project report on placement, induction and training at dmc&h, ldh.doc

7/28/2019 Project report on placement, induction and training at DMC&H, Ldh.doc

1/66

PROJECT REPORT

On

PLACEMENT, INDUCTION AND TRAINING

at

DAYANAND MEDICAL COLLEGE & HOSPITAL, LUDHIANA

Submitted to:

SUBMITTED BY:

ROLL NO.

1


2/66

2


3/66


4/66


5/66

CHAPTER-1

INTRODUCTION

OF

DAYANAND MEDICAL COLLEGE

&

HOSPITAL

5


6/66

WHY AT DAYANAND MEDICAL COLLEGE & HOSPITAL?

Dayanand Medical College and Hospital is a large organization .At present times

hospitals are defined as industry. It has a large number of employees working at

different levels. Certain employees are employed at class 4 level and many are workingat class 1,2,3 levels respectively. Hence it is important to know that how placement,

induction & training is carried out here. It is important because if right type of persons is

placed on right jobs and they are properly introduced to the organization and given

proper type of training during the jobs then and then only maximum output can be

withdrawn from the input utilized. Thus in such a big organization where each day

people come, join and resign and recruitments and selections are made, it is most

important to study the topic. Being one of the most prestigious institution in north, I feel

it is important to present a view to every reader that why this hospital has gained a

reputation in the society. It is important for every body to know that in case of such a big

institute how the work is being carried out in a smooth manner and each of employee is

satisfied with whatever hospital is giving them.

Hence I thought it worthwhile knowing the opinions of a big institute like DMC&H. This

will give them a chance to know that their opinions are given weight to. It would also

enable me to know the problems faced by them.

In this study, I aim at knowing the various procedures of induction and training and how

have these processes are helpful in getting right person for the organization.

6


7/66

BRIEF HISTORY OF D.M.C &HOSPITAL

A devoted personality, Dr. Banarsi Dass Soni, Ex. Capt. I.M.S. with a

missionary zeal for medical education and patient care, conceived the idea of providing

much needed medical care to the people. This noble idea bloomed in the form of Arya

Medical School in the year 1934. It was started in a rented building in the Civil Lines,

Ludhiana. Admission was limited to only 20 students in the beginning.

It was only in the year 1964 that, consistent with the policy of the

Government, the Arya Medical School flowered into a full-fledged MBBS College, which

came to be known as Dayanand Medical College. The management of this college was

taken over by a galaxy of prominent people of Ludhiana, who formed an organization

known as the Managing Society of Dayanand Medical College & Hospital, Ludhiana, aminority Institution and Late Shri H.R. Dhanda, a prominent industrialist of the town,

became its Founder-President.

The college is recognized for the MBBS Course by the Medical Council of India

and is affiliated to the Baba Farid University of Health Sciences, Faridkot. It admits 70

students every year to the MBBS Course.

Super-specialties of Neurosurgery, Neurology, Plastic Surgery including micro-

vascular surgery, Pediatric Surgery, Urology, Cardiology, Gastroenterology,

Nephrology, kidney Transplant, Oncology, Endocrinology, G.E. Surgery and

Transfusion Medicine are also functioning at this campus and are providing the most

modern care to the patient. The hospital had set up the first Haemo-dialysis unit in

Punjab. All these departments are managed by fully qualified doctors who have at their

disposal, the latest sophisticated investigative gadgets. We have on faculty, 30 DM and

M.Ch doctors. The hospital possesses all kinds of state of art investigative facilities like

Fiber optic Endoscopes including upper as well as lower GI Scopes, Bronchoscopes,

Nasopharyngo-laryngoscope, Colposcope, Hysteroscope and peritoneoscope, apart

from Biochemical Autoanaluysers, Blood Gas analyzer and auto cell counter

Somatosensory Evoked Response Testing Whole Body Spiral CT Scan,

Ultrasonography, Echocardiography, EEG & EMG etc.

7


8/66

DMC Hospital is the first and the only institution in India having, in its

Department of Orthopedics, the facility of a unique technique of external fixtures

perfected by the internationally renowned Prof. Organesyan from Russia.

Completion of the multipurpose Dumra Auditorium has added a new

dimension to the curricular and extra curricular activities of the students and staff of the

institution.

The aim of the Managing Society of Dayanand Medical College & Hospital is to

develop the entire institution into a modern and unique place capable of imparting the

best medical education and providing the best opportunity for growth of an all round

development.

Indeed DMCH is one of the unique institution where:

No Compromise is done on Merit,

No weightage is given to cast, creed and color.

Will commitment and holistic concern for environment, ethics and society are the

beacons to escort the humanity in right direction.

8


9/66

CHAPTER II

9


10/66

INTRODUCTION

TO

HUMAN RESOURCE MANAGEMENT

(HRM)

10


11/66

Human Resource Management

The Human Resources Management (HRM) function includes a variety of activities, andkey among them is deciding what staffing needs you have and whether to use

independent contractors or hire employees to fill these needs, recruiting and training the

best employees, ensuring they are high performers, dealing with performance issues,

and ensuring your personnel and management practices conform to various regulations.

Activities also include managing your approach to employee benefits and

compensation, employee records and personnel policies. Usually small businesses (for-

profit or nonprofit) have to carry out these activities themselves because they can't yet

afford part- or full-time help. However, they should always ensure that employees have

-- and are aware of -- personnel policies, which conform to current regulations. These

policies are often in the form of employee manuals, which all employees have.

Note that some people distinguish a difference between HRM (a major management

activity) and HRD (Human Resource Development, a profession). Those people might

include HRM in HRD, explaining that HRD includes the broader range of activities to

develop personnel inside of organizations, including, eg, career development, training,

organization development, etc.

There is a long-standing argument about where HR-related functions should be

organized into large organizations, eg, "should HR be in the Organization Development

department or the other way around?"

The HRM function and HRD profession have undergone tremendous change over the

past 20-30 years. Many years ago, large organizations looked to the "Personnel

Department," mostly to manage the paperwork around hiring and paying people. More

recently, organizations consider the "HR Department" as playing a major role in staffing,

training and helping to manage people so that people and the organization are

performing at maximum capability in a highly fulfilling manner.]

11


12/66

Functional overview and strategy for HRM

These issues motivate a well thought out human resource management strategy, with

the precision and detail of say a marketing strategy. Failure in not having a carefully

crafted human resources management strategy, can and probably will lead to failures in

the business process itself.

This set of resources are offered to promote thought, stimulate discussion, diagnose the

organizational environment and develop a sound human resource management

strategy for your organization. We begin by looking at the seven distinguishable

functions human resource management provides to secure the achievement of the

objective defined above.Following on from this overview we look at defining a human resource strategy.

Finally, some questions are posed in the form of a HRM systems diagnostic checklist for

you to consider, which may prove helpful for you to think about when planning your

development programs for the human resources in your organization, if they are truely

"your most valuable asset."

12
http://www.accel-team.com/human_resources/hrm_08a.htmlhttp://www.accel-team.com/human_resources/hrm_09.htmlhttp://www.accel-team.com/human_resources/hrm_08a.htmlhttp://www.accel-team.com/human_resources/hrm_09.html


13/66

Functions Of Human Resource Management

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

Understaffing loses the business economies of scale and specialization, orders,

customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate

because of modern legislation in respect of redundancy payments, consultation,

minimum periods of notice, etc. Very importantly, overstaffing reduces the

competitive efficiency of the business.

Planning staff levels requires that an assessment of present and future needs of the

organization be compared with present resources and future predicted resources.

Appropriate steps then be planned to bring demand and supply into balance.

Thus the first step is to take a 'satellite picture' of the existing workforce profile

(numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character,

potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead

by amendments for normal turnover, planned staff movements, retirements, etc, in line

with the business plan for the corresponding time frames.

The result should be a series of crude supply situations as would be the outcome of

present planning if left unmodified. (This, clearly, requires a great deal of information

accretion, classification and statistical analysis as a subsidiary aspect of personnel

management.)

What future demands will be is only influenced in part by the forecast of the personnel

manager, whose main task may well be to scrutinize and modify the crude predictions of

other managers. Future staffing needs will derive from: Sales and production forecasts

The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility of labor as a result of training,

work study, organizational change, new motivations, etc.

13


14/66

Changes in employment practices (e.g. use of subcontractors or agency staffs,

hiving-off tasks, buying in, substitution, etc.)

Variations, which respond to new legislation, e.g. payroll taxes or their abolition,

new health and safety requirements

Changes in Government policies (investment incentives, regional or trade grants,

etc.)

What should emerge from this 'blue sky gazing' is a 'thought out' and logical staffing

demand schedule for varying dates in the future which can then be compared with the

crude supply schedules. The comparisons will then indicate what steps must be taken

to achieve a balance.

That, in turn, will involve the further planning of such recruitment, training, retraining,

labor reductions (early retirement/redundancy) or changes in workforce utilization as willbring supply and demand into equilibrium, not just as a oneoff but as a continuing

workforce planning exercise the inputs to which will need constant varying to reflect

'actual' as against predicted experience on the supply side and changes in production

actually achieved as against forecast on the demand side.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to

determine their essential factors) written into a job description so that the selectors

know what physical and mental characteristics applicants must possess, what qualities

and attitudes are desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all

(replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary

multiplied by probable years of service) hence bad buys can be very expensive.

For that reason some firms (and some firms for particular jobs) use external

expert consultants for recruitment and selection.

14


15/66

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high

reputations from existing employers to the recruiting employer. However, the

'cost' of poor selection is such that, even for the mundane day-to-day jobs, those

who recruit and select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale

purposes)

Careers officers (and careers masters at schools)

University appointment boards

Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local media

(e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some

identifying logo as its trade mark for rapid attraction and it must take care not to offend

the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on

which the applicant is to apply (personal appearance, letter of application, completion of

a form) will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements aboutqualifications are thoroughly checked and that applicants unfailingly complete a health

questionnaire (the latter is not necessarily injurious to the applicants chance of being

appointed as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in

employments where hygiene considerations are dominant) should be resolved by

requiring applicants to attend a medical examination. This is especially so where, as for

example in the case of apprentices, the recruitment is for a contractual period or

involves the firm in training costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental

manager), by panels of interviewers or in the form of sequential interviews by different

experts and can vary from a five minute 'chat' to a process of several days. Ultimately

15


16/66

personal skills in judgment are probably the most important, but techniques to aid

judgment include selection testing for:

Aptitudes (particularly useful for school leavers)

Attainments

General intelligence

(All of these need skilled testing and assessment.) In more senior posts other

techniques are:

Leaderless groups

Command exercises

Group problem solving

(These are some common techniques - professional selection organizations often use

other techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good

recruitment. Largely the former consists of teaching interviewers how to draw out the

interviewee and the latter how to rate the candidates. For consistency (and as an aid to

checking that) rating often consists of scoring candidates for experience, knowledge,

physical/mental capabilities, intellectual levels, motivation, prospective potential,

leadership abilities etc. (according to the needs of the post). Application of the normal

curve of distribution to scoring eliminates freak judgments

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best while at work requires

attention to the financial and psychological and even physiological rewards offered by

the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week) are

determined externally (by national bargaining or government minimum wage legislation)

in many occupations but as much as 50 per cent of the gross pay of manual workers is

often the result of local negotiations and details (e.g. which particular hours shall be

worked) of conditions of service are often more important than the basics. Hence there

is scope for financial and other motivations to be used at local levels.

16


17/66

As staffing needs will vary with the productivity of the workforce (and the industrial

peace achieved) so good personnel policies are desirable. The latter can depend upon

other factors (like environment, welfare, employee benefits, etc.) but unless the wage

packet is accepted as 'fair and just' there will be no motivation.

Hence while the technicalities of payment and other systems may be the concern of

others, the outcome of them is a matter of great concern to human resource

management.

Increasingly the influence of behavioral science discoveries are becoming important not

merely because of the widely-acknowledged limitations of money as a motivator, but

because of the changing mix and nature of tasks (e.g. more service and professional

jobs and far fewer unskilled and repetitive production jobs).

The former demand better-educated, mobile and multi-skilled employees much more

likely to be influenced by things like job satisfaction, involvement, participation, etc. than

the economically dependent employees of yesteryear.

Hence human resource management must act as a source of information about and a

source of inspiration for the application of the findings of behavioral science. It may be a

matter of drawing the attention of senior managers to what is being achieved elsewhere

and the gradual education of middle managers to new points of view on job design,

work organization and worker autonomy.

An organization needs constantly to take stock of its workforce and to assess its

performance in existing jobs for three reasons:

To improve organizational performance via improving the performance of

individual contributors (should be an automatic process in the case of good

managers, but (about annually) two key questions should be posed:

o What has been done to improve the performance of a person last year?

o And what can be done to improve his or her performance in the year to

come?).

To identify potential, i.e. to recognize existing talent and to use that to fill

vacancies higher in the organization or to transfer individuals into jobs where

better use can be made of their abilities or developing skills.

To provide an equitable method of linking payment to performance where there

are no numerical criteria (often this salary performance review takes place about

17
http://www.accel-team.com/work_design/index.htmlhttp://www.accel-team.com/work_design/index.htmlhttp://www.accel-team.com/work_design/index.htmlhttp://www.accel-team.com/work_design/index.html


18/66

three months later and is kept quite separate from 1. and 2. but is based on the

same assessment).

On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The

personnel role is usually that of:

Advising top management of the principles and objectives of an evaluation

system and designing it for particular organizations and environments.

Developing systems appropriately in consultation with managers, supervisors

and staff representatives. Securing the involvement and cooperation of

appraisers and those to be appraised.

Assistance in the setting of objective standards of evaluation / assessment, for

example:

o

Defining targets for achievement;o Explaining how to quantify and agree objectives;

o Introducing self-assessment;

o Eliminating complexity and duplication.

Publicizing the purposes of the exercise and explaining to staff how the system

will be used.

Organizing and establishing the necessary training of managers and supervisors

who will carry out the actual evaluations/ appraisals. Not only training in

principles and procedures but also in the human relations skills necessary. (Lack

of confidence in their own ability to handle situations of poor performance is the

main weakness of assessors.)

Monitoring the scheme - ensuring it does not fall into disuse, following up on

training/job exchange etc. recommendations, reminding managers of their

responsibilities.

Full-scale periodic reviews should be a standard feature of schemes since resistance toevaluation / appraisal schemes is common and the temptation to water down or render

schemes ineffectual is ever present (managers resent the time taken if nothing else).

Basically an evaluation / appraisal scheme is a formalization of what is done in a more

casual manner anyway (e.g. if there is a vacancy, discussion about internal moves and

internal attempts to put square pegs into 'squarer holes' are both the results of casual

18
http://www.accel-team.com/techniques/employee_evaluation.htmlhttp://www.accel-team.com/techniques/employee_evaluation.html


19/66

evaluation). Most managers approve merit payment and that too calls for evaluation.

Made a standard routine task, it aids the development of talent, warns the inefficient or

uncaring and can be an effective form of motivation.

Function 4: Employee education, training and development

In general, education is 'mind preparation' and is carried out remote from the actual

work area, training is the systematic development of the attitude, knowledge, skill

pattern required by a person to perform a given task or job adequately and development

is 'the growth of the individual in terms of ability, understanding and awareness'.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks;

Provide the conventional training of new and young workers (e.g. as apprentices, clerks,

etc.);

Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and knowledge

need changes. Meeting these needs is achieved via the 'training loop'. (Schematic

available in PDF version.)

The diagnosis of other than conventional needs is complex and often depends upon the

intuition or personal experience of managers and needs revealed by deficiencies.

Sources of inspiration include:

Common sense - it is often obvious that new machines, work systems, task

requirements and changes in job content will require workers to be prepared;

Shortcomings revealed by statistics of output per head, performance indices, unit

costs, etc. and behavioral failures revealed by absentee figures, lateness,sickness etc. records;

Recommendations of government and industry training organizations;

Inspiration and innovations of individual managers and supervisors;

Forecasts and predictions about staffing needs;

19


20/66

Inspirations prompted by the technical press, training journals, reports of the

experience of others;

The suggestions made by specialist (e.g. education and training officers, safety

engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities such as:

Learning from observation of trained workers;

Receiving coaching from seniors;

Discovery as the result of working party, project team membership or attendance

at meetings;

Job swaps within and without the organization;

Undertaking planned reading, or follow from the use of selfteaching texts and

video tapes;

Learning via involvement in research, report writing and visiting other works or

organizations.

So far as group training is concerned in addition to formal courses there are:

Lectures and talks by senior or specialist managers;

Discussion group (conference and meeting) activities;

Briefing by senior staffs;

Role-playing exercises and simulation of actual conditions;

Video and computer teaching activities;

Case studies (and discussion) tests, quizzes, panel 'games', group forums,

observation exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost effective, to

identify needs to modify or extend what is being provided, to reveal new needs and

redefine priorities and most of all to ensure that the objectives of the training are being

met.

The latter may not be easy to ascertain where results cannot be measured

mathematically. In the case of attitude and behavioral changes sought, leadership

abilities, drive and ambition fostered, etc., achievement is a matter of the judgment of

20


21/66

senior staffs. Exact validation might be impossible but unless on the whole the

judgments are favorable the cooperation of managers in identifying needs, releasing

personnel and assisting in training ventures will cease.

In making their judgments senior managers will question whether the efforts expended

have produced:

More effective, efficient, flexible employees;

Faster results in making newcomers knowledgeable and effective than would

follow from experience;

More effective or efficient use of machinery, equipment and work procedures;

Fewer requirements to implement redundancy (by retraining);

Fewer accidents both personal and to property;

Improvements in the qualifications of staff and their ability to take on tougher

roles;

Better employee loyalty to the organization with more willingness to innovate and

accept change

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an

organization, are difficult to define since a good system of industrial relations involves

complex relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations and

their representatives);

(b) Employers (and their managers and formal organizations like trade and professional

associations);

(c) The government and legislation and government agencies l and 'independent'

agencies like the Advisory Conciliation and Arbitration Service.Oversimplified, work is a matter of managers giving instructions and workers following

them - but (and even under slavery we recognize that different 'managing' produces

very different results) the variety of 'forms' which have evolved to regulate the conduct

of parties (i.e. laws, custom and practice, observances, agreements) makes the giving

and receipt of instructions far from simple. Two types of 'rule' have evolved:

21


22/66

'Substantive', determining basic pay and conditions of service (what rewards workers

should receive);

'Procedural,' determining how workers should be treated and methods and procedures.

Determining these rules are many common sense matters like:

Financial, policy and market constraints on the parties (e.g. some unions do not

have the finance to support industrial action, some have policies not to strike,

some employers are more vulnerable than others to industrial action, some will

not make changes unless worker agreement is made first, and rewards always

ultimately reflect what the market will bear);

The technology of production (the effect of a strike in newspaper production is

immediate -it may be months before becoming effective in shipbuilding);

The distribution of power within the community - that tends to vary over time and

with economic conditions workers (or unions) dominating in times of full

employment and employers in times of recession.

Broadly in the Western style economies the parties (workers and employers) are free to

make their own agreements and rules. This is called 'voluntarism'. But it does not mean

there is total noninterference by the government. That is necessary to:

Protect the weak (hence minimum wage);

Outlaw discrimination (race or sex);

Determine minimum standards of safety, health, hygiene and even important

conditions of service;

To try to prevent the abuse of power by either party.

22


23/66

RESPONSIBILITY OF HR MANAGERS

The HR Manager's involvement in the system of industrial relations varies from

organization to organization, but normally he or she is required to provide sevenidentifiable functions, thus:

To keep abreast of industrial law (legislation and precedents) and to advise

managers about their responsibilities e.g. to observe requirements in respect of

employing disabled persons, not to discriminate, not to disclose 'spent'

convictions of employees, to observe codes of practice etc. in relation to

discipline and redundancy, and similarly to determine organizational policies (in

conjunction with other managers) relevant to legal and moral requirements (see

also 4.).

To conduct (or assist in the conduct) of either local negotiations (within the plant)

or similarly to act as the employer's representative in national negotiations. This

could be as a critic or advisor in respect of trade etc. association policies or as a

member of a trade association negotiating team. Agreements could be in respect

of substantive or procedural matters. Even if not directly involved the personnel

manager will advise other managers and administrators of the outcome of

negotiations.

To ensure that agreements reached are interpreted so as to make sense to those

who must operate them at the appropriate level within the organization (this can

involve a lot of new learning at supervisory level and new pay procedures and

new recording requirements in administration and even the teaching of new

employment concepts like stagger systems of work - at management level).

To monitor the observance of agreements and to produce policies that ensures

that agreements are followed within the organization. An example would be the

policy to be followed on the appointment of a new but experienced recruit in

relation to the offered salary where there is a choice of increments to be given for

experience, ability or qualification.

To correct the situations which go wrong. 'Face' is of some importance in most

organizations and operating at a 'remote' staff level personnel managers can

23


24/66

correct industrial relations errors made at local level without occasioning any loss

of dignity (face) at the working level. 'Human resource management' and the

obscurity of its reasoning can be blamed for matters which go wrong at plant

level and for unwelcome changes, variations of comfortable 'arrangements' and

practices and unpopular interpretation of agreements.

To provide the impetus (and often devise the machinery) for the introduction of

joint consultation and worker participation in decision-making in the organization.

Formal agreement in respect of working conditions and behavior could never

cover every situation likely to arise. Moreover the more demanding the task (in

terms of the mental contribution by the worker to its completion) the more highly

educated the workers need to be and the more they will want to be consulted

about and involved in the details of work life. Matters like the rules for a flextime

system or for determining the correction of absenteeism and the contents of jobs

are three examples of the sort of matters that may be solely decided by

management in some organizations but a matter for joint consultation (not

negotiation) in others with a more twenty-first-century outlook and philosophy.

Human resource management is very involved in promoting and originating ideas

in this field.

To provide statistics and information about workforce numbers, costs, skills etc.

as relevant to negotiations (i.e. the cost of pay rises or compromise proposals,effect on differentials and possible recruitment/retention consequences of this or

whether agreement needs to be known instantly); to maintain personnel records

of training, experience, achievements, qualifications, awards and possibly

pension and other records; to produce data of interest to management in respect

of personnel matters like absentee figures and costs, statistics of sickness

absence, costs of welfare and other employee services, statements about

development in policies by other organizations, ideas for innovations; to advise

upon or operate directly, grievance, redundancy, disciplinary and other

procedures.

24


25/66

Chapter -III

INTRODUCTION

TO

HUMAN RESOURCE DEPARTMENT

AT

D.M.C. & HOSPITAL

25


26/66

HUMAN RESOURCE MANAGEMENT DMCH

1. INTRODUCTION:

In any industry where the end product is through a series of operations, the

basic requirements are capital, machine and the man behind the machine. Hospital is a

service industry where the most important part is the human behavior of the different

categories of workers, Para-medical staff: technical staff: nursing staff junior doctors

and the Consultants. It is, therefore imperative that the human resources are not only

properly. selected after thorough planning, a properly managed Interview process to

include testing but also the necessary skill assessment be carried .out so that every

single person selected fits into the job for which he or she has been selected. It isequally important thereafter that the Human Resources inducted into the organization

are properly received, oriented, guided, trained, nurtured and made useful members of

the organization. To do that we need Human Resource Management par-excellence

STRUCTURE OF ORGANIZATION:

For the Hospital, a separate Cell of Human Resource Management

(Development is part of Management) has been formed and the members of this Cell

are qualified, experienced, and have the necessary spark to carry forward the normally

neglected but the onerous task of Human Resource Management. The Manager HR &

ER & Sr.Personnel Manager are efficiently and effectively performing their assigned

duties without any interference to each others domain.

The following areas are studied and A programme for orientation is made out to

implement with the co-operation of the concerned Head's of Department for specific

services, advice and coordination:

I) An assessment and planning for the future needs of the staff.

II) Recruiting and selecting process including interviews, tests and skill

assessment.

III) Analyses the task, duties, knowledge and personality as part of job analysis.

26


27/66

IV) Lay down Standards of Conduct and Results to be achieved for all categories

of staff. Since this will entail a long process, prioritizing will have to be done.

V) Improve the existing system of performance appraisal so as to get Higher

Performance through proper feedback, guidance and advice.

27


28/66

PROCESS OF ORIENTATION:

Induction training for all new workers so as to instill in them a sense of

belonging, pride in the institution and orientation with various systems and procedures

so that the new staff member fits into the team smoothly. In this, the important aspect is

the attitude of the colleagues and the superiors so that the newcomer feels wanted,

made welcome and is considered an important part of the system. This training to

include:

a) Orientation to the organization and different departments.

b) Training in his own area of work.

Test for fitness for the job.

SKILL UPGRADATION:

For the exiting staff: it is imperative that there should be continuous up

gradation of skills, capability and expertise to fit into the next seniors lot as part of

promotion system. At a later stage, the Skill Standards will also have to be laid down

and a Certification System evolved.

TRAINING:

We already have a Training Team but it has been functioning without a qualified

and experienced officer. There is a need to upgrade it that the training is better

organized with proper Training Aids and the training made more interesting, useful and

result orientated. The Training Team will be part of Human Resource Management.

Some of the areas which .may require action are.

Personal Development in an environment of enthusiasm. Positive thinking vs.

Negative thinking (Pygmalion effect)


29/66

Making Decisions.

Persuasion.

Monitoring tasks directly and indirectly.

HUMAN RESOURCE DEVELOPMENT: Following needs to be done:

Design and implement Development programme.

Building effective teams in each department.

Career plans for development.

Review of system of appraisal including self-appraisal.

Compensation and benefits.

Employee/Union relations:

Intermediary.

Discipline and Grievance handling including that of the female staff.

Procedure to handle grievance of Sexual Harassment and violence against

women.

Safety, Health and Insurance.

Communication forums inter and intra departments.

Human Resource Info base.

Design and implement employee communication system.

EMPLOYEE SATISFACTION:

We all know that customer (patient) is always right and we are all there to

satisfy his/her needs. However, it is emphasized that employee's satisfaction" high

morale, work-culture and climate of complete faith in each other will result in better

performance at all levels and convert itself into better satisfaction of the customer i.e.

the patient and their attendants.

Job Description and Design:

It is equally important that every member of the staff should have a clear idea

about his job for which he is responsible and what are the standards of efficiency laid

29


30/66

down for him and the authority to whom he is answerable. It is to include who, what,

where, when, why and how the job will be performed.

THE CONTROL OVER THE WASTAGE RATE OF HUMAN RESOURCE:

It is also a known fact that in a competitive' world the middle rung and senior

administrators are likely to move horizontally due to global competition. Whenever

offered a better package, security of job, better environment, more percentage of such

staff members are likely to move out to the competitive organizations. Such wastage, if

quantified, is likely to be a heavy drain on our resources. It is, therefore, essential that

our staff is kept satisfied and there is a need to design and implement programme to

improve personal management and administration. It may also be useful to analyses the

reasons when a good staff member leaves the organization, the causes and the

attractions of the alternative job by informal socialization and it is a must to carry out

Exit Interviews for feedback.

INSTITUTION BUILDING AND MANAGEMENT AT THIS JUNCTURE: Some specific

steps are given as under:

Good Leader with professional Managerial skills and a enter- pre-neural

manager. Professional Management - need for reorganization and orientation at the top

level of Administration.

Clear defined goals and missions to be widely shared with employees at

successive levels.

Encouragement of staff at all levels by more communication at

Formal and informal forums. This area needs special emphasis as most of the

problems raise their heads due to lack of

Communication by the main functionaries.

Mechanism to facilitate continuous learning - Interest of staff in self-development.

Use of superannuated consultants as visiting faculty.

Mechanism for interaction with-clients groups- e.g. big Industry, University,

Village/Town Reps., NGO's, Lions/Rotary clubs etc.

30


31/66

Flow of Information - feed back - surveys.

Delegation and Decentralization combined with measure of

Financial autonomy.

Professionalism - The job of administration is as technical and

Specific as any technical stream. Therefore adherence to set of

Professional norms for the staff in the administrative hierarchy must be oriented

to their professional competence.

Innovative and Adaptive Organization - Where no set solutions are forthcoming,

there is need to innovate at all levels. The organization also must adapt with the

passage of time, change in circumstances and work environment.

Structural Charges: Down sizing need, out sourcing (contract

System) re-engineering (redesign to improve quality of service

By the Service provider to the user department) cost reduction

And efficiency achieved through Benchmarking.

31


32/66

CHAPTER IV

INTRODUCTION TO THE SUBJECT

OF

PLACEMENT, INDUCTION

&

TRAINING


33/66

PLACEMENT

DEFINITION: Placement is a process of assigning a specific job to each one of the

selected candidates .it also implies assigning a specific rank and responsibility to an

individual. Matching the requirements of the job with the qualification of a candidate is a

essence of placement.

In the words ofPigors & Myers: Placement is the determination of the job to which an

accepted candidate is to be assigned and his assignment to that job. It is matching of

what the supervisor has reason to think he can do with the job demands. It is a

matching of what he imposes and what he offers

Placement implies assigning a specific rank and responsibility to an individual.

PRINCIPLES OF PLACEMENT

Man should be placed on the job according to the requirements of the job. The job

should not be adjusted according to the qualification or

requirements of the man. Job first, man next, should be the principle of placement

The job should be offered to the man according to his qualifications. The

placement should neither be higher nor lower than the qualifications

The employee should be made conversant with the working conditions prevailing

in the industry and all things relating to the job. He should also be made aware of

the penalties if he commits a wrong.

While introducing the job to the new employee an effort should be made to

develop a sense of loyalty in cooperation in him so that he may realize his

responsibilities better towards the job and the organization.

The placement should be ready before the joining date of the newly selected

person.

33


34/66

The placement in the initial period may be temporary as changes are likely after

the completion of training. The employee may be later transferred to the job

where he can do the better justice.

34


35/66

PLACEMENT PROCEDURE

Collect details about the employee Construct his profile

Match individual profile with the best-suited sub group profile

Compare sub group profile to the job family profile

Match the sub group profile with the best-suited job family profile

Assign the individual to the job family

Assign the individual to specific job after further counseling and assessment

After a candidate has been selected, he should be placed on a suitable job. Placement

is the actual posting of an employee to a specific job. It involves assigning a specific

rank and responsibility to an employee. The line manager takes the placement

decisions after matching the requirements of a job with the qualifications of a candidate.

Most organizations put new recruits on probation for a given period of time, after which

their services are confirmed. during this period the performance of the probationer is

closely monitored. if the new recruit fails to adjust himself to the job and turns out poor

performance the organization may consider his name for placement elsewhere. Such

second placement is called differential placement.

Placement is an important human resource activity. If neglected it,

may create employee adjustment problems leading to absenteeism, turnover, accidents,

poor performance, etc,the employee will also suffer seriously. He may quit the

organization in frustration, complaining bitterly about everything. proper placement is

,therefore ,important to both the employee and organization.


36/66

Major Benefits of proper placement:

The employee is able to:

Show good results on the job

Get along with people easily

Keep his spirits high, report for duty regularly

Avoid mistakes and accidents.

Placement, it should be remembered, should be made with as little disruption to the

employees and organization as possible. To this end, new recruits must be oriented

properly so that they become productive contributors. There should be a conscious and

determined effort to adapt the new recruit to the organizations culture. when new

employees know what is expected of them, they have better organizational performance

and less frustration and uncertainty.

INDUCTION

Inductions may be viewed as the socializing process by which the organization seeks to

make an individual its agent for the achievement of its objectives and the individual

seeks to make an agency of the organization for the achievement of his personal goals.

Induction is the process of indoctrination, welcoming, acclimitatization, acculturisation

and socialization.

Induction is the welcoming process to make the new employee feel at home and

generate in him a feeling of belongingness in the organization.It is a Process of inducting or installing somebody formally into office or it is a

preparatory training (formal introduction) for new employees.

Soon after joining the employees in general are put through an induction schedule. The

objective of this schedule is to familiarize the newcomer with the organizations values,

philosophies, objectives, functions and operations as quickly as possible.

36


37/66

OBJECTIVES OF INDUCTION

An induction program is designed to achieve the following objectives:

To help the newcomer overcome his natural shyness and nervousness in

meeting new people in a new environment.

To build up the new employees confidence in the organization and in himself so

that he may become an efficient employee.

To foster a close and cordial relationship between the newcomers and the old

employees and their supervisors.

To reduce start-up time and costs.

To reduce Labour turnover and absenteeism.

To increase the performance level of the existing employees.

INDUCTION PROGRAMME

1) Organizational issues

History of company Overview of production process

Names and titles of key executives company polices and rules

Employees title and department disciplinary procedures

Layout of physical facilities employees hand book

Probationary period safety steps

Products/services offered

2) Employee benefits

Pay scales, pay days training avenues

Vacations, holidays counseling

Rest pauses insurance, medical,

recreation, retirement

3) Introductions

To supervisors to trainers

To co-workers to employee counselor

37


38/66

4) Job duties

Job location overview of jobs

Job tasks job objectives

Job safety needs relationship with other jobsTRAINING

Training may be viewed as a systematic and planned process which has organizational

purpose to impart and provide learning experiences, that will bring about improvement

in an employee and thus enabling him to make his contribution in greater measure in

meeting the goals and objectives of an organization.

Training refers to the acquisition of knowledge, skills, and competencies as a result of

the teaching of vocational or practical skills and knowledge that relates to specific useful

skills

Training is the act of increasing the knowledge and skill of an employee for doing a

specified job.

Training is used to indicate the only process by which the aptitudes, skills and abilities

of employees to perform specific jobs are increased.

The function of training is the process of aiding employees to gain effectiveness in their

present and future work.

FEATURES:

Increases knowledge and skills for doing a particular job; it bridges the gap

between job needs and employees skills, knowledge and behaviors

Focuses attention on the current job; it is job specific and addresses particular

performance deficits or problems.

38


39/66

Concentrates on individual employees; changing what employees know, how

they work, their attitude toward their work or their interactions with their co-

workers or their supervisors.

Tends to be more narrowly focused and oriented toward short-term performance

concerns.

Why training is indispensable in any organization?

Newly recruited employees required training so as to perform their tasks

effectively. Instruction, guidance, coaching help them to handle jobs competently,

without any wastage.

Training is necessary to prepare existing employees for higher- level jobs

(promotion).

Existing employees require refresher training so as to keep abreast of the latest

developments in job operations. In the face of rapid technological changes, this is

an absolute necessity.

Training is necessary when a person moves from one job to another (transfer).

After training, the employee can change jobs quickly, improve his performance

level and achieve career goals comfortably.

Training is necessary to make employees mobile and versatile. They can be

placed on various jobs depending on organizational needs.

Training is needed to bridge the gap between what the employees has and what

the job demands. It is needed to make employees more productive and useful in

the long run.

Training is needed for employees to gain acceptance from peers (learning a job

quickly and being able to pull their own weight is one of the best ways for them to

gain acceptance).

39


40/66

OBJECTIVES OF TRAINING:

The training objectives are lead down keeping in view the organization goals and

objectives. General objectives of any training program are as follows:

To help develop capacities and capabilities of the employees-both new and old

by upgrading their skills and knowledge so that the organization could gainfully

avail of their services better for higher grade professional, technical, sales or

production positions within the organization

To help existing employees in improving their levels of performance on their

present job assignments.

In case of new employees, training has its objective to provide them with basic

knowledge and skill they need for an intelligent performance of their specific task.

To bring about efficiency and effectiveness in an organization, so that the

organization may remain competitive in highly competitive market situations and

for the achievement of organizational goals

The aim of training is to create in them self consciousness and a greater

awareness to recognize their responsibilities and contribute their very best to the

organization they serve.

The apprenticeship programmers aiming at improving the skills of the present

employees come to the aid of the company to tide over the position by making

available their requirements of the personnel from within the organization.

Training plays a significant role in dynamic companies, which are more than

often on the run for their survival, to bring about technological changes like

automation, highly mechanized, and computer oriented systems, which may in

their turn create new problems, new methods, new procedures, new equipments,

new skills and knowledge, new jobs, new products and services.

BENEFITS OF TRAINING

Training makes an employee more useful to a firm

40


41/66

Training makes employees more efficient and effective and by using their skills

effectively, they can produce more with minimum effort

Training enables employees to secure promotions through which they can realize

their career goals comfortably

Effective Training would minimize mistakes and would lead to job satisfaction

among employees and increase their morale.

Effective use of resources would lead to elimination of wastage to a great extent

thus help in increasing the productivity.

Training improves the knowledge of employees regarding the tools and

equipments and hence trained employees need not to be put under close

supervision.

Implementation of training methods:

Training methods are usually classified by the location of instruction. On the Job

training is provided when the workers are taught relevant knowledge, skills and

abilities at the actual work place; Off-the-job training, on the other hand, requires that

trainees learn at a location other than the real works part. Some of the widely used

methods are listed below.

I) ON THE JOB METHODS

JOB INSTRUCTION TRAINING (JIT)

The JIT method is a fourth step instructional process involving preparation,

presentation, performance try out & follow up. It is used primarily to teach

workers, how to do their current jobs. The four steps followed are:

i) The trainee receives an overview of the job, its purpose and its desired

outcomes, with a clear focus on the relevancy of training,

41


42/66

ii) The trainer demonstrates the job in order to give the employee a model

to copy. The trainer shows a right way to handle the job.

iii) Next, the employee is permitted to copy the trainers way.

Demonstrations by the trainer and practice by the trainee are repeated

until the trainee masters the right way to handle the job.

iv) Finally, the employee does the job independently without supervision.

COACHING

Coaching is a kind of daily training and feedback given to employees

by immediate supervisors. It involves a continuous process of learning by doing. Itmay be defined as an informal, unplanned training and development activity

provided by supervisors and peers.

Coaching could be put to good use when:

An employee demonstrates a new competency

An employee expresses interest in a different job within the organization.

An employee seeks feedback

An employee is expressing low morale, violating company policies or

practices or having performance problems

An employee needs help with a new skill following a formal training

programme.

MENTORING

Mentoring is a relationship in which a senior manager in an organization assumesthe responsibility for grooming a junior person. Technical, interpersonal and political

skills are generally conveyed in such a relationship from the more experienced

person. A mentor is a teacher, counselor developer of skills and intellect, host.

Guide, example and most importantly, supporter and facilitator. In the realization of

the vision the young person has about the kind of life he wants as an adult. The

42


43/66

main objective of mentoring is to help an employee attain psychological maturity and

effectiveness and get integrated with the organization. In a work situation, such

mentoring can take place at both formal and informal levels, depending on the

prevailing work culture and the commitment from the top management.

The important feature of mentoring may be presented as follows :

Good mentees Good Mentors

JOB ROTATION:

This kind of training involves the movement of trainee from one job to another. Thishelps him to have a general understanding of how the organization functions. The

purpose of job rotation is to provide trainees with a larger organizational perspective

and a greater understanding of different functional areas as well as better sense of their

own career objectives and interests. The cross-trained personnel offer a great amount

of flexibility for organizations when transfers, promotions, or replacements become

inevitable

Job rotation may pose several problems, especially when the traineesare roled on various jobs at frequent intervals. In such a case, trainees do not usually

stay long enough in any single face of the operation to develop a high degree of

expertise. To get the best result out of the system it should be tailored to the needs,

interest, and capabilities of the individual trainee and not be standard sequence that all

trainees undergo

Listen and understand

Challenge and stimulate

learning

Coach

Build self confidence

Provide wise counsel

Teach by example

Act as role model

Share experiences

Offer encouragement

Listen

Act on advice

Show commitment to learn

Check ego at the door Ask for feedback

Are open minded

Are willing to change

Are pro-active

Successful

mentoring

43


44/66

Merits Demerits

Improves participants job skills,

job satisfaction

Increased work load for

participants

Provides valuable opportunities

to network within the

organization

Constant job change may

produce stress and anxiety

Offers faster promotions and

higher salaries to quick learners

Mere multiplications of duties

dont enrich the life of a trainee.

Lateral transfers may be

beneficial in rekindlingenthusiasm and developing new

talents.

Development cost may shoot up

when trainees commit mistakes,handle tasks less optimally.

APPRENTICESHIP TRAINING

Most craft workers such a plumbers and carpenters are trained through formal

apprenticeship program. Apprentices are trainees who spent a prescribed amount of

time working with an experience guide, coach or trainer. Assistantships and internships

are similar to apprenticeships because they also demand high levels of participation

from the trainee. An internship is a kind of on-the job training that usually combines job

training with classroom instruction in trade schools, colleges or universities. One

important disadvantage of the apprenticeship methods is the uniform period of training

offered to the trainees. People have different abilities and learn at varied rated. Those

who learn fast may quit the programme in frustration. slow learners may need additional

training time. Trainees who spent years learning specific skills may find, upon

completion of their programme, that the job skills they acquired are more longer

appropriate.

44


45/66

COMMITTEE ASSIGNMENTS

In this method, trainees are asked to solve an actual organizational problem. The

trainees have to work together and offer solution to the problem. Assigning talented

employees to important committees can give their employees a broadening experience

and can help them to understand the personalities, issues and processes governing the

organization. It helps them to develop team spirit and work united towards common

goals.

II) OFF THE JOB METHODS:

Under this method of training, the trainee is separated from the job situation and his

attention is focused upon learning the material related to his future job performance.

Since the trainee is not distracted by job requirements, he can focus his entire

concentration on learning the job rather than spending his time in performing it. Off the

job training methods are as follows:

VESTIBULE TRAINING:

In this method actual work conditions are stimulated in a classroom. Material, files and

equipments that are used in actual job performance are also used in training. this type

of training is commonly used for training personal for clerical and semi skilled jobs.

ROLE-PLAYING:

It is defined as the method of human interaction that involves realistic behaviour in

imaginary situation. This method of training involves action, doing and practice. The

participants play the role of certain characters such as the production manager,

mechanical engineer, superintendents, maintenance engineer, quality control

inspectors, foreman workers etc.

LECTURE METHOD:

45


46/66

The lecture is a traditional and direct method of instruction. The instructor organizes

the material and gives it to a group of trainees in the form of a talk. To be effective,

the lecture must motivate and create interest among the trainees.

Advantage:

It is a direct method and can be used for a large group of trainees. Thus cost and

time involved are reduced.

Limitation:

It does not provide anything for transfer of training effectively.

CONFERENCE/DISCUSSION APPROACH

In this method the trainer delivers a lecture and involves the trainee in a discussion

so that his doubts about the job are clarified. When big organizations used thismethod, trainer uses audio visual aids such as blackboards, mockups and slides, in

some cases the lectures are videotape or audiotape. Even the trainees presentation

can be tape for self-confrontation and self-assessment. The conference is thus a

group-centered approach where there is clarification of ideas, communication of

procedures and standards to the trainees.

PROGRAMMED INSTRUCTIONS

The subject matter to be learned is presented in a series of carefully planned

sequential units. Theses units are arranged from simple to more complex levels of

instruction. The trainee goes through these units by answering questions or filling

the blanks. This method is, thus, expensive and time consuming.

EVALUATION OF A TRAINING PROGRAMME

The specification of values forms a basis for evaluation. The basis of evaluation and

the mode of collection of information necessary foe evaluation should be determined

at the planning stage. The process of training evaluation has been defined as any

attempt to obtain information on the effects of training performance and to assess

the value of training programme five levels at which evaluation of training can take

place.

46


47/66

CHAPTER V

PLACEMENT, INDUCTION

&

TRAINING

IN D.M.C.& HOSPITAL

47


48/66

PLACEMENT

After a candidate has been selected, he should be placed on a suitable job. Placement

is the actual posting of an employee to a specific job. It involves assigning a specific

rank and responsibility to an employee. The line manager takes the placement

decisions after matching the requirements of a job with the qualifications of a candidate.

Most organizations put new recruits on probation for a given period of time, after which

their services are confirmed. During this period the performance of the probationer is

closely monitored. if the new recruit fails to adjust himself to the job and turns out poor

performance the organization may consider his name for placement elsewhere. Such

second placement is called differential placement.

The following areas are studied and a programme for orientation is made out to

implement with the co-operation of the concerned Head's of Department for specific

services, advice and coordination:

An assessment and planning for the future needs of the staff.

Recruiting and selecting process including interviews, tests and skill assessment.

Analyses the task, duties, knowledge and personality as part of job analysis.

Lay down Standards of Conduct and Results to be achieved for all categories of

staff. Since this will entail a long process, prioritizing will have to be done.

Improve the existing system of performance appraisal so as to get Higher

Performance through proper feedback, guidance and advice.

Test for fitness for the job.

SKILL UPGRADATION:

48


49/66

For the exiting staff: it is imperative that there should be continuous up gradation of

skills, capability and expertise to fit into the next seniors lot as part of promotion system.

At a later stage, the Skill Standards will also have to be laid down and a Certification

System evolved

INDUCTION

Induction training for all new workers so as to instill in them a sense of belonging, pride

in the institution and orientation with various systems and procedures so that the new

staff member fits into the team smoothly. In this, the important aspect is the attitude of

the colleagues and the superiors so that the newcomer feels wanted, made welcome

and is considered an important part of the system. This induction includes:

a) Orientation to the organization and different departments.

b) Training in his own area of work.

INDUCTION PROGRAMME

The HR Department initiates the following steps while organizing the Induction

Programme:

Welcome to the organization

Explain about the company

Show the location / department where the new recruit will work

Give the companys manual to the new recruit

Provide details about various work groups and the extent of unionism within the

company

Give details about pay, benefits, holidays; leave, etc. emphasize the importance

of attendance or punctuality

Explain about future training opportunities and future prospects

49


50/66

Clarify doubts, by encouraging the employees to come out the with questions

Take the employee on a guided tour of buildings, facilities etc. Hand him over to

his supervisor.

Induction Program of Safai Karamchari & Ward Boys:

When Safai Karamcharis & CCH (ward boys) are appointed in D.M.C.& Hospital, the

respective person is sent to sanitation Department where the supervisor gives a brief

introduction about the duties to be performed to the individual. They are further sent for

Biomedical Waste Training where Biomedical Waste Coordinator familiarizes them with

the methods of disposing different types of waste. After this training they are issued a

certificate for completion of training, which is maintained in their personal file records.

(ANNEXURE I)

Induction Program of Staff Nurses: When staff nurses are appointed they report to

Nursing Supridendent, who introduces them to various authorities connected to Nursing

Department. They are briefed about the rules and regulations of the hospital and

nursing protocols. They are further sent for Biomedical Waste Training where

Biomedical Waste Coordinator familiarizes them with the methods of disposing different

types of waste. After this training they are issued a certificate for completion of training,which is maintained in their personal file records. (ANNEXURE I)

Induction Of other categories like clerk cum Computer Operator, Profesionals etc:

An induction schedule is prepared by the Personnel Officer in

HR Department, which is a one-week program, wherein a new appointee has to spend

one hour a day as per schedule and has to meet various Officers, Hospital visit etc.

(ANNEXURE II)

50


51/66

TRAINING:

Training though is an important function of Human resource management and is

an essential for any type of organization but the training team has been functioning

without a qualified and experienced officer. There is a need to upgrade it that the

training is better organized with proper Training Aids and the training made more

interesting, useful and result orientated. The Training Team should be an important part

of Human Resource Management. Some of the areas which .may require action are.

Personal Development in an environment of enthusiasm. Positive thinking vs.

Negative thinking (Pygmalion effect)

Making Decisions.

Persuasion.

Monitoring tasks directly and indirectly.

Following training sessions were conducted by the HR Trainees to cater the need of

training to some extent.

TRAINING TO SECURITY GUARDS IN DMC&H

A training session was organized for security guards of DMCH & HDHI

A training session in the form of presentation was given to the security guards

highlighting their duties, importance and general obligations of security guard towards

the hospital.

Why the presentation was given?

This presentation was given to security because of following reasons:

51


52/66

Training session was organized for them at frequent intervals. This time we were

given the opportunity to impart training to them.

Problem of absenteeism was on increase in them, so it was very much

necessary to make them aware of the pros and cons of their action.

Their grievances were brought into light after the training session. This would not

have been possible in its absence.

It was an attempt to act as a mediator between the HR department and the

security guard so that the departments as well as the security guards interact

face to face. This would facilitate to strengthen their relationship and any issue

pertaining to HR Dept. Would be easily solved in near future.

It was found that there existed some sort of problem in working relationships in

the hospital. So it was an endeavor to highlight the importance of healthy working

relationship.

Through this presentation better clarity and expectations of the management

from security guards were brought into notice.

The knowledge and skills that were expected for a security guard to possess

were highlighted in the presentation.

After the training session, security guard came up their with grievances. Their

grievances are as follows:

1. When security guard give any sort of instruction to the ward boys. The ward boys

dont listen to the instruction given to the security guards and argue with them.

2. Attitude of canteen workers: Security guards complained that canteen workers

just roam around in the corridors in the night shift. and according to Security Guards

point of view it is a sort of indiscipline.

52


53/66

3. Security guards wanted to have a separate place to have their meal: They feel

that there should be appropriate arrangement of the reliever so that incase if the

security guard has to go somewhere than there is someone to work at his place of duty.

4. A Security Guard complained that some security guards dont go to there home and

instead roam in the hospital. This may lead to some problem in future.

5.Contractual Security Guards want that there should be on regular rolls of DMC.

6. Rude behavior of exchange employees: Whenever the security guards ask any

exchange operator to dial a number, they behave in an objectionable manner and treat

their request as unnecessary.

7. Lesser pay to contractual workers as compare to those on regular basis. The

security guards are working on contract through Hawks and Vision expressed their

grievance that they are given lesser pay as compared to their co-workers who are

permanent employees of DMC.

8. The Security Guards who are giving duty on the front of gate complained that the

doctor sometimes behave rudely with them when they ask the staff members to park

their vehicles at the appropriate place.

Steps taken to solve the problems of Security guards:

The grievance related to the misbehavior of ward boys was duly considered and

the stress of good working relationship was given when training session was

given to ward boys.

The Security Guards were told that a change in duty timings can be a solution to

the problem of having a convenient place to sit and have their meal.

53


54/66

As far as difference in the pay scale of contractual workers and regular employees is

concerned. The hospital authorities cannot solve this difference as the ultimate decision

is of the contractor.

INDUCTION PROGRAM FOR NURSES IN DMC

Every newly joined nurse is kept under training for one year

Every nurse is given two sets of documents i.e. List of topics and list of

procedures

Every nurse is required to prepare for the test from these documents every week.

Viva is conducted twice a week.

Final viva is conducted at the end of the year.

After one year of training screening committee reviews the performance of

nurses for putting them on regular grade.

.

54


55/66

CHAPTER-VI

RESEARCH

METHODOLOGY

55


56/66

RESEARCH METHODOLOGY

Introduction

The word research refers to finding the truth about something through a

systematic study.

Research may be done to

-Gain familiarity with a phenomenon or to achieve new insights into it:

-Portray accurately the characteristics of the particular individual, situation or a group:

-Determination the frequency with which phenomenon occurs or with which it is

associated with another:

-Test a hypothesis of a casual relationship between variables.

Justification of the study

As already mentioned in the introduction, I have taken up to do this study, first

of all, considering the importance of employee welfare both in the life of the employees

for they constitute the largest population of the country and important for the

employees as well, since their concern to have the employee morale kept high and

productivity kept high. Besides the morale of the employees are kept high their loyalty

gained, if only the management is concerned about the welfare of the employees.

It is in this context that I decided to study the aspect of Labour Welfare at the

company.

56


57/66

Establishing objectives of the study

First and foremost, it is important in a research study, to have the objective(s)

of the study clearly in mind, i.e. what the researcher looks forward to study. This may

require that the researcher do an extensive review of available literature on the specific

topic or similar topics. It also requires that he discuss it with colleagues and experts.

The Main objective of the current study is:

To find out if Dayanand Medical College & Hospital, Ludhiana being a big

institution takes adequate cares of the Welfare of its Employees, and how the

employees perceive.

This objective may be further explained/subdivided as follows: -

1. To study the different welfare facilities provided in this establishment and

how the employee feels satisfied about it: Any industry is bound by laws of

the country to provide certain amenities for the welfare of its members.

The companies also give extra welfare facilities in view of the good of the

employees and to improve their morale. This study aims at finding out

those facilities.

2. To find out if the facilities provided are satisfactory for the employee: Any

Management can project themselves as providing the various welfare

facilities to the employee. However, this may be only to fulfill the

obligations towards the employees and the government. This may result in

dissatisfaction of the employee and the welfare facilities resulting in not

improving their morale. Therefore it is both important to find if the facilities

are given to the employees and also to find out if they are positively

benefiting them.

3. To know the extent of awareness of the workers regarding welfare

facilities. The workers need to be aware of the various facilities that they

can avail from the organization and from the government and conditions for

getting them. If not, they may not be able to enjoy the privileges which are

their rights and those organizations is willing to give to them.

57


58/66

4. To appreciate the organization for the good that it does to the employees

and to suggest to remedial measures for bettering the morale of the

workers.

58


59/66

59


60/66

CHAPTER VII

DATA PRESENTATION, ANALYSIS

AND INTERPRETATION


61/66

ANALYSIS OF QUESTIONNAIRE

Q.No.1 Do you find the present induction programme effective?

A. Yes

B. No

Q.No.1

75%

25%

A

B

Q.No.2 Do you feel that there should be any improvement in the induction programme?

A. Yes

B. No

Q.No.2

A

47%B

53%

A

B

Q. No.3 How should the induction Programme be organized?

A. Individually

B. Group wise

C. Department wise


62/66

Q.No.3

12%

32%56%

A

B

C

Q.No.4 Out of the following which topics had been covered in your Induction

Programme?

o Organizational Issues like history of the Hospital

o Employees Benefits like pay scales, benefits

o

Introduction to supervisors, co-workerso Job duties like Job location, overview of jobs

A. All

B. Employee benefits, Introduction to supervisors, job duties

Q.No.4

52%

48% A

B

Q.No.5 After the induction Programme how much time does your socialization process

takes ?

A. 1 day

B. 3-7 days

62


63/66

Q.No.5

22%

78%

A

B

Q. No. 6 is there any checklist approach to check the effectiveness of the Induction

Programme?

A. Yes

B. No

Q.No.6

37%

63%

A

B

Q.No.7 Do you feel that there should be any checklist approach ?

A. Yes

B. No

Q.No.7

63%

37%

A

B

Q.No.8 According to you what method should be followed to implement the checklist

approach?

A. Observation method

B. Questionnaire

63


64/66

Q.No.8

32%

68%

A

B

Q.No9 How is training programme given to you ?

A. Lectures

B. Practical Training

C. Seminars

Q.No.9

63%15%

22%

A

B

C

Q.No.10 How frequently is the training given to employees in a year?

A. Weekly

B. Monthly

C. Quarterly

Q.No.10

8%

43%

49%

A

B

C

64


65/66

Q.No.11 Do you feel that the existing training programme is effective?

A. Yes

B. No

Q.No.11

82%

18%

A

B

Q.No.12 According to you who should be imparted training?

A. Fresher

B. Seniors

C. Both

Q.No.12

17%

12%

71%

A

B

C

.

65


66/66

project report on placement, induction and training at dmc&h, ldh.doc

Documents