A study on

WORK LIFE BALANCE AMONG NURSES

With reference to

MEDICOVER HOSPITALS, Visakhapatnam

A project report submitted to the GAYATRI VIDHYA PARISHAD in the
partial fulfilment of the requirements for the award of Degree of
BACHELOR OF BUSINESS ADMINISTRAITON
Submitted by
G SATISH KUMAR
Regd. No: 20192009079

Project guide
Ms. Sonia Eapen
Assistant professor

GAYATRI VIDHYA PARISHAD FOR DEGREE AND PG COURSES(A)

AFFILAITED TO ANDHRA UNIVERSITY
(ACCREDITED BY NAAC WITH B++)
RUSHIKONDA
VISAKHAPATNAM
 DECLARATION

I hereby declare that the project report titled “A STUDY ON WORK LIFE
BALANCE AMONG NURSES” with reference to “MEDICOVER HOSPITALS,
Visakhapatnam” submitted by me to GAYATRI VIDHYA PARISHAD(A)
(Autonomous) is a genuine work done by me and is not submitted to any other
university or published at any time before.

This project work is partial fulfilment of the requirements for the award of
BACHELOR OF BUSINESS ADMINISTRATION .

Place: VISAKAPATNAM

Date:

[ G. SATISH KUMAR ]

Regd no: 2019-2009079

i
 CERTIFICATE

This is to certify that the project report entitled “A STUDY ON WORK LIFE
BALANCE” with reference to “MEDICOVER HOSPITALS, VISAKAPATNAM”
submitted to GAYATRI VIDHYA PARISHAD FOR DEGREE AND PG COURSES(A)
in partial fulfilment of requirement for the award of Degree of bachelor of Business
Administration is a record of original and independent research work done by SATISH
KUMAR GUNTA under my guidance and supervision.

Place: Visakhapatnam

Date:

Mrs. Sonia Eapen

Assistant professor

ii
ACKNOWLEDGEMENT
I am very much thankful to the entire team of MEDICOVER HOSPITALS
for considering my internship request and facilitating in all means and thus having
made this organization study a fruitful one.
I would like to express my sincere gratitude to MR.S. CHANDRA SHEKHAR (HR
Manager) for his continuous support, valuable guidance and encouragement during the entire course
of the project work.

I would like to forward my sincere thanks and gratitude to our principal Prof. S. RAJANI
for availing me the opportunity to do this project work.

I would like to forward my sincere thanks and gratitude to Dr. P.V MOHINI, Head of the
Department of BBA, for her motivation and guidance during the course of study.

I would like to thankful to Ms. Sonia Eapen, Asistant Professor, Department of

management studies, GAYATRI VIDHYA PARISHAD FOR DEGREE AND PG COURSES for
coordinating the project work and giving me the guidance. Because of this entire person’s scholarly
guidance, meticulous care, inspiring suggestions and perspective criticism, without which this project
could not have seen the light of the day.

[ G. SATISH KUMAR]

Regd no: 2019-2009079

iii
 PREFACE

The term “work” is being used here referring to paid work or employment. The
term “Work life balance” is a contested term, with many alterations suggested, such as “work
life integration”, Work life interface”, Work life Masonic”, Work life reconciliation”, or
Work life coordination”. As early as 1960’s researchers have begun to study and find some
imbalance between work and personal life. Various studies on work life thereafter finds that
what happened at the workplace have significant impact on individuals and their families.
Work life balance means adjusting the pattern of work so that your employees can benefit
from a better fit between their work and areas of their personal life and in long run hope to
achieve sustainable development and profitability. The profitability and productivity of
organization depends on two factors that are interrelated performance and commitment of
employees. These factors depend on workforce of the organization. But every employee has
two aspects of his/her being personal life and professional life. Both of these are difficult to
separate and form a source of conflict. If an organization wishes better productivity and more
committed employees, then they have to be happy and satisfied. The balance is achieved
when an individual’s right to a fulfilled life inside and outside paid work is accepted and
respected, to the mutual benefit of the individual business and society46. Work family
balance is a form of inter role conflict in which role pressures from the work and family
domains are mutually incompatible in some respect.

The balance Empirical studies show availability of work life policies does not
necessarily result in uptake by employees, and thus reduced work life conflict and enhanced
performance, retention and reduced absenteeism. The concept of work-life balance is based
on the notion that paid work and personal life should be seen less as competing priorities than
as complementary elements of a full life. The way to achieve this is to adopt an approach that
is “conceptualized as a two way process involving a consideration of the needs of employees
iv
 as well as those of employers” The work life balance can be defined as a balance between
professional and personal life

CONTENTS
Page
no
CHAPTER-I Introduction (0
1-
 Introduction 01
 Need for the study 0333
 Objectives of the study 04
 Research methodology 05
 Limitations of the study 06
 Framework of the study 07
CHAPTER-II Healthcare Industry-Industry profile (0
 Infrastructure & Technology 8-
08
Hospitality Aminities 10
 International services 1
 Hospital departments 2

CHAPTER-III Work life balance -A conceptual (36

-53)
frame work

 Profile of health care industry 3

 Floor wise available services 6
3
 Department of orthopedics 4
9
 Department of urology
5
 Work experience of nurses

 Working hours 6

CHAPTER-V Summary, findings and Suggestions (85-89)

 Summary
 Findings 88
 Suggestion

v
BIBLIOGRAPHY Questionnaires of work life balance on nurses

ANNEXURE

LIST OF TABLES

CONTENT PAGE NO.

Table 4.1 55

Table 4.2 56

Table 4.3 57

Table 4.4 58

Table 4.5 59

Table 4.6 60

Table 4.7 61

Table 4.8 62

Table 4.9 63

Table 4.10 64

Table 4.11 65

Table 4.12 66

Table 4.13 67

Table 4.14 68

Table 4.15 69

Table 4.16 70

vi
Table 4.17 71

Table 4.18 72

Table 4.19 73

Table 4.20 74

vii
 LIST OF FIGURES

CONTENT PAGE NO.

fig 2.1 22

fig 2.2 23

fig 2.3 23

fig 2.4 24

fig 2.5 24

fig 2.6 32

fig 2.7 33

fig 3.1 58

fig 4.1 72

graph 4.1 84

graph 4.2 86
graph 4.3 88

graph 4.4 90

graph 4.5 92

graph 4.6 94

graph 4.7 96

graph 4.8 98

graph 4.9 100

graph 4.11 102

graph 4.12 104

graph 4.13 106

graph 4.14 108

graph 4.15 110

graph4.16 112

graph 4.17 114

graph 4.18 116

graph 4.19 118

graph 4.20 120

 CHAPTER-Ⅰ
INTRODUCTION
 INTRODUCTION

In organizations and on the home front, the challenge of work life balance is
rising to the top of many employers and employees consciousness. In today/s fast-paced
society, human resource professionals seek options to positively impact the bottom line of
their companies, improve employee morale, retain employees with valuable company
knowledge, and keep pace with workplace trends. In society filled with conflicting
responsibilities and commitments work/life balance has become a predominant issue in the
workplace. Today, in the fast running phase of life, people really find it difficult to manage a
balance between the pressures of work place and the duties of a home-maker, be it a male or
female. Their life hops at either end of a see-saw and often ends up in a juggling life. This
contemporary managerial issue has become a challenging factor of not only the young
corporate who had just started their family life but also the young and middle-aged parents
who needs to provide constant attention to their children who are fast-growing
students/young adults. Adapting to a strategy where an emotional intelligence becomes the
lead factor would help achieve equilibrium of Work-Life Management. The term "work-life
balance" was first coined over 20 years ago in reaction to the trend of the 1970s and 1980s
when men and women began prioritizing work and career goals over family, friends,
community affairs, and leisure activities.

Today, there is an entire industry dedicated to this field. The term work-life
balance is commonly used as a more comprehensive expression to describe policies that have
been previously termed 'family-friendly', but are now extended beyond the scope of the
family. Work-life balance refers to the flexible working arrangements that allow both parents
and non-parents to avail of working arrangements that provide a balance between work
responsibilities and personal responsibilities. The term work-life balance‘ was preferred due
to the fact that it encompasses the experiences and needs of parents and non-parents alike,
and is a more progressive theoretical framework in which to think about new ways of living
and working that are satisfactory to all. In practice, it involves adjusting work patterns so
that everyone, regardless of age, race or gender can find a rhythm that enables them more
easily to combine work and their other responsibilities and aspirations (Pillinger 2001: 1).
Drew, Humphreys and Murphy point out that personal fulfilment was important inside work
sand that satisfaction outside work may enhance employees' contribution to work. Thus,
work-life balance is now the term of choice.
1
 Work-life balance is an issue not just for individuals, but for employers,
the market, the state and society as a whole. The future workforce and consumer market is
dependent on women bearing, and parents raising children. The move from a single male
breadwinner family model to one where both parents participate in paid employment has
made it increasingly difficult to raise children while the workplace continues to be modelled
on male breadwinner workers. Work-family balance evolved into work-life balance partly in
response to workers without family responsibilities who felt that employees with children
were getting benefits that they were not. The term life applies to any non-paid activities or
commitments. While the term does not generally include unpaid work when referring to
work, it could be extended to cover that. Work-life balance issues appear to affect some
groups of people more than others those working long hours, those whose work spills over
into the home as a result of modern technology, those in non-standard employment such as
shift work, those on low incomes, those trying to juggle parenting and paid work, and those
with cultural obligations beyond the family and paid work. In very past years, organizations
looked at work and life as independent domains. Employees were expected to place the
organizations interests ahead of their own. In the past, organizations reacted that, what
happens to employees outside the office is their own business; what they do in the office is
their business. With changing time, attitudes have changed.

Organizations and managers today have come to accept the impact that work-
life has on personal life and vice-versa. Recent years have seen a growing number of
organizations operate under the assumption that personal life and work life are
complementary to each other and not competing priorities. It helps employees balance their
work lives with their personal life and leads to positive outcomes for the employee and the
organization. Therefore, a growing number of organizations have begun to adopt work-life
(family) program or family-friendly practices. Work-life balance is the term used to describe
those practices at work place that acknowledge and aim to support the needs of employees in
achieving a balance between the demands of their family life and work lives. Work Life
Balance can be defined as the perfect integration between work and life both not interfering
with each other. In the current business world, people and organizations are working round
the clock to meet the ever-growing demands.

2
 NEED OF THE STUDY

Work-Life balance has been considered of crucial importance in many Public

and Private Sector Undertakings for establishing and sustaining a productive work culture.
Several initiatives have been taken up by the Government, many experts and industrialists
and even employees in organizations towards maintaining work life balance. Multiple roles
performed by individuals call for better integration between work and non-work issues. Even
Jobs are no more cushy/easy going, they are demanding. Similarly, individual cannot be
effective at work if they are not able to manage their personal lives. Finding time for
socialization is no more a social obligation, but also a real stress buster. There is evidence to
show that the activities outside work positively influence the productivity and creative
potential of employees. Hence, it has been found that work life balance (work life balance) is
not only the source of care and concern, but also that it was the major source of
dissatisfaction for many employees.
The problem of work life balance is clearly linked with withdrawal behaviour,
including employee turnover and some sort of indiscipline or absenteeism. In the present
global scenario every business organisations trying to maintain specific standards and quality
to attain reputation and recognition for their products along with customer satisfaction in
terms of quality of services, products, reasonable price and other offers etc. To achieve the
targets and to with stand in the global market the organisations were expecting and
demanding more work from their employees and also imposing to learn new skills and latest
technology. On the other hand employees are also demanding more from their employers to
improve their social life. They want more time, resources, and support from their employers
to enrich their life particularly other than at their work spot. In the process of attaining preset
targets, work schedules creates more burden, stress and strain to the employees to imbalance
their work and family life and even creates fear and frustration.
Given the relevancy of the topic i.e work life balance among nurses, by
understand the significance of Medicover hospital in health industry, it is felt appropriate to
undertake this

3
 OBJECTIVES OF THE STUDY

The present study was proposed to be conducted with the following objectives.

1)To understand the profile of health care industry in general and MEDICOVER HOSPITAL in
Specific.

2)To understand the concept of Work life balance and its effect on employee performance
3)To study the HRD practices related to work life balance in MEDICOVER HOSPITAL
Visakhapatnam.
4)To offer suggestions to improve HRD practices at MEDICOVER HOSPITAL to enable the
employees to balance their work and life effectively.

4
 METHODOLOGY OF STUDY

Methodology relates to plan of study. It includes data collection, sampling,

processing of data, and finally interpretation of data.

Data Collection

Basically, the data is collected from primary as well as secondary sources.

Primary Data:

This consists of original information gathered for specific purpose. The normal
procedure is by interacting with the people individually and/ or in a group, to get the
required data. For the present study, questionnaire is used to collect the required data.

Questionnaire:

A questionnaire is an instrument to collect primary data. A questionnaire contains to a

series of questions which are arranged in chronological order where each respondent
based to respond.

Secondary Data:

This consists of the information that already exists somewhere, either in some annual
Records or Magazines, websites etc, have been collected for other purpose. For the
present study, secondary data is collected through websites.

Sampling design:

For the present study a simple random sampling was used in which every respondent has
equal chance to include in the sample. A sample size of 50 was taken for the study. At most
care of taken in choosing the sampling.

Data analysis and interpretation:

The collected data was interpreted through tables and graphs and analysed the using simple
arithmetic techniques, pie charts , percentage analysis, bar diagrams.

5
 LIMITATIONS OF THE STUDY

The study is however subjected to certain limitations

1)The study is confined to MEDICOVER HOSPITALS, Visakhapatnam only.

2)The time factor is a major limitation. The whole study was conducted within a
period of 30 days.
3)The study does not cover non doctors and admin staff. The study itself confines to
nurses.
4)There was a difficulty in procuring most of the essential secondary data.
5)Views and opinions of respondents may be changed over time.

SCOPE OF THE STUDY

1) To provide quality healthcare with compassion efficiency.

2) To promote an environment in the hospital that facilitates protection of patients rights
and commitment towards patient care.
3) To provide quality healthcare with compassion efficiency.

6
 CHAPTERIZATION

The study work life balance was presented in following five chapters

CHAPTER 1:

Chapter 1 is consists of introduction to the study it includes need for the study, objectives,
methodology and limitations.

CHAPTER 2: company profile

CHAPTER 3: Hospitality industry.

CHAPTER 4:

Chapter 4 MEDICOVER HOSPITALS Theory and data analytics .

CHAPTER 5:

Chapter 5 discuss about the summary findings and suggestions of the study.

7
 CHAPTER-Ⅱ

INDUSTRY PROFILE

Healthcare industry in India comprises of hospitals, medical devices, clinical trials,

outsourcing, telemedicine, medical tourism, health insurance, and medical equipment. The
healthcare sector is growing at a tremendous pace owing to its strengthening coverage,
services, and increasing expenditure by public as well private players.

The hospital industry in India, accounting for 80% of the total healthcare market, is
witnessing a huge investor demand from both global as well as domestic investors. The
hospital industry is expected to reach $132 bn by 2023 from $61.8 bn in 2017; growing at a
CAGR of 16-17%.

The Indian Medical Tourism market is expected to grow from its current size of $3 bn to $7-
8 bn by 2020

The diagnostics industry in India is currently valued at $4 bn. The share of the organized
sector is almost 25% in this segment (15% in labs and 10% in radiology).

The primary care industry is currently valued at $13 bn. The share of the organized sector is
practically negligible in this case.

70,000 Ayushman Bharat centers, which aim at providing primary health care services to
communities closer to their homes, are operational in India

The market size of AYUSH has grown by 17% in 2014-20 to reach  $18.1 bn and the industry
is projected to reach $23.3 bn in 2022 

Health insurance contributes 20% to the non-life insurance business, making it the
2nd largest portfolio. The gross direct premium income underwritten by health insurance
grew 17.16% year-on-year to reach $6.87 bn in FY20

India has a multi-payer universal health care model that is paid for by a combination of
public and private health insurance funds along with the element of almost entirely tax-
funded public hospitals. The public hospital system is essentially free for all Indian residents
except for small, often symbolic co-payments in some services. At the federal level, a
national publicly funded health insurance program was launched in 2018 by the
Government of India, called Ayushman Bharat. For people working in the organized sector
(enterprises with more than 10 employees) and earning a monthly salary of up to ₹21,000
are covered by the social insurance scheme of Employees' State Insurance which entirely
funds their healthcare (along with unemployment benefits), both in public and private
hospitals. As of 2020, 300 million Indians are covered by insurance bought from one of the
public or private insurance companies by their employers as group or individual plans.
[5] Indian nationals and foreigners who work in the public sector are eligible for a
comprehensive package of benefits including, both public and private health, preventive,
diagnostic, and curative services and pharmaceuticals with very few exclusions and no cost
sharing. Employers are responsible for paying for an extensive package of services for
private sector expatriates (through one of the public or private funds) unless they are
eligible for the Employees' State Insurance. Unemployed people without coverage are
covered by the various state funding schemes for emergency hospitalization if they do not
have the means to pay for it. In 2019, the total net government spending on healthcare was
$36 billion or 1.23% of its GDP. India had allocated 1.8% of it's GDP to health in 2020-21.
Since the country's independence, the public hospital system has been entirely funded
through general taxation.

According to the World Bank, the total expenditure on health care as a proportion of GDP in
2015 was 3.89%. Out of 3.89%, the governmental health expenditure as a proportion of GDP
is just 1.8%, and the out-of-pocket expenditure as a proportion of the current health
expenditure was 65.06% in 2015.

Public healthcare
Public healthcare is free for every Indian resident. The Indian public health sector
encompasses 18% of total outpatient care and 44% of total inpatient care. Middle and
upper class individuals living in India tend to use public healthcare less than those with a
lower standard of living. Additionally, women and the elderly are more likely to use public
services. The public health care system was originally developed in order to provide a means
to healthcare access regardless of socioeconomic status or caste. However, reliance on
public and private healthcare sectors varies significantly between states. Several reasons are
cited for relying on the private rather than public sector; the main reason at the national
level is poor quality of care in the public sector, with more than 57% of households pointing
to this as the reason for a preference for private health care. Much of the public healthcare
sector caters to the rural areas, and the poor quality arises from the reluctance of
experienced healthcare providers to visit the rural areas. Consequently, the majority
of the public healthcare system catering to the rural and remote areas relies on
inexperienced and unmotivated interns who are mandated to spend time in public
healthcare clinics as part of their curricular requirement. Other major reasons are long
distances between public hospitals and residential areas, long wait times, and inconvenient
hours of operation.

Fig:2.1

Osmania General Hospital Hyderabad

Different factors related to public healthcare are divided between the state and national
government systems in terms of making decisions, as the national government addresses
broadly applicable healthcare issues such as overall family welfare and prevention of major
diseases, while the state governments handle aspects such as local hospitals, public health,
promotion and sanitation, which differ from state to state based on the particular
communities involved. Interaction between the state and national governments does occur
for healthcare issues that require larger scale resources or present a concern to the country
as a whole.

Considering the goal of obtaining universal health care as part of Sustainable Development

Goals, scholars request policy makers to acknowledge the form of healthcare that many are
using. Scholars state that the government has a responsibility to provide health services that
are affordable, adequate, new and acceptable for its citizens. Public healthcare is very
necessary, especially when considering the costs incurred with private services. Many
citizens rely on subsidized healthcare. The national budget, scholars argue, must allocate
money to the public healthcare system to ensure the poor are not left with the stress of
meeting private sector payments.

Private healthcare[

Fig 2.2

Hinduja National Hospital at Mumbai, India

Since 2005, most of the healthcare capacity added has been in the private sector, or
in partnership with the private sector. The private sector consists of 58% of the
hospitals in the country, 29% of beds in hospitals, and 81% of doctors.

Fig 2.3

Max Healthcare in Delhi, India

According to National Family Health Survey-3, the private medical sector remains the
primary source of health care for 70% of households in urban areas and 63% of households
in rural areas.[23] The study conducted by IMS Institute for Healthcare Informatics in 2013,
across 12 states in over 14,000 households indicated a steady increase in the usage of
private healthcare facilities over the last 25 years for both Out-Patient and In-Patient
services, across rural and urban areas.[27] In terms of healthcare quality in the private
sector, a 2012 study by Sanjay Basu et al., published in PLOS Medicine, indicated that health
care providers in the private sector were more likely to spend a longer duration with their
patients and conduct physical exams as a part of the visit compared to those working in
public healthcare.] However, the high out of pocket cost from the private healthcare
sector has led many households to incur Catastrophic Health Expenditure, which can be
defined as health expenditure that threatens a household's capacity to maintain a basic
standard of living. Costs of the private sector are only increasing. One study found that over
35% of poor Indian households incur such expenditure and this reflects the detrimental
state in which Indian health care system is at the moment. With government expenditure on
health as a percentage of GDP falling over the years and the rise of private health care
sector, the poor are left with fewer options than before to access health care
services. Private insurance is available in India, as are various through government-
sponsored health insurance schemes. According to the World Bank, about 25% of India's
population had some form of health insurance in 2010. A 2014 Indian government study
found this to be an over-estimate, and claimed that only about 17% of India's population
was insured. Private healthcare providers in India typically offer high quality treatment at
unreasonable costs as there is no regulatory authority or statutory neutral body to check for
medical malpractices. In Rajasthan, 40% of practitioners did not have a medical degree and
20% have not completed a secondary education. On 27 May 2012, the popular
show Satyamev Jayate did an episode on "Does Healthcare Need Healing?" which
highlighted the high costs and other malpractices adopted by private clinics and hospitals.

Medication

In 1970, the Indian government banned medical patents. India signed the 1995 TRIPS
Agreement which allows medical patents, but establishes the compulsory license, where
any pharmaceutical company has the right to produce any patented product by paying a
fee. This right was used in 2012, when Natco was allow to produce Nexavar, a cancer drug.
In 2005, new legislation stipulated that a medicine could not be patented if it did not result
in "the enhancement of the known efficacy of that substance".

Indians consumed the most antibiotics per head in the world in 2010. Many antibiotics were
on sale in 2018 which had not been approved in India or in the country of origin, although
this is prohibited. A survey in 2017 found 3.16% of the medicines sampled were substandard
and 0.0245% were fake. Those more commonly prescribed are probably more often faked.
Some medications are listed on Schedule H1, which means they should not be sold without
a prescription. Pharmacists should keep records of sales with the prescribing doctor and the
patient's details.
Mental healthcare

Fig 2.4

Psychiatry Department, NIMHANS, the apex centre for mental health and neuro studies

education in the country.

Access to healthcare

As of 2013, the number of trained medical practitioners in the country was as high as 1.4
million, including 0.7 million graduate allopath’s. Yet, India has failed to reach its Millennium
Development Goals related to health. The definition of 'access is the ability to receive
services of a certain quality at a specific cost and convenience. The healthcare system of
India is lacking in three factors related to access to healthcare: provision, utilization, and
attainment. Provision, or the supply of healthcare facilities, can lead to utilization, and
finally attainment of good health. However, there currently exists a huge gap between these
factors, leading to a collapsed system with insufficient access to healthcare. Differential
distributions of services, power, and resources have resulted in inequalities in healthcare
access. Access and entry into hospitals depends on gender, socioeconomic status,
education, wealth, and location of residence (urban versus rural). Furthermore, inequalities
in financing healthcare and distance from healthcare facilities are barriers to
access. Additionally, there is a lack of sufficient infrastructure in areas with high
concentrations of poor individuals. Large numbers of tribes and ex-untouchables that live in
isolated and dispersed areas often have low numbers of professionals. Finally, health
services may have long wait times or consider ailments as not serious enough to
treat. Those with the greatest need often do not have access to healthcare.
Fig 2.5

Electronic health records

The Government of India, while unveiling the National Health Portal, has come out with
guidelines for Electronic health record standards in India. The document recommends a set
of standards to be followed by different healthcare service providers in India, so that
medical data becomes portable and easily transferable.

India is considering to set up a National eHealth Authority (NeHA) for standardisation,

storage and exchange of electronic health records of patients as part of the
government's Digital India programme. The authority, to be set up by an Act of Parliament
will work on the integration of multiple health IT systems in a way that ensures security,
confidentiality and privacy of patient data. A centralised electronic health record repository
of all citizens which is the ultimate goal of the authority will ensure that the health history
and status of all patients would always be available to all health institutions.

Rural areas

Rural areas in India have a shortage of medical professionals. 74% of doctors are in urban
areas that serve the other 28% of the population. This is a major issue for rural access to
healthcare. The lack of human resources causes citizens to resort to fraudulent or ignorant
providers. Doctors tend not to work in rural areas due to insufficient housing, healthcare,
education for children, drinking water, electricity, roads and transportation. Additionally,
there exists a shortage of infrastructure for health services in rural areas. In fact, urban
public hospitals have twice as many beds as rural hospitals, which are lacking in
supplies. Studies have indicated that the mortality risks before the age of five are greater for
children living in certain rural areas compared to urban
communities. Full immunization coverage also varies between rural and urban India, with
39% completely immunized in rural communities and 58% in urban areas across
India. Inequalities in healthcare can result from factors such as socioeconomic status
and caste, with caste serving as a social determinant of healthcare in India.
Case study in Rural India

A 2007 study by Vilas Kovai et al., published in the Indian Journal of

Ophthalmology analyzed barriers that prevent people from seeking eye care in rural Andhra
Pradesh, India. The results displayed that in cases where people had awareness of eyesight
issues over the past five years but did not seek treatment, 52% of the respondents had
personal reasons (some due to own beliefs about the minimal extent of issues with their
vision), 37% economic hardship, and 21% social factors (such as other familial commitments
or lacking an accompaniment to the healthcare facility).

The role of technology, specifically mobile phones in health care has also been explored in
recent research as India has the second largest wireless communication base in the world,
thus providing a potential window for mobile phones to serve in delivering health
care. Specifically, in one 2014 study conducted by Sherwin DSouza et al. in a rural village
near Karnataka, India, it was found that participants in community who owned a mobile
phone (87%) displayed a high interest rate (99%) in receiving healthcare information
through this mode, with a greater preference for voice calls versus SMS (text) messages for
the healthcare communication medium

Rural north India

The distribution of healthcare providers varies for rural versus urban areas in North India. A
2007 study by Ayesha De Costa and Vinod Diwan, published in Health Policy, conducted
in Madhya Pradesh, India examined the distribution of different types of healthcare
providers across urban and rural Madhya Pradesh in terms of the differences in access to
healthcare through number of providers present. The results indicated that in rural Madhya
Pradesh, there was one physician per 7870 people, while there was one physician per 834
people in the urban areas of the region. In terms of other healthcare providers, the study
found that of the qualified paramedical staff present in Madhya Pradesh, 71% performed
work in the rural areas of the region. In addition, 90% of traditional birth attendants and
unqualified healthcare providers in Madhya Pradesh worked in the rural communities.

Studies have also investigated determinants of healthcare-seeking behavior (including

socioeconomic status, education level, and gender), and how these contribute to overall
access to healthcare accordingly. A 2016 study by Wameq Raza et al., published in BMC
Health Services Research, specifically surveyed healthcare-seeking behaviors among people
in rural Bihar and Uttar Pradesh, India. The findings of the study displayed some variation
according to acute illnesses versus chronic illnesses. In general, it was found that as
socioeconomic status increased, the probability of seeking healthcare
increased. Educational level did not correlate to probability of healthcare-seeking behaviour
for acute illnesses, however, there was a positive correlation between educational level and
chronic illnesses. This 2016 study also considered the social aspect of gender as a
determinant for health-seeking behaviour finding that male children and adult men were
more likely to receive treatment for acute ailments compared to their female counterparts
in the areas of rural Bihar and Uttar Pradesh represented in the study. These inequalities in
healthcare based on gender access contribute towards the differing mortality rates for boys
versus girls, with the mortality rates greater for girls compared to boys, even before the age
of five.

Urban Areas

The problem of healthcare access arises not only in huge cities but in rapidly growing small
urban areas. Here, there are fewer available options for healthcare services and there are
less organized governmental bodies. Thus, there is often a lack of accountability and
cooperation in healthcare departments in urban areas. It is difficult to pinpoint an
establishment responsible for providing urban health services, compared to in rural areas
where the responsibility lies with the district administration. Additionally, health inequalities
arise in urban areas due to difficulties in residence, socioeconomic status,
and discrimination against unlisted slums.

To survive in this environment, urban people use non-governmental, private services which

are plentiful. However, these are often understaffed, require three times the payment as a
public center, and commonly have bad practice methods. To counter this, there have been
efforts to join the public and private sectors in urban areas An example of this is the Public-
Private Partnerships initiative. However, studies show that in contrast to rural areas,
qualified physicians tend to reside in urban areas. This can be explained by
both urbanization and specialization. Private doctors tend to be specialized in a specific field
so they reside in urban areas where there is a higher market and financial ability for those
services.

Financing

Despite being one of the most populous countries, India has the most private healthcare in
the world. Out-of-pocket private payments make up 75% of the total expenditure on
healthcare. Only one fifth of healthcare is financed publicly. This is in stark contrast to most
other countries of the world. According to the World Health Organization in 2007, India
ranked 184 out of 191 countries in the amount of public expenditure spent on healthcare
out of total GDP. In fact, public spending stagnated from 0.9% to 1.2% of total GDP in 1990
to 2010.

Medical and non-medical out-of-pocket private payments can affect access to

healthcare. Poorer populations are more affected by this than the wealthy. The poor pay a
disproportionately higher percent of their income towards out-of-pocket expenses than the
rich. The Round National Sample Survey of 1955 through 1956 showed that 40% of all
people sell or borrow assets to pay for hospitalization. Half of the bottom two quintiles go
into debt or sell their assets, but only a third of the top quintiles do. In fact, about half the
households that drop into the lower classes do so because of health expenditures. This data
shows that financial ability plays a role in determining healthcare access.

In terms of non-medical costs, distance can also prevents access to healthcare  Costs of
transportation prevent people from going to health centers.[34] According to
scholars, outreach programs are necessary to reach marginalized and isolated groups.

In terms of medical costs, out-of-pocket hospitalization fees prevent access to

healthcare. 40% of people that are hospitalized are pushed either into lifelong debt or
below the poverty line. Furthermore, over 23% of patients don't have enough money to
afford treatment and 63% lack regular access to necessary medications. Healthcare and
treatment costs have inflated 10–12% a year and with more advancements in medicine,
costs of treatment will continue to rise. Finally, the price of medications rise as they are not
controlled.

National Rural Health Mission

To counteract the issue of a lack of professionals in rural areas, the government of India
wants to create a 'cadre' of rural doctors through governmental organizations. The National
Rural Health Mission (NRHM) was launched in April 2005 by the Government of India. The
NRHM has outreach strategies for disadvantaged societies in isolated areas. The goal of the
NRHM is to provide effective healthcare to rural people with a focus on 18 states with poor
public health indicators and/or weak infrastructure.[48] NRHM has 18,000 ambulances and
a workforce of 900,000 community health volunteers and 178,000 paid staff. The mission
proposes creating a course for medical students that is centered around rural
healthcare. Furthermore, NRHM wants to create a compulsory rural service for younger
doctors in the hopes that they will remain in rural areas. However, the NRHM has failings.
For example, even with the mission, most construction of health related infrastructure
occurs in urban cities. Many scholars call for a new approach that is local and specialized to
each state's rural areas. Other regional programs such as the Rajiv Aarogyasri Community
Health Insurance Scheme in Andhra Pradesh, India have also been implemented by state
governments to assist rural populations in healthcare accessibility, but the success of these
programs (without other supplemental interventions at the health system level) has been
limited.
National Urban Health Mission

The National Urban Health Mission as a sub-mission of National Health Mission was

approved by the cabinet on 1 May 2013. The National Urban Health Mission (NUHM) works
in 779 cities and towns with populations of 50,000 each. As urban health professionals are
often specialized, current urban healthcare consists of secondary and tertiary, but
not primary care. Thus, the mission focusses on expanding primary health services to the
urban poor. The initiative recognizes that urban healthcare is lacking due to overpopulation,
exclusion of populations, lack of information on health and economic ability, and
unorganized health services. Thus, NUHM has appointed three tiers that need
improvement: Community level (including outreach programs), Urban Health Center level
(including infrastructure and improving existing health systems), and Secondary/Tertiary
level (Public-Private Partnerships). Furthermore, the initiative aims to have one Urban Public
Health Center for each population of 50,000 and aims to fix current facilities and create new
ones.

Pradhan Mantri Jan Arogya Yojana (PM-JAY)

Pradhan Mantri Jan Arogya Yojana (PM-JE) is an initiative to ensure health coverage for the
poor and weaker population in India. This initiative is part of the government's view to
ensure that its citizens – particularly poor and weaker groups, have access to healthcare and
good quality hospital services without facing financial difficulty.

PM-JAY Provides insurance cover up to Rs 5 lakh per annum to the 100 million families in
India for secondary and tertiary hospitalization. For transparency, the government made an
online portal (Mera PmJay) to check eligibility for PMJAY. Health care service includes
follow-up care, daycare surgeries, pre and post hospitalization, hospitalization expenses,
expense benefits and newborn child/children services. The comprehensive list of services is
available on the website.

Public-private partnership

One initiative adapted by governments of many states in India to improve access to

healthcare entails a combination of public and private sectors. The Public-Private
Partnership Initiative (PPP) was created in the hopes of reaching the health-
related Millennium Development Goals. In terms of prominence, nearly every new state
health initiative includes policies that allow for the involvement of private entities or non-
governmental organizations.
Major programs

Fair Price Shops aim to reduce the costs of medicines, drugs, implants, prosthetics,

and orthopedic devices. Currently, there is no competition between pharmacies and medical
service stores for the sale of drugs. Thus, the price of drugs is uncontrolled. The Fair Price
program creates a bidding system for cheaper prices of medications between drugstores
and allows the store with the greatest discount to sell the drug. The program has a minimal
cost for the government as fair price shops take the place of drugstores at government
hospitals, thus eliminating the need to create new infrastructure for fair price
shops. Furthermore, the drugs are unbranded and must be prescribed by
their generic name. As there is less advertising required for generic brands, fair price shops
require minimal payment from the private sector. Fair Price Shops were introduced in
the West Bengal in 2012. By the end of the year, there were 93 stores benefiting
85 lakh people. From December 2012 to November 2014, these shops had saved
250 crore citizens. As doctors prescribe 60% generic drugs, the cost of treatment has been
reduced by this program. This is a solution to affordability for health access in West Bengal.

The largest segment of the PPP initiative is the tax-financed program, Rashtriya Swasthya
Bima Yojana (RSBY). The scheme is financed 75% by the central government and 25% by the
state government. This program aims to reduce medical out-of-pocket costs for hospital
treatment and visits by reimbursing those that live below the poverty line. RSBY covers
maximum 30,000 rupees in hospital expenses, including pre-existing conditions for up to
five members in a family. In 2015, it reached 37 million households consisting of 129 million
people below the poverty line. However, a family has to pay 30 rupees to register in the
program. Furthermore, it has improved opportunities for family members to enter the
workforce as they can utilize their income for other needs besides healthcare. RSBY has
been applied in 25 states of India.

Finally, the National Rural Telemedicine Network connects many healthcare institutions
together so doctors and physicians can provide their input into diagnosis and
consultations. This reduces the non-medical cost of transportation as patients do not have
to travel far to get specific doctor's or specialty's opinions. However, problems arise
in terms of the level of care provided by different networks. While some level of care
is provided, telemedical initiatives are unable to provide drugs and diagnostic care, a
necessity in rural areas.
Effectiveness

The effectiveness of public-private partnerships in healthcare is hotly disputed. Critics of PPP

are concerned of its presentation as a cure-all solution, by which the health infrastructure
can be improved. Proponents of PPP claim that these partnerships take advantage of
existing infrastructure in order to provide care for the underprivileged.

The results of the PPP in the states of Maharashtra and West Bengal show that all three of
these programs are effective when used in combination with federal health services. They
assist in filling the gap between outreach and affordability in India. However, even with
these programs, high out-of-pocket payments for non-medical expenses are still deterring
people from healthcare access. Thus, scholars state that these programs need to be
expanded across India.

A case study of tuberculosis control in rural areas, in which PPP was utilized showed limited
effectiveness; while the program was moderately effective, a lack of accountability forced
the program to shut down. Similar issues in accountability were seen by the parties involved
within other PPP schemes. Facilitators and private practitioners, when asked about PPP,
identified lack of state support, in the form of adequate funding, and a lack of coordination,
as primary reasons why PPP ventures are unsuccessful.

Quality of healthcare

Fig 2.6

Non-availability of diagnostic tools and increasing reluctance of qualified and experienced

healthcare professionals to practice in rural, under-equipped and financially less lucrative
rural areas are becoming big challenges. Rural medical practitioners are highly sought after
by residents of rural areas as they are more financially affordable and geographically
accessible than practitioners working in the formal public health care sector. But there are
incidents where doctors were attacked and even killed in rural India In 2015 the British
Medical Journal published a report by Dr Gadre, from Kolkata, exposed the extent of
malpractice in the Indian healthcare system. He interviewed 78 doctors and found that
kickbacks for referrals, irrational drug prescribing and unnecessary interventions were
commonplace.

According to a study conducted by Martin Patrick, CPPR chief economist released in 2017
has projected people depend more on private sector for healthcare and the amount spent
by a household to avail of private services is almost 24 times more than what is spent for
public healthcare services.

South India

In many rural communities throughout India, healthcare is provided by what is known as

informal providers, who may or may not have proper medical accreditation to diagnose and
treat patients, generally offering consults for common ailments. Specifically, in Guntur,
Andhra Pradesh, India, these informal healthcare providers generally practice in the form of
services in the homes of patients and prescribing allopathic drugs. A 2014 study by
Meenakshi Gautham et al., published in the journal Health Policy and Planning, found that in
Guntur, about 71% of patients received injections from informal healthcare providers as a
part of illness management strategies. The study also examined the educational background
of the informal healthcare providers and found that of those surveyed, 43% had completed
11 or more years of schooling, while 10% had graduated from college.

In general, the perceived quality of healthcare also has implications on patient adherence to
treatment. A 2015 study conducted by Nandakumar Mekoth and Vidya Dalvi, published
in Hospital Topics examined different aspects that contribute to a patient's perception of
quality of healthcare in Karnataka, India, and how these factors influenced adherence to
treatment. The study incorporated aspects related to quality of healthcare including
interactive quality of physicians, base-level expectation about primary health care facilities
in the area, and non-medical physical facilities (including drinking water and restroom
facilities). In terms of adherence to treatment, two sub-factors were investigated,
persistence of treatment and treatment-supporting adherence (changes in health behaviors
that supplement the overall treatment plan). The findings indicated that the different
quality of healthcare factors surveyed all had a direct influence on both sub-factors of
adherence to treatment. 

North India

In a particular district of Uttarakhand, India known as Tehri, the educational background of

informal healthcare providers indicated that 94% had completed 11 or more years of
schooling, while 43% had graduated from college.[65] In terms of the mode of care
delivered, 99% of the health services provided in Tehri were through the clinic, whereas in
Guntur, Andhra Pradesh, 25% of the health care services are delivered through the clinic,
while 40% of the care provided is mobile (meaning that healthcare providers move from
location to location to see patients), and 35% is a combination of clinic and mobile service.
Fig 2.7

In general throughout India, the private healthcare sector does not have a standard of care
that is present across all facilities, leading to many variations in the quality of care
provided. In particular, a 2011 study by Padma Bhate-Deosthali et al., published
in Reproductive Health Matters, examined the quality of healthcare particularly in the area
of maternal services through different regions in Maharashtra, India. The findings indicated
that out of 146 maternity hospitals surveyed, 137 of these did not have a qualified midwife,
which is crucial for maternity homes as proper care cannot be delivered without midwives in
some cases.

In certain areas, there are also gaps in the knowledge of healthcare providers about certain
ailments that further contribute towards quality of healthcare delivered when treatments
are not fully supported with thorough knowledge about the ailment. A 2015 study by Manoj
Mohana et al., published in JAMA Pediatrics, investigate the knowledge base of a sample of
practitioners (80% without formal medical degrees) in Bihar, India, specifically in the context
of childhood diarrhea and pneumonia treatment. The findings indicated that in general, a
significant number of practitioners missed asking key diagnostic questions regarding
symptoms associated with diarrhea and pneumonia, leading to misjudgments and lack of
complete information when prescribing treatments. Among the sample of practitioners
studied in rural Bihar, 4% prescribed the correct treatment for the hypothetical diarrhea
cases in the study, and 9% gave the correct treatment plan for the hypothetical pneumonia
cases presented. Recent studies have examined the role of educational or training programs
for healthcare providers in rural areas of North India as a method to promote higher quality
of healthcare, though conclusive results have not yet been attained.
 CHAPTER III

COMPANY PROFILE
MEDICOVER HOSPITALS

Plot No :5 BRTS Road, Chinna Gadhili, Arilova,

Visakapatnam Andhra Pradesh 530040

8
VISION:

“To Provide Quick & Quality World Class Health Care Services at affordable cost to
become the most preferred Hospital”

MISSION:

“To bring humanity live with Quality One Life by offering Healthcare of International
Standards”

QUALITY POLICY:

“ MEDICOVER HOSPITALS’’ is committed to total patient satisfaction by rendering

high degree of Quality care, professionalism and human touch with ethics through
effective internal process controls, empowerment of individuals, leading to service
reliability and effective performance to meet the growing needs of the patients”

ESTABLISHMENT:

MEDICOVER HOSPITALS is established in 2019 with a strength of 100 beds. It is a Super Specialty
Hospital of highly qualified and experienced league of Doctors.

SALIENT FEATURES:

1)1,20,000 s.ft. built-in an acre land with all Safety & Accreditation Norms
2)Two level Parking which can accommodate more than 150 Cars

9
3)23 Consultants with easy access OP Chambers & spacious waiting halls
4)Spacious rooms with high quality Hospitality Services
5)Specially Designed 7 Modular Laminar Flow Operation Theatre Complex for high-end
6)Surgeries of all Departments.
7)100 Seating Learning Centre at Cellar
8)Well equipped with a 24-hour Ambulance Service
9)Round the clock Pharmacy
10)High-end Diagnostic Services

FLOOR WISE AVAILABLE SERVICES

GROUND FLOOR:

Casualty, Central Pharmacy, Reception, Consultation Rooms, HR, EDP, OP Billing, Cash
Counters, Board Room, Administration Block and X-Ray Room

FIRST FLOOR:

Consultation Rooms, Dental OPD, Physiotherapy, Billing Dept., Accounts Dept., MRI, CT-Scan,
Ultra Sound, Central Laboratory

SECOND FLOOR:

Operation Theatres, SICU, MICU, NICU, ICU, CSSD

THIRD FLOOR:

General Wards, Semi Private & Private Rooms

10
FOURTH FLOOR:

Twin Sharing & Single AC Rooms

CELLAR:

Conference Hall, Central Oxygen plant, Central Power Station ,Maintenance, stores, UPS

SUB-CELLAR:

Parking

BEDS DISTRIBUTION:

Location Beds

Casualty 05 Beds

Triage 03 Beds

Post Op 08 Beds

Pre Op 05 Beds
OUT PATIENT DEPARTMENT
ICU 15 Beds

4th Floor 33 Beds

Out Patient Department has
3rd Floor 31 Beds
provision for 23 consultation
Chambers with TOTAL 100 Beds easy access and
spacious waiting halls .The
department is designed with the prime idea of reducing patient waiting time for Registration,
Consultation and Investigation. The OPD services are integrated with all departments for
providing comprehensive services under one roof. Dedicated Patient Care Executives provide
an accurate and timely assistance to patients and their attendants.

11
FACILITIES

MEDICOVER HOSPITALS is a Super Specialty Hospital with an emphasis to provide quality one
health services at an affordable cost.

There are 6 Modular Operation Theatre complexes for high end surgeries of all departments.

We have a high end emergency department to cater mass causalities with 1 modular
Operation Theatre attached to it.

Quick and quality services in life saving poly trauma situations, with 24X7 in-house
orthopaedic surgeons.


Sophisticated and fully equipped ICCU, MICU, SICU, PICU, and NICU.

1.5 Tesla Philips Achiva MRI
16-Slice GE CT Scan

Philips Ultra sound & Doppler Machine.

600 MA Digital X-Ray.

7 Modular Operation Theatres with two Laminar flow theatres for Knee replacement
and Transplant surgeries.
 Fully Equipped Automated Laboratory.
ROUND THE CLOCK SERVICES (24X7)

 Emergency Services& Trauma Services

 Pharmacy.
 Custom Built Ambulance.
 Laboratory Services
 Radiology services including MRI, CT, 2D ECHO, etc.

Other Facilities:

 Cafeteria
 Two level Parking Facility for more than 150 cars.
 Automated Laundry Services
 Uninterrupted Electrical Supply.

12
 DEPARTMENT OF ORTHOPEDICS:

Headed By

Dr. Ramana Murthy. T

MS (Ortho) NIMS, FRAS (Germany)

Chief Consultant Orthopedic Surgeon,

Computer Navigated Joint Replacement

Key Hole Surgery Specialist

About the Department

Department of Joint Replacement & Sports Injury

1)Headed by Dr .Raman Murthy. T. Who is pioneered & Introduced Advanced

Technology like Navigation & Key hole joint surgical methods in this part of the
country

2)Experience of thousands of joint Replacement surgeries for the last one decade.

3)Exclusive Twin Laminar flow Operation Theatres for Joint Replacement.

13
 4)Dedicated joint team of replacement Surgeon, Anaesthetists, trained staff & Physios
will cater these services.

5)Vast Experience & Expertise in Arthroscopic surgical procedures.

Department of Traumatology:

1)Team of experienced Trauma Surgeons to handle simple to complex injuries,

including Dr. Ramana Murthy, Dr Anil Kumar, Dr. K. Murali Krishna
2)15 Bed Emergency departments to cater mass causality and road traffic Accidents
with emergency operating room facility.
3)Quick & Quality services in Life saving Poly Trauma situation.
24 X 7 availability of orthopedic surgeons.
Department of Spine Surgery:

1)Headed by Spine surgeon Dr Leela Prasad & Neuro surgeons Dr Ravi Kumar and
Dr Siddharth to handle Spine issues and injuries.
2)Unique Rehab & Conservative therapies for common back & neck problems.
Scopic & micro Spine surgeries.
3)Complex spine Deformity corrections with expert team.
To reduce Post-Operative Infection Rate to Zero, we are using twin laminar flow and
NABH standards with integrated infection control team.

DEPARTMENT OF UROLOGY

Headed By

Dr. D. Rahakrishnan

Ms (Gen. Sur), Mch. (Urology)

Former Registrar NIMS

Consultant Urologist & Anorologist Trasplant Surgeon

About the Department

14
 This department is concerned with management of patients suffering from surgical
diseases of the Uro-Genital system. High end laser for ureteric stones.

State of the art Infrastructure/ Facilities:

We have the back up of excellent laboratory facilities, modern operation theatres and
state of the art intensive care units.

In addition we are well-equipped to perform all open and endoscopic Urological Procedures.

We possess the latest Storz instruments for endo-urology work like TURP (Trans-Urethral
Resection Prostate), PCNL, URS etc and has facility for ESWL for removal of stones.

Services Offered:

ENDO -UROLOGY:

 Visual Internal Urethrotomy (VIU), Trans Urethral Resction Of The Prostate (TURP)
 Trans Urethral Resection Of The Bladder Tumor (TURBT), Cysto-Litho-Tripsy (CLT)
 Uretero Reno-Scopic Litho-Tripsy (URSL), Per Cutaneous Nephro Lithotomy (PCNL),
Extra Corporeal Shockwave Litho-Tripsy (ESWL)

URO GYNAECOLOGY:

 All Types of Fistula Repairs (UVF& VVF), TOT& TVT for Stress Urinary Incontinence
URETERIC INJURIES:

15
 End-To-End Ureteric Repair Boari Flap, Psoas Hiten

PEDIATRIC UROLOGY:

 Meato Plasty, Posterior Urethral Valves Fulguration VesicostomyUreteric Reimplantation

 Pyelo Plasty for PUJ Obstruction, Orchidopexy For Undescended Testis
RECONSTRUCTIVE UROLOGY:

 Hypospadias Repair, All Types Of Urethroplasty for Traumatic Strictures, Buccal

Mucosal Graft
 Repair of Diffuse Anterior Urethral Strictures, Pyeloplasty, Augmentation; Ileo
Testoplasty
 Sigma Udo Testoplasty,A-V Fistula for Renal Dialysis

URO- ONCOLOGY:

 Radical Nephrectomy ,Radical Cystectomy

ANDROLOGY WORK:

 Non Scalpel Vasectomy,Vaso Vasostomy,Microscopic Varicocele Surgery, Transplant

Procedures.

DEPARTMENT OF VASCULAR SURGERIES

Headed by

Dr. B. Divakar

MS(gen.surg), DNB(vascular surgery) NIMS

Consultant vascular and endovascular surgeon

16
 Vascular Surgeon Specializes in Diagnosis & Management of Aortic & Peripheral

Vascular Bypass / Angioplasty / Stenting / Vein Patch angioplasty.

 Vascular Trauma.

 Vascular Malformations.

 Dialysis Access Surgeries.

 Diabetic Foot & Salvage Surgeries.

DEPARTMENT OF PLASTIC & COSMETIC SURGERIES

Headed by

Dr Chittem Venkata Subba Reddy

MBBS, MS(general surgery), Mch(plastic surgery)

Consultant plastic and cosmetic surgeon

17
  Reconstruction Procedures in Trauma / Tumours/Congenital Defects / post Burn
Deformities.

 Body Contouring and Aesthetic Services.

 Breast Reduction & Augmentation

 Micro vascular surgery

GENERAL SURGERY & LAPAROSCOPIC SURGERY

Headed By

Dr. K. Ramesh Naidu

MS, FAIS

Services Offered:

 General Surgical Cases – like Hernias, Hydroceles, Hemorrhoids, Appendicitis, Peptic

Ulcer Perforations, Burns etc
 Advanced Laparoscopic Surgery
 Thyroid And Head & Neck Surgery
 Surgical Gastroenterology
 Cancer Screening, Diagnosis & Management
 Pediatric Surgery

DEPARTMENT OF NEUROSCIENCES

Headed by

Dr. R Omekareswar

MS, Mch (Neuro Surgery)

Dr.D.Ravi Kumar

18
 MS, Mch (Neuro Surgery)

Dr. B.Suneel Kumar

MD, DM(Neurology)

Our Neuroscience Team of Neurosurgeons, Neurologists, Psychiatrists and Neuro Rehabilitative

Specialists offering services in management of Injuries.

 Tumors

 Stroke

 Epilepsy

 Pain & Movement Disorders

 De-Addiction facilities.

DEPARTMENT OF CRITICAL CARE

Headed By

Dr. K. Janaki Babu,

MD (Anaesthesia)

Consultant Intensivist and Anaesthesiology

Dr. S. Siddardha

MD(Anaesthesia)

Consultant Critical Care Specialist

19
 Dr.HEMALATHA
DNB

About the Department

The Department of Critical Care consists of qualified Anesthesiologists who provide

Anesthesiology cover round the clock in OTs, ICUs and other departments.

Operation theatres have been constructed as per the norms and provided with modern
equipment to cater the needs of patients starting from simple Local Anesthesia to General
Anesthesia for General Surgery, Orthopedics, Surgical Gastroenterology, Geriatric Surgery,
E.N.T., Urology, Endocrine Surgery, Vascular Surgery, Radio-diagnosis, Trauma care etc.

Services Offered

1)State-of-the-Art Anesthetic Equipment to provide services to all Surgical Specialties and

Surgical Super Specialties, both Elective and Emergency.
2)Super specialties – Total Knee Replacements, Bariatric, Pediatric Surgery including
neonatal surgery; plastic, aesthetic surgery and transplant surgery.
3)24hrs Intensive Care Unit service- Surgical ICU, NICU, Pediatric ICU, Medical ICU, and
Critical Care.
4)Obstetric Analgesia administered for a Painless Delivery.
5)Anesthesia for CT Scans, Endoscopic procedures.
6)Anesthesiologists provide Emergency Life Saving BLS (Basic Life Support) and ACL
(Advanced Cardiac Life Support) Services also.
7)Our main aim is to provide a pain free, comfortable experience for the patients undergoing
operations in the hospital and discharge him/her as a happy individual. We work consistently
and cohesively to achieve this object.

DEPARTMENT OF NEPHROLOGY
20
Headed by

Dr.B Bhaskar Rao,

MD(gen.med), DM(nephrology)

About the Department

State of the art equipment for providing round the clock services related to kidneys.
Ultramodern operation theatre for operating on all Renal cases. Separate facilities for
Subclavian Catheter Dialysis, Peritoneal Dialysis including Hepatitis B positive cases.

21
Services Provided

 Dialysis services.
 Lithotripsy Unit
 Renal Angiography
 Transplant immunology

DEPARTMENT OF OTO-RHINO-LARYNGOLOGY (ENT)

Headed by

Dr.Maruti Rao

MS (ENT)

Consultant ENT surgeon

Services Offered:

 Micro Ear Surgery, Endoscopic Sinus and Laryngeal Surgeries

 Allergy Care, Nose Plastic Surgery
 Headache Counseling & Cancer Diagnosis,Oesophagoscopy,Bronchoscopy.

DEPARTMENT OF OBSTETRICS & GYNAECOLOGY

Headed by

Dr. D. Sridevi

MS (OBG)

Consultant Gynecologist & Obstetrician

22
 Dr. Anitha

MS (OBG)

Consultant Gynecologist & Obstetrician

About the Department:

Our team uses the latest treatment procedures of Obstetrics Gynecology for the
benefit of our patients. We deal with normal as well as high risk pregnancies. We undertake
both routine and complicated Gynecological surgeries.

Services Provided

 Well equipped unit offering painless delivery.

 Prenatal diagnostics
 Entire range of Antenatal, Natal and Postnatal services for normal and high risk
pregnancies rendered by specialists as well as trained nurses and paramedical staff.
Various types of procedures include:

 Abdominal and Vaginal Hysterectomies, Ectopic Pregnancy,Endometriosis

 Care of High Risk Pregnancies, High- End Neonatal ICU,Colposcopy
 Laparoscopic Surgeries,Hysteroscopic Surgeries
 Screening For Cervical, Breast, Ovarian And Uterine Cancers
 Menopause Care
 Different surgical procedures being carried out as required by our experienced
Gynecology surgeons.
State-of-the-Art Infrastructure/ Facilities:

23
 OP servicesOT Facilities with modern equipment Well supported post surgical ICU
 Well equipped delivery room
 The department is supported the by the services of Neo-Natalogist of the hospital.

DEPARTMENT OF INTERNAL MEDICINE

Headed By

Dr. Kavaya Chand. Y

MD

Dr. T Soumya

DNB (Gen Med)

About the Department

The Department of Internal Medicine treats various diseases including Hypertension,

Diabetes, Chronic Bronchitis, Asthma, Poisoning Cases, Snake-Bites, Scorpion Stings,
Metabolic Disorders, Medical Management of Dyspepsia, all Infectious Diseases etc. We also
take care of diseases with multiple organ involvements, in close co-ordination with other
departments in the hospital.

Services Offered

24
 We Provide round the clock services for in-patient care and emergency cases in the
Casualty and Medical ICU, well equipped Laboratory support is provided 24 hours.
 Emergency services provided to patients deals with everything from poisoning to
infectious diseases and other serious medical problems, 24 hours a day.
 Highest quality of care for both acute as well as chronic patients.
 Special care for diabetes, hypertension, asthma, Specialized in Diabetic / Foot-care
 Cardio-Diabetology, Rheumatologic Problems
 Toxicology/ Poisoning
 Substances Abuse (Alcoholism /Drug Abuse)
 H.I.V. Medicine.

DEPARTMENT OF RADIOLOGY & IMAGEOLOGY

Headed By

Dr. Sunil Avagadda Laxmi Srinivas

MD(Radiology).

About the Department

This department is a highly specialized, round the clock, full-service department that
strives to meet all patient and clinician needs in diagnostic imaging and image-guided
therapies.

Services Provided:

1)1.5 Tesla Philips Achiva MRI

2)16 -Slice CT Scan
3)Color Doppler
25
 4)600 MA Digital Radiography.
5)USG (Ultra Sonography)

DEPARTMENT OF PATHOLOGY AND LABORATORY SERVICES:

Headed By

Dr. Vamsi Krishna Chittimoju

MD (Biochemistry).

Services Offered

 Fully Equipped with State of Art Equipment for Conducting the Entire Range of Lab
Services under One Roof with Pneumatic Chute.
 Clinical Pathology
 Hematology
 Cultures
 Histopathology
 Immuno-Histo-Pathology
 Fluorescent Diagnostic Techniques
 Microscopic Studies and Biopsies.
 Microbiology
 Immunology
 Biochemistry
 Hormonal Assay

DEPARTMENT OF DENTAL SURGERY:

Headed By

Dr. D.V.R.Raju,BDS-DDPH

26
 Dr. M. Dinesh Gupta BDS

Dr. S. Vinay MDS-Orthodontics

We provide services like aesthetic facial surgery, surgery for trigeminal neuralgia, TMJ
surgery Dento Alveolar- surgery, Management of Maxillio facial fractures.

Ambulance Services (Mobile ICU):

The custom renovated ambulance at MEDICOVER HOSPITALS is fully geared up for any
emergency and functions as a mobile ICU to transport patients at any given time 24 hours a day with
well trained staff.

27
Organisational strecture:

Fig : 3.1

SWOT ANALYSIS:
Strengths:

1. Comprehensive practice to improve core competencies.

28
2.we provide social infrastructure and support to our patients.

3.we can treat multiple types of patients.

Opportunities:

1.we can offer disease management and preventive services as an alternative

form of treatment.

2.we can create value through evidence based outcomes with the AACVPR
Registry.

Weaknesses:

1.lack of different and recent types of payment modes and the low
reimbursement rate by medicover.

2. Movement of patients from one place to another is time consuming

3.Obsolate technologies and telemetry equipment and lack of clinical

documentation system.

4. Lack of support from top management towards marketing and improving

facilities.

Threats
1. lack of enough ward boys.

2.lack of cardiac rehab experienced surgeons in hospitals.

3. the overall rising cost associated with healthcare.

4.regular changes and upgradation is a difficult uphill battle and takes a long
time.

29
30
 CHAPTER-IV
WORK LIFE BALANCE AMONG NURSES – A
CONCEPTUAL FRAME WORK

Definition of human resource management:

Human Resource Management is the process of recruitment and selecting employee,

providing orientation and induction, training and development, assessment of employee
(performance appraisal), providing compensation and benefits, motivating, maintaining
proper relations with employees and with trade unions, maintaining employees safety,
welfare and healthy measures in compliance with labour laws of the land. 

Meaning of Human Resource Management:

Human Resource Management is a management function concerned with hiring, motivating,

and maintaining workforce in an organisation. Human resource management deals with
issues related to employees such as hiring, training, development, compensation, motivation,
communication, and administration. Human resource management ensures satisfaction of

31
employees and maximum contribution of employees to the achievement of organisational
objectives.

According to Armstrong (1997), Human Resource Management can be defined as “a strategic
approach to acquiring, developing, managing, motivating and gaining the commitment of the
organisation’s key resource – the people who work in and for it.”

Functions of Human Resource Management:

Human Resource Management functions can be classified in following three categories.

Managerial Functions,

Operative Functions, and

Advisory Functions

The Managerial Functions of Human Resource Management are as follows:

1. Human Resource Planning - In this function of HRM, the number and type of employees
needed to accomplish organisational goals is determined. Research is an important part of this
function, information is collected and analysed to identify current and future human resource
needs and to forecast changing values, attitude, and behaviour of employees and their impact
on organisation.

2 .Organising - In an organisation tasks are allocated among its members, relationships are
identified, and activities are integrated towards a common objective. Relationships are
established among the employees so that they can collectively contribute to the attainment of
organisation goal.

3. Directing - Activating employees at different level and making them contribute maximum
to the organisation is possible through proper direction and motivation. Taping the maximum
potentialities of the employees is possible through motivation and command.

4. Controlling - After planning, organising, and directing, the actual performance of

employees is checked, verified, and compared with the plans. If the actual performance is
found deviated from the plan, control measures are required to be taken.

 The Operative Functions of Human Resource Management are as follows:

32
1. Recruitment and Selection - Recruitment of candidates is the function preceding the
selection, which brings the pool of prospective candidates for the organisation so that the
management can select the right candidate from this pool.

2. Job Analysis and Design - Job analysis is the process of describing the nature of a job and
specifying the human requirements like qualification, skills, and work experience to perform
that job. Job design aims at outlining and organising tasks, duties, and responsibilities into a
single unit of work for the achievement of certain objectives.

3. Performance Appraisal - Human resource professionals are required to perform this

function to ensure that the performance of employee is at acceptable level.

4. Training and Development - This function of human resource management helps the
employees to acquire skills and knowledge to perform their jobs effectively. Training an
development programs are organised for both new and existing employees. Employees are
prepared for higher level responsibilities through training and development.

5. Wage and Salary Administration - Human resource management determines what is to

be paid for different type of jobs. Human resource management decides employees
compensation which includes - wage administration, salary administration, incentives,
bonuses, fringe benefits, and etc,.

6. Employee Welfare - This function refers to various services, benefits, and facilities that
are provided to employees for their well being.

7. Maintenance - Human resource is considered as asset for the organisation. Employee

turnover is not considered good for the organisation. Human resource management always try
to keep their best performing employees with the organisation.

8. Labour Relations - This function refers to the interaction of human resource management
with employees who are represented by a trade union. Employees comes together and forms
an union to obtain more voice in decisions affecting wage, benefits, working condition, etc,.

9. Personnel Research - Personnel researches are done by human resource management to

gather employees' opinions on wages and salaries, promotions, working conditions,
welfare activities, leadership, etc,. Such researches helps in understanding employees
satisfaction, employees turnover, employee termination, etc,.
33
10. Personnel Record - This function involves recording, maintaining, and retrieving
employee related information like - application forms, employment history, working hours,
earnings, employee absents and presents, employee turnover and other data related to
employees.

INTODUCTION TO WORK LIFE BALANCE

The Resource drain theory refers to the transfer of limited resources (time, energy, money,
attention) from one domain to another which consequently reduces the available resources in
the original domain. The consequence of resource drain brings about inter-role conflict. The
Inter-role conflict theory refers to what happens when meeting the demands in one domain
makes it difficult to meet the demands in the other domain. It is also useful to point out that
though inter-role conflict can occur both when work roles interfere with non-work roles and
vice versa, the focus of this paper is on the former relationship, as it considers work-life
balance in the context of the impact of work on non-work.

Thus, we could define work-life balance as satisfaction and good functioning at work and at
home with a minimum of role conflict. It could also be seen as an experience of satisfaction
in all of one‟s life domains, which requires personal energy, time and commitment resources.

Work-life balance is about finding the right balance between one‟s work and one‟s life (i.e.
life outside work) and about feeling comfortable with both work and non-work commitments.
Many people find it difficult to manage their time in a way that is healthy for their work as
well as for their personal life. This may not be because they are poor at time management, but
largely because a good part of the time is not theirs. It belongs to the organisation. But do
employees have to crowd out other activities that are important in their lives just to satisfy the
boss? Achieving the right balance is something very personal, because we all have different

34
priorities in life. However, it is not what can be personally achieved without the support of
the organisation. So what are the options that organisations can deploy to assist their
employees achieve work-life balance?

Work-life balance options Employers are realising that the quality of an employee‟s personal
and family life impacts work quality and that there are concrete business reasons to promote
work and non-work integration. when organisations decide to facilitate their employees‟
work-life balance, they choose from a wide array of options that include:

(a) Flexi-time is a scheduling policy that allows full-time employees to choose starting and
ending times within guidelines specified by the organisation. It works well for full-time office
staff, but not in shift patterns or in a production line. Flexi-time allows an employee to attend
to non-work demands without having to take time off work.

(b) Compressed working hours This is a system of a four day working week. An employee
can work his total number of agreed hours over a shorter period. For example, an employee
can work his or her hours over four days in a week instead of five, and thus, gains a day for
himself.

(c) Job-sharing is a system where two people share a job. They both have the same job, but
split the hours, so that each employee has a part-time position. Apart from splitting the hours,
they also split the payments, holidays and benefits. The idea is to afford employees ample
time to attend to non-work activities so as to be able to achieve a good measure of work-life
balance.

(d) Breaks from work by taking breaks from work once in a while, the right balance
between work and life can be achieved. These breaks should not only be about maternity,
paternity and parental leave, but also time off for career breaks and sabbaticals.

The consequences of employee work-life imbalance

There is compelling evidence that work-life imbalance portends grave consequences for
employees, their organisations, and society. Conflicts, particularly between work and family,
significantly affect quality of family life and career attainment for both men and women.
Personal and societal consequences of work-life imbalance. Increased level of stress and
stress-related illness - Lower-life satisfaction Higher rates of family strife, violence, and

35
divorce Rising incidence of substance abuse Growing problems with parenting and
supervision of children and adolescents Escalating rates of juvenile delinquency and violence

The continuous inability of employees to balance work and life responsibilities can have the
following organisational consequences: Higher rates of absenteeism and turnover Reduced
productivity Decreased job satisfaction

The effective management of employees work-life balance requires organisations to

recognise and account for the array of non-work roles that impact their working-lives.
Despite the literary attention given to the work-life balance in recent years, however,
contemporary authors still note the concept‘s inadequacy both in terms of its definition and
administration. In order to explore the definitional boundaries of contemporary work-life
balance, this project adopts an Organisational Role Theory (ORT) perspective. In particular,
this paper will undertake an examination of ORT‘s role-taking, role-consensus, and role-
conflict assumptions, and present some strategies for preventing or remedying work-life
imbalance issues in the workplace.

The effective management of employees work-life balance (WLB) requires organisations to

recognise and account for the array of non-work roles that impact on their working-lives.
Despite the literary attention given to the WLB in recent years, however, contemporary
authors still note the concept‘s inadequacy both in terms of its definition and administration.
In order to explore the definitional boundaries of contemporary WLB, this paper adopts an
Organisational Role Theory (ORT) perspective.

The importance of managing an employee‘s WLB has increased markedly over the past 20
years. Changes in the definition of ‗normal working hours‘, the demographic make-up of the
labour force (i.e. gender, ethnicity, dual career couples, and religion), and the very nature of
the employment contract have necessitated an increased organisational concern for their
employees well being. In order to achieve a WLB, leading western organisations have tended
to adopt policies such as on-site child-care facilities, on-site gymnasiums, telecommuting
opportunities, and even on-site sleeping quarters for the employee and their family. Each has
attempted to increase the flexibility by which employees can effectively enact their work-
roles whilst simultaneously enabling them to enact their family-based roles to the extent
necessary. Ideally, the WLB concept requires organisations to effectively integrate

36
employees‘ work and non-work roles such that levels of multiple-role conflict, and the
associated stress and job-dissatisfaction, are minimised or avoided.

Despite the best intentions of organisations to implement WLB policies, there remains
considerable contention about their effectiveness in delivering flexibility and reducing stress
and job-dissatisfaction in the workplace. Researchers have identified two empirical
shortcomings within the WLB literature that have served to undermine its theoretical
usefulness. The first relates to the WLB literature‘s almost exclusive focus on the work-
family interface. WLB literature typically portrays role conflicts for white, married,
professional and managerial women, with little reference to the many other demographics
represented in the modern organisation. WLB discipline is essentially flawed, as it is one
dimensional‘, assumes a unitary perspective, and that its underlying management has been
one of maintaining status-quo rather than supporting the development.

The second relates to the literature‘s inability to clearly define the array of non-work roles
that impact employees working-life. for example, state that because an individual‘s non-work
roles are inherently ambiguous and idiosyncratic, organisations are incapable of
understanding how their enactment (or otherwise) impacts each individual. Organisations are
either incapable (or unwilling) to understand their workforce in sufficient detail, and have
instead defaulted to a ‗one-size-fits-all policy regime that has simply enabled employees to
‗stay at work longer‘ rather than enable them to enact their non-work roles.

The inadequacy of current WLB policy regimes is highlighted that less than two percent of
employees actually participate in available WLB programs. Dex and Smith cite two main
causes for this low figure. The first relates to equity, with many employees reporting that
they did not wish to appear a special case or to require special treatment to their colleagues.
The second is that the wide range of policies adopted by organisations have been based on an
ill-informed conceptualisation of contemporary WLB, and that this has led to its ineffective
formalisation in human resource management practices.

The contribution of the WLB literature, therefore, appears limited in its ability to provide a
useful framework for both academics and practitioners alike. Despite its name, the WLB
literature remains largely focused on the work-family interface and fails to accurately identify

37
and define the array of non-family roles that impact on an individual‘s working-life. The
Social Psychology of Organizations, which provided a conceptualisation of employee‘s role-
adoption and role-behaviours. Specifically, ORT focuses on the roles that individuals enact in
social systems that are pre-planned, task oriented, and hierarchical, and therefore form a vital
function in the achievement of organisational goals. According to ORT, the assigned work-
roles must be conferred and/or adopted by each individual employee in order for an
organisation to function effectively as a social entity.

As a social entity, an organisation comprises a nexus of distinct functional groups of

employees that have specific work-roles to enact. Under ORT, these distinct functional areas
form a role set for the employee, and determine the specific role-behaviour that the employee
is expected to enact in their given context. As such, the enacted set of role-behaviours
essentially mirrors the expectation of other relevant employees, and implies two important
points. The first is that each individual employee both confers and accepts a role that is
reflective of the organisation‘s culture and norms of behaviour. The second is that for an
organisation to function effectively and efficiently, the array of roles must be effectively
communicated, understood, and agreed by all of its employees.

In order to control for manifest disagreement (i.e. any variation between role-expectation and
actual role-enactment), ORT provides a review framework known as role-episodes. A role
episode refers to any interaction between employees whereby role-expectations and role
behaviours are manifest in measurable consequences.

Where deviance from expected role-enactment is detected (e.g. excessive absenteeism, failure
to perform, etc.) management functions such as performance reviews or retraining allow the
organisation to re-confer or clarify role-expectations upon the deviant. The role-episode
review process is necessarily dynamic; therefore role-sending and role receiving continue
until the perception of role-enactment conforms to the role-expectations. The role-episode
review function is underpinned by the following assumptions:

That an employee will take or accept a role that is conferred upon them by members of the
organisation (the role-taking assumption) and there will be consensus regarding the
expectations of all roles (the role-consensus assumption); and the belief that role-conflict will

38
arise if expectations are not consensual (the role-conflict assumption). By applying ORT‘s
assumptions to the WLB issue, a greater understanding about WLB role-taking, role-
consensus, and role-conflict can be achieved.

The term "WORK-LIFE BALANCE (WLB)" was coined in 1986, although its usage in
everyday language was being made for a number of years. Interestingly, work/life programs
existed as early as the 1930s. The policies and procedures established by an organization with
the goal to enable employees to efficiently do their jobs and at the same time provide
flexibility to handle personal concerns or problems at their family front In fact; dual-wage-
earning families in general are working longer hours. A balance work and life is supposed to
exist when there is a proper functioning at work and at home with a minimum of role conflict.
Therefore, the incompatibility between the demands from the work and non-work domain
give rise to conflict and consequently, people experience a lack of WLB. There is
confirmation of the fact that people entering the workforce today are laying emphasis on the
importance of WLB more than their predecessors. In spite of this, the extent to which this
balance is being achieved is far less than what is desired. In fact, researches bring to mind
that graduates are being drawn into situations where they have to work for progressively
longer hours and so experience an increasingly unsatisfactory balance between home life and
work-life.

Experts say there is no single definition and some don't even like to use the phrase. But
generally they agree work-life balance translates to satisfaction with one's entire life --
professional and personal -- and it can be reached even while working long hours. Let's first
define what work-life balance is not: Work-Life Balance does not mean an equal balance.
Trying to schedule an equal number of hours for each of your various work and personal
activities is usually unrewarding and unrealistic. Life is and should be more fluid than that.
“The Importance Of Work-Life-Balance” .Individual work-life balance will vary over time,
often on a daily basis.

The right balance for you today will probably be different for you tomorrow. The right
balances for you when you are single will be different when you marry, or if you have
children; when you start a new career versus when you are nearing retirement. There is no
perfect, one-size fits all, balance you should be striving for. The best work-life balance is
different for each of us because we all have different priorities and different lives.

39
However, WLB is defined as -The amount of time you spend doing your job compared with
the amount of timeyou spend with your family and doing things you enjoy. It can be difficult
to get the right work-life balance. Experts say success lies not only in carefully defining how
you want to spend your time, but in making sure you adjust your life and work as your needs
change. Sometimes even small changes can make a difference. An unmanageable schedule
and out-of-control home life can lead to depression, poor performance at work, and conflict
with family and a feeling of burnout that can lead physicians to question whether to stay in
medicine at all. WLB is a comfortable state of equilibrium achieved between an employee's
primary priorities of their employment position and their private lifestyle. Most psychologists
would agree that the demands of an employee's career should not overwhelm the individual's
ability to enjoy a satisfying personal life outside of the business environment.

THE ORIGIN OF THE IDEA OF ‘WORK-LIFE BALANCE’

In the 1800s, during and following the industrial revolution, industrialists and unions alike
agreed that workers needed a day off. This later became a two-day ‘weekend’. But in those
days, ‘work’ was mostly manual, and once workers left the site, they also left their work
behind. They were genuinely able to rest, away from work, without having to think about it
or worry about what might be going on in their absence.

The term work life balance (Work Life Balance) was coined in 1986 in response to the
growing concerns by individuals and organizations alike that work can impinge upon the
quality of family life and vice-versa, thus giving rise to the concepts of “family- work
conflict” (FWC) and “work-family conflict” (WFC). The former is also referred to as work
interferes with family” (WIF) while the latter is also known as “family interferes with

40
work”(FIW). In other words, from the scarcity or zero-sum perspective, time devoted to work
is construed as time taken away from one’s family life.

The influencing elements in work life balance

Many companies have responded to the evolving set of issues and with the influencing
elements related to work life balance by introducing a wide variety of work-life balance
practices. These practices help the employees to balance both work and life equally where it
supports the employer to increase the retention of the employee. Some of the influencing
factors include working hours and flexibility, time bind, Job satisfaction, Job Autonomy and
Organizational Commitment.

Work life balance prospects for indian organisations

Comparing with the past, today, one can see a noticeable difference in Indian organisations
vision, philosophy, leadership styles and people oriented HR interventions. Consequently,
Indian organisations have started getting respect globally. HR practitioners are striving to
experiment the existing policies and exploring other innovative policies, schemes and
interventions to motivate and involve large number of employees. However, managing
employee work life balance has still not become a core strategic facet of people management
practices in Indian organisations, which have the competitive.

IMPORTANCE OF WORK LIFE BALANCE

Working on a job for a company and making a career can be an extremely time consuming
duty for any employee. Employees are busy at their offices throughout the day and
sometimes even on weekends. This gives them very little time to interact with their family.
Because of high pressure of work, often family members get neglected. Also, stressful jobs
cause the health of employees to deteriorate. This is where work life balance come into the
picture. Work life balance concept allows an employee to maintain a fine balance in the time
he or she gives to work as well as to personal matters. By having a good balance, people can
have a quality of work life. This helps to increase productivity at workplace as the employee
is relaxed about his personal commitments. It also allows the employee to give quality time
41
with family to spend vacations, leisure time, work on his/her health etc. Hence work life
balance is extremely important for employees and increases their motivation to work for the
company.

The below image depicts a work life balance scenario, where an employee has to balance
his/her life between personal (family, friends & self) and professional (job, career)
commitments.

Fig 4.1

Steps to improve work life balance

There are specific guidelines to how an individual can maintain a proper work life balance,
some of which are:

1. Creating a work leisure plan: Where an individual has to schedule his tasks, and divide
time appropriately so that he has allocated appropriate time to his work and his career
development goals and at the same time allotted time for leisure and personal development.

42
2. Leaving out activities that waste time and energy: Individual should judiciously avoid
wasteful activities which demand large time and energy and in return not produce output for
either the work life or the leisure life

3. Outsourcing work: Delegate or outsource time consuming work to other individuals

4. Set enough time for relaxation: Relaxation provides better work life balance, and tends to
improve productivity on the professional or the work front along with providing ample scope
to develop the life part of the balance.

5. Prioritizing work: Often employees do not give priority to work and end up doing a lot of
work at the last minute. Better planning can help employees save unnecessary time delays,
which can be utilized by employees for personal work.

Benefits of work life balance

There are several advantage of work life balance. Some of them are discussed below:

1. Work life balance increases the motivation of employees and helps them perform better at
job

43
2. It helps people to relieve their stress as they can spend leisure time with their near and dear
ones

3. Companies can maximise productivity from an employee who is rejuvenated and refreshed
as compared to a over worked employee

4. Healthy lifestyles can be maintained by having a work life balance. This includes a good
diet, regular exercises etc

5. Employees who are highly motivated can help the business grow as they are more attached
to their job and career

HRD and WORK LIFE BALANCE

Managing a home while raising young children when both spouses are employed outside the
home is challenging and stressful .Balancing one’s work responsibilities and desires with
one’s responsibilities and interests outside work is, at best, challenging. While balancing
work commitments with life commitments involves a myriad of trade-offs for two-income
families with children, it also provides ongoing challenges for adults who remain single or do
not have children. Mid-life workers often deal with balance issues from two ends of the
spectrum: young children and ageing parents. This issue, however, includes 9 employees
beyond those who have children. Many employees are choosing to stay unmarried, but still
have critical and valuable commitments outside work. Individuals affected by trying to
balance work and their lives outside work represent nearly the entire working population.
Organizations are indeed helping their workforce achieve balance between work and the rest
of their life. Work–life balance programs are pervasive in organizations today i.e on-site day
care, elder-care assistance, flexible scheduling, job sharing, adoption benefits, on-site
summer camps, pet-care and even lawn care for employees who travel. It is time to move the
issue beyond programs to instill a way of thinking throughout corporations on the need for
balancing work and life successfully and equitably. HRD professionals, the developers of
people, are in a unique position to facilitate the transformation from providing employees
with helpful programs to recognizing and rewarding employees who are able to work hard
and effectively but still maintain a satisfying life outside work. Specific actions are
articulated that human resource development professionals can demonstrate to drive the
change. Human resource developers, who are charged with developing the workforce, must

44
get involved in the transformation campaign. Work–life integration is not strictly a human
resource management issue; it is an organizational effectiveness issue and HRD has the
opportunity to play a key role. HRD is able to take on this challenge because it has
demonstrated a track record of delivering results. For years, HRD has been paramount in
developing either programs intended to meet the personal development needs of individuals
10 or programs that were required by everyone to build a critical capability within the
organization Additionally, HRD has been extremely successful in bringing to the workplace
life enhancement skills, such as money management, wellness training and career planning
These programs are intended to address the personal interests and needs of individuals within
organizations.

Literature review

1) Millicent F. Nelson: The shortage of nurses and other qualified health care workers has
become a universal problem in the United States and other regions in the world.
Recruitment and retention of quality healthcare workers in general and nurses in particular
are of paramount importance to health care organizations. Previous research indicates that
employees who are satisfied with their jobs are less likely to leave an organization. One of
the areas of employee satisfaction for nurses is the availability of workforce scheduling that
allows them to coordinate their professional and personal lives for work life balance. The
results of this study indicate perceptions of fairness for the actual work schedules
(distributive justice) as well as the process used to generate that schedule (procedural
justice) are important for satisfaction with the assigned schedule. This study provides work
schedule satisfaction as an additional option for hospital administrators trying to attract and
retain nurses.

2)SCHLUTER P.J Background: Nursing and midwifery are demanding professions. Efforts to

understand the health consequences and workforce needs of these professions are urgently
needed. Using a novel electronic approach, the Nurses and Midwives e‐cohort Study (NMeS)
aims to investigate longitudinally Australian and New Zealand nurses' and midwives'
work/life balance and health. This paper describes NMeS participation; provides key
baseline demographic, workforce and health indicators; compares these baseline
descriptions with external norms; and assesses the feasibility of the electronic approach.

3)Samuel B. Bacharach: Using structural equation modelling, this paper compares a more
traditional, unmediated model of work‐based role stress and its consequences on job
satisfaction and burnout to two models in which the role stress‐affective work outcome
relationship is mediated (partially and completely) by work‐home conflict across two
45
samples of public sector professionals: engineers and nurses. The findings indicate that a
model in which role conflict and overload have both direct and indirect effects—via work‐
home conflict—on job burnout and satisfaction (‘Partial Mediation’ model) achieves a better
overall ‘fit’ than two alternative models. Furthermore, the findings suggest that while the
two groups perceive many aspects of the work‐home relationship differently, for both
groups, work‐based role conflict is an important antecedent of work‐home conflict, and
increased burnout an important direct consequence of work‐home conflict. Finally, on the
basis of the findings, the authors conclude that perspectives which view the work and non‐
work realms as independent must be reconsidered, and that the nature of the work‐home
relationship may, to a great extent, be contingent upon the way different occupational
groups perceive their work situations.

4)Work–life balance has come to the forefront of policy discourse in developed countries in
recent years, against a backdrop of globalization and rapid technological change, an ageing
population and concerns over labour market participation rates, particularly those of
mothers at a time when fertility rates are falling (Organization for Economic Co‐operation
and Development [OECD], 2004). Within the European Union the reconciliation of work and
family has become a core concern for policy and encouraged debate and policy intervention
at national levels.

5)Ya‐Wen Lee RN: The purpose of this study was to explore the relationship between quality
of work life (QWL) and nurses’ intention to leave their organization (ITLorg). A descriptive
cross‐sectional survey design was conducted using purposive sampling of 1,283 nurses at
seven hospitals in Taiwan. Data were collected from March to June 2012. Three
questionnaires, including the Chinese version of the Quality of Nursing Work Life scale (C‐
QNWL), a questionnaire of intention to leave the organization, and a demographic
questionnaire, with two informed consent forms were delivered to the nurses at their
workplaces. Descriptive data, Pearson's correlations, and the ordinal regression model were
analyzed.

6)Mohammed J Almalki: Quality of work life (QWL) is defined as the extent to which an

employee is satisfied with personal and working needs through participating in the
workplace while achieving the goals of the organization. QWL has been found to influence
the commitment and productivity of employees in health care organizations, as well as in
other industries. However, reliable information on the QWL of primary health care (PHC)
nurses is limited. The purpose of this study was to assess the QWL among PHC nurses in the
Jazan region, Saudi Arabia. A descriptive research design, namely a cross-sectional survey,
was used in this study. Data were collected using Brooks’ survey of quality of nursing work
life and demographic questions. A convenience sample was recruited from 134 PHC centres
in Jazan, Saudi Arabia. The Jazan region is located in the southern part of Saudi Arabia. A
46
response rate of 91% (n = 532/585) was achieved (effective response rate = 87%, n = 508).
Data analysis consisted of descriptive statistics, t-test and one way-analysis of variance.
Total scores and subscores for QWL items and item summary statistics were computed and
reported using SPSS version 17 for Windows.

7)PanelIsabelJamieson: During 2009/2010, a nationwide online survey was undertaken with

358 Generation Y (Gen Y) New Zealand registered nurses to elicit their views about nursing,
work, and career.1 The 358 nurses were mostly female (94%), New Zealand European
(74.2%), with a mean age of 25 years. The majority (54%) had worked as a registered nurse
for less than 1 year, whereas others (36%) had worked between 1 and 4 years. A minority
(10%) had worked between 5 and 8 years. This article reports on a small section of the
survey related to the Gen Y nurses' views about the notion of a work-life balance. Gen Ys
were defined as those born between 1980 and 1994.

8)Sheila A. Boamah RN, MN: To examine the relationships among the overall person‐job
match in the six areas of work life, work‐life interference, new nurses' experiences of
burnout and intentions to leave their jobs. As a large cohort of nurses approaches
retirement, it is important to understand the aspects of the nurses work‐life that are related
to turnover among new graduate nurses to address the nursing workforce shortage.
Secondary analysis of data collected in a cross‐sectional survey of 215 registered nurses
working in Ontario acute hospitals was conducted using structural equation modelling.

9)Sachiko Tanaka: The aim of this study was to examine the awareness of work–life balance
(WLB) among the nursing personnel at a university hospital in Japan. A questionnaire was
sent to 1236 nursing personnel working at a university hospital and 1081 (87·5%) responses
received. The questions concerned the following: (1) respondent demographical
characteristics, (2) living background, (3) wishes for working environments and (4)
motivation to work and health condition. The data were analysed by simple and cross‐
tabulations.

10)D.SAKTHIVEL: The intent of the study is to find out the relationship between work life
balance and organizational commitment among the nursing professional. Because nurses
are playing an important role in the organization performance and family well being. This
study is utilized descriptive research procedure to accomplish the purpose of the objective.
The variables of the study are work life balance and organizational commitment
experienced by nurses. The target population is defined as nurses who had completed five
years of experience and who are all working in cuddalure district, Tamilnadu, India. In this

47
district 3286 nurses are working in public and private hospital. From this population, ten
percent of subject 328 samples are approached to participate this study. The degree of work
life balance has been measured with 13 statements which includes the perception of work
life balance, degree of work interfering with family and degree of family interfering with
work. Organizational commitment has been measured with 11 statement. Participant are
asked to rate themselves in the seven point scale. Where seven stands for strongly agree
one stands for strongly disagree. Descriptive statistics and correlation analysis have been
applied. It is found that nurses are able to menage their work and family effectively. They
also felt that work is interfering with their family life at higher level. But, they perceived
family interfering with their work life at lower level. Work life balance and organizational
commitment are having positive relationship. Work life balance is a indicator of
organizational commitment for the nursing profession.

48
 CHAPTER-V
WORK LIFE BALANCE AMONG NURSES IN
MEDICOVER HOSPITAL-AN ANALYSIS
 Work life balance in MEDICOVER HOSPITALS - An analysis

Work-life balance is about people having a measure of control over when, where and how they
work. It is achieved when an individual’s right to a fulfilled life inside and outside paid work is
accepted and respected as the norm, to the mutual benefit of the individual, business and society.

Work – life balance is having enough time for work and enough to have a life thus the work
life balance. Related but broader terms include “lifestyle balance” and “life balance”. The
expression was first used in the late 1970s to describe the balance an individual’s work and
personal life.

In the United States, this phrase was first used in 1986. Over the past twenty-five years, there
has been a substantial increase in work which is felt to be due, in part, by information
technology and by an intense, competitive work environment. Long – term loyalty and a
“sense of corporate community” have been eroded by a performance culture that experts
more and more from their employees yet offers little security in return.

The elements analyzed in the present study are:

1) Marital status
2) Age
3) Experience
4) Children
5) Family type

54
1.Iam satisfied with working hours and is fits with my private life.

Table:4.1 working hours

RESPONDENTS RESPONDENTS%

Strongly agree 25 50%

Agree 15 30%

Neutral 5 10%

Disagree 5 10%

Strongly disagree 0 0%

total 50 100%

Graph 4.1- personal and work life

120

100

80

60

40

20

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Column1

Interpretation:

55
From the above table and graph, it is interpreted that 76% respondents are personal life, 24%
of the respondents are work life. Hence it is understood that majority of the nurses are
satisfied in private life in MEDICOVER HOSPITAL.

56
 2.I feel that I’m able to balance my professional & personal life.

60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Column1

Table 4.2- professional and personal life.

RESPONDENTS RESPONDENTS%

Strongly agree 25 50%

Agree 20 40%

Neutral 5 10%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Interpretation:

From the above table and graph, it is analysed that strongly agree are 50% of the respondents,
and 40% of the respondents are agree .10% of the respondents are neutral, 0% respondents
are disagree, 0% respondents are strongly disagree.

57
Finally it is observed that majority of the nurses are able to manage both professional and
personal life.

58
 3. I rarely work for long time (or) overhours and even on holidays

RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 5 10%

Neutral 5 10%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Table 4.3- Long time or overhours

Graph 4.3- long time or over hours

45

40

35

30

25

20

15

10

0
strongly agree agree neutral disagree strongly disagree

Series 1 Series 2 Series 3

59
Interpretation: From the above analysis it is observed that, 80% respondents
are strongly agree, 10% respondents are agree, 10% respondents are neutral, 0%
respondents are strongly disagree, 0% disagree.

Finally it is observed that majority of the nurses are strongly agree for rarely
working for longtime or overhours.

4. I get enough time for my family by working in this organisation.

60
 RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 5 10%

Neutral 5 10%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Table 4.4-enough time for family.

Graph 4.4- Working hours

Chart Title
60

50

40

30

20

10

0
strongly agree neutral disagree strongly total
agree disagree

Column1 Series 2 Series 3

Interpretation:
61
From the above table and graph, it is observed that 40% of the respondents are strongly agree,
10% of the respondents are agree, 0% of the respondents are neutral¸ 30% of the respondents
are strongly disagree, 20% of the respondents are disagree.
From the above analysis, it is observed that majority of the nurses are strongly agreed that
they had enough time for spending the time with their family.

5. The organisation take any initiation to manage work-life of the employes.

62
 Table 4.5- Work life balance

RESPONDENTS RESPONDENTS%

Strongly agree 20 40%

Agree 5 10%

Neutral 0 0%

Disagree 15 30%

Strongly disagree 10 20%

total 50 100%

Graph 4.5- Work life balance

Chart Title
120

100

80

60

40

20

0
strongly agree agree neutral strongly disagree total

Series 1 Series 2 Series 3

63
Interpretation:

From the above analysis, it is observed that 40% of the respondents are strongly agree, 10%
of the respondents are agree, 0% of the respondents are neutral, 30% of the respondents are
disagree, 20% of the respondents are strongly disagree.
Finally, it is understood that majority of the nurses believe that organisation take an initiation
for work life balance in MEDICOVER HOSPITALS because of their policies related to work life
balance.

6.My job positively contributes to my overall happiness.

64
 Table 4.6- job contribution

f RESPONDENTS RESPONDENTS%

Strongly agree 25 50%

Agree 15 30%

Neutral 5 10%

Disagree 5 10%

Strongly disagree 0 0%

total 50 100%

Graph 4.6- work tension

Chart Title
3000%

2500%

2000%

1500%

1000%

500%

0%
strongly agree agree neutral disaagree strongly disagree

Column2 Series 2 Series 3

Interpretation:

65
From the above table and graph, it is observed that, 50% of the respondents are strongly
agree, 30% of the respondents are agree, 10% of the respondents are neutral,
0% of the respondents are strongly disagree.
Finally it is observed that, majority of the nurses believe that their job contributes the overall
happiness in MEDICOVER HOSPITALS.

7.Co-workers positively contribute to my work environment

66
 Table 4.7- work shifts
RESPONDENTS RESPONDENTS%

Strongly agree 10 20%

Agree 10 20%

Neutral 25 50%

Disagree 5 10%

Strongly disagree 0 0%

total 50 100%

Graph 4.7- Work shifts

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Series 3

Interpretation:

67
From the above table and graph, it is observed that in terms of positive contribution to the
work environment, 20% of respondents are strongly agree, 20% of the respondents are agree,
50% of the respondents are neutral, 10% of the respondents are disagree, 0% respondents are
strongly disagree.
Finally, it is understood that majority of the nurses in MEDICOVER HOSPITALS

co-workers are positively contributes to work environment.

8.I rarely sacrifice sleep for the work.

68
 Table 4.8- Family time
RESPONDENTS RESPONDENTS%

Strongly agree 20 40%

Agree 20 40%

Neutral 5 10%

Disagree 5 10%

Strongly disagree 0 0%

total 50 100%

Graph 4.8- Family time

Chart Title
25

20

15

10

0
strongly agree agree neutral disagree strongly disagree

Series 1 Series 2 Series 3

69
Interpretation:

From the above table 4.8 and graph 4.8, it is observed that, 40% of the respondents are
strongly agreed for rarely sleep at work, 40% of the respondents agreed for rarely sleep at
work, 10% of the respondents are neutral for rarely sleep at work, 10% of the respondents are
disagree for rarely sleep at work, 0% of the respondents are strongly disagree for rarely sleep
at the work.

Finally, it is understood that the nurses in this hospital felt that they are neutral about rarely
sleep at work.

9.I leave everyday at the same time

70
 Table 4.9- work pressure
RESPONDENTS RESPONDENTS%

Strongly agree 45 90%

Agree 5 10%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Graph 4.9 work pressure

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Series 3

71
Interpretation:

From the above table and graph, it is observed that, 90% of the respondents are strongly
agreed that they leave everyday at the same time, 10% of the respondents are agreed that they
leave everyday at the same time, 0% of the respondents are neutral, 0% of the respondents are
disagree, 0% of the respondents are strongly disagree.

Finally, it is understood that most of the nurses, most of the nurses are able to leave everyday
at the same time.

10.I plan to stay my current job for the foreseeable future.

72
 Table 4.10- foreseeable future

RESPONDENTS RESPONDENTS%

Strongly agree 20 40%

Agree 10 20%

Neutral 10 20%

Disagree 5 10%

Strongly disagree 5 10%

total 50 100%

Graph 4.10- foreseeable future

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Series 3

73
Interpretation:

From the above table and graph, it is observed that, 40% of the respondents are strongly agree
for the foreseeable future, 20% of the respondents are agree to the foreseeable for the future,
20% of the respondents are neutral for the foreseeable future, 10% of the respondents are
disagree for the foreseeable future, 10% of the respondents are strongly disagree for the
foreseeable future.

Finally it is understood that the nurses in this Medicover hospitals feels that they are stay at
the current job for the foreseeable future.

11.I prioritize my family over my work life.

Table 4.11-family over my work life.

74
 RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 10 20%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Graph 4.11- family over my work life

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Series 3

Interpretation:
75
From the above table and graph, it is observed that 80% of the respondents are strongly agree,
20% of the respondents are agree for prioritizing the family over the work life, 0% of the
respondents are neutral prioritizing the family over the work life, 0% of the respondents are
disagree for prioritizing the family over the work life, 0% respondents are strongly disagree
for prioritizing the family over the work life.

Finally it is understood that majority of nurses feel that they prioritize the family over the
work life.

13.My workload is manageable.

Table 4.12: work load is managable

76
 RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 10 20%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree stronglydisagree total

Series 1 Series 2 Series 3

Graph 4.13-workload is managable.

77
Interpretation:

From the above table and graph, it is observed that, 80% of the respondents are strongly
agreed that their workload is manageable, 20% of the respondents are agreed that their
workload is manageable, 0% of the respondents are neutral to that workload is manageable,
0% of the respondents are disagree for the workload is managable.

Finally, it is understood that the majority of the nurses are agreed that their workload is
managable.

78
14.I can relax at home during off days because I’m not preoccupied with my
work.

Table 4.14- relax at home during off days.

RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 5 10%

Neutral 5 10%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Graph 4.14- relax at home during off days.

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Series 3

79
Interpretation:

From the above table and graph, it is observed that 80% of the respondents are strongly
agreed by saying yes, 10% of the respondents are agreed by saying yes,10% of the
respondents are neutral i.e yes/no, 0% 0f the respondents are disagreed by saying no, 0% of
the respondents are strongly disagreed by saying no.

From the above graph it shows that majority of the nurses are strongly agreed that they are
not preoccupied with their work.

80
15.Work is shared upon mutual understanding

Table 4.15- About work

RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 5 10%

Neutral 5 10%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Graph 4.15- About work

60

50

40

30

20

10

0
strongly agree agree neutral disagree stronglydisagree total

Series 1 Series 2 Column1

81
Interpretation:

From the above table and graph, it is observed that, 80% of the respondents are
strongly agree by saying yes, 10% of the respondents are agreed by saying yes, 10%
of the respondents are saying yes/no, 0% of the respondents are disagreed by saying
by no, 0% of the respondents are strongly disagreed by saying no.

Finally, it understood that majority of the nurses in the MEDICOVER HOSPITALS are
work is shared upon by mutual understanding.

82
16.I get flexi timings and shifts.

RESPONDENTS RESPONDENTS%

Strongly agree 30 60%

Agree 20 40%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Table 4.16: flexible timings and shifts

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral strongly disagree disagree total

Series 1 Series 2 Series 3

83
Interpretation:

From the above table and graph, it is observed that, 30% of the respondents are
strongly agree by saying yes, 20% of the respondents are agreed by saying yes, 0% of
the respondents are saying yes/no, 0% of the respondents are disagreed by saying by
no, 0% of the respondents are strongly disagreed by saying no.

Finally, it understood that majority of the nurses in the MEDICOVER HOSPITALS are
having flexible shifts.
17.I never got a call from my organisation when I’m on vacation.

RESPONDENTS RESPONDENTS%

Strongly agree 10 20%

Agree 10 20%

Neutral 0 0%

Disagree 20 40%

Strongly disagree 10 20%

total 50 100%

Table 4.16:call from organisation

60

50

40

30

20

10

0
strongly agree agree neutral strongly disagree disagree total

Series 1 Series 2 Series 3

Interpretation:

From the above table and graph, it is observed that, 20% of the respondents are
strongly agree by saying yes, 20% of the respondents are agreed by saying yes, 0% of
the respondents are saying yes/no, 40% of the respondents are disagreed by saying by
no, 20% of the respondents are strongly disagreed by saying no.

Finally, it understood that majority of the nurses in the MEDICOVER HOSPITALS are
receiving a call when they are in a vacation.
18.I never take my work stress to my home.

RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 10 20%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Table 4.17: work stress to home.

Chart Title
60

50

40

30

20

10

0
strongly agree agree neutral disagree strongly disagree total

Series 1 Series 2 Series 3

Interpretation:

From the above table and graph, it is observed that, 80% of the respondents are
strongly agree by saying yes, 20% of the respondents are agreed by saying yes, 0% of
the respondents are saying yes/no, 0% of the respondents are disagreed by saying by
no, 0% of the respondents are strongly disagreed by saying no.

Finally, it understood that majority of the nurses in the MEDICOVER HOSPITALS never
take their work stress to home.

19.I never feel overwhelmed with my work.

 RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 10 20%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Chart Title
45

40

35

30

25

20

15

10

0
strongly agree agree neutral disagree strongly disagree

Series 1 Series 2 Series 3

Table 4.17: never feel overwhelmed with my work.

Interpretation:

From the above table and graph, it is observed that, 80% of the respondents are
strongly agree by saying yes, 20% of the respondents are agreed by saying yes, 0% of
the respondents are saying yes/no, 0% of the respondents are disagreed by saying by
no, 0% of the respondents are strongly disagreed by saying no.

Finally, it understood that majority of the nurses in the MEDICOVER HOSPITALS never
feel overwhelmed at work.
20.My family supports me to pursue my career.

RESPONDENTS RESPONDENTS%

Strongly agree 40 80%

Agree 10 20%

Neutral 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 50 100%

Chart Title
45

40

35

30

25

20

15

10

0
strongly agree agree neutral disagree strongly disagree

Series 1 Series 2 Series 3

Interpretation:

From the above table and graph, it is observed that, 80% of the respondents are
strongly agree by saying yes, 20% of the respondents are agreed by saying yes, 0% of
the respondents are saying yes/no, 0% of the respondents are disagreed by saying by
no, 0% of the respondents are strongly disagreed by saying no.

Finally, it understood that majority of the nurses in the MEDICOVER HOSPITALS family
supports me to pursue my career.
 CHAPTER-VI

SUMMARY, FINDINGS AND

SUGGESTIONS
 Summary

Healthcare has become one of India’s largest sectors - both in terms of revenue and
employment. Healthcare comprises hospitals, medical devices, clinical trials,
outsourcing, telemedicine, medical tourism, health insurance and medical equipment.
The Indian healthcare sector is growing at a brisk pace due to its strengthening
coverage, services and increasing expenditure by public as well private players.

Indian healthcare delivery system is categorised into two major components - public
and private. The Government, i.e. public healthcare system comprises limited
secondary and tertiary care institutions in key cities and focuses on providing basic
healthcare facilities in the form of primary healthcare centres (PHC’s) in rural areas.
The private sector provides majority of secondary, tertiary and quaternary care
institutions with a major concentration in metros, tier I and tier II cities.
India's competitive advantage lies in its large pool of well-trained medical
professionals.

MEDICOVER HOSPITALS, established at vishakapatnam in 2019, with the intention of

creating world-class healthcare services for all sections of the society. In a short span
of three years, MEDICOVER HOSPITALS has set up over fifteen specialties including
Cardiology, Orthopedics ,Urology,Gynaecology.

Work-life balance is about finding the right balance between one’s work and one’s
life (i.e. life outside work) and about feeling comfortable with both work and non-
work commitments. Many people find it difficult to manage their time in a way that is
healthy for their work as well as for their personal life (Vlems, 2005). This may not be
because they are poor at time management, but largely because a good part of the time
is not theirs. It belongs to the organization. But do employees have to crowd out other
activities that are important in their lives just to satisfy the boss? Achieving the right
balance is something very personal, because we all have different priorities in life

From the study it is clear that employee work life balance in MEDICOVER HOSPITAL is
good, But there is a small gap from employee satisfaction to hospital. Work-life
balance programs offer a win-win situation for employers and employees. While the

85
employee may perceive work-life balance as the dilemma of managing work
obligations and non-work responsibilities, work-life balance from the employer‘s
point of view encompasses the challenge of creating a supportive organization culture
where employees can focus on their jobs while at work. In whichever way it is
viewed, the existence of effective work-life balance programs in an organization will
do both the employee and employer good. For the employer, work-life initiatives
create positive employer branding, promote being an employer of choice, foster
organizational citizenship, and support diversity initiatives. For the employee, there is
lesser stress, increased happiness, motivation, and productivity, and a better chance of
reaching both personal and career goals satisfactorily. The key role of HR therefore, is
to understand the critical issues of work-life balance, integrate it into the
organization‘s HR policy, and champion work-life balance programs.

Employers are realizing that the quality of an employee’s personal and family life
impacts work quality and that there are concrete business reasons to promote work
and non-work integration (Lockwood, 2003). As Vlems (2005) notes, when
organizations decide to facilitate their employees‟ work-life balance, they choose
from a wide array of options that include:

(a) Flexi-time: Flexi-time is a scheduling policy that allows full-time employees to

choose starting and ending times within guidelines specified by the organization. It
works well for full-time office staff, but not in shift patterns or in a production line.
Flexi-time allows an employee to attend to non-work demands without having to take
time off work.

(b) Compressed working hours: This is a system of a four day working week. An
employee can work his total number of agreed hours over a shorter period. For
example, an employee can work his or her hours over four days in a week instead of
five, and thus, gains a day for himself.

(c) Job-sharing: Job-sharing is a system where two people share a job. They both have
the same job, but split the hours, so that each employee has a part-time position. Apart
from splitting the hours, they also split the payments, holidays and benefits. The idea
is to afford employees ample time to attend to non-work activities so as to be able to
achieve a good measure of work-life balance.
86
(d) Breaks from work By taking breaks from work once in a while, the right balance
between work and life can be achieved. These breaks should not only be about
maternity, paternity and parental leave, but also time off for career breaks and
sabbaticals.

87
 Findings

Basing on the analysis of work life balance in MEDICOVER HOSPITALS the following aspects
are found:

1)It is found that majority of the employees working are women in MEDICOVER
HOSPITAL
2)Majority of the nurses are either have less than 5 years experience or in 5-
10 years experience range.
3)Majority of the respondents of the nurses opined that they work more than 5
days a week.
4)It is found that rarely the nurses work beyond 12 hours a day.
5)Majority of the people can able to balance their work and life in Medicover
hospital because of their policies related to work life balance.
6)It is found that majority of the nurses have opined that they often worried
about the work when they are really not in work place.
7)Majority of the nurses in Medicover hospital works on shifts.
8)It is found that the nurses in this hospital felt themselves unable to spend
enough time with their family, it shows that they need improvement in work
life balance policies in the hospital.
9)It is found that the nurses in this hospital feels that they getting tired and
depressed while they are in working.
10)Majority of nurses feel that sometimes they limit their activities at home
because of their work.
11)It is found that Medicover hospital has the separate policy for work life
balance that helps the employees to make their lives better.
12)It is found that the main reason behind imbalances for their work and life is
all about family conditions. In our society female have much family
responsibilities than the male so they have face certain problems regarding
work life balance.
13)It is found that the hospital can involve family members in the achievement
reward function of employees. That gives extra boost up from the family side.

88
 14)Majority of the nurses in the Medicover hospital are feeling happy with
their work.

Suggestions

Basing on the findings the suggestions may be made:

Since majority of the nurses having experience below 5 years, it may be

suggested to recruit the nurses having rich experience. As majority of the nurses opined
that they working more than 6 days a week, it may be suggested to follow the stipulated
working days that is 6 days a week.

As few respondents are opined that they work rarely more than 12 hours a day
may be suggested to follow the stipulated 8 hours working hours per day. Accordingly
additional recruitment may also be suggested to meet the HR requirements

As majority of the nurses are able to balance their work in Medicover it may
further suggested to sustain the same policies to make the work happier. As few
respondents opined that they worried about the work when they are not in a work place, it
may be suggested to create a peaceful and friendly work environment so that nurses will
not carry the work pressure to their homes.

It may be suggested to design or liberalize the policies related to work so that

the nurses will spend enough time with their family. It is found that the nurses in this
Medicover hospital feels that they getting tired and depressed while they are in working,
so management has to plan some refreshment facilities for their employees.

Further it is also suggested to design the policies of HR to create easy among the
nurses, to make their lives better by managing the activities at home as well as the work
place. Also in Indian family context females have more responsibilities than male, certain
imbalances can be seen as a part of this work, so it may be suggested to understand the
concerns of the female staff that id nurses in the organization.

89
90
 BIBLIOGRAPHY

Test books referred

S.NO TITLE AUTHOR PUBLISHER

1 S.P Human resource Decenzo, D.A & John wiley & sons
management robins
2 B. Human resource Desseler G& varkey Pearson
management
3 Human resource Mathis R.L & Thomson learning
management 9th Jackson J.H publications
edition
4 Personnel Monappa Tata Mcgraw hill
management and
industrial relations

Articles

1.Millcent(2010), Work schedulsing satisfaction and work life balance for nurses,
the perception of organizational justice 6(1).
2.SCHLUTER (2011), Work/life balance and health, the Nurses and Midwives e‐
cohort study. 58(1).
3.Samuel B. Bacharach (1991), Work‐home conflict among nurses and engineers,
Mediating the impact of role stress on burnout and satisfaction at work, 12(1).

4.(2009), Work–life Balance, A Matter of Choice?, 16(1).

5.Ya-Wen Lee RN (2013), Predicting Quality of Work Life on Nurses, Intention.

6.Mohammed J Almalki (2012), Quality of work life among primary health care

nurses in the Jazan region, Saudi Arabia, a cross-sectional study.
7.panelIsabelJamiesonPhD, RN, BN, MNurs(Melb) (2013), Work-Life
Balance,What Generation Y Nurses Want 11(3)
1. Sheila A. Boamah RN,MN (2016), The influence of areas of work life fit and
work‐life, interference on burnout and turnover intentions among new graduate
nurses, 24(2)

2. Sachiko Tanaka (2010), Working condition of nurses in Japan, awareness of

work–life balance among nursing personnel at a university hospital.

3. D.Sakthivel, Work life balance and Organizational commitment for Nurses, Asian
Journal of Business and Management Sciences, 2(5).

Websites referred
1)https://www.researchgate.net/publication/
259744872_A_Comparative_Study_on_Work-
Life_Balance_of_Nursing_Staff_Working_in_Private_and_Government_Hospitals
2)https://www.researchgate.net/publication/318335144_Work-
Life_Balance_among_Teaching_Hospital_Nurses_in_Malaysia
3)http://careersinnursing.ca/why-nursing/work-expectations/work-life-balance
 ANNEXURES

Questionnaire of work life balance on Nurses.

1.Iam satisfied with working hours and is fits with my private life.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

2.I feel that I’m able to balance my professional & personal life.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

3. I rarely work for long time (or) overhours and even on holidays.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

4. I get enough time for my family by working in this organisation.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

5. The organisation take any initiation to manage work-life of the employes.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

6.My job positively contributes to my overall happiness.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

7.Co-workers positively contribute to my work environment.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

8.I rarely sacrifice sleep for the work.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

9.I leave everyday at the same time

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

10.I plan to stay my current job for the foreseeable future.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

11.I prioritize my family over my work life.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

13.My workload is manageable.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

14.I can relax at home during off days because I’m not preoccupied with my
work.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

15.Work is shared upon mutual understanding.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

16.I get flexi timings and shifts.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

17.I never got a call from my organisation when I’m on vacation.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

18.I never take my work stress to my home.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

19.I never feel overwhelmed with my work.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree

20.My family supports me to pursue my career.

A) Strongly agree B) Agree C) Neutral

D) Disagree E) Strongly disagree