural in the proportion of ,4%24! a great
depravity e@isted in the facilities availa"le in ur"an and rural areas
* Provision of adeDuate preventive! promotive and curative services to all in the
form of comprehensive health care 6integration of services7
, Delivery of this comprehensive health care through an infrastructure of hospital
dispensaries and "y opening primary health care 6P5C7 centers at "loc& level! and talu&a
level hospitals
- Development of adeDuate communication in rural areas
. Demarcation of health services into t#o groups! viA personal and impersonal
/ 9itting the a"ove concepts into a short+term plan and a long+term plan
The short term plan envisaged a province #ise organiAation for the com"ined
preventive and curative health #or& through esta"lishment of a num"er of primary!
secondary and district health units The impersonal health services #ere to include to#n and
village planning! housing! #ater supply! drainage and general sanitation The "ed to
population ratio #as planned a"out *4- per *444 population at the end of *4 years
The long term plan envisaged a primary 5ealth Care Centre for every .4!444
population #ith a -4 "edded rural hospital to serve for primary 5ealth Care Centers The
"ed% population ratio is * "ed per *444 population
0 The administrative structure should "e tripartite %
6a7 Clinical 6"7 nursing c7 "usiness administration
1 The follo#ing "ed capacity should "e attained %
Teaching hospitals E at least /44
District hospitals E At least ,44
Tehsil hospital E At least /4
2 In case #here distances are long and communication is difficult such as hill
districts! certain tehsil hospital should "e developed as fully fledged centers
#-' CHANGING ROLE OF HOSPITALS )IN #,
ST
CENTURY*
9rom its gradual evolution through the *2
th
and *3
th
centuries! the hospital "oth in the eastern
and the #estern #orld+has come of age only recently during the past /4 years or so! the concept of
todays hospital contrasting fundamentally from the old idea of a hospital as no more than a place for
the treatment of the sic& ?ith the #ide coverage of every aspect of human #elfare #as part of
health care+viA physical! mental and social #ell+"eing! a reach+out to the community! training of
health #or&ers! "iosocial research! etc+the health care service have undergone a steady
metamorphosis! and the role of hospital has changed! #ith the emphasis shifting from %
* Acute to chronic illness
, Curative to preventive medicine
- 'estorative to comprehensive medicine
. Inpatient care to outpatient and home care
/ Individual orientation to community orientation
0 Isolated function to area+#ise or regional function
1 Tertiary and secondary to primary health care
2 8pisodic care to total care
The important factors #hich have led to the changing role and functions of the hospital are
as follo#s%
8@pansion of the clientele from the dying! the destitute! the poor and needy to all
classes of people
Improved economic and social status of the community
Control of communica"le disease and increase in chronic degenerative diseases
Progress in the means of communication and transportation
Political o"ligation of the government to provide comprehensive health care
Increasing health a#areness
'ising standard of living 6especially in ur"an areas7 and sociopolitical a#areness
6especially in semi ur"an and rural areas7 #ith the result that people e@pect "etter services
and facilities in health care institutions
Control and promotion of Duality of care "y statutory and professional
associations
Increase in specialisation #here need for team approach to health and disease is
no# reDuired
'apid advances in medical science and technology
Increase in population reDuiring more num"er of hospital "eds
Sophisticated instrumentation! eDuipment and "etter diagnostic and therapeutic
tools
Advances in administrative procedures and management techniDues
'eorientation of the health care delivery system #ith emphasis on delivery of
primary health care
A#areness of the community
HOSPITAL AS A SOCIAL SYSTEM:-
Sociologists have considered hospital as a social system "ased on "ureaucracy! hierarchy
and super+ordination+su"ordination A hospital manifests characteristics of a "ureaucratic
organisation #ith dual lines of authority! viA Administrative and professional In teaching hospital
and in some others! many professionals at the lo#er and middle level 6interns! junior resident!
senior residents! and register7 are transitory! #hile as in others! all medical professionals are
permanent #ith tenured positions and nontransfera"le jo"s There are different types of
perspectives! #hich are follo#ed under social system
* Client+oriented perspective! #hich is that of access to service! use of service! Duality
of care! maintenance of client autonomy and dignity! responsiveness to client needs! #ishes
and freedom of choice
, Provider+oriented perspective that of the physician! nurses and other professionals
#or&ing for the hospital! and include freedom of professional judgment and activities!
maintenance of proficiency and Duality of care! adeDuate compensation! control over
traditions and terms of practice and maintenance of professional norms
- =rganiAation+oriented perspective #hich covers cost control! control of Duality!
efficiency! a"ility to attract clients! a"ility to attract employee and staff! and mo"ilisation of
community support
. Collective oriented perspective #hich includes proper allocation of resources among
competing needs! political representation! representation of interests affected "y the
organiAation! and coordination #ith other agencies
Ta3le #-," Hs456al as a S7s6em
Pe4le Cmm8!59a65!
A Staff J Bet#een
J Physician J Physicians and patients
J :urses J Physicians and nurses
J Paramedical J Physicians$nurses and paramedical staff
J Supportive J Physicians and administrator
B Patients their attendants and
relatives
J Administrative and community
Ma6er5al J Administrator and nursing$paramedical staff
J Drugs and chemicals J :ursing$paramedical staff and patients
J 8Duipment
J Diet De95s5! Ma:5!; 5!
M!e7
J To maintain staff! facilities
and procure materials
J Cure% Diagnosis! treatment
J Care% Creature comforts of patients! diet
J Procurement of materials in right place at the right time
A965!
J Putting decisions into practice
J Balanced mi@ o communication decision ma&ing and action
S8r9e" B) Sa&har&ar! Principles of Hospital Administration and Planning 6,44-7! P+*,
INTRAMURAL AND EXTRAMURAL UNCTIONS O HOSPITAL
The activities of the present day hospital can "e divided into t#o distinct types intramural
and e@tramural Intramural activities are confined #ithin the #alls of the hospital! #hereas
e@tramural activities are the services #hich radiate outside the hospital and to the home
environment and community These functions are set out in ta"le "elo#%
Ta3le #-#" I!6ram8ral a!< e=6ram8ral /8!965!s / a hs456al
I!6ram8ral F8!965!s / a Hs456al
,- Res6ra65>e
a Diagnostic These comprise the inpatient service
involving medical! surgical and other
specialties! and special diagnostic procedures
" Curative Treatment of all ailments
c 'eha"ilitative Physical! mental and social reha"ilitation
d Care of emergencies Accidents as #ell as diseases
#- Pre>e!65>e
a Supervision of normal pregnancies and child"irth
" Supervision of normal gro#th and development of children
c Control of communica"le diseases
d Prevention of prolonged illness
e 5ealth education
f =ccupational health
'- E<89a65!
a )edical undergraduates " Specialists and postgraduates
c :urses and mid#ives d )edical social #or&ers
e Paramedical staff f Community 6health education7
1- Resear9h
a Physical! psychological and social aspects of health and disease
" Clinical medicine
c 5ospital practices and administration
E=6ram8ral F8!965!s / Hs456al
* =utpatient service , 5omecare service
- =utreach service . )o"ile clinics
/ Day care center 0 :ight hospital
1 )edical care camps
S8r9e" B) Sa&har&ar! Principles of Hospital Administration and Planning 6,44-7! P+*.
The division of hospitals into three categories%+
* The first group is the KprovidersL of medical care! viA the doctors! nurses!
technicians and paramedical personnel
, The second group is management! administrative and support group comprising
of personnel dealing #ith non clinical functions of the hospitals! such as diet! supplies!
maintenance! accounts! house&eeping! #ater and #ard! etc
- The third group and the most important one for #hose "enefit the first t#o
groups e@ist in the first place! is that of the patients #ho see& hospital service and their
attendants! relatives and associates #ho! along #ith patient come in close contact of the
hospital This group is "roadly termed as the KcommunityL
PRIMARY HEALTH CARE !PHC" AND HOSPITALS
'ealisation of the importance of the role of hospitals in primary health care 6P5C7 #as
generated as a result of the International conference on Primary 5ealth Care held at Alma Ata in the
erst#hile <SS' in *312 jointly sponsored "y ?5= and <:IC89 P5C is a concept providing
comprehensive health care! ie! promotive! preventive! curative! and reha"ilitative services covering
the main health pro"lem in the community 5ospitals have an important role in fostering and
encouraging the gro#th of primary health care
The e@ercise of providing primary medical care 6supported "y other components of medical
and health services7 has evolved into certain concepts "ased on "asic technical &no#ledge K5ealth
for all "y ,444 ADL declared as a goal of all nations at Alma Ata and accepted "y India needs to "e
supported "y all components of medical and health care services
ELEMENTS O PRIMARY HEALTH CARE
8ight essential elements of P5C as descri"ed "y the ?5= are as follo#s
* AdeDuate nutrition
, Safe and adeDuate #ater supply
- Safe #aste disposal
. )aternal and child health and family planning services
/ Prevention and control of locally epidemic diseases
0 Diagnosis and treatment of common diseases and injuries
1 Provision of adeDuate drugs and supplies
2 5ealth education
#ENEITS TO THE HEALTH CARE SYSTEM
Tremendous costs are incurred every time a patient is treated in a hospital #ho could #ell "e
treated in an efficient P5C facility #hich his ine@pensive! avoiding the overuse of the hospital "y
unnecessary patient self+referral
5o#ever! there has "een a traditional hospital disinterest in P5C activities The interest of
acute care hospitals has "een centering on development of Duality secondary and tertiary care
facilities and programmes 5ospitals have vie#ed their role as delivery of curative services and not
in early intervention! reduced mortality! prevention of disease or health education #hich is the "asis
of most P5L programmes 5o#ever! there is no# gro#ing realisation of the role hospitals can play
in P5C
PHC AS ENTRY POINT INTO HOSPITALS
In large cities there is mar&ed tendency to "ypass primary care facilities in preference for the
teaching hospital resulting in primary and routine care #or&load on specialised services! defeating
the special role of such hospitals =pening P5C units #ithin the premises as the first entry point to
the hospital for such routine direct cases #ill reduce avoida"le routine #or&load for specialised
outpatient department 6=PD7 Teaching hospitals! as a "ac&+up support to P5C! can start screening
units #ithin their premises for patientBs coming directly for routine medical care as part of P5C
These P5C units can also "e utilised as la"oratories for e@perimentation #ith different models of
primary health care after epidemiological research! "esides setting e@amples for hospitals at district
level and others
THE ROLE O $ENERAL PRACTITIONERS !$PS"
The position of GPs in providing primary health care and the potential for integrating their
activities #ith other health personnel is "eing increasingly recognised A community primary health
care programme 6C5P7 started "y a small ur"an hospital can esta"lish a strong relationship "et#een
the C5P and the hospital! #ith GPs helping to run the primary health care centre Coordination
"et#een these C5Ps and the hospital at the appropriate level #ith open channels of communication
can &eep the programme going #ell
DE%ELOPMENT O A PHC POLICY #Y EACH HOSPITAL
To decide the scope and e@tent of the P5C to "e provided "y it! every hospital #ill have first
to prepare a P5C policy and strategy The policy statement should outline the essential points to "e
included and then list the actions needed ensure putting the policy into effect
The hospital may either assume as lead role in organising P5C for its population or play a
purely supportive role ?ith its concentration of health professionals! a hospital is in a position to
effectively supervise and monitor P5C #or&! in addition to providing primary care though the
hospital+staffed mo"ile and outreach clinics The secondary car role of the hospital #ould support
P5C "y providing referral from primary health services! technical and logistic support and acting as
a centre for education and training of P5C+oriented manpo#er
REERRAL UNCTION
* =rganising a t#o #ay referral system from mo"ile and outreach clinics to the hospital and
referral "ac& #ith reports for follo#+up
, Bac&ing up the referral system #ith medical records
- =rganising visits of hospital specialists to outreach clinics
. Carry out training and reinforcing s&ills at P5C #or&ers "y visiting specialists
/ Giving preferences to patients referred from P5C centres for specialist clinics and for
admissions
SUPPORT UNCTION
* Providing logistics support in respect of eDuipment! materials! drugs and other supplies
, 'einforcing diagnostic capa"ilities of P5C #or&ers and outreach clinics
- Providing transport for referrals and outreach services
. )a&ing hospitals facilities availa"le for training and retraining of P5C #or&ers
#-1 THE CHANGING SCENE IN THE HOSPITAL FIELD
The technical a"ilities have outstripped our social! economic and political policies The
technological advances in the field of medical sciences have provided clinicians #ith more esoteric
aids to diagnose and treat illnesses Clinics and communities #ill continue to pressure hospital
management to provide such advances even though they #ill "e very costly :ot only pressures #ill
increase for providing ne#er technological capa"ilities! "ut there #ill "e gro#ing demands for such
care There are gro#ing indications that this has started happening in our Indian situation
Since treatment is provided free of charge in government hospitals! it has in many cases
resulted in a"use! particularly in the outpatient department This has led to the patient "eing made to
pay a small charge! varying "et#een *4 to ,4 per cent of the cost of medical attention! #hich!
though modest is a useful contri"ution to hospital running costs
The model of the nationalised health system that too& shape in Great Britain and some other
countries has not found true acceptance in India! "ecause health and medical care is not a central "ut
state su"ject Allocation of funds for the health sector "oth in the central and state "udgets has also
declined gradually Perhaps this is the reason! among others! that private institutions! commercial
firms and corporate "odies are jumping into the medical care field to form investor+o#ned! for
profit hospitals
=ne third of the last decadeBs increase in medical costs is attri"uted to increase use of high
technology medicine particularly surgical and diagnostic procedures 8ven then! successful
launching of state of the art investor o#ned hospitals has proved that hospitals can "enefit from
corporate management principles and can function profita"ly and efficiently #ithout sacrificing
Duality and afforda"ility
At the turn of the century most people died at home cheaply Today! more than ,4 per cent
die in e@pensively eDuipped hospitals! and it is estimated that up to half of an average personBs
lifetime medical e@penses #ill occur during his last si@ months
The changing trends are indicating the follo#ing%
In determining the e@tent and coverage! there #ill "e more and more dominance
"y consumers rather than providers or producers
5ospitals and health care institutions #ill "ecome a&in to industries
:ot all services under one roof 5ospitals #ill "e catering more and more to the
needs of patients in fragments! #hich%
* ?ill lead to more and more specialised hospitals in place of general hospitals
#hich provided medical! surgical! o"stetric and gynecological! 8:T! pediatrics! etc under
one roof
, people #ill shop for medical care
- 5ospital #ill reDuire more and more management s&ills as administrators at each
level
. ?ill lead to gro#th of corporate hospitals and modern management concepts
/ #ill "e capital intensive
0 #ill "e technology intensive
1 Ascendancy of technical e@pectations over human values
UR#AN HOSPITAL CONCENTRATION
)ore and more doctors are concentrating in larger citiesM as a result the Duality of service
#hich the outlying communities get has remained mediocre The government and health care
services are increasingly dependent upon young doctors to provide medical care services through
measures promoting t#o or three yearBs rural service in peripheral hospitals and primary health care
centres This is not a pleasing arrangement for rural people #ho have constant changes of their
doctor! and the latter regards his or her stay as a temporary one #ith no future to it in the rural
health centre$hospital
The teaching of medicine and medical research play a decisive role and has therefore a great
influence on hospital planning Today! specialised training comprises a very large part of medical
curriculum! and a student spends more and more time in the specialist departments The peopleBs
perception of teaching hospitals as centres for highly specialised treatments and e@cellence has
tended patients to concentrate in ur"an centers #ith medical colleges
SIC&NESS INSURANCE
The charita"le nature of hospital of the past has given #ay to the principle of the
universality #here every social class is admitted The introduction of sic&ness+insurance and social
security schemes! although not on universal scale has contri"uted to this The economic structure in
India has not yet permitted large scale application of this principle! "ut the hospital system has to
ta&e stoc& of this emerging development
PRE%ENTI%E MEDICINE' HEALTH PROMOTION AND HOSPITALS
The scope of medical e@amination and treatment is "eing e@tended gradually to ta&e care of
the post+sic&ness conditions and the importance of reha"ilitation of sic& and disa"led people is
"eing emphasised The scope of medicine is also e@panding to include Kpre+sic&L conditions of
human "eings In this conte@t! the e@ample of the so+called Kningen doc&L in >apan! #hich performs
complete physical chec&+up of apparently healthy people is illustrative The term ningen dock is
a olloDuial >apanese term meaning e@amination in doc&! comparing to a shipBs doc& #herein a ship
is thoroughly inspected on completion of long voyage =rdinary people can undergo a complete
physical chec&+up at such facilities during a period of three to seven days once every year or t#o! "e
hospitalised and receive early treatment if any disease condition is discovered! and can receive
proper guidance and instruction on their physical condition )ost general hospitals in >apan have
"eds specially reserved for this Kningen doc&L programme
Priorities in the developing countries should "e of preventive nature! #hereas modern
medical technology strives to lessen the effects of disease! to defer incapacity or death The
organisation of preventive medicine and the hospital system have developed independently along
dual lines The fusion of preventive medicine activities and the hospital has not yet emerged But as
medicine has "oth a preventive and curative purpose! ideally hospital facilities should meet "oth
these ends In ma&ing availa"le the resources of specialised esta"lishments for prevention on one
hand and inpatient care and treatment on the other! the multipurpose centre! com"ined and
coordinated #ith other health activities! represent the "est service availa"le The future hospitals
#ill have to develop on these lines
#-? DEVELOPMENT OF NE@ MANAGEMENT PRACTICES )IN #,
ST
CENTURY*
8@change of &no#ledge pertaining to hospital practices "y consultation and coordination
among hospitals! and on the same lines consultation and guidance in administrative matters
including costs! purchasing! personnel and other phases of hospital administration #ould promote
efficient utilisation of personnel and finances 5ospitals in a defined area can accomplish "etter
standards of patient care and promotion of efficiency through cooperation among participating
hospitals
SPECIALTY HOSPITALS
These hospitals are li&e 8scorts! Apollo )edical science has e@panded laterally include the
conditions surrounding sic& people Specialised hospitals are coming upon many plans in recent
years under one roof li&e Cancer and cardiovascular! geriatric hospitals! pediatric hospitals! prenatal
hospitals "oth in India as #ell as a"road
5ealth maintenance organisation are institutions that are concentrating on preventive aspects
of medicine! emphasiAing on diet! e@ercise! anti+smo&ing and anti alcohol programmes! meditations
and the li&e! #ith provision of only primary medical care The scope of conventional preventive
medicine is "eing e@panded "y the health chec&+up centres
ORGANISATIONAL CHART IN SPECIALITY HOSPITAL
N u r s i n g
S u p e r i n t e n d e n t
M a i n t e n a n c e
E n g i n e e r
M a n a g e r
S u p p o r t S e r v i c e s
S t o r e s
M a n a g e r
A c c o u n t
O f f i c e r
G O V E R N I N G
B O D Y
C H A I R M A N
C O M M I E E S
S t r u c t u r e !
C r e d e n t i a " s
I n f e c t i o n
M e d # O u t d i t
M e d # R e c o r d
$ % a r & a c ' a n d
t % e r a p e u t i c s
( t i " i s a t i o n
) a r d s
O p e r a t i o n
t % e a t r e
s u i t e
* a + o u r
s u i t e
E & e r g e n c '
C e n t r a "
s u p p " '
B u i " d i n g s ,
g r o u n d s ,
g a r d e n s
E " e c t r i c a "
a n d
M e c % a n i c a "
M e d i c a "
E - u i p & e n t
C S S D
D i e t a r '
M e d # R e c o r d s
* a u n d r ' a n d
" i n e n
A d & i s s i o n
o f f i c e
H o u s e .
/ e e p i n g
S e c u r i t '
$ u r c % a s i n g
C e n t r a "
s u p p " '
B u d g e t
A c c o u n t s
S a " a r '
a n d
) a g e s
C H I E 0 O 0
S E R V I C E
M e d i c i n e
$ a t % o " o g '
S u r g e r ' O + s . G ' n # $ a e d i a t r i c s
R a d i o " o g '
E & e r g e n c '
C H I E 0
H O S $ I A *
A D M I N I S R A O R
M E D I C A *
D I R E C O R
C O M M I E E
M E D # S A 0 0
Direct Reporting
1 1 1 1 1 1 Advisor'
Re"ations%ip
S8r9e" B) Sa&har&ar! Principles of Hospital Administration and Planning 6,44-7! P+*.-
F5;-#-,
MAR&ETIN$ O SPECALITY HOSPITALS
5ealth care industry in India seems to have arrived at a turning point As in some other
service industries! viA "an&ing and the hospitality 6hotels! restaurants! travel! and tourism7 industry!
health care industry is going through a mar&eting revolution
During the *324s in <SA hospital trustee "oards and hospital administrators realised that
"ecause institutional strategic planning is an essential management tas& E
* )ar&eting can "e a useful function that should not "e rejected summarily "ecause of the
sanctimony attached to health care activities
, Promotion! including advertising is not inherently "ad "ut is an important
communication activity 6'eference of doctors from clinics7
- The #ord KcustomerL is not a dirty #ord
STRATE$IC PLANNIN$ IN SPECIALTY HOSPITALS
Diligent promotion of the mar&eting concept is changing professional attitudes as it
challenges the institution to provide services that consumers #ant and #ill pay for
Strategic planning is that set of decisions and actions #hich lead to the development of an
effective strategy to achieve the "asic o"jectives of the hospitals! viA Duality patient care at a
reasona"le cost and e@cess revenue over costs Strategic planning is gaining importance in advanced
countries! "ecause the health care need and technology is changing so fast that it is the only #ay to
anticipated future threats and opportunities
S6ra6e;59 planning is the need of the Kmar&etplaceL+#hich the health care industry resem"les in
some respect
MAR&ETIN$ O MEDICAL SER%ICES IN SPECIALTY HOSPITALS
India lac&s the infrastructure to attract overseas patients in su"stantial num"ersM #e do not
have a lo""y to sell medical services to #est Get! among the services that India can sell to the #est!
health care could "e one of the easiest And the pic&ings promise to "e plentiful in foreign currency
?hen the <(Bs :ational 5ealth Service found hospital "eds going empty at home! it "egan
to sell healthcare service to the <S India needs to mar&et its medical service a"road aggressively if
it is to #in a share of the glo"al healthcare mar&et
India can no# offer #orld+class facilities and services! #ith its gro#ing num"er of #ell+
eDuipped corporate hospitals at costs far "elo# the international rates The cost of a major surgical
procedure! eg open heart surgery is still a"out one+third of that #hich #ould cost in <( or <S
5ospitals #ill have to "e more receptive to mar&eting management philosophy #hich involves
many conceptually ne# approaches #ithin the frame#or& of strategic planning ?ith increasing
health insurance coverage! price competition "ecomes an appealing mar&eting tool
THE ( P)S IN MAR&ETIN$ MIX:-
The time+honoured model used for descri"ing the mar&eting process in hospitals is
popularly referred to as the five PBs in the hospital set E up! the product is the service #hich is
primarily the health care The price that patients pay has t#o distinct aspects E one is the value in
terms of money they pay for the services The other is intangi"le price E often much "igger than the
money price E #hich the patients pay in terms of pain! unending #aiting at every stage of hospital
visit Place is the availa"ility of service at a time and place convenient to the patient! usually
hospital! Promotion is usually communication 6ie sign "oards! enDuiry! hospital information
system7 The fifth NPB is pu"lic relations and advertising 6image and product #ise7 #hich are "oth
essential to successful mar&eting
#-& MOTTO OF SPECIALTY HOSPITALS
Patient satisfaction E The 4h7s59al /a96rs li&e location of hospital a#ay from densely
populated area! easily accessi"le "y various modes of transportation such as roads! rail etc The
layout should "e provided #ith sufficient ventilation good lighting! seating arrangements! drin&ing
facility! availa"ility of rooms li&e ordinary! semi+delu@e and delu@e! depending upon facilities
availa"le! along #ith pu"lic telephone "ooth #ith STD$ISD facilities! recreation facility! and
ne#spaper Physical facilities in hospital should "e such that the attendants and their relatives feel
secure and comforta"le #ithin and around the hospital
Ser>59e /a96rs include professional services as #ell as nursing services The performance
of the hospital is measured only "y its Duality of service provided to pu"lic The sympathetic and
courteous "ehaviour of the hospital staff has a lasting effect on the patient and relatives A
responsi"le organiAation is the one that ma&es the every effort to sense and satisfy the needs and
#ants of its clients and the pu"lic! #ithin the constraints of its "udget and good clinical practices
The medical! nursing! paramedical and other staff in the hospital should "e s&illed and competent
Their attitude should "e customer friendly A Nservice strategyB is important for hospital It is a
distinctive formula of delivering service Such a strategy is &eyed to a #ell+chosen "enefit premises
that is valua"le to the customer and that esta"lish an effective competitive position
=ne #ay defining service strategy is to descri"e it as an organiAation principle that allo#s
people in a service enterprise to channel their efforts to "etter oriented service that ma&es significant
difference in the eyes of the customer This principle can guide everyone from the top management
on the do#n to in and staff employees The principle must ta&e assessment that sayBs Kthis is #hat
#e are! this is #hat #e do and this is #hat our "elieveL Adherence to this principle helps the
hospitals ma&e service decision #ithin its realm of concern
TECHNOLO$ICAL ACTOR
Technology is needed to a greater e@tent! "ut amount of moderniAed techniDues or
sophisticated eDuipmentBs may not contri"ute to the satisfaction of the patient 8ven #hile using
technology the human aspect of care should "e considered Technology only assists in giving
correct diagnosis and treatment The socio economic aspect the patient should "e considered #hen
#e go in for high tech treatment
COST ACTOR
=ne of the important aspect #ith the patient satisfaction is the economic satisfaction of the
patient! there should "e "alance "et#een Duality and cost ?ith the advancement of technology the
cost of treatment is "ecoming high as a result of #hich high+class treatment is "ecoming
unafforda"le to the vulnera"le section of the society
A hospital must accurately determent the cost of providing all its service though a proper
system of accounting KAn important administrative function is to determine then schedule of
changes for the service to "e rendered The change must "e reasona"le at sufficient income must "e
generated The first reDuirement is to find out the actual cost for providing each of the service
In addition to the price of fees #hich #e collect patients incur three other costs%
The time cost and trou"le of loo&ing into information locating the hospital and traveling!
#hich could "e termed as effort cost
The fear a"out the disease and treatment! trou"le and pain side effects! recovery time and
e@tent of recovery could "e termed as efforts cost
?aiting time of the patient has to "e considered as #aiting cost
This effort psychic and #aiting cost also influence patient satisfaction to greater e@tent
Adam Smith rightly said, The real price of everything what everything real costs to the
man who wants to acquire it, it is the tool and the troule of acquiring it!
COMMUNICATION ACTOR
KCommunication is the touching of mind! of person #ith person #hether it is one man to a
thousand It can include conversation! intervie#! dialogue! visual techniDue carefully usedL This is
of great significance as any #rong communication or misunderstanding can "e responsi"le for
damages to patient as #ell as to the hospital There is a need to issue! orders! instruction! and
proscription to "e carried out clearly and understanda"ly
Better techniDues of communication can contri"ute to the improvement of health
management "y securing the flo# of information needed for the effective functioning of the
organiAation at minimum cost Communication such as sign"oards! information enDuiry etc is
important The lac& of a"ility of doctors! nurses and other staff to e@plain the things properly is a
major source of dissatisfaction "y many patients
#-% PATIENTASATISFACTION IS THE MAIN GOAL OF TBM IN SPECIALITY
HOSPITALS )Res8l6 / em4l7ee sa65s/a965!*
A AMILY PHYSICIAN APPROACH TO TOTAL *UALITY MANA$EMENT !T*M"
T;) in the family practice is an organiAed approach to achieve ma@imum patient
satisfaction! "y involving and respecting the patients! doctors! suppliers and the staff mem"er in the
clinic Total Duality management ena"les continuous improvements in the process used to prepare
and deliver clinicBs products and services to its patients The emphasis is on preventing pro"lems
and not #aiting for them to occur In a nutshell patient satisfaction is the primary o"jective of T;)
AMILY PHYSICIANS IN INDIA #E INTERESTED IN PRACTICIN$ T*M
All family physicians in the su"continent #ould li&e to have a list of satisfied patients "y
improving the NDualityB of practice They would like to deliver more professional satisfaction,
improve the employee productivity and morale, augment the clinic revenue and recogni"ed as #a
quality conscious doctor$! Therefore! one can see every reason that family physicians #ould "e &een
to practice T;) #hich is going to give more personal satisfaction! improve the employee
productivity and morale Among the clinic revenue and "e recogniAed and Duality conscious doctor
Therefore! one can see every reason that family physician #ould "e &een to practice T;) #hich is
going to "e the mantra of the ne@t millennium
T*M IS $OIN$ TO PLAY SUCH AN IMPORTANT ROLE IN THE +,
ST
CENTURY
In the process of having professional s&ills little did one &no# that in addition to academic
Dualification and clearing to the responsi"ilities of "eing a physician! one #ould also have to fit into
the roles of chief e@ecutive officer! chief financial controller personal times Time that could "e
"etter utiliAed "y learning the rules of efficient T;) in our practice instead of #aiting in crisis
management
#-( ROLE OF HOSPITAL ADMINISTRATOR IN SPECIALITY HOSPITAL
The jo" of the administrator is to plan! to organiAe! to direct and to controlCfunctions #hich
are inherent to the jo" of every administrator As a general manager! he represents the organiAation
to higher authorities and to the outside #orld 5e is responsi"le for policies and procedures! the
overall administrative structure! financial management! personnel management! reporting to the
"oard! relations #ith the medical staff! overseeing medical care! maintaining the physical facilities!
legal matters and maintaining good pu"lic relation
5ospital chief e@ecutives have to spend almost *44 per cent of their time on non+medical
function and activities! far removed from direct patient care 6Ta"le 0*7 This precludes appointing
senior practicing doctors as chief e@ecutives )edical doctors trained in health and hospital
administration! #ho are alive to the medical care needs of the patient also understand the needs of
the hospital and professionals #or&ing in them! and are thus more suita"le to head hospitals
Ta3le #-'" T5me D5s6r53865! ! A<m5!5s6ra65! F8!965!s
A965>567 Per9e!6a;e / 65me
Planning ,/
Directing and coordinating .2
Personal meeting people **
Controlling *,
=rganiAing .
S8r9e" B) Sa&har&ar! Principles of Hospital Administration and Planning 6,44-7! P+*,
ROLES AND UNCTIONS O HOSPITAL ADMINISTRATOR
-./0i1g 2it3 Pe.45e
The administrator has no direct clinical responsi"ility for any patients that rests firmly on the
mem"ers of the medical staff #ho have the clinical freedom to decide #ho shall "e treated for #hat!
"y #hat means and for ho# long 5e should "alance the goals of the hospitals "y #or&ing #ith
patient care teams #here physician is the &ingpin #ho in turn #or&s #ith others in rendering patient
care <nderstand #or&ers! their motivations and aspirations! and &nit them together as a team
T3e E1ab5i1g R.5e
=ne of the prime roles of the administrator is to ena"le the doctors! nurses and patient+care
team to do their jo"
5e ensures the provision of necessary physical facilities and ensures that the supportive
services are availa"le in the right amount! of the right Duality! and at the right time and place
H.64ita5 Admi1i6t/ati.1a5 Sta77
'unning any hospital calls for a great deal of tact and ingenuity This is "ecause there are
many types of staff #ho are specialist in their o#n sphere and departments! #hich function more or
less as autonomous units
5e should understand the staff and understand variations in styles of administration
Sta77 M.ti8ati.1
8@pensive facilities and eDuipment do not necessarily ma&e for good hospitalM it is the
people #ho operate them that ma&e the hospital go This function is one of the most challenging
functions of a hospital administrator The staff needs to "e motivated to give their "est at all times
even in trying situations )any discouraging factors and stress situations )any discouraging
factors and stress situations! in #hich hospitals a"ound! tend easily to lead to erosion in motivation
5e develops measures to &eep up motivation of all categories of staff! and "e constantly on the
loo&+out for cases of dissatisfaction and conflict
a9i5itati1g De9i6i.1 Ma0i1g
The administrator provides appropriate inputs to decision ma&ing at the clinical
departmental level! and coordinate decision ma&ing at the inter+departmental level
Ma1ageme1t .7 Re6.u/9e6
All decision ma&ing is limited "y the human and material resources the hospitals has The
variety and Duantum of the pressures and constraints on hospital administration is "est seen #hen it
comes to deciding "et#een competing claims for manpo#er and financial resources The hospital
administrator as an e@pert in the art of getting things done! does not ar"itrate on this or that "ut
assimilates! reconciles and synthesiAes all the vie#s of those #ho put up competing demands
:evertheless! in ma&ing decisions! at times! he may have to succum" to #hat is e@pedient
Neg.tiati1g
The administrator spends considera"le time negotiating "oth #ith agencies outside the
hospital and #ith staff mem"ers #ithin! especially regarding their #or&ing arrangements and
conflict resolution Administrators must negotiate #ith third party payers 6insurance companies!
employers7 regulatory agencies! planning groups! eDuipment vendors and so on There are also
elements of negotiation in the hiring of personnel and salary determination Ideally! the
administrator should strive for a positive pro"lem+solving situation This implies moving a#ay from
a #in+lose 6I #in you lose! or vice versa7 situation to a #in+#in 6I #in+you #in7 end result
C.1tai1i1g C.6t6
?ith phenomenal rise in hospital costs! the administrator has to devote considera"le time
and energy to monitor and contain costs The medical staff &no#s very little or nothing a"out the
economics of hospital care Therefore! it is necessary to ma&e them cost conscious! to reduce
e@penditure #ithout jeopardiAing patient care The hospital administrator achieves this through
presenting them #ith different types of costing data and see&ing their cooperation in containing
costs
Dea5i1g 2it3 Ne2 Te931.5.gy
5ospital administrator stri&e a judicious "alance "et#een ne# technology and the hospitalBs
needs! cater for training and retraining to catch up #ith ne# technologies! innovations and
improvements =rganiAe such training at formal! informal! institutional and individual levels
E8a5uati.1
The a"ility to evaluate people! programmes and the overall effectiveness of the hospital is
one of the competencies the administrator has to develop 8valuation includes evaluation of
employee+clientele relationship and interpersonal "ehaviour The judging a"ility of the
administrator at times incorporates KintuitionL
#-0 DOCTOR.PATIENT RELATIONSHIP IN SPECIALITY HOSPITALS
The doctor patient relationship has changed in the ,*
st
century The doctors earlier #ere only
concerned to treat the patientBs illness! "ut no# they understand the emotional needs of the patients
?ith the advancement of communication technology the patients can tal& to the doctor and as& his
medical advice at phone The patients can freely discuss their pro"lems #ith the counselors and
doctors having friendly and cordial relations Doctors no# spent much time in communication #ith
the patient at various visits along #ith treating the patientBs illness 9or e@ample in the event of a
postoperative case! the patient #ho has "een discharged a NGet ?ellB card from the hospital signed
"y the doctor and the administration can mean much to the patient
#-,$ ROLE OF PUBLIC RELATION DEPARTMENT IN SPECIALTY HOSPITALS
Larger hospitals should have a pu"lic relations or social service department strategically
located at outpatient department to monitor the attitude of people to#ards the hospital and provide
timely information! guidance and assistance of the people to#ards the hospital that #ill instill a
sense of confidence The department should act as an official spo&esman of the organiAation in all
matters pertaining to places! practices and programmes In case of negative pu"licity "rea&ing out
the department can play a role of fire e@tinguisher In certain cases they can act as an advisor to the
top management in a"andoning certain policies
In the traditional period that is "efore independence the o"jective of the hospital #as to treat
the patient and cure him But after independence #ith the evolution of government hospitals "oth at
central and state level the o"jective #as to prevent! cure and reha"ilitate people and serve
community The pu"lic health care system is crippled do#n due to lac& of funds! as a result private
hospitals and corporate "odies are jumping into the medical care field to form investor o#ned!
profit hospitals to serve the Duality health care #ith patient satisfaction at top priority After
glo"alisation! medical tourism and cost effective health care is "ecoming a centre of attraction in
developing nations li&e India As a result more super specialty hospitals are opening in ur"an areas
and rural health care is left to graduate doctors #ho are appointed on contract "asis and specialiAed
doctors and services are provided at district levels "y State Governments "ut #ith inadeDuate and
untrained staff and lac& of infrastructure Due to this there is more proliferation of hospitals! #hich
cater to different needs of patient These hospitals are capital as #ell as la"our intensive and
customer friendly in nature and are run "y hospital administrators$management personal! #hich act
as a pillar in supporting various functions of hospital Their role is planning! organiAing! directing!
staffing! co+coordinating and controlling the various administration as #ell as medical functions
CHAPTER + '
BACKGROUND OF PROBLEMATASK UNDERTAKEN
During the past decade! the health care sector has undergone rapid and stri&ing changes due
to rapid glo"alisation and li"eraliAation! increased competition due to entrance of private 6corporate7
sector hospitals! introduction as #ell as transfer of technologies and outsourcing of services The
advent of technological revolution in health care sector has drastically changed the conventional
pattern of patient care that is treatment of his ailment The corporate health care sector is more
focused on patient satisfaction and Duality health care to cater the medical! psychological as #ell as
personal needs of patient This project has "een underta&en to evaluate the employee satisfaction
level "et#een the government and private hospital as there is innate relationship #ith employee
satisfaction and Duality of patient care
'-, RATIONALE OF THE STUDY
There is a definite lin& "et#een employee attitudes and patient satisfaction If employees are
unhappy or dissatisfied! despite their "est efforts! it is difficult for them to conceal this factor #hen
interacting #ith patients and other staff mem"ers =ne of the primary reasons for evaluating
employee satisfaction as to identify pro"lems and try to resolve them "efore they impact on patient
care and treatment
Improving the Duality of patient care in Indian hospitals is a vital and necessary activity
Patients report they receive less individual attention than ever "efore They complain that doctors
and nurses are too "usy attending to the technical aspects of care to provide the much needed
attention to patientBs personal needs
:ot only it is important in terms of Duality patient care assessing employee satisfaction is a
critical component in retaining Dualified health professionals )any health care providers feel
frustrated and delusional in jo"s they e@pected to find fulfilling They have less time to do a Duality
jo" of caring for patientsM they are continually e@pected to cut corners! "ut see #aste and feel una"le
to change the situationM they feel unappreciated and their s&ills are underused This leads to lo#
morale! staff turnover and overall disenchantment #ith jo" opportunities in healthcare In this
juncture! the present study is underta&en to address specific aspects of jo" satisfaction related to
hospital employees It attempts to investigate and to compare the level of jo" satisfaction
e@perienced "y the employees of a government and private hospital in Ludhiana City of Punja"
'-# SCOPE OF STUDY
>o" satisfaction is vie#ed as a positive emotional response to a jo" situation resulting from
#hat the employee #ants and values from the jo" 8mployeeBs satisfaction from their jo"s is highly
significant for the effective functioning of any organiAation It plays a &ey role in influencing the
attendance of #or&ers! their productivity! #or& motivation! morale and "ringing profits to the
organiAation Thus the understanding of the jo" satisfaction level of employees and comparing #ith
"oth private and government hospital! is essential in order to motivate them from for "etter
performance as there is an intricate relationship "et#een employee attitudes and patient satisfaction
The present study is conducted in t#o reno#ned hospitals at Ludhiana City in Punja" viA
Government Civil 5ospital and Dayanand )edical College 5ospital
CHAPTER + 1
OBJECTIVES AND HYPOTHESIS OF STUDY
The o"jectives of study are as follo#s%
1-, PRIMARY OBJECTIVES
To measure and compare jo" satisfaction of government and private hospital employees
1-# SECONDARY OBJECTIVES
To identify varia"les #hich have a significant impact on the satisfaction level of "oth private
and government hospital staff
To identify prominent areas of dissatisfaction among the employees of government and
private hospital
To suggest measures for inducing greater satisfaction in a"ove mentioned areas
1-' HYPOTHESIS OF STUDY
There is no difference "et#een government and private hospital employees regarding jo"
satisfaction
There is no difference "et#een government and private hospital employees regarding the
"enefits provided
CHAPTER + ?
CONCEPT OF JOB SATISFACTION
>o" satisfaction may "e defined as a Npleasura"le or positive emotional state resulting from
the appraisal of oneBs jo" or e@periencesB 6Loc&e! *3107 Thus! jo" satisfaction is often regarded as
a #or&+ related attitude #ith potential antecedent conditions leading to it 6such as autonomy and
pay7! and potential conseDuences resulting from it 6such as a"senteeism and jo" performance
good$"ad7 It can also "e vie#ed as representing a comple@ assem"lage of cognitions 6"eliefs or
&no#ledge7 and emotions 65amner and =rgan! *32,7M 6Landy! *3237
>o" satisfaction has often "een considered synonymous #ith related concepts of morale and
jo" involvement )orale has "een defined as Nan attitude of jo" satisfaction #ith a desire to
continue and #illingness to pursue the goals of an organiAationB 6Oiteles! *3/-7 Therefore! #e can
e@pect individuals #ho are satisfied #ith their jo" to possess a high morale and vice+versa =n the
other hand! #e #ould e@pect individuals #ho are greatly involved in their jo" to e@perience greater
emotions 6positive or negative7 and as conseDuence higher levels of satisfaction or dissatisfaction
?-, FACTORS IN JOB SATISFACTION
Several research studies! "oth in the ?est and in India have "een conducted and the results
of their findings have lighted factors influencing employeesP attitudes and responsi"le for their jo"
satisfaction or jo" dissatisfaction According to studies conducted "y 5oppoc& in 6*3-/7! the
important factors that matter in jo" satisfaction are %
INANCIAL AND NON INANCIAL ACTORS
It goes #ithout saying that financial considerations + fair #ages! do matter in jo"
satisfaction! "ut apart from that there are good many other things that influence jo" satisfaction
There are%
* 'elative status! #hich an individual holds #ithin the social and economic groups #ith
#hich he identifies himself
, 'elationships #ith supervisors and associates on the jo"
- ?or& situations! including nature of the #or&
. ?or&ing condition + earnings! hours of #or&! facilities! etc
/ Greater opportunities for advancement
0 Oariety in #or&! that does a#ay #ith the dullness and monitory of #or&
1 9reedom from close supervision
2 =pportunities to see results of onePs o#n #or&
3 (no#ledge of jo" progress and satisfaction of doing good #or&
*4 =pportunities for service to others
** 8nvironments + healthy! cleaner! safer! etc
*, Living of onePs o#n choice
*- Initiative and personal responsi"ility
*. Oacations
*/ Thrill and e@citement of the jo"
*0 Less fatigue #or&
*1 5ealth criticism
*2 >o" security + steady employment! etc
*3 A"ility to adjust oneself to unpleasant circumstances
In their research report findings! entitled! QThe )otivation of ?or&Q pu"lished in *3/3! in
Pitts"urgh! psychologists! 9rederic& 5erA"erg and his associates have stated that five factors! or
ideas as people mentioned to them! during the investigation! #hen they tal&ed a"out feeling PgoodP
a"out their jo" 6e@pressing jo" satisfaction7 #ere %
* Achievement! , 'ecognition!
- The #or& itself! . 'esponsi"ility! and
/ Advancement
8lucidating these factors further%
,- A9h5e>eme!6
It "rings to the #or&er feelings that he has done something of #hich he could naturally "e
proud of 5e feels satisfied and pleased #ith his achievements
#- Re9;!565!
In the #or&erPs supervisors! recognising his good #or&! appreciate and say a #ord or t#o of
praise! or a customer! hails the #or&er! and gives a pat at his "ec& for the good Duality of
product! he has turned out! the #or&er feels! his achievement has "een recognised and so he
gets jo" satisfaction
'- The Cr: 56sel/
The jo" that involves #or&! #hich is interesting! challenging and has variety all through!
from the "eginning to the end! itself stands complimented and affords jo" satisfaction to the
#or&er
1- Res4!s535l567
>o"s done "y the #or&ers of their o#n initiative! #ith full responsi"ility! and #ithout "eing
supervised! merits consideration #ith the #or&ers! as having "een #ell accomplished and
thus #or&ers feel very much satisfied #ith their jo"s
?- A<>a!9eme!6
Sudden promotion of the employee! in recognition of this good #or&! causes the employee
much satisfaction a"out his jo"
Thus It may "e o"served! as the conclusions for the report findings go! that the five factors
of importance that lead people to feel satisfied and happy #ith their jo"s! centre around the idea
that people #ant to gro# and develop progressively in their #or& + develop themselves to their
optimum capacity! as creative and uniDue individuals + so tal&ed of concept of self+realisation
5ere comes fulfillment of their hopes and am"itions in the #or& they do they li&e their
#or& and derive "oth pleasure and satisfaction from it
All this! is so conducive to the development of good 5uman 'elations in an organisation
?-# JOB SATISFACTION AND @ORK BEHAVIOUR
Generally the level of jo" satisfaction seems to have some relation #ith various aspects of
#or& "ehaviour li&e a"senteeism! adjustment! accidents and productivity
JO# SATISACTION : A#SENTEEISM
In everyday life certain contingencies reDuire a little e@tra effort of the part of #or&ers to
come to #or& A minor pro"lem #ith "icycle! a driAAle! a small tiff #ith spouse and several such
incidents have a tremendous impact on the #or& attendance 9or a dissatisfied #or&er these may "e
major reasons for missing the #or& "ut for a satisfied #or&er these may "e relevant
JO# SATISACTION AND ADJUSTMENT
If the employee is facing pro"lems in general adjustment! it is li&ely to affect his #or& life
Although it is difficult to define adjustment most psychologists and organisational "ehaviorist have
"een a"le to narro# it do#n to #hat they call neuroticism and an@iety
Adjustment pro"lems usually sho# themselves in level of jo" satisfaction 9or long! "oth
theorists and practitioners have "een concerned #ith employeeBs adjustment and have provided
vocational guidance and training to them to minimise it is compact on #or& "ehaviour )ost
literature in this area! generally suggests a positive relationship "et#een adjustment and jo"
satisfaction People #ith lo#er level of an@iety and lo# neuroticism have "een found to "e more
satisfied #ith their jo"s
JO# SATISACTION AND ACCIDENTS
'esearch on relationship "et#een jo" satisfaction and accident! generally sho#s that the
higher the satisfaction #ith the jo"! the lo#er is the rate of accidents #ith the jo"! the lo#er is the
rate of accidents Though it is difficult to e@plain such a relationship "ut generally a satisfied
employee #ould not "e careless or negligent and #ould encounter lesser possi"ilities of running
into an accident situation The more favoura"le to#ards jo" #ould ma&e him more positively
inclined to his jo" and there #ould "e a lesser pro"a"ility of getting and une@pected incorrect or
incorrect or in controlled event in #hich either his action or the reaction of an o"ject or person may
result in personal injury
JO# SATISACTION AND PRODUCTI%ITY
It is generally assumed that satisfied employee is more productive But research reveals no
relationship "et#een jo" satisfaction and productivity
)any Indian studies ho#ever sho# significant relationship "et#een jo" satisfaction and
productivity 9or instance! a study analyAed the relationship "et#een t#o varia"les among
#or&ers The results sho#ed high productive #or&ers #ere more satisfied #ith their jo"
In India giving the limited opportunities for jo" openings and large num"er of people
aspiring for them! to get a jo" itself may "e very satisfying In order to retain the jo"! the employee
may "e tempted to please the management "y producing more 5ence there may "e a positive
correlation "et#een jo" satisfaction productivity
?-' MORALE AND JOB SATISFACTION
)ore than t#o and a half decades ago! Seashore 6*32*7 came to the conclusion that there is
no definition of morale It is a condition #hich e@ists in a conte@t #here people are%
a motivated to#ards high productivity
" #ant to remain #ith organisation
c act effectively in crisis
d accept necessary changes #ithout resentment or resistance
e actually promote the interest of the organisation and
f are satisfied #ith their jo"
According to this description of morale! jo" satisfaction is an important dimension of
morale and not morale itself
)orale is a general attitude of the #or&er and relates to group #hile jo" satisfaction is an
individual feeling #hich could "e caused "y a variety of factors including group This point has
"een summarised "y Sinha 6*31.7 #hen he suggests that industrial morale is a collective
phenomenon and jo" satisfaction is a distri"utive one In other #ords jo" satisfaction refers to
general attitude to#ards #or& "y an individual #or&er =n the other hand! morale is group
phenomenon #hich emerges as a result of adherence to group goals and confidence in the
desira"ility of these goals
?-1 APPROACHES TO MEASURE JOB SATISFACTION
There have "een t#o major approaches to measure jo" satisfaction 9irstly! the facet
approach focuses on factors related to the jo" that contri"ute to overall satisfaction Some of these
include salary! promotion! and recognition #ithin the #or&place This approach holds that #or&ers
might feel differently to#ards each aspect of the jo"! "ut the aggregate of each facet #ould
constitute overall satisfaction Despite! the e@tensive use of this approach "y researches it has "een
criticised on the premise that individuals might not attri"ute eDual importance to each of the facets
6Thierry! *3327
The second approach has "een termed the glo"al approach as it focuses on an individualBs
overall jo" satisfaction The glo"al approach suggests that jo" satisfaction is more than the sum of
its parts! and individuals can e@press dissatisfaction #ith facets of the jo" and still "e generally
satisfied 6Smither! *33.M Thierry! *3327 There is no consensus in the literature as to #hich is a
"etter approach 'esearchers #ho have used the facet approach argue that the glo"al approach is too
"road and thus responses cannot "e effectively interpreted 6'ice et al! *323M )orrison! *3307
5o#ever studies! #hich have utilised the glo"al approach! argue that the glo"al approach is more
inclusive 6?eaver! *324M Scarpello and Camp"ell! *32-M 5ighhouse and Bec&er! *33-7
The usefulness of the glo"al or facet approach appears to greatly depend on the nature of the
study 9or e@ample! ?anous et al 6*3317! argue that the use of glo"al measures should not "e
considered as a fatal fla# and its appropriateness for a particular study needs to "e evaluated
)cCormic& and llgen 6*32/7! suggest the use of the facet approach #hen the aim of the study is to
identify pro"lem areas in the jo" setting! and the glo"al approach if the focus is to identify pro"lem
areas in the jo" setting! and the glo"al approach if the focus is to study a relationship In addition!
other studies have sho#n that the glo"al measures tend to possess a higher correlation #ith
varia"les li&e satisfaction #ith occupational choice! satisfaction #ith life off the jo" and satisfaction
#ith career progress 6Scarpello and Camp"ell! *32-7
'esearchers have used different methodologies in the study of jo" satisfaction These
include data collection methods such as "ehavioural o"servations! survey Duestionnaires! intervie#s
and critical incident analysis <sing the critical incident techniDue! the researchers reDuire the
su"jects to recall or tal& a"out a specific incident #hich they regard as "eing critical 6?hite! ,4447
The choice of methodology depends on a num"er of considerations as outlined "elo#
6Thierry *3327%
* The a"ility of the researcher to access instruments #hose
validity and relia"ility have "een esta"lished
, The time and funds availa"le
- The nature of the pro"lem and the degree of insight sought "y
the researcher
Generally! the literature suggests the use of self+report Duestionnaires as the dominant
approach in measuring jo" satisfaction 6)orrison! *3307 )easurement techniDues that have "een
most commonly utilised range from Li&ert+type scales! (unin NfacesB scale and list of adjectives
6)orrison! *3307 A "rief description of the main measuring instruments is provided "elo#%
The >o" Descriptive Inde@ 6>DI7 measures satisfaction via five categories 6#or&!
supervision! pay! promotion and co+#or&ers7 8ach category has a series of adjectives that
the respondents mar& #ith a NGesB! N:oB or NRB depending on ho# they relate to each
Duestion Scores #ithin each category can "e summed to indicate facet satisfaction! or all
five facet scores can "e summed to measure overall satisfaction 6Smith et al! *3037
The )innesota Satisfaction ;uestionnaire 6)S;7 as&s Duestions a"out satisfaction and
dissatisfaction #ith different facets using a Li&ert+type scale The scales can "e scored in
total to determine overall satisfaction or in su"sets to measure the level of e@trinsic$intrinsic
satisfaction 6?eiss et al! *3037
The (unin NfacesB scale is a one+item glo"al measure of jo" satisfaction 'espondents are
presented #ith faces ranging from perfectly "lissful to deeply distressed The respondents
choose the NfaceB #hich "est represents their attitude or feeling )ore recently! a version of
the (unin scale using female faces has "een developed as an addition to the previous NmaleB
version 6(unin! *3//M Dunham and 5erman! *31/7
Instead of using the NfacesB scale some researchers have used a single+item measure of
overall jo" satisfaction! "ased for e@ample on the statement! KAll things considered! I am satisfied
#ith my jo"L <sing Li&ert+type scales the respondents are reDuired to identify the num"er on the
scale to represent the level of agreement or disagreement #ith the statement 6Sta# and 'oss! *32/M
Gerhart! *321M )orrison! *3307
It is o"served researchers have used different methodologies to collect data on jo"
satisfactionM ho#ever! the literature suggests the use of self+report$survey Duestionnaire as the
dominant data collection method T#o distinct approaches to measure jo" satisfaction! namely! the
facet and glo"al approach! have "een highlighted In recent years! the literature indicates that the
facet approach using the )S; or the >DI has "een more commonly used 'esearchers using this
approach argue that the glo"al approach is too "road and thus cannot "e effectively interpreted
5o#ever! there is considera"le evidence in the literature #hich suggests that the glo"al approach
using single+item measures 6such as (unin NfacesB scale or single+item Duestions7 is more inclusive
than the facet approach and should not "e considered as "eing fla#ed E rather its appropriateness to
the research needs to "e evaluated
?-? THEORIES OF JOB SATISFACTION
This section e@amines the literature regarding theories and models used to e@plain the
determinants of jo" satisfaction There are t#o "road categories to classify jo" satisfaction theories!
that is! process and content theories Content theories are predominantly concerned #ith the
identification of specific needs or motives most conducive to jo" satisfaction 6Loc&e! *3107 Process
theories go further than identifying "asic needs that motivate people They focus on the individualBs
dynamic thought processes and ho# they produce certain types of "ehaviour$attitudes
Amongst the theories discussed "elo#! the )aslo#Bs :eed 5ierarchy and 5erA"ergBs T#o+
9actor theory are e@amples of content theories 8@amples of process theories includeM 8Duity theory!
:eed+9ulfillment Theory! Social Comparison Theory! 9acet+Satisfaction )odel! >o" Characteristics
)odel! Loc&eBs Oalue Theory and Genetic Theory
MASLO-)S NEED HIERARCHY
)aslo# 6*3/.7 suggested that there e@ists a hierarchy of human needs! commencing #ith
physiological needs and progressing through to needs of safety! "elongingness and love! self+esteem
and self actualisation )aslo# suggests that these needs must "e satisfied in the order listed in order
to "e operative Therefore! outcomes satisfying a particular need #ill only "e attractive provided the
lo#er+order needs are first satisfied In other #ords! the physiological needs must "e satisfied "efore
the safety neds )aslo#Bs theory is essentially t#o+fold It aims to identify the needs #hich provide
motivation! and secondly! to e@plain the inter+relationship "et#een the needs
Despite the simplistic approach and #ide recognition for this frame#or&! there is little
empirical support for )aslo#Bs proposition 6)iner and Dachler! *31-7 The theory has "een
criticised "y researchers on at least t#o grounds There is little evidence of any such hierarchical
effect! "eyond that of the primacy of safety needs 65all and :ougaimM *301M La#ler and SuttleM
*31,7 Secondly! there is no agreement that the five "asic needs are inherent in all individuals
6)iner and Dachler! *31-7
HER;#ER$)S T-O-ACTOR THEORY
A theory of #or& motivation! #hich has aroused a good deal of interest! is 5erA"ergBs
6*3/37 t#o+factor theory also referred to as the N)otivation+5ygieneB theory 65amner and =rgan!
*32,7 This #as "ased on 5erA"ergBs research #ith a sample of ,44 accountants and engineers in
the Pitts"urgh area in the <S The study used a Ncritical incidentB methodology! #here each person
#as as&ed to recall an e@ceptionally good and "ad aspect of their jo" This #as follo#ed "y
su"seDuent intervie#s The information collected #as content analysed to determine any systematic
relationship "et#een positive and negative events and various aspects of the jo" 65erA"erg! *3007
The various aspects of the jo" #ere classified as%
N)otivators!B representing sources of satisfaction derived from various facets of the jo" 6eg
promotion! recognition7
N5ygienesB represented sources of dissatisfaction and #ere primarily concerned #ith the
#or& environment 6eg salary! supervision7 6Davis! *31.7
5eA"ergBs theory inherently assumed that dissatisfaction and satisfaction do not represent a
single continuum 6traditional vie#7 Instead! t#o separate continua are reDuired to reflect peoples
dual orientation to #or&! representing "oth the hygiene and motivator factors 69ig /*7
6)cCormic& et al! *32/7
Tra<565!al V5eC
Dissatisfaction Satisfaction
HerD3er;Es TC.Fa96r Ther7
Dissatisfaction :o Dissatisfaction
5ygienes
:o satisfaction Satisfaction
)otivators
S8r9e " Champou@ > 8 6*3307! %rganisational &ehaviour ' (ntegrating (ndividuals )roups and
Processes! p *2,
F5;- ?-," 5erA"ergBs T#o+9actor Theory
8mpirical research designed to test 5erA"ergBs theory has produced mi@ed results Studies
using the Ncritical incidentB methodology have found support for the theory 6)yers! *30.7
5o#ever! other researchers using different methodologies have found little support for the theory
65inrichs and )isch&ind! *301M 5ulin and Smith! *301M Sch#a" and 5eneman! *314M )iner and
Dachler! *31-7
E*UITY THEORY
AdamBs 8Duity theory assumes that individuals value and see& social justice in ho# they are
re#arded for their productivity and #or& Duality 6Adam! *30-7 In this conte@t! fairness is said to "e
achieved #hen an individual perceives that their outcome in terms of pay or promotion
proportionately reflects their inputs 6such as tas& "ehaviour! effort7 Individuals compare the ratio of
their input$output to that of others to determine the presence of ineDuity If the individual "elieves
that there e@ists an ineDuity 6positive or negative7 they may alter their inputs! alter their perceptions
of othersB input$outcomes! or in e@treme cases even leave the #or& situation 6Camp"ell and
Pritchard! *310M (anfer! *3347
8Duity literature has primarily dealt #ith financial compensation as an outcome The
majority of studies have dealt #ith the effects of underpayment and overpayment on jo"
performance and to lesser e@tent jo" satisfaction 6Loc&e! *310M 5amner and =rgan! *32,7
8mpirical evidence has found support for the underpayment effect #ith AdamBs model 6Carrell and
Dittrich! *3127 That is individuals #ho perceive that they are underpaid relative to others reduce
the Duality and increase the Duantity of their #or& 6These results #ere found #hen the employees
#ere #or&ing under conditions #here the pay #as dependent upon the output level7
=n the other hand! studies of overpayment have "een eDuivocal 6(anfer! *3347 ?einer
6*3247! found that eDuity norms do operate and overpayment ineDuity can e@ist 'esearchers have
also argued that overpayment can "e difficult to interpret due to different induction procedures 6for
e@ample! during the process of recruiting ne# staff! if the potential candidates are made to "elieve
"y the management that the pay is "etter than #hat their Dualifications should attract7 used! and #ith
variations over time of ratios suggesting ineDuity! particularly #ith changes in pay 6La#ler! *302M
Pritchard! *3037
NEED-ULILLMENT THEORY
According to the need+fulfillment theory! satisfaction is determined "y the e@tent to #hich
the #or& or the #or& environment produces outcomes #hich an individual desires! or #ants
6Oroom! *30.M La#ler! *31-7 The theory assumes that all individuals have differing needs 6eg self+
respect! self+development7! and these needs determine ho# motivated an individual #ill "e to
perform a jo" As a conseDuence! fulfillment of these needs #ould lead to greater levels of
satisfaction In addition! the greater the importance an individual attaches to a particular need! the
more the resulting satisfaction #hen the need is fulfilled and the greater the dissatisfaction if it is
not 6(orman! *31*M Smither! *33.7
There are t#o different types of models #hich use the need+fulfillment frame#or&! the
Nsu"tractiveB and the NmultiplicativeB model Both models assume that jo" satisfaction is an outcome
of the degree to #hich the #or& environment satisfies an individualBs needs 6Oroom! *30.7 The
su"tractive model proposes that satisfaction is a function of the discrepancy "et#een a personBs
needs and the e@tent to #hich the #or& environment provides satisfaction of those needs The
greater the discrepancy lo#er the satisfaction level and vice+versa The multiplicative model sums
the product of the individualBs needs and the degree to #hich the jo" provides satisfaction of those
needs The sum of all the needs reflects the individualBs level of satisfaction 6(orman! *31*! pp*-3+
*.47
'esearch suggests some usefulness for the models "ased on the need+fulfillment theoretical
frame#or& 6Schaffer! *3/-M (uhlen! *30-7 9or e@ample! (uhlenBs study 6*30-7 found support for
the su"tractive model as a predictor of jo" satisfaction for men! although not for #omen (orman
6*3017 suggested that the su"tractive model is limited in its applica"ility to individuals #ith high
self+esteem It appears that the need+fulfillment frame#or& provides an incomplete frame#or& in
understanding the concept of jo" satisfaction 6(orman! *31*7
SOCIAL COMPARISON THEORY
In the need+fulfillment theory! it is assumed that individuals evaluate their outcomes in
relation to #hat they are striving for Therefore! the analysis is "ased on the desires and opinions of
the individual The social comparison theory suggests that an individual infers a level of his$her
satisfaction "ased on the desire and interests of the group to #hich he$she loo&s for guidance 6the
NreferenceB group7 6?eiss and Sha#! *3137
This theory suggests that facets of a jo" are not nearly as important as perceptions a"out
ho# one is doing in relation to his$her reference group 6Salanic& and Pfeffer! *3127 'esearchers
#ho have supported this theory argue that jo" characteristics are not inherently pleasing or
displeasing 'ather! pleasing or displeasing to individuals is attri"utes that are socially constructed
6(atAell et al! *30*M 5ulin! *3007 5o#ever! (orman 6*31*7 argues that a limitation of this theory is
its applica"ility across different individuals 9or e@ample! there are individuals #ho are independent
in nature and have their o#n opinions compared to those #hose vie#s are largely derived from
group influences Another limitation of this theory is its lac& of applica"ility across individuals #ith
similar characteristics "ut different reference groups
ACET SATISACTION MEODEL
The 9acet+Satisfaction model developed "y La#ler 6*31-7 dra#s upon the eDuity theory and
the discrepancy theory 6Thierry! *3327 According to this model! jo" satisfaction #ill only result if
actual re#ards eDual perceived eDuita"le re#ards Therefore! if actual re#ards are more$less than
perceived eDuita"le re#ards! guilt discomfort! #ill result Accordingly! this model moves the
phenomenon of jo" satisfaction closer to the NeDuityB theory It implies that psychological
discomfort results from the &no#ledge that #e are receiving more or less than #e deserve! and this
psychological discomfort is synonymous to the ineDuity tension as suggested "y AdamBs eDuity
theory 6Landy! *3237
The critical issue implied "y this model is that of perception 6Landy! *3237 The perceived
amount of re#ards that an individual should receive 6such as pay! promotion! recognition7 is "ased
on perceived jo" inputs 6such as s&ill! effort! "eauty7! perceived inputs$outcomes of reference
groups and perceived jo" characteristics 6such as responsi"ility! jo" level! difficulty7 =n the other
hand! the perceived amount of re#ards received is "ased on the outcomes of reference groups and
actual outcomes received as illustrated "elo# in 9ig /, Therefore! this model reinforces the
importance of the perception of reality as opposed to reality itself
S / i " " " e v e "
E 2 p e r i e n c e
r a i n i n g
E f f o r t
A g e
Y e a r s o f s e r v i c e
r a i n i n g
* o ' a " t ' t o o r g a n i s a t i o n
$ a s t p e r f o r & a n c e
C u r r e n t p e r f o r & a n c e
O + s e r v e d p e r s o n a "
3 o + . i n p u t s
O + s e r v e d 3 o + f e a t u r e s
O + s e r v e d i n p u t s a n d
o u t c o & e s o f r e f e r e n t
o t % e r s
O + s e r v e d a & o u n t o f
r e 4 a r d s 4 % i c % s % o u " d
+ e r e c e i v e d
A
A 5 B ! S a t i s f a c t i o n
A 6 B ! d i s s a t i s f a c t i o n
A 7 B ! f e e " i n g s o f
g u i " t , i n e - u i t '
* e v e " o f d i f f i c u " t '
A & o u n t o f r e s p o n s i + i " i t '
O + s e r v e d o u t c o & e s o f
r e " a t i v e o t % e r s
O u t c o & e s a c t u a " " ' r e c e i v e d
O + s e r v e d a & o u n t
o f r e 4 a r d s r e c e i v e d
B
S8r9e" Adapted from Thierry 5! 6*3327 % )otivation and Satisfaction! p ,13
F5; ?-#" La#lerBs 9acet Satisfaction )odel
JO# CHARACTERISTICS MODEL
The >o" Characteristic )odel 6>C)7 stands as one of the most #idely researched models in
organisational "ehaviour research 6'o"erts and Glic&! *32*M Spector! *32/M Spector and >e@! *33*7
The >C) #as developed "y 5ac&man and =ldham 6*31/7 and is an e@tension of the >o"
Characteristics theory proposed "y Turner and La#rence 6*30/7 suggests that employeesB attitudes
to#ards their #or& 6such as satisfaction! a"senteeism7 is function of their tas&
characteristics$attri"utes 6such as #or& variety! autonomy! amount of responsi"ility entrusted! s&ill
reDuired and opportunity for interaction #ith others7 The higher a jo"Bs standing on these attri"utes
the more satisfied the jo"holders #ould "e 65ac&man and =ldham 6*31/M *3247 suggested that
motivating jo"s are characterised "y / core characteristics 6s&ill variety! tas& variety! tas&
significance! autonomy! and jo" feed"ac&7 These core characteristics are proposed to influence
NthreeB psychological states 6feeling of meaningfulness! feeling of responsi"ility and &no#ledge of
results7! #hich then influence$result in positive #or& outcomes such as jo" satisfaction According
to the model! individuals #ho perceive their jo"s to ran& highly on the / core characteristics #ould
enjoy higher levels of jo" satisfaction and vice+versa
The >C) also accounts for individualBs differences "y ta&ing into account the characteristic
of Ngro#th needs strengthB 6G:S7 Since individuals have differing needs for personal
accomplishment! learning and gro#th! they #ill react to their jo"s differently Individuals having a
high G:S are li&ely to respond more positively to jo"s that are high on the / core characteristics
65ac&man and =ldham! *3247
'ecent studies have indicated that jo" characteristics relia"ly correlate #ith outcomes such
as jo" satisfaction and a"senteeism 6Spector! *32/M 9ried and 9erris! *3217 That is! individuals #ho
perceive their jo"s to "e high on the / core characteristics have reported high levels of jo"
satisfaction and vice+versa Despite! the general agreement to#ards the >C)! it has "een criticised
for ignoring other individual characteristics and demographic varia"les that may act as moderators
6Pierce and Dunham! *310M )orrison! *3307 These include need for achievement 6nAch7! social
status! and age
LOC&E)S %ALUE THEORY
Loc&eBs value theory e@plains jo" satisfaction as a Npleasura"le emotional state resulting
from the perception of oneBs jo" as fulfilling or allo#ing for the fulfillment of oneBs important jo"
values! providing these values are compati"le #ith oneBs needsB 6Loc&e! *310! p *-.,7 The
essential element in this theory is to provide a clear distinction "et#een values and needs
In essence! Loc&eBs theory reDuires an identification ofM 6a7 #hat is valued! and 6"7 the
relative NimportanceB of each value "eing considered This means that a more accurate picture of an
individualBs jo" satisfaction should "e o"tained "y #eighting the level of satisfaction #ith each
specific jo" element "y its importance to the individual The importance of a particular jo" aspect
affects the range of emotional response a given jo" element can produce 6Landy! *323M p ./27
Therefore! jo" factors to #hich an individual places greater importance #ould generate great
variations in satisfaction levels! should there "e variations from desired levels
9e# studies have "een underta&en using this approachM ho#ever! studies that have partially
adopted this theoretical frame#or& have indicated preliminary support for its e@planation of jo"
satisfaction 6)o"ley and Loc&e! *3147
$ENETIC THEORY
'ecent research suggests that the genetic theory is a vital concept for understanding jo"
satisfaction 6Sta# and 'oss! *32/M :e#ton and (eenan! *33*M George! *33,7 The =@ford
Dictionary defines NdispositionB as a personality construct! referring to a personBs temper or
intellect There e@ists no clear definition of the term NdispositionB in the organisational "ehaviour
literature In its application to research! dispositional studies have made personality factors as the
focus of investigation! in determining their influence on #or&+related attitudes such as jo"
satisfaction7 Therefore! individuals can "e satisfied or dissatisfied irrespective of situational
influences 6Smither! *33.7 It is argued that personality factors are genetically "ased 6such as
Agreea"leness! 8motional Sta"ility! 8@traversion7! and therefore jo" satisfaction is related to
genetic influences 6Arvey et al! *3237
Studies that have found support for this theory not only suggest the influence of dispositions
on jo" satisfaction "ut also the presence of sta"ility over time and across varying situations 6Sta#
and 'oss! *32/! Sta# et al! *3207 Arvey et al 6*3237! in their study reported that genetics account
for a"out -4F of the variation in jo" satisfaction in identical t#ins raised separately Despite the
recent interest sho#n "y researchers in e@amining the influences of dispositions on jo" satisfaction!
the role played "y situational influences in e@plaining variations in o" satisfaction should not "e
discarded 6Gerhart! *321M Davis+Bla&e and Pfeffer! *3237
9rom the a"ove theories it is o"served that there seems to "e no consensus in the literature as
to a single most useful conceptual frame#or& or theory to e@plain the causes of jo" satisfaction
This is no dou"t due to the comple@ nature of jo" satisfaction The majority of theories$models have
focused on the influence of #or& characteristics on jo" satisfaction The 5erA"ergBs T#o+9actor
theory! :eed+9ulfillment theory! 9acet+ Satisfaction model! Loc&eBs Oalue theory! and the >o"
Characteristics model are e@amples of such theories$models 5o#ever! most of these fail to
recognise the role played "y dispositional$personality factors
The )aslo#Bs :eed 5ierarchy encompasses personality traits in e@plaining human
motivation! ho#ever! recent research studies have found the model to "e methodologically fla#ed
The Genetic theory #hich considers dispositional factors as major antecedents of jo" satisfaction
has found increasing support in the literature These studies not only suggest the influence of
dispositions on jo" satisfaction "ut also the presence of sta"ility over time and across varying
situations 5o#ever! studying the influence of genetics on jo" satisfaction reDuires a longitudinal
research design In light of this limitation! the majority of dispositional research has used
personality characteristics #hich are argued to "e genetically "ased as the main focus of
investigation in determining influences on jo" satisfaction
The Social Comparison theory has an intuitive appeal in e@plaining the determinants of jo"
satisfaction! ho#ever! it provides an incomplete evaluation! as some individuals are independent in
nature and do not go along #ith group opinions Similarly! the majority of the research studies using
the 8Duity theory as the conceptual frame#or& are limited "ecause they only studied the effects of
underpayment and overpayment on jo" performance and to a lesser e@tent jo" satisfaction In
addition! the model does not specify ho# time influences responses to perceived ineDuity
In light of our discussion! there appears to still "e a need for a theory or frame #or& #hich dra#s
upon "oth #or& or situational characteristics and personality varia"les to e@pand an understanding
of the determinants of jo" satisfaction
CHAPTER + &
REVIE@ OF LITERATURE
&-, REVIE@ OF THE JOB SATISFACTION RESEARCH IN INDUSTRIAL AND
ORGANISATIONAL PSYCHOLOGY
The study of jo" satisfaction has esta"lished its importance as one of the most e@tensively
researched topics in industrial and organisational psychology This research interest is #ell
demonstrated "y the large num"er of pu"lished articles 6estimated at -!-/4 "y Loc&e! *3107
=shag"emi 6*3307 suggests that this figure today #ould have more than dou"led
The late *3,4s sa# one of the first studies of jo" satisfaction underta&en "y )ayo and his
colleagues This study! also referred to as the N5a#thorneB study! predominantly focused on
employee attitude and its impact on production levels The study highlighted that
employees$#or&ers develop their o#n perceptions of the #or& situation and the social environment!
#hich affects their attitudes to#ards their #or&
The findings of the 5a#thorne study provided consistent results #ith the o"servations of
Taylor in *3**! that individual #or&ers value economic incentives$monetary re#ards and are
#illing to #or& harder for it 6Loc&e! *310M Landy! *3237 9ollo#ing the 5a#thorne study! 5oppoc&
6*3-/7 pu"lished the first study of jo" satisfaction in its entirety <sing the glo"al approach to
measure jo" satisfaction! 5oppoc& studied the jo" satisfaction of #or&ers in the community of :e#
5ope! Pennsylvania The study found that 22F of the surveyed #ere classified as "eing satisfied!
and there #as a direct linear relationship "et#een occupational level and jo" satisfaction Despite
"eing methodologically fla#ed! the studies are #ell regarded as the onset of the study of the social
aspects of organiAational "ehaviour 6'oethlis"erger and Dic&son! *3-3M Loc&e! *3107
SchafferBs 6*3/-7 study #as the ne@t major cornerstone in jo" satisfaction research Schaffer
proposed a need+ satisfaction frame#or&! suggesting a hierarchy of *, "asic needs The study found
that individual differences e@isted in the importance of the needs! and individuals satisfied #ith
their , most important needs reported overall satisfaction
The mid *3/4s sa# t#o important revie#s of the jo" satisfaction literature E the first "y
Brayfield and Croc&ett 6*3//7 and su"seDuently "y 5erA"erg et al 6*3/17 Brayfield and Croc&ett
6*3//7! found no reporta"le correlations "et#een jo" satisfaction and #or&+related outcomes In
contrast! 5erA"erg et al 6*3/17 suggested a systematic relationship "et#een jo" satisfaction and
#or&+related outcomes 5erA"erg et al! regarded satisfaction and dissatisfaction as different
phenomena! reflecting individualBs dual orientation to#ards #or&
In developing ta@onomy of jo" satisfaction research! the literature suggests / different
approaches to the study of jo" satisfaction
DEMO$RAPHIC APPROACH
'esearchers using this approach have dealt #ith the relationships of overall satisfaction and
other specific jo" attitudes to individual #or&er characteristics The most commonly researched
demographic factors include age! education! gender and tenure 6Saleh and =tis! *30.M 5ulin and
Smith! *30/M ?itt and :ye! *33,7
A$E AND JO# SATISACTION
Literature suggests some association arising from the age+ satisfaction relationship
5o#ever! despite the general agreement amongst researchers that there e@ists a relationship! its
nature is currently "eing de"ated
Some researchers argue that a positive relationship e@ists "et#een the t#o varia"les
6controlling for occupational level7 That is! older #or&ers tend to e@perience greater satisfaction
than their younger counterparts 6'hodes! *32-M (ong et al! *33-7 The most comprehensive study
supporting this vie# #as "y 'hodes 6*32-7 #ho concluded that overall satisfaction is positively
associated #ith age! "ased on a revie# of 2 different studies )ottaA 6*3217 proposed a fe#
e@planations for the o"served positive relationship 9irstly! older #or&ers due to their greater
e@perience can easily move from one jo" to another Secondly! having #or&ed in an organisation
for e@tended period implies a process of adjustment 9inally! the process of Ngrinding do#nB occurs!
#here"y #or&ers form more realistic e@pectations and demand less of their jo"s
The second vie# of the age+ satisfaction relation argues for a <+shaped relationship "et#een
the t#o factors 65andyside! *30*M (acmar and 9errisM *323M Clar&e et al! *3307 That is employee
morale start high! declines after a fe# years due to non+fulfillment of some e@pectations$#or&+
related values and finally rises in the last fe# years due to the formation of more realistic
e@pectations
$ENDER AND JO# SATISACTION
The relationship "et#een gender and jo" satisfaction has also received a great deal of
research interest 65ulin and Smith! *30.M Lam"ert! *33*M Agho et al! *33-7! "ut the findings are
some#hat eDuivocal 9or e@ample! some studies have found no significant relationship 6?itt and
:yeM *33,M Agho et al! *33-7 =ther studies that have found that a relationship e@ists are in
contradiction as to #hich gender is more satisfied 6)annheim! *32-M Brush et al! *3217
'esearch efforts investigating the relationship "et#een age! gender and jo" satisfaction have
provided inconclusive results (acmar and 9erris 6*3237! argue that this can largely "e attri"uted to
the use of improper statistical and methodological controls
SITUATIONAL<EN%IRONMENTAL APPROACH
The most dominant approach in the study of jo" satisfaction is the situational$environmental
approach This studies the influence of a set of environmental varia"les$jo" characteristics on
employee affect and "ehaviour 6Spector and >e@! *33*7 The approach assumes that jo" satisfaction
is a direct result of the nature of the jo" and the #or& environment! and is "ased on the assumption
that individuals have NuniversalB needs that can "e satisfied "y similar jo" attri"utes 6)orrison!
*3307 'esearchers have generally argued against the e@istence of NuniversalB human needs 6Turner
and La#rence! *30/7 6This #ea&ness of earlier models 6eg 5erA"ergBs ?or& Characteristic )odel7
#as adeDuately dealt #ith "y the outgro#th of the 5ac&man and =ldhamBs 6*31/7 >o"
Characteristics )odel 6>C)7
'ecent studies using the >o" Characteristics )odel 6>C)7 have indicated that jo"
characteristics relia"ly correlate #ith outcomes such as jo" satisfaction and a"senteeism 6Spector!
*32/M 9ried and 9erris! *3217 Individuals #ho perceive their jo"s to "e high on the / core
characteristics have reported high levels of jo" satisfaction and vice+versa In addition! 5ac&er
6*3347 found similar correlations "et#een jo" characteristics and jo" satisfaction irrespective of the
nature of the jo"
SOCIAL INORMATION APPROACH
An outgro#th of the situational$environmental approach is the Social Information Approach
proposed "y Salanic& and Pfeffer 6*3117 They argue that jo" satisfaction is a result of personal
perceptions as to #hether certain standards are "eing achieved! #here the perceptions and standards
are socially governed 6?eiss and CropanAano! *330M >udge et al! *3317 >o" satisfaction is a
function of degree to #hich the characteristics of the jo" meets the standards of the individualBs
NreferenceB group 6(orman! *31*7 This approach has not "een su"ject to a great deal of research!
"ut has nonetheless found some preliminary support 6?eiss and Sha#! *313M ?hite and )itchellM
*3137
DISPOSITIONAL APPROACH
=ver the last fe# decades there has "een increasing literature focusing on the #or& or
dispositional factors in e@plaining jo"+related attitudes 6Sta# and 'oss! *32/M Levin and Sto&es!
*323M >udge! *33-M )orrison! *330M Steel and 'entsch! *331M7 This approach dra#s its theoretical
underpinnings from the Genetic theory )itchell 6*3137 regarded dispositional varia"les as playing
a NsecondaryB role! "ut su"seDuent empirical evidence has tended to refute this Sta# and 'oss
6*32/7 conducted the first major study using the dispositional argument A longitudinal study #as
conducted to investigate dispositions and jo" factors as determinants of jo" satisfaction The study
found temporal sta"ility in jo" satisfaction scores and this could "e largely attri"uted to the role
played "y dispositions in shaping #or&+related outcomes Arvey et al 6*3237 also found support for
the genetic theory "y studying jo" satisfaction of monoAygotic 6identical7 t#ins reared apart The
findings of this study #ere later re+inforced "y a replicate study "y Arvey! )cCall! Bouchard and
Tau"man 6*33.7
The majority of dispositional research has used personality characteristics as the main focus
of investigation in determining influences on jo" satisfaction The literature suggests that
personality characteristics have generally "een classified into , main categories % Positive affectivity
and :egative affectivity 6?eiss and CropanAano! *3307 6ie The disposition to e@perience positive
or negative emotional states 6?atson and Tellegen! *32/7 'esearch findings indicate that
individuals high on positive affectively tend to e@perience greater levels of satisfaction and
individuals high on negative affectivity e@perience lo#er satisfaction 6Por#al and Sharma! *32/M
Levin and Stro&es! *323M (raiger et al! *3237
)ore recently! there has "een increasing support for the 9ive+9actor )odel of Personality
6referred to as the NBig+9iveB7! #hich aims to encompass most personality dimensions 6Bur&e et al!
*33-M )orrison! *330M Salgado! *331M Chiu and (osins&i! *331M )ount and Barric&! *3327 In
addition! studies have indicated significant correlations "et#een positive and negative affectivity
and the Big+9ive personality dimensions 6?atson and Clar&! *33,7 Specifically! it appears that the
personality characteristics of positive and negative affectivity correspond to the 8@traversion and
:euroticism dimensions! in the 9ive+9actor model of personality 6Costa and )cCrae! *324! *32.M
)orrison! *3307 Studies conducted using the NBig+9iveB personality ta@onomy have found support
for personality dimensions as predictors of #or&+related attitudes 6jo" satisfaction7 and outcomes
6jo" performance7 6Barric& and )ountM *33*M )orrison! *330M Tett et al! *33*7
(ohan and Connor 6,44,7 e@amined jo" satisfaction! jo" stress and thoughts of Duitting in
relation to positive and negative effect! life satisfaction! self+esteem and alcohol consumption
among police officers The study concluded that jo" satisfaction #as primarily associated #ith
positive effect! life satisfaction and self esteemM jo" stress #as primarily associated #ith negative
effect and alcohol consumptionM troughs of Duitting had moderate loading on "oth the factors
Louns"ury! et al 6,4407 used a conceptual model proposing paths from personality traits to
career satisfaction and life satisfaction and then from career satisfaction to life satisfaction The
sample consisted of information science professionals An e@ploratory Nma@imum life"lood
common factorB analysis revealed t#o o"liDue personality factors ?hile the first factor comprised
of e@traversion! optimism! assertiveness! openness and emotional sta"ility! the second consisted of
conscientiousness and tough+mindedness 'esults indicated a good fit for a t#o factor personality
model! sho#ing significant lin&s "et#een personality factor and career satisfaction! "et#een
personality factor and life satisfaction and then "et#een career and life satisfaction
9rom the a"ove research it is concluded that the situational 6or #or&7 and the dispositional
6or personality7 approaches have dominated the study of jo" satisfaction 5o#ever in recent years
researchers have argued using only one of these approaches presents an incomplete understanding
This points to the appeal of an interactive approach in developing an improved conceptual
frame#or& for studying jo" satisfaction "y using "oth the characteristics of the jo" and the
individualBs personality characteristics
&-# REVIE@ OF THE JOB SATISFACTION RESEARCH IN HEALTHCARE
INDUSTRY
After *33* due to li"eraliAation policy of India and glo"aliAation the health sector groomed
very fast pace in the hands of private hospitals due to technology e@change and e@pertise! various
researches #ere conducted on employee satisfaction #hich is related to patient satisfaction #hich is
the central motto of the private hospitals
In 6*3307 David S =sion conducted a study on hospital pharmacists to find relationship
"et#een pharmacistBs jo" satisfaction and involvement in clinical activities! the study conducted
that num"er of hours or the percentage of time hospital pharmacists #ere engaged in clinical
activities #as significantly associated #ith jo" satisfaction
Deary! Blen&in and Agius 6*3307! in their study! they loo&ed at the causes and outcomes of
jo" stress and personal achievement! have defined environmental demand! perceptions of demand
and a"ility to cope! and also stress responses! conseDuences of coping responses and feed"ac&
among various stages of the stress process ass the aspects of satisfaction and dissatisfaction of the
doctors
In Aronson 6*3317 conducted a study of jo" satisfaction of nurses #or&ing in private
psychiatry hospitals! a"out -444 employers #hich revealed that #or&ing conditions pay dividends
and recognition of #or& #ere drivers of satisfaction among nurses
In Anthony &night 6,4447 conducted a study on nuclear medicine technologists jo"
satisfaction having a sample siAe of /444 employers in mainly four hospitals! the study revealed that
autonomy in ma&ing #or& schedules "y the supervisor and superior su"ordinate relationship #ere
the main factors of satisfaction among technologists
(luger! To#nend and Laid la# 6,44-7! in their study! in #hich the aim #as to analyAe the
jo" satisfaction! dissatisfaction and stress of anesthetists in Australia! have mentioned that private
practitioners find time issue more important compared to pu"lic ones! #hereas pu"lic hospital
doctors find communication issue more important than private ones
Singeser 6,44.7 conducted a study on career and jo" satisfaction in speech+language
pathology health care! the study e@amined that career gro#th and jo" satisfaction! are more su"tle
aspects in the #or& lives of audiologists to gets and speech language pathologists
8&er et al 6,44.7! in their study! #here they e@amined the level of jo" satisfaction among
physiotherapists in Tur&ey! have stated that leadership! interpersonalM relationships advancement
and salary #ere the most important predictors of jo" satisfaction
In 6,44/7 study conducted "y Dr Bidhan Das on employee satisfaction means an efficient
health care facility! the study #as conducted in a Duestionnaire format #ith -4 front office team
mem"ers and it revealed that compensation of "enefits are important to employee jo" satisfaction
Bennett! Plint! Clifford 6,4407! conducted survey at Canadian hospital "ased child protection
professionals on "urnout! psychological mor"idly! jo" satisfaction and stress The study concluded
that "urnout! and high levels of jo" stress #ere most responsi"le for the staff to leave and that
increasing the num"er of programme staff and conseDuently reducing the num"er hrs of #or& #ere
important areas of jo" satisfaction
?illiam! Bvelens and >ony 6,4417 conducted a study on impact of organiAational structure
or nurseBs jo" satisfaction The sampling unit consisted of 10. non+managing nurses in three
Belgian general care hospitals The research concluded the importance of the dimension pay in
nurseBs jo" satisfaction #hich is not a function of the organiAation structure! is limiting hospitals in
improving nurseBs jo" factor 5o#ever the organiAational structure does impact the other
dimensions of satisfaction ie! specialiAation and formaliAation of authority
Bayliss 6,4417 a comparative study of role stress on government and private hospital
employers of :e# Sealand The sample siAe #as ,444 conducted in four hospitals The factors of
jo" stress are "ureaucracy and interference of politicians in government hospitals and in private
hospitals the #or&load #as a significant factor #hich indirectly affects satisfaction levels
It is o"served from different studies that nursing ran&s are thinning just as the need for
nurses is poised to soar due to "a"y "oomers heading into retirement 'adiation technologists and
technically inclined students are increasingly choosing soft#are related jo"s Pharmacists are also in
short supply Pharmacists are also in short supply at a"out half of all Indian hospitals The causes
are lo#er pay com"ined #ith a frustrating #or& environment ?ith increased jo" pressures! an
increase in the acuity of patients! declining nurse to patient ratios! less autonomy and more
administrative duties! its no #onder health care professionals are re+evaluating their decisions :on+
hospital jo"s offer more fle@i"le hours! more advancement opportunities! eDual or "etter pay and a
"est less stress The stress level is same is in "oth government and private hospitals "ut factors
contri"uting it to are different! "ureaucracy and interference of politicians in government hospital
and #or&load in private hospitals The drivers of jo" satisfaction in case of pharmacists and
radiation technologists are reduced #or&ing hours! superior+su"ordinate relationship and autonomy
in #or& in case of nurse are #or&ing conditions! pay dividends and recognition of #or& Stress due
to #or& overload! inadeDuate flo# of communication is areas dissatisfaction among doctors
CHAPTER + %
RESEARCH METHODOLOGY 2 LIMITATIONS
%-, RESEARCH METHODOLOGY
'esearch )ethodology of the project is as follo#s%
U1i8e/6e% + The population for this particular study consists of physician! nurses!
paramedical staff of Government Civil hospital and Dayanand )edical College 5ospital at
Ludhiana City in Punja"
Sam45i1g u1it: - The sampling unit of this research consists of *,4 employees 6/4 from
government hospital and 14 from private hospital7 "ut the response result is .4 from government
hospital and /4 from private hospital
Sam45i1g de6ig1: - 8@ploratory design
Sam45i1g met3.d: - 'andom sampling
Met3.d .7 data 9.55e9ti.1: - The method of data collection #as a field research and the
material used in study #as a survey 6Duestionnaire7 In order to assess the jo" satisfaction
)inneosta Satisfaction ;uestionnaire 6)S;7 #as used The Duestions of the survey #ere adapted to
the hospital environment in order for them to "e compati"le #ith the research The survey consisted
of a Li&ert+type scale ranging from * KStrongly agreeL to / KStrongly disagreeL The scale #as
standardiAed "y calculating its relia"ility and validity 'elia"ility came to "e 413- and validity #as
4234
P/.9edu/e:-The self Eadminister Duestionnaires #ere anonymous in order to prevent any
hesitation #hile ans#ering the Duestions and to control internal validity They #ere given to the
senior medical superintendent to "e distri"uted to doctors! nurses and paramedical staff They #ere
reDuested to return "ac& in t#o #ee&s It #as predicted that filling out the survey #ould ta&e ,4
minutes After t#o #ee&s! they #ere collected and ta&en into data analysis
%-# LIMITATIONS OF THE STUDY
* Biasness on the part of respondents% Some respondents #ere not ready to reveal the true
information
, Time Consuming+)any respondents do not return the ;uestionnaire in time despite of
several reminders
- Inaccurate access+'is& of colleting incomplete and #rong information as people are
una"le to understand Duestions properly
. :on response+many people do not respond and returned the Duestionnaire #ithout
ans#ering all Duestions
/ ;uestionnaire method cannot to used for illiterate persons
CHAPTER + (
OBSERVATIONS, ANALYSIS 2 DISCUSSION
(-, SURVEY DATA
The follo#ing is the actual responses to all Duestions as&ed The data is displayed as
government 5ospital 6G57$Private 5ospitals 6P57
* 5o# #ould you descri"e the level of your overall jo" satisfaction #ith your #or& at
TTTTT 5ospitalR
Ta3le (-,
Oery
Satisfied
*
Some#hat
satisfied
,
:either satisfied nor
dissatisfied
-
Some#hat
dissatisfied
.
Oery
dissatisfied
/
:um"er of
responses
G5$P5
0
*0
*0
,,
2
/
0
/
.
,
F of total
responses
*/F
-,F
.4F
..F
,4F
*4F
*/F
*4F
*4F
.F
Descri"e your level of agreement$disagreement #ith each statement%
;uestion Agree
strongly

*
Some#ha
t agree

,
:either
agree nor
disagree
-
Some#hat
disagree

.
Disagree
strongly

/
, I understand
the long+term
plan of T
5ospital
6.4$/47
:um"er
responses
2 $ *2 ,. $ ,4 0 $ / , $ 0 4 $ *
F responses ,4F$-0F 04F$.4F */F$*4F /F$*,F 4F$,F
- I have
confidence in
the hospital
leadership to
implement
the plan
6.4$/47
:um"er
'esponses
*4 $ ,4 ,4 $ ,/
0 $ / * $ 4 - $ 4
F responses ,/F$.4F /4F$/4F */F$*4F ,/F$4F 1/F$4F
. There is
adeDuate
planning of
hospital
o"jectives
6.4$/47
:um"er
'esponses
*4 $ *3 *4 $ ,0 *0 $ / . $ 4 4 $ 4
F responses ,/F$-2F ,/F$/,F .4F$*4F *4F$4F 4F$4F
/ I contri"ute
to the
planning
process at
5ospital
6.4$/47
:um"er
responses
2 $ */ *4$,4 *, $ *4 0 $ 4 . $ /
F responses ,4F$-4F ,/F$.4F -4F$,4F */F$4F *4F$*4F
0 I am proud
to #or& for
5ospital
6.4$/47
:um"er
responses
. $ *2 2 $ ,- *. $ 43 *4 $ 4 . $ 4
F responses *4F$-0F ,4F$.0F -/F$*2F ,/F$4F *4F$4F
1 I fee I
contri"ute to
the facilityBs
plan and
mission
6.4$/47
:um"er
responses
, $ ,4 *0 $ -4 2 $ 4 *, $ 4 , $ 4
F responses /F$.4F .4F$04F ,4F$4F -4F$4F /F$4F
2 I am given
enough
authority to
ma&e
decisions I
need to
ma&e
6.4$/47
:um"er
responses
, $ *4 2 $ ,, , $ *4 *4 $ / *2 $ -
F responses /F $ ,4F
,4F$..
F
/F$,4F ,/F$*4F ./F$ 0F
3 )y physical
#or&ing
conditions
are good
6.4$/47
:um"er
responses
*0 $ .* *. $ 0 , $ - 4 $ 4 2 $ 4
F responses .4F$2,F -/F$*,F /F$0F 4F$4*F ,4F$4F
*4 If I do good
#or& I can
count on
ma&ing more
money
6.4$/47
:um"er
responses
2 $ ,4 *0$ ,/ 2 $ . 0 $ * , $ 4
F responses ,4F$.4F .4F$/4F ,4F$2F */F$,F /F$4F
** If do good
#or& I can
count on
"eing
promoted
6.4$/47
:um"er
responses
, $ ,0 *. $ *. ,4 $ 0 , $ , , $ ,
F responses /F$/,F -/F$,2F /4F$*,F /F$.F /F$ .F
*, I "elieve my
jo" is secure
6.4$/47
:um"er
responses
,.$ *4 2 $ */ 0 $ */ , $ 0 4 $ .
F responses 04F$,4F ,4F$-4F */F$-4F /F$*,F 4F$2F
*- I feel part of
a team
#or&ing
to#ards
shared goals
6.4$/47
:um"er
responses
*, $ ,. , $ ,- *. $ , 2 $ 4 . $ *
F responses -4F$.2F /F$.0F -/F$.F ,4F$4F *4F$,F
*. I li&e the
type of #or&
that I do
6.4$/47
:um"er
responses
. $ *2 0 $ -4 , 4$ , . $ 4 0 $ 4
F responses *4F$-0F */F$04F /4F$.F *4F$4F */F$4F
*/ I feel valued
at TTT
5ospital
6.4$/47
:um"er
responses
, $ 1 *4 $ -4 *0 $ 0 *4 $ / , $ ,
F responses /F$*.F ,/F$04F .4F$*,F ,/F$*4F /F$.F
*0 I li&e the
people I
#or& #ith at
5ospital
6.4$/47
:um"er
responses
, $ ,/ *, $ */ 2 $ / *. $ . . $ *
F responses /F$/4F -4F$-4F ,4F$*4F -/F$2F *4F$,F
*1 I e@perience
a spirit of
cooperation
at 5ospital
6.4$/4 7
:um"er
responses
*4 $ */ *. $ -4 *4 $ , . $ - , $ 4
F responses ,/F$-4F -/F$04F ,/F$.F *4F$0F /F$4F
*2 At TTT
5ospital I
am treated
li&e a person!
not a num"er
6.4$/47
:um"er
responses
, $ *0 ,2 $ ,4 . $ 1 0 $ 0 4 $ *
F responses /F$-,F 14F$.4F *4F$*.F */F$*,F 4F$4,F
*3 I am given
enough
recognition
"y manage+
ment for
#or& thatBs
#ell done
6.4$/47
:um"er
responses
. $ */ *. $ ,/ *4 $ / 2 $ / . $ 4
F responses *4F$-4F -/F$/4F ,/F$*4F ,4F$*4F *4F$4F
,4 Communica+
tion from
manage+
ment are
freDuent
enough
6.4$/47
:um"er
responses
4 $ 2 *. $ -/ *0 $ 4 2 $ 0 , $ *
F responses 4F $ *0F -/F$14F .4F$4F ,4F$*,F /F$,F
,* Communicat
ion from
manage+
ment &eep
me up to date
on the
hospital
6.4$/47
:um"er
responses
, $ 2 -4 $ -3 0 $ * , $ , 4 $ 4
F responses /F$*0F 1/F$12F */F$,F /F$.F 4F$4F
,, I feel I can
trust #hat I
am told "y
the manage+
ment staff
6.4$/4 7
:um"er
responses
4 $ ,4 *, $ ,/ *0 $ 4 *4 $ . , $ *
F responses 4F$.4F -4F$/4F .4F$4F ,/F$2F /F$,F
,- ;uality is a
top priority
at TTT
5ospital
6.4$/47
:um"er
responses
,$ -, . $ ** *4 $ - ,4 $ - . $ *
F responses /F $ 0.F *4F$,,F
,/ F $
0F
/4F $ 0F *4F $ ,F
,. )y
supervisor
as&s me for
input to help
ma&e
decisions
6.4$/47
:um"er
responses
*4 $ *2 *0 $ ,1 2 $ 4 . $ / , $ *4
F responses ,/F$-0F .4F$/.F ,4F$4F *4F$*4F /F$4F
,/ I feel that my
supervisor
gives me
adeDuate
support
6.4$/47
:um"er
responses
. $ *4 *, $ -4 ,4 $ * , $ 3 , $ 4
F responses *4F$,4F -4F$04F /F$,F /F$*2F /F$4F
,0 )y
supervisor
treats me
#ith respect
6.4$/47
:um"er
responses
, $ *2 *, $ ,4 2 $ / *. $ 0 . $ *
F responses /F $ -0F -4F$.4F
,4
F$*4F
-/F$*,F *4F$,F
,1 I feel that my
supervisor
treats me
fairly
6.4$/47
:um"er
responses
, $ *0 *. $ ,. 2 $ - *, $ / . $ ,
F responses /F $ -,F -/F$.2F ,4F$0F -4F$*4F *4F$.F
,2 )y
supervisor
tells me
#hen my
#or& needs
to "e
improved
6.4$/47
:um"er
responses
, $ *1 *0 $ ,- *4 $ . *, $ / 4 $ *
F responses /F$-.F .4F$.0F ,/F$2F -4F$*4F 4F$,F
,3 )y
supervisor
tells me
#hen I do
my #or&
#ell
6.4$/47
:um"er
responses
. $ */ *. $ ,4 *, $ / 2 $ 2 , $ ,
F responses *4F$-4F -/F$.4F -4F$*4F ,4F$*0F /F$.F
-4 I am
provided
enough
information
the 5ospital
to do my jo"
#ell
6.4$/47
:um"er
responses
, $ */ *4 $ *2 *. $ *4 *, $ 1 , $ 4
F responses /F$-4F ,/F$-0F -/F$,4F -4F$*.F /F$4F
-* )y initial
training
provided "y
the 5ospital
#as as much
as I needed
6.4$/47
:um"er
responses
, $ */ *, $ ,, *0 $ 1 *4 $ 0 4 $ 4
F responses /F$-4F -4F$..F .4F$*.F ,/F$*,F 4F$4F
-, As much on+
going
training as I
need is
provided "y
the 5ospital
6.4$/47
:um"er
responses
, $ ,/ *4 $ ,, *4 $ 4 *0 $ , , $ *
F responses /F$/4F ,/F$..F ,/ F$4F .4F$.F /F$,F
-- I "elieve my
salary is fair
for my
respon+
si"ilities
6.4$/47
:um"er
responses
2 $ . *0 $ *0 *4 $ */ . $ *4 , $ /
F responses ,4F$2F .4F$-,F ,/F$-4F *4F$,4F /F$*4F
-. I #ould
recommend
employment
at 5ospital to
my friend
6.4$/47
:um"er
responses
0$ *4 ,4 $ -, *, $ 0 4 $ , , $ 4
F responses */F$,4F /4F$0.F -4F$*,F 4 F$4.F /F$4F
I am sa65s/5e< C56h 6he
-/ =verall
"enefits
pac&age
6.4$/47
:um"er
responses
0 $ / ,0 $ ,2 . $ 0 , $ 1 , $ .
F responses */F$*4F 0/F$/0F *4F$*,F /F$*.F /F$2F
-0 Amount of
vacation
6.4$/47
:um"er
responses
2 $ 2 ,, $ ,4 . $ 0 0 $ *, 4 $ .
F responses ,4F$*0F //F$.4F *4F$*,F */F$,.F 4F$2F
-1 Sic& leave
policy
6.4$/47
:um"er
responses
2 $ 1 ,. $ *2 0 $ *4 , $ *4 4 $ /
F responses ,4F$*.F 04F$-0F */F$,4F /F$,4F 4F$*4F
-2 Amount of
health care
paid for "y
health
insurance
6.4$/47
:um"er
responses
*4 $ 1 ,. $ *0 , $ *4 , $ *, , $ /
F responses ,/F$*.F 04F$-,F /F$,4F / F$,.F /F$*4F
-3 'etirement
plan "enefits
6.4$/47
:um"er
responses
*4 $ . ,, $ *0 , $ *4 0 $ */ 4 $ /
F responses ,/F$2F //F$-,F /F$,4F */F$-4F 4F$*4F
.4 Life
insurance
6.4$/47
:um"er
responses
*, $ . ,. $ ,. , $ ** 4 $ 2 , $ -
F responses -4F$2F 04F$.2F / F$,,F 4 F$*0F /F$0F
.* Disa"ility
"enefits
6.4$/47
:um"er
responses
*, $ - ,, $ *0 , $ *- . $ *, 4 $ 0
F responses -4F$0F //F$-,F /F$,0F *4F$,.F 4F$*,F
., Are there any "enefits you #ould li&e to see added to TTTT 5ospitalBs "enefits pac&ageR
YES NO NO ANS@ER TOTAL
,. $ -* 604F $0,F7 0 $ 2 6*/F $ *07 *4 $ **6,/F $ ,,F7 .4 $ /4
?hat #ould you li&e addedR
Res4!se F Res4!se G / Res4!<e!6
* 5ealth insurance . $ *4 2F $ *1F
, Dental 0 $ */ *,F $ ,/F
- Lo#er deductions I deducti"ility , $ / .F $ 2F
. Oision *4 $ *- ,4F $ ,,F
/ 'etirement plan , $ 3 .F $ */F
0 'educed fee for clinic visits 2 $ 4 *0F $ 4F
1 The current "asics 0 $ * *,F $ ,F
2 Paid continuing education and professional fees . $ . 2F $ 1F
3 Bonuses for longevity and years of service 2 $ - *0F $ /F
.- 5o# long do you plan to continue your employment at TTTT 5ospitalR
Res4!se F Res4!se G! / Res4!<e!6
* - to . more years , $ *4 /F $ ,4F
, ?ill leave as soon as possi"le . $ 2 *4F $ *0F
- <ntil retirement *. $ *- -/F $ ,0F
. :ot long 4 $ 4 4F $ 4F
/ As long as possi"le *0 $ 3 .4F $ *2F
0 , to - months 4 $ 4 4F $ 4F
1 - #ee&s 4 $ 4 4F $ 4F
2 <n&no#n , $ / /F $ *4F
3 /Uyears , $ - /F $ 0F
*4 ?ill leave if no health insurance 4 $ , 4 F$ .F
.. Please tell us #hat VVVVVVVVV can do to increase your satisfaction as an employee
RESPONSES
Put people in positions of management that &no# #hat they are doing and that donBt do
the crisis micro management thing Also provide insurance that is afforda"le and #ages that
are competitive to other facilities and that allo# us to pay for the insurance
There needs to "e more communication "et#een all employees! management and staff
They need to hire more dependa"le help and then treat them good
Training for specific jo" duties to improve s&ills! cross train other employees to fill in
#hile on vacation or ill
These H8es65!s are /r s6a65s659al 8se !l7- Th5s se965! Cas 465!al-
./ ?hat is your ageR
<nder ,* 4 $ 4
,* to -. *, $ ,.
-/ to .. *4 $ **
./ to /. *4 $ /
// or older 2 $ *4
.0 ?hat is your se@R
)ale ,* $ ,2
9emale *3 $ ,,
.1 ?hat is your marital statusR
)arried ,3 $ -,
<nmarried ** $ *2
.2 5o# many children under the age of *2 do you haveR
:one */ $ ,*
=ne *4 $ *,
T#o 3 $ *4
Three / $ .
9our * $ ,
9ive or more 4 $ *
.3 5o# long have you #or&ed for TT 5ospitalR
Less than one year 4 $ *-
=ne year to less than t#o years 4 $ 1
T#o years to less than five years 0 $ *.
9ive years to less than ten years ,* $ 3
Ten years or more *- $ 1
/4 ?hat is your total "efore+ta@ monthly income from this jo"! including overtime and
"onusesR
Less than 's *444 . $ *.
's *4!444 to less than 's ,4!444 *, $ *0
's ,4!444 to less than 's -4!444 *4 $ 2
's -4!444 to less than 's .4!444 *, $ *4
's .4!444 to less than 's /4!444 , $ ,
's /4!444 or more 4 $ 4
(-# COMPARATIVE STUDY OF EMPLOYEES SATISFACTION )ANALYSIS 2
DISCUSSION*
This report presents the results of the 5ospital 8mployee satisfaction survey of Civil
5ospital and Dayanand )edical College 5ospital Ludhiana =f the .4 and /4 completely filled
Duestionnaires from "oth the hospitals%
14F $ /,F are -/ years of age or older
.2F $ ..F are female
1,F $ 0.F are married
.1F $ ..F have t#o or less children
*/F $ ,2F have #or&ed at hospital less than / years
.4F $ 04F have a total "efore ta@ income less than 's ,4444$+ per month
Gra4h (-, " LEVEL OF SATISFACTION )IN G AGE*
15%
32%
40%
44%
20%
10%
15%
10%
10%
4%
89
:9
;89
;:9
<89
<:9
=89
=:9
>89
>:9
Ver' satisfied So&e4%at
satisfied
Neit%er
satisfied nor
unsatisfied
So&e4%at
unsatisfied
Ver'
unsatisfied
Govern&ent
$rivate
O3ser>a65!" The overall employee satisfaction level is more in private hospital than in
government hospital
A!al7s5s 2 D5s98ss5!" The study reveals that the overall level of jo" satisfaction in private
hospital 6-,U..W10F7 is more than in government hospital 6*/U.4W//F7 It is attri"ute to the
"etter infrastructure! god #or&ing conditions! "etter facilities and #or& culture etc in private
hospital than in government hospital
Gra4h (-#" PLANNING )IN G AGE*
80%
76% 75%
90%
50%
90%
45%
70%
45%
100%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
;889
(nderstand
$"an
Confidence
in
*eaders%ip
Ade-uate
$"anning
Contri+utes
to process
Contri+utes
to Mission
Govern&ent
$rivate
N6e" The percentage of N<nderstand PlansB is the sum of the percentages of strongly agree
and some#hat agree Similar pattern is follo#ed in all the graphs for all the factors
O3ser>a65! " Confidence in leadership! contri"ution to the planning processer mission of
the hospital are more in private hospital #hile understanding of plan is more in government
hospitals
A!al7s5s 2 D5s98ss5! " Confidence in leadership! contri"ution to the planning process or
mission of the hospital are more in private hospital "ecause of the participatory style of
management In private hospital the employees are free to consult #ith the management their
pro"lems! innovations regarding the methods of performing the jo" They are confident that the top
management is trying its level "est to achieve the organiAational goals as #ell as individual goals of
the employees In government hospital employees are dissatisfied as they are not as&ed to contri"ute
to the framing of health care polices They have no authority to contri"ute to the innovative changes
as the hierarchy is rigid and tall and moreover due to lot of political interference in government
hospital
Gra4h (-'" GENERAL APTITUDE )IN G AGE*
30%
82%
25%
64%
75%
94%
25%
96%
30%
74%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
;889
$roud to 4or/ Given
aut%orit'
Good
conditions
*i/e 4or/ 0ee" va"ued
Govern&ent
$rivate
O3ser>a65!" All general aptitude factors are higher in private hospital than in government
hospital
A!al7s5s 2 D5s98ss5! " General aptitude eg! proud to #or&! given authority! good
#or&ing conditions! role clarity! recognition of #or& are higher in private hospital in comparison to
the government hospital due to the clean #or&ing environment! proper layout! centrally air
conditioned "uilding! availa"ility of latest eDuipment as demanded "y doctors and technicians!
maintenance of eDuipments are #ell provided in private hospital These facilities lac& in
government hospital If a doctor demands some latest eDuipment a lot of paper #or& has to "e done
The undue legal formalities and allocation of funds for the purchase ta&es long time The class four
employees do not #or& properly Sometimes they sho# diso"edience to their senior due to security
of jo" in government hospital In private hospital the duties are #ell defined! properly documented
and distri"uted at all levels of #or&ing #ithout duplication of efforts In government hospital undue
interference of seniors disrupts the activities of the juniors #hich also lead to stress The recognition
of #or& is more in private hospital as the management appraises the employees though re#ards and
promotions "ut in government hospital if any challenging #or& is accomplished "y someone! the
management does not ta&e into account and the a#ards if any are given politically
Gra4h (-1" PERFORMANCE ISSUES )IN G AGE*
60%
90%
40%
80%
80%
50%
35%
94%
60%
90%
35%
80%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
;889
G
o
o
d

4
o
r
/
5

&
o
r
e
&
o
n
e
'
G
o
o
d

4
o
r
/
5

$
r
o
&
o
t
i
o
n
C
o
+

i
s
s
e
c
u
r
e
0
e
e
"

p
a
r
t

o
f
t
e
a
&
C
o
o
p
e
r
a
t
i
v
e
s
p
i
r
i
t
*
i
/
e
s

C
o
.
4
o
r
/
e
r
s
Govern&ent
$rivate
O3ser>a65!" Security of jo" is more in government hospital #hile all the other factors are
on higher side in private hospital
A!al7s5s 2 D5s98ss5!" In private hospital team cohesiveness is more among doctors!
nurses and paramedical staff for achieving the set targets and goals They #or& together in a team
spirit and o"ey to the command of the team leader usually a senior doctor and results in utmost
satisfaction of the patients In government hospital nurses and paramedical staff do not perform
their duties #ellM there is also lac& of group cohesiveness A doctor has to do their tas& also In
private hospital #or& is ac&no#ledged The staff is promoted on the performance "asis In
government if some critical #or& is accomplished the senior do not recogniAe the #or& The
promotion is merely on the "asis of seniority and not on the "asis of s&ill and targets
accomplishment
>o" security is ma@imum in government hospital than in private hospital The staff #or&ing in
government hospital cannot "e fired even in case of very high negligence of duties =n the contrary
the staff in private hospital can "e fired at any timeM the organiAation can sho# any reason as the
cause of firing process
Gra4h (-?" MANAGEMENT ISSUES )IN G AGE*
45%
80%
35%
86%
80%
94%
30%
90%
15%
86%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
;889
G
i
v
e
n
r
e
c
o
g
n
i
t
i
o
n
0
r
e
-
u
e
n
t
c
o
&
&
u
n
i
c
a
t
i
o
n
D
e
p
t

c
u
r
r
e
n
t
0
e
e
"

t
r
u
s
t
E
u
a
"
i
t
'

p
r
i
o
r
i
t
'
Govern&ent
$rivate
O3ser>a65!" The entire management issues factor have high percentage in private hospital
in comparison to government hospital
A!al7s5s 2 D5s98ss5!" In private hospital! the recognition of #or&! communication flo#!
and Duality of services is higher than in government hospital The management ac&no#ledges the
#or& of each employee though the achievement of targets and feed"ac& from the patients
The communication flo# is fast and freDuent through intercom! e+mails or use of hospital
information system >unior reports to the seniors and senior to the top management The information
flo# is t#o+#ay ie! from top to "ottom and vice+versa The management &eeps suggestion $
complaint "o@es at important places in the hospital so that anyone can reveal easily his pro"lems as
#ell as his vie#s to improve the #or&ing and the services provided "y the hospital >unior can
freely discuss the critical as #ell as important matters #ith the seniors In government hospital there
is a lot of "ureaucratic set up and the flo# of information is inadeDuate
Gra4h (-&" SUPERVISORY ISSUES )IN G AGE*
65%
90%
40%
80%
35%
76%
40%
80%
45%
80%
45%
70%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
A
s
/
s

f
o
r
i
n
p
u
t
s
G
i
v
e
n
s
u
p
p
o
r
t
R
e
s
p
e
c
t
s

r
e
a
t
s

f
a
i
r
"
'

e
"
"
s

n
e
e
d
t
o

i
&
p
r
o
v
e

e
"
"

4
e
"
"
d
o
n
e
Govern&ent
$rivate
O3ser>a65!" All the supervisory issues have higher percentage in private hospital than in
government hospital
A!al7s5s 2 D5s98ss5! " The supervisory issues have a high percentage in private hospital
than in government hospital as the seniors contri"ute in guiding and #atching the juniors regarding
handling of instruments! proper care of patients! diagnosis and treatment of illness! the medicine
#ith Duantity and Duality to "e administered In government hospital there is lac& of support from
juniors as #ell as the seniors They do not discuss the case #ith each other and thus do not
contri"ute to the learning process
Gra4h (-%" TRAINING 2 SALARY ISSUES )IN G AGE*
30%
66%
35%
74%
30%
94%
60%
40%
65%
84%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
;889
Ade-uate
infor&ation
Ade-uate
orientation
Ongoing
training
0air sa"ar' )ou"d
reco&&end
Govern&ent
$rivate
O3ser>a65!" 9air salary is more in government hospital #hile all the others have high
percentage in private hospital
A!al7s5s 2 D5s98ss5!" 9air salary is more in government hospital as the salary is
Duantified according to the post held In private hospital the salary of doctors is "ased on per patient
or on share "asis and of paramedical staff and nurses is even on hourly "asis In government
hospital there is no adeDuate provision of on the jo" training or reorientation programmes The
doctors as #ell a other staff are not updated on the latest researches in the medical field If anyone
#ants to go for higher education at the first instance he is not allo#ed to go or has to complete a lot
of formalities and even sometimes he is compelled to go on leave #ithout salary It mars the tempo
of learning in the hospital In private hospital the training on the jo" is given very much importance
The management organiAes various seminars and conferences for updating the employees at all
levels In some cases sanctions half pay leave for further training! sponsor fello#ship for doctors
and diploma courses for nurses All these measure contri"ute to the higher level of jo" satisfaction
in a private hospital
Gra4h (-(" BENEFITS )IN G AGE*
80%
66%
75%
56%
80%
50%
85%
46%
80%
40%
90%
56%
85%
38%
89
;89
<89
=89
>89
:89
?89
@89
A89
B89
O
v
e
r
a
"
"
V
a
c
a
t
i
o
n
S
i
c
/

"
e
a
v
e
H
e
a
"
t
%
R
e
t
i
r
e
&
e
n
t
B
e
n
e
f
i
t
s
*
i
f
e
D
i
s
a
+
i
"
i
t
'
Govern&ent
$rivate
O3ser>a65!" All these "enefits are more in government hospital than in private hospital
A!al7s5s 2 D5s98ss5!" =ne of the major findings is that "enefits are case of government
hospitals are more than in private hospital In government hospital the salary is on the "asis of post
held and seniority and not on performance "asis #hereas in private hospital it is "ased on the
num"er of patients per day treated "y doctors or cared "y staff nurses The vacations on various
occasions are more in government hospital than in private hospital The sic& leaves! maternity
leaves! paternity leaves and earned leaves are more in government hospital In private hospital there
is no adeDuate provision of these types of leave In fact the staff has to serve ,.+hours #ith a shift
system During national and state holidays the management persons get leave #hile the doctors!
nurses and paramedical staff have to "e present In government hospital the employees get more
retirement "enefits li&e pension! gratuity! and leave+encashment even after ,4 years of service
#hereas in private hospital no such "enefits are given In the form of disa"ility "enefits in
government hospital disa"led persons are employed "y reserving some posts for them and after
posting they are given some more "enefits li&e traveling allo#ance for coming and going "ac& from
their home to the hospital daily In private hospital the management does not give employment to
the disa"led persons If a staff mem"er during the service "ecomes disa"led physically and is una"le
to achieve the set targets! he is fired out "y the management 5e is given little compensation and is
not allo#ed to continue his jo" Life and health insurance policies are provided in government
hospital #ith small percentage of premium contri"uted "y the employees and remaining "y the
government In private sector such facilities are denied
(-' T.TEST METHOD
Ta3le (-#" Cm4ar5s! / J3 Sa65s/a965! 5! G>er!me!6 a!<
Pr5>a6e Hs456al Em4l7ees
Let us ta&e the h746heses ,"
5
o
W There is no difference "et#een G5 and P5 regarding jo" satisfaction
5
*
W G5 have more jo" satisfaction than P5
6.6es6 A;ree
s6r!;l7
,
SmeCha6
A;ree
#
Ne56her A;ree
Nr D5sa;ree
'
SmeCha6
D5sa;ree
1
D5sa;ree
S6r!;l7
?
:o of o"servation G5$P5
n
.4!.4 .4!.4 .4!.4 .4!.4 .4!.4
)ean X 0!*/ */,!,,/ 31/!/01 00,!/4 ,/,!*01
Standard deviation S 01- 000 .1* ../ ,/1
Calculated values of t +/32 +.34 -21 *0- *.2
Degrees of freedom

Wn
*
Un
,
+,
12 12 12 12 12
Ta"le value of t t44/6127 *0. *0. *0. *0. *0.
The calculated value of YtY is greater than the ta"le value in case *! ,! and - 5ence!
5
4
is rejected in cases *! , and - sho#ing there is a difference! Government hospital has less
jo" satisfaction level than the private hospital
The calculated value of t is less than the ta"le values in cases . and /
5ence 5
4
is accepted in cases . and / sho#ing there is no significant difference to the
disagreement level to the jo" satisfaction in government hospital and private hospital
T.Tes6 Me6h<
Ta3le (-'" Cm4ar5s! / Be!e/56s
Let us ta&e the h746heses #%
5
4
WThere is no difference "et#een G5 and P5 regarding the "enefits provided
5
*
WG5 provide less "enefits than P5
6.6es6 A;ree
s6r!;l7
,
SmeCha6
A;ree
#
Ne56her A;ree
Nr D5sa;ree
'
SmeCha6
D5sa;ree
1
D5sa;ree
S6r!;l7
?
:o of o"servation G5$P5
n
.4!.4 .4!.4 .4!.4 .4!.4 .4!.4
)ean X
3.-!/.-
,-*.!*31
*
-*.!3.- -*.!*420 420!.0
Standard deviation S ,41 -..- ,*-, ,/** *4-,
Calculated values of t -0, *20 +//, +/1/ +012
Degrees of freedom

W n
*
Un
,
+,
*, *, *, *, *,
Ta"le value of t 44/6*,7 *12 *12 *12 *12 *12
The calculated values of YtY are greater than the ta"le value in all cases *! ,! -! . and / 5ence
5
4
is rejected in all the five cases It sho#s there is difference The "enefits li&e overall "enefits
pac&age! vacation! sic& leave! health care! retirement! and disa"ility are more in government
hospital than in private hospital
CHAPTER + 0
IMPLICATIONS OF STUDY
The study reveals that jo" satisfaction of private hospital employees is more than
government hospital employees as a result! specialist doctors move in private hospitals due to
availa"ility of modern eDuipments! good #or&ing conditions! recognition and challenging #or& and
chances of advancement The nurses and paramedical staff are happier in government hospital due
to high salary as compared to private hospital and less #or& Due to high jo" security in government
hospital the nurse and paramedical people do not support the doctors in performing operations and
medical duties The class four people sho# diso"edience in performing their duties pertaining to
cleaning and maintaining the hospital premises! rather these people enjoy their #or&ing more in
government hospital than private hospital ie #hy the private hospitals are al#ays in short of nurses
I paramedical staff In government sector the promotion is on seniority "asis than on performance
and is timely These people have access to political persons The Duality of health care in
government hospital is almost degraded due to lac& of latest instruments and support of staff #hich
led to the proliferation of private hospitals in Ludhiana city There is one government hospital and
four "ig reno#ned hospitals li&e Dayanand )edical College and 5ospital! Christian )edical
College and 5ospital! )ohan Dai =s#al 5ospital and Apollo 5ospital recently came into operation
in ,44/ These all are super specialty hospitals #ith a capacity of more than /44 "eds each
The Punja" Government in ,440 appointed the doctors and paramedical staff on contract
"asis in rural areas #ith a lucrative salary especially for graduate doctors as they are under paid in
private hospitals This has resulted in the shortage of junior doctors in private hospitals :o# the
government is revising its healthcare machinery "y appointing more doctors and paramedical staff
on contract "asis even in ur"an areas in order to deliver the "etter health care facilities to poor
section of the society for #hich responsi"ility of healthcare lies on government The contractual
la"our policy helps the government to &eep a trac& of highly performing staff so that they #ill enter
into jo" on achievement "asis
The doctors get a competitive e@posure in the private hospital and their s&ills are optimally
utiliAed and they are promoted on performance "asis only The private hospital has an edge over
government hospital in terms of infrastructure! autonomy given "y management on clinical
activities and improvement in the clinical processes The sponsoring of doctors to fello#ship
programmes and nurses and paramedical staff to diploma courses is done on the "asis of
achievement and performance They are provided #ith su"sidiAed houses and canteen facilities Due
to a"ove reasons the healthcare is going day "y day into the private hands from government as there
is efficient management in terms of manpo#er! materials! eDuipments! procedures and funds
CHAPTER + ,$
SUGGESTIONS A RECOMMENDATIONS
IN THE FOLLO@ING AREAS
Oaria"le #hich have a significant impact on satisfaction level
6a7 >o" security
6"7 >o" "enefits
Areas of dissatisfaction in Government 5ospital%
* Superior+su"ordinate relationship
, Lac& of infrastructure an support from staff
- ?or&ing conditions
. Participation in decision ma&ing and recognition of #or&
Areas of dissatisfaction in Private 5ospital%
6a7 >o" security
6"7 Benefits
In government hospital the satisfaction level can "e increased "y providing "etter
infrastructure! latest eDuipments! decentraliAing the po#er to ma&e decisions! ma&ing adeDuate
planning! giving performance "ased promotions! "y giving re#ards in recognition to good #or&!
giving priority to Duality of #or& and "y imparting adeDuate training to upgrade &no#ledge and
s&ill of employees through of seminars! #or&shops and medical camps The senior should
contri"ute to the development of juniors "y sharing their e@perience #ith juniors! and "y avoiding
the political interference
In private hospital the employees satisfaction level can "e increased further "y giving fair
salary to the employees! "y providing security of jo"! giving retirement "enefits li&e pension!
gratuity! leave encashment! adeDuate num"er no of leaves! health and insurance policies
CHAPTER + ,,
CONCLUSION OF STUDY
The survey has "rought certain features regarding the jo" satisfaction of government and
private hospital employees The prominent areas of satisfaction among government hospital
employees are jo" security and "enefits #here as in private hospital areas of satisfaction are good
#or&ing conditions! "etter superior+su"ordinate relationship! interpersonal relations! promotion on
performance "asis and recognition of good #or& The employees of government hospital are
dissatisfied mainly due to lac& of adeDuate and modern infrastructure! interference of seniors!
"ureaucracy and politicians in the #or&ing of physicians! nurses and paramedical staff! lac& of
support! diso"edience from lo#er staff and lagging "ehind the private hospital in terms of up
gradation of eDuipments The prominent area of dissatisfaction in private hospital is in terms of
"enefits 6li&e pension! insurance policies7 and jo" security Thus the government hospital is not at
par #ith private hospital
JJJJJJJJJJ
BUESTIONNAIRE OF STUDY
TTTTTTT 5ospital
?e need your helpZ Gour ans#ers to the follo#ing Duestions #ill "e an important part of the
an organiAational revie# "eing competed for TTTT 5ospital Please ta&e a fe# minutes to
complete this survey! and return it today The information you provide #ill "e completely
anonymous
* 5o# #ould you descri"e the level of your overall jo" satisfaction #ith your #or& at
TTTTT5ospitalR Circle one ans#er
Ver7 Sa65s/5e< Ver7 D5ssa65s/5e<
* , - . /
Descri"e your level of agreement$disagreement #ith each statement "y circling one num"er for
each statement
A;ree
S6r!;l7
D5sa;re
e
S6r!;l
7
, I understand the long+term plan of
TTT5ospital
* , - . /
- I have confidence in the hospital leadership to
implement the plan
* , - . /
. There is adeDuate planning of hospital
o"jectives
* , - . /
/ I contri"ute to the planning process at
TTTT 5ospital
* , - . /
0 I am proud to #or& for TTT 5ospital * , - . /
1 I feel I contri"ute to the facilityBs plan and
mission
* , - . /
2 I am given enough authority to ma&e decisions
I need to ma&e
* , - . /
3 )y physical #or&ing conditions are good * , - . /
*4 If I do good #or& I can count on ma&ing more
money
* , - . /
A;ree
S6r!;l7
D5sa;re
e
S6r!;l
7
** If I do good #or& I can count on "eing
promoted
* , - . /
*, I "elieve my jo" is secure * , - . /
*- I feel part of a team #or&ing to#ard shared
goals
* , - . /
*. I li&e the type of #or& that I do * , - . /
*/ I feel valued atTTTT 5ospital * , - . /
*0 I li&e the people I #or& #ith at TTTT
5ospital
* , - . /
*1 I e@perience a spirit of cooperation at
TTTT 5ospital
* , - . /
*2 At TTTT 5ospital I am treated li&e a
person! not a num"er
* , - . /
*3 I am given enough recognition "y management * , - . /
,4 Communications from management are
freDuent enough
* , - . /
,* Communications from management &eep me to
date on the hospital
* , - . /
,, I feel I can trust #hat I am told "y the
management staff
* , - . /
,- ;uality is a top priority at TTTT 5ospital * , - . /
,. )y supervisor as&s me for input to help ma&e
decisions
* , - . /
,/ I feel that my supervisor gives me adeDuate
support
* , - . /
,0 )y supervisor treats me #ith respect * , - . /
,1 I feel that my supervisor treats me fairly * , - . /
,2 )y supervisor tells me #hen my #or& needs to
"e improved
* , - . /
A;ree
S6r!;l7
D5sa;re
e
S6r!;l
7
,3 )y supervisor tells me #hen I do my #or&
#ell
* , - . /
-4 I am provided enough information "y the
5ospital to do my jo" #ell
* , - . /
-* )y initial training provided "y the hospital
#as as much as I needed
* , - . /
-, As much ongoing training as I need is provided
"y the 5ospital
* , - . /
-- I "elieve my salary is fair for my
responsi"ilities
* , - . /
-. I #ould recommend employment at
TTTTT 5ospital to my friend
* , - . /
-/ =verall "enefits pac&age * , - . /
-0 Amount of vacation * , - . /
-1 Sic& leave policy * , - . /
-2 Amount of health care paid for "y health
insurance
* , - . /
-3 'etirement plan "enefits * , - . /
.4 Life insurance * , - . /
.* Disa"ility "enefits * , - . /
., Are there any "enefits you #ould li&e to see added to TTTTT 5ospitalBs "enefits
pac&ageR 6chec& one7
Ges 4
?hat #ould you li&e addedR TTTTTTTTTTTTTTTTTTTTTT
:o 4
.- 5o# long do you plan to continue your employment at TTTTT 5ospitalR 6chec& one7
4 Less than 0 months 4 Less than *4 years
4 Less than * year 4 Indefinitely
4 Less than / years 4 <ntil retirement
.. Please tell us #hat TTTTT 5ospital can do to increase your satisfaction as an employee
TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT
TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT
TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT
The follo#ing Duestions are for statistical use only The information #ill not "e used to attempt
to identify individuals This section is optional! "ut #ould help our analysis of the data
Chec& one "o@ for each Duestion
./ ?hat is your ageR
<nder ,* 4
,* to -. 4
-/ to .. 4
./ to /. 4
// or older 4
.3 5o# many children under the
Age of *2 do you haveR
:one 4
=ne 4
T#o 4
Three 4
9our 4
9ive or more 4
.0 5o# long have you #or&ed for
TTTTT 5ospitalR
.1 ?hat is your se@R
)ale 4
9emale 4
/4 ?hat is your income "efore ta@ per month from
this jo"! including overtime and "onusesR
Less than 's*4!444 4
's*4!444 to less than 's,4!444 4
's,4!444 to less than 's-4!444 4
's-4!444 to less than 's.4!444 4
's.4!444 to less than 's/4!444 4
's/4!444 or more 4
.2 ?hat is your marital statusR
)arried 4
<nmarried 4
Please re68r! 78r e!65re H8es65!!a5re /8l/5lle<-
Y8r hel4 a!< 78r 5!486 are ;rea6l7 a<m5ra3le-
BIBLI=G'AP5G
BOOKS
Tripathi! PCM Personal *anagement and (ndustrial +elations, Sultan Chand and Sons!
:e# Delhi ,444
Shan&ar! B)M Principles of Hospital Administration and Planning, >aypee Brothers!
:e# Delhi! ,44,
Cha""ra! T:M Human +esource *anagement ,oncepts and (ssues, Danpat 'ai and
Company Limited! :e# Delhi! ,44/
(unders! GDM Hospital -acilities Planning and *anagement, Tata )cGra#+5ill
Pu"lishing Company! :e# Delhi! ,44/
J8r!al, Ma;aD5!es
=ison David SM +elationship etween hospital pharmacists jo" satisfaction and
involvement in clinical activities!L 5ealthy+system Pharmacy >ournal >une *! *330! Ool :o
/-! pp ,2*+,2.
To&ar D)! and Su"ich L)! +elative contriutions of congruence and personality
dimensions to .o satisfaction, >ournal of Oocational Behaviour! :ovem"er *4! *331! vol
11! pp 14-+1.2-
(h#aja A! ;ureshi '! Andrades )! 9atima S! and (h#aja ?! ,omparison of .o
satisfaction and stress among male and female doctors in teaching hospital of /arachi,
Social Psychiatry and Psychiatric 8pidemiology! )ay /! *333! vol 0! pp -4*+-42
Lopoplo B 'osalie! The +elationship of +ole0+elated variales to 1o satisfaction and
commitment to the organi"ation in a +estructured Hospital 2nvironment3 Physical Therapy
>ournal =cto"er *4! ,44,! vol 2,! pp 32.+333
Oerhaeghe '! )a& ' and Oan )aele G! 1o stress among middle0aged healthcare
workers and its relation to sickness asence, Stress and 5ealth% >ournal of the International
society for investigator of stress! April */! ,44-! vol /! pp ,0/+,1.
'andha#a G! 1o satisfaction and work performance' An empirical study, IBAT
>ournal of )anagement! =ct ,4! ,44.! vol /0! pp 14+24
Byaliss '! The national health service versus private and complementary medicine,
British )edical >ournal >une *4! ,44.! vol 00! pp 3/+*44
Singeser! ,areer and 1o satisfaction, The AS5A Leader >une *,! ,44.! vol ,4! pp
*.+,4
Tan&a Geeti&aM A comparative study of +ole 4tress in )overnment and Private
Hospital3 >ournal of 5ealth )anagement Decem"er *! ,440! vol 2! pp **+,,
Salgado >9! The five factor model of personality and .o performance in the 2uropean
community, >ournal of Applied Psychology >an -! *331! vol 3! pp .42+.-4
(anfer! every theory as a predictor of productivity and work quality, Bulletin! >uly
*-! *334! vol 14! pp /4+04
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