PROJECT

ON

“A Study on Employee Work and Job Satisfaction in Max Smart

Super Specialty Hospital”

Submitted BY:___Shruti Kumari___________________

Enrollment No:____ 77119376167_________________

 ACKNOWLEDGEMENT

In pursuing and completion of my MBA and other sincerity, I undertook the task of completing my

project on A Study on Employee Work and Job Satisfaction in Max Smart Super Specialty Hospital

To this, I would like to thank and express my gratitude to the Top Management who allowed me to

doings my project and gave me their whole-hearted support. I heart warning thanks to all the

employees of MAX SMART SUPER SPECIALTY HOSPITAL, who helped me in my project and gave

their authentic opinion. I am deeply obligated to thank my faculty guide and for their help and

proposal and am profoundly grateful to him

Last but not least, I would like to thank my most caring and Dearest Parents and friends without

their blessings and assistance this project work would not have been completed.

Heartfelt thanks and warm wishes,

Yours sincerely,
 CONTENTS

SR.NO. CHAPTER PRATICULARS PAGE NO.

1 - CERTIFICATE 2

2 - CERTIFICATE 3

3 - ACKNOWLEDGEMENT 4

4 1 INTRODUCTION

5 2 THEORETICAL PERSPECTIVE

6 3 OBJECTIVE AND SCOPE

7 4 METHODOLOGY

8 5 DATA COLLECTED

9 6 DATA ANALYSIS

10 7 FINDINGS

11 8 RECOMMENDATIONS

12 9 CONCLUSION
13 - BIBLIOGRAPHY

14 - APPENDICES

ACKNOWLEDGEMENT

CHAPTER -1

INTRODUCTION

JOB SATISFACTION – AN OVERVIEW

Work Satisfaction can be influenced by a man's capacity to finish required undertakings, the level of

correspondence in an association, and the way where association treats specialists. Business

Satisfaction concerning one's inclination or perspective with respect to nature of their work.

Occupation can be affected by game plan of parts like nature of one's relationship with their boss,

nature of condition of being in which they work, level of satisfaction in their work, and so on

Supportive viewpoint towards work are identical to work fulfilment while negative air towards work

has been depicted contrastingly now and again. In short Job Satisfaction is a man's point of view

towards work. Business fulfilment is an attitude which happens taking into account changing and

summation of different explicit tendencies experienced as for the activity their evaluation may rest
generally upon one's prosperity or disappointment in the accomplishment of individual target and

upon saw mix of the activity and mix towards these culminations.

As exhibited by pestonjee, Job fulfilment can be taken as a summation of expert's thoughts in four

fundamental territories. These are:

1. Job-nature of work (dull, unsafe, beguiling), significant length of work, related specialists,

openings at work for movement and progress (potential outcomes), extra minutes controls,

pestonjee2. Management-regulatory treatment, coordinated effort, prizes and instructs,

endorsements and lacks, leaves strategy and bias.

3. Social relations-partners and assistants, neighbors, points of view towards individuals in get-

together, interest in friendly advancement adaptability and rank square.

4. Personal change thriving and emotionality. Occupation Satisfaction is an essential marker of

how specialists feel about their development and a pointer of work lead, for example, different

leveled citizenship, Absenteeism, Turnover. Business fulfilment benefits the alliance joins decreasing

in grievances and objections, delinquency, turnover, and end; and in addition updated steadiness

and specialist affirmation. Business fulfilment is in like way connected with an undeniably

accommodating work compel and has been believed to be a regular marker of future. Work

Satisfaction isn't similar words with authoritative soul, which the having a position of feeling have

being perceived by and having a spot with a get-together of workers through adherence to shared

targets and trust in charming nature of these objectives. Soul is the response of the party, while

work fulfilment is progressively an individual perspective.

MAX SMART SUPER SPECIALTY HOSPITAL

We are one of India's driving providers of careful, steady and composed top notch social protection

organizations. With an arrangement of 14 facilities, we offer treatment over all of the 29 specialties.

We have 2300+ driving experts with overall level capacity who are made plans to give best

assumptions for clinical significance at a modest quantity of worldwide costs. Our NABH and ISO

approve crisis facilities offer top level organizations to our patients. We grasp searching for clinical

treatment outside your home can be really and mentally inconvenient. So at Max, we are restless to

get you home!

Director's Message

At Max Super Speciality Hospitals, it is our level of organization and eye for determining in all that

we do, that truly isolates us and chooses us the thought provider of choice for some patients.

Quality, clinical and organization significance and determining are the pillars of this association.

Our Vision

Our energy well reflects in the manner that we set the business measures with respect to fix, care

and comfort. To pass on International Class restorative administrations with a full scale help focus,

by making an establishment zeroed in on the best assumptions for clinical and organization

significance, industrious thought, consistent data and clinical guidance.

Our Leader's

•RAJIT MEHTA

Rajit Mehta, is the Managing Director and CEO of Max Healthcare, a principle private human

administrations association in India and is a person from the Board of Directors of the Company. He

is moreover a Non-Executive Director at Max Life Insurance and is a trustee of the Max India
Foundation – the CSR arm for the Max Group of Companies. As the Managing Director and CEO of

Max Healthcare, Rajit gives strong expert in aiding Max Healthcare in achieving its vision of being the

most regarded therapeutic administrations association in India known for clinical and organization

significance. Other than driving the exercises of the association, he is similarly as of now busy with

driving a critical change adventure at Max Healthcare, including fundamental advancement

adventures, enabling Max Healthcare to transform into a supported Nursing chief, improvement of

methodology and developing a strong culture of clinical significance and patient centricity. Rajit was

an originator individual from Max Life Insurance, since October 2000 and has been instrumental in

aiding Max Life become an appreciated, profitable and especially run Company. During his residency

in Max Life, he endeavored additional commitments as the Chief Transformation Officer which gave

oversight on execution of key exercises; arranging and completing new work systems; changing key

accomplices; shielding the expense construction to improve profitability; and setting out a broad

change the heads inspiration. During this period, Max Life increased its slice of the pie just as

immaculately made a trip to another brand character.

•SWATI ANUJ RUSTAGI

Task: Senior Vice President and Chief People Officer

Swati Rustagi is Max Healthcare's Chief People official, responsible for arranging and realizing

isolated, top level People and Leadership practices for the 15000 people of Max therapeutic

administrations with the ultimate objective of enabling them to succeed both expertly and

eventually. With the assistance of her gathering, Swati is reviving position and capacity practices to

make the most truly human working environment, driving MHC's partition on the lookout and ability

to improve the way in which the patient thought is passed on. Swati Rustagi has an astoundingly

strong establishment in HR, Executive Leadership and Change Management and is a strong

advertiser for fuse and grouped assortment.

Swati conveys with her over 17 years of involvement across FMCG, Financial Services and human

administrations sections. She has worked with driving affiliations like Hindustan Unilever, DSP Merrill

Lynch, Johnson and Johnson and Glenmark Pharmaceuticals Limited.

Prior to joining Max Health Care, Swati was the Global Head of Human Resources at Glenmark

Pharmaceuticals, managing the HR work across 32 countries and 10,000 agents. Swati has various

distinctions amazingly, including winning "HR Professional of the Year" award in 2013 at the World

HR Congress conversation. Around a similar time, Glenmark Pharmaceuticals Limited won the HR

relationship of the year award too.

In her past positions, Swati has worked across various HR domains including Talent Management,

OD and Learning, Change Management, M&A, HR business teaming up, Total Rewards. She has also

done distinctive business spells as an element of the experience.

•VINITA BHASIN Task:

Chief - Service Excellence and Customer Operations

Vinita Bhasin is responsible for making Max Healthcare a supported assistant known for its lifestyle

of organization and patient thought. Vinita conveys with her more than 19 years of start to finish

understanding over the Financial Services part including Banking and Insurance and has directed

gigantic Service works in her past positions. She was filling in as CVP - Head of Field Operations and

Service Excellence, Max Life Insurance with obligation to administer and supervise Branch

Operations and a gathering of ~700 people spread across 250 working environments in the country.

As the Service Excellence Head she arranged and completed the Service Excellence Framework for

Max Life Insurance. Her obligations included making the Service vision and describing Values and

Service Protocols for Max Life. She has a long and consistent standing of champion execution and

has successfully rotated execution of many assistance works in her calling. Earlier, as Head of
Customer Services in Max Life , Vinita managed the Customer contact center, Complaints and Query

Unit and the Policy Owner organizations gathering. She joined Max Life in 2001 and as a significant

part of the start up bunch set up various methodology and units to ensure predictable transport to

Customers. Prior to joining Max Life Insurance she was working with Bank of America. Vinita is an

English honors from Delhi University. ANAS WAJID Task:

Chief Sales and Marketing

Mr. Anas Wajid, Director Sales and Marketing, is responsible for driving all Brand, Marketing and

Sales practices at Max Healthcare to achieve its vision of being the 'most valued social protection

association in the country'. He has more than 17 years of association with different fields, for

instance, publicizing, retail, human administrations and media. In the human administrations space,

he has worked at Apollo Hospitals, Max Healthcare, Artemis Health Institute and most actually at

Fortis Healthcare Ltd. Anas has earlier been a piece of the Hindustan Times bundle as well, as the

National Sales Head for its radio division, Fever 104. In his 3 years stretch at Fever 104, Anas

managed quick improvement in the arrangements of the affiliation. In his past task at Fortis

Healthcare Ltd. as the Chief of Sales and Marketing for the social event, Anas had been instrumental

in driving innovative exercises in the area of Marketing Communications, Domestic and International

Sales. Anas holds an Engineering declaration from the National Instit

CHAPTER -2

LITERATURE REVIEW

Occupation satisfaction or delegate satisfaction has been portrayed according to various

perspectives. Some trust it is exactly how content an individual is with their movement, toward the

day's end, whether or not they like the action or individual perspectives or parts of occupations, for

instance, nature of work or oversight. Others trust it isn't so distorted as this definition suggests and

rather that multidimensional mental responses to one's movement are incorporated. Examiners
have moreover seen that movement satisfaction measures vacillate in how much they measure

feelings about the action brimming with feeling work satisfaction. or then again insights about the

movement scholarly business satisfaction.

Occupation satisfaction is quite possibly the most imperative anyway debatable issues in mechanical

mind examination and lead the heads in affiliation. It finally picks the level of agent motivation

through the improvement of affiliation climate or condition work achievements has been a Subject

of warm seek after by researchers. There have been more than 3,000 dispersed examinations on

work satisfaction during the last 30-40 years. Work satisfaction is the attitude one has towards their

movement. Fulfilled another way it is one is loaded with feeling response to the movement.

Occupation satisfaction is stressed over the ' feeling one has towards the movement. The meaning

of business satisfaction is truly clear from a depiction of the meaning of keeping up moral in any

industry. If a worker isn't content with work, and a short time later both the sum and nature of his

yield will persevere. It his action satisfaction increase then there is no improvement in both the

quality and measure of creation. Preparing plants in which the workers are content with their work

are furthermore depicted by an optimistic mood.

2.1 HISTORY OF JOB SATISFACTION

Frederick W. Taylor? (1916), one of the pioneers, acknowledged that workers motivation was

required by and large to their eagerness for money. He moreover proposed that the most satisfying

situation was one in which a worker could get the most income with the least effort. Both

profitability and satisfaction would result, if workers were given sensible wages and work that ought

to be conceivable quickly without excess shortcoming. The term work satisfaction was brought to

lime light by hop scar (1935). He revived 35 examinations on work satisfaction coordinated going

before 1933 and sees that Job satisfaction is blend of mental, physiological and natural conditions.

That makes an individual state. "I'm content with my movement". Such a portrayal show the variety
of elements that sway the satisfaction of the individual anyway reveal to us nothing about Job

satisfaction.

Work satisfaction has been most pertinently portrayed by pestonjee (1973) as an occupation, the

heads, singular adjustment and social essential. Morse (1953) considers Job satisfaction as

dependent upon work content, ID with the co., money related and work status and priding pack

cohesiveness

Maybe the best prelude to the examination of business satisfaction was the Hawthorne study. These

examinations (1924-1933), essentially credited to Elton Mayo of the Harvard Business School,

attempted to find the effects of various conditions (most very light) on workers' profitability. These

examinations finally showed that novel changes in work conditions momentarily increase proficiency

(called the Hawthorne Effect). It was subsequently found that this extension happened, not from the

new conditions, at this point from the data on being watched. This finding gave strong proof that

people work for purposes other than pay, which arranged for examiners to investigate various

elements in work satisfaction. Legitimate organization (also called Taylorism) furthermore

fundamentally influenced the examination of work satisfaction. Frederick Winslow Taylor's 1911

book, Principles of Scientific Management, fought that there was a singular most ideal way to deal

with play out some arbitrary work task. This book added to a change in mechanical creation

strategies for thinking, causing a move

from talented work and piecework towards the more present day approach of consecutive

development frameworks and time sensitive remunerations. The basic use of coherent organization

by organizations uncommonly extended proficiency since workers needed to work at a faster speed.

Nevertheless, workers got exhausted and frustrated, thusly leaving experts with new requests to
reply concerning work satisfaction. It should in like manner be seen that created by W.L. Bryan,

Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor's work. Some fight that Maslow's

reformist arrangement of prerequisites theory, a motivation speculation, set up the structure for

work satisfaction theory. This theory reveals that people hope to satisfy five unequivocal

requirements for the duration of regular day to day existence – physiological necessities, prosperity

needs, social necessities, certainty needs, and self-acknowledgment. This model filled in as a fair

reason from which early researchers could make work satisfaction speculations.

Outcomes of Job Satisfaction:

High job-satisfaction may incite improved proficiency, extended turnover, improved support,

reduced accidents, less job pressing factor and lower unionization.

Profitability

The association among satisfaction and profitability isn't set up. The agreement, regardless, is that as

time goes on job-satisfaction prompts extended profitability. Regardless, forty years of examination

concerning this issue, appallingly doesn't support to this conviction.

Satisfaction and nonappearances:

Relationship of satisfaction to non-appearance is similarly improved absolutely. Delinquency is high

when satisfaction is low. How much people feel that their jobs are critical has a coordinating Impact

on their unfortunate lacks. While high job-satisfaction will not actually achieve low non-appearance,

low satisfaction is presumably going to acknowledge high delinquency.

Satisfaction and job pressure:

Relentless job-dissatisfaction is a staggering wellspring of job pressure. The delegate may see no

satisfactory transient response for moving away from such a pressure. A laborer trapped in a
disillusioning job may pull back by such strategies as high non-appearance and delay, or the agent

may stop.

Assessment of Job satisfaction

This gives a document of progressive ampleness. The three fundamental procedures for assessing

job satisfaction are:

•Attitude Surveys

•Observing certifiable lead

•Conducting official fondness gatherings

Wellsprings of Job Satisfaction:

•Wage structure

•Nature of work

•Promotions

•Work gathering

•Working conditions

•Supervision

2.2 IMPORTANCE OF JOB SATISFACTION

Job satisfaction is a critical pointer of how delegates feel about their job and a marker of work lead,

for instance, organizational, citizenship, Absenteeism, Turnover. Job satisfaction can for the most

part intercede the relationship of character factors and ruffian work direct. Common ask about
getting is that position satisfaction is connected with lifestyle. This relationship is comparing

significance the people who are content with the presence will overall be content with their jobs and

the people who are satisfied their jobs watches out for content with their life. This is significant bit of

information that is job satisfaction and job execution is genuinely related to one another. Thusly it

will in general be said that, "A lively expert is a valuable worker." It gives obvious evidence that

baffled agents skip work even more often and progressively really like to leave and satisfied expert

obligated to work longer with the affiliation.

2.3 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and word related accomplishment are primary contemplations in up close and

personal satisfaction, feeling of pride, certainty, and self-headway. To the worker, job satisfaction

brings a pleasurable enthusiastic express that can often prompts a positive work disposition. A

satisfied worker will undoubtedly be creative, versatile, innovative, and resolute. For the affiliation,

job satisfaction of its workers suggests a work power that is stirred and centered around magnificent

execution. Extended productivity the sum and nature of yield each hour worked-is apparently a

result of improved nature of working life. Note that the composition on the association between job

satisfaction and productivity is neither conclusive nor solid. Regardless, considers returning to

Herzberg's (1957) have showed up at any rate low connection between high purpose and high

productivity and it appears to be reasonable that continuously satisfied workers will overall

increment the estimation of an affiliation.

Hopeless laborers, who are energized by fear of loss of job, will not give 100% of their effort for

especially long. Notwithstanding the way that fear is a pivotal flash, it is also a temporary one, and

besides when the risk is lifted execution will diminish. Job satisfaction benefits the affiliation

recollects decline for grumblings and protests, non-appearance, turnover, and end; similarly as

improved steadfastness and expert determination. Job satisfaction is also associated with a more

invaluable work power and has been viewed as a fair marker of life expectancy.
Though little association has been gotten between position satisfaction and profitability, Brown

(1996) saw that a couple of organizations have found that phenomenal or beguiling laborers is an

3.1 MODEL OF FACET OF JOB SATISFACTION

Skill

Experience Perceived personal

job inputs
Training

Efforts Perceived
amount that
Age
Perceived inputs should be
Seniority & outcomes of received (a)
referent others
Education

Co loyalty
Level
Past
a=b satisfaction
performance
Difficulty
Perceived job a>b
Time span
characteristics dissatisfaction
Amount of
a<b guilt
responsibility
Inequity
Perceived
Discomfort
outcome of
referent others Perceived
amount
received

Actual outcome (b)

received

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 proposed a model of highlight satisfaction. This model is appropriate to

understand what chooses a person's satisfaction with any part of job.According to this model

genuine outcome level expects a vital job in a person's perspective on what rewards he recieves. His

acknowledgment influenced by his perspective on what his referent others recieves. The higher

outcome level of his referent other the lower his outcome level will appear. This model furthermore

focuses around his acumen on compensation level.

3.2 AFFECT THEORY Edwin A. Locke's Range of Affect Theory (1976) is apparently the most eminent

job satisfaction model. The basic explanation of this theory is that satisfaction is constrained by a

mistake between what one necessities in a job and what one has in a job. Further, the speculation

communicates that the sum one characteristics a given component of work (for instance the degree

of freedom in a position) coordinates how satisfied/disillusioned one becomes when wants

are/aren't met. Right when an individual characteristics a particular component of a job, his

satisfaction is even more staggeringly influenced both earnestly (when wants are met) and

oppositely (when wants are not met), appeared differently in relation to one who doesn't regard

that angle. To outline, if Employee A characteristics autonomy in the workplace and Employee B is

separated about independence, by then Employee A future logically satisfied in a spot that offers an

undeniable degree of self-administration and less satisfied in a circumstance with basically no self-

administration stood out from Employee B. This theory in like manner communicates that a super

explicit component will make more grounded feelings of dissatisfaction the more an expert regards

that perspective.

3.3DISPOSITIONAL THEORY

Another outstanding job satisfaction speculation is the Dispositional Theory it is an overall

speculation that suggests that people have inherent habits that cause them to have tendencies

toward a particular level of satisfaction, paying little notice to one's job. This technique transformed

into a striking explanation of job satisfaction considering proof that job satisfaction will overall be
consistent after some time and across professions and jobs. Examination in like manner shows that

vague twins have near levels of job satisfaction. A gigantic model that restricted the degree of the

Dispositional Theory was just the Core appraisals Model, proposed by Timothy A. Judge in 1998.

Judge fought that there are four Core Self-appraisals that choose one's air towards job satisfaction:

certainty, general self-suitability, locus of control, and neuroticism. This model communicates that

more huge degrees of certainty (the value one puts on his self) and general self-sufficiency (the

confidence in one's own capacity) lead to higher work satisfaction. Having an inside locus of control

(believing one has authority over her\his own life, rather than outside powers having control)

prompts higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg's Two-factor speculation (in any case called Motivator Hygiene Theory) attempts

to explain satisfaction and motivation in the workplace. This theory communicates that satisfaction

and frustration are driven by different factors – motivation and neatness factors, exclusively.

Animating factors are those pieces of the job that make people need to perform, and outfit people

with satisfaction. These moving factors are seen as trademark for the job, or the work did. Energizing

factors fuse portions of the working environment, for instance, pay, association procedures,

regulatory practices, and other working conditions. While Hertzberg's model has vivified a great deal

of exploration, examiners have been not ready to reliably observationally exhibit the model, with

Hackman and Oldham suggesting that Hertzberg's extraordinary specifying of the model may have

been a methodological knick-knack Furthermore, the theory doesn't consider singular

differentiations, then again expecting all agents will react in an indistinct manner to changes in

motivating/tidiness factors.. Finally, the model has been denounced in that it doesn't decide how

driving/tidiness factors are to be measured]

3.5 JOB CHARACTERISTICS MODEL

Hackman and Oldham proposed the Job Characteristics Model, which is for the most part used as a

framework to think how explicit job ascribes influence on job results, including job satisfaction. The

model communicates that there are five focus job credits (capacity collection, task character, task

centrality, self-rule, and information) which influence three essential mental states (experienced

significance, experienced commitment in regards to results, and data on the genuine results),

subsequently affecting work results (job satisfaction, non-appearance, work motivation, etc.). The

five place job ascribes can be joined to outline a stirring expected score (MPS) for a job, which can be

used as a rundown of how likely a job is to impact a specialist's attitudes and practices.

A meta-assessment of studies that assess the construction of the model offers some assistance for

the authenticity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this strategy for assessing job satisfaction the relationship between's various legitimate terms and

conditions at regulatory level and besides the relationship at a gigantic.

Satisfaction WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION:

1. The chiefs has a clear a path for specialist's movement

2. Decisions are made recalling the advantage of the laborers

3. The heads is inconceivably sensible in near and dear techniques

4. Actual working conditions are consistent in achieving targets

5. Innovativeness is asked to meet business issues.

Satisfaction WITH SUPERVISION

1. I trust I can trust in what my supervisor tells me

2. My chief methodologies me modestly and with regard

3. My chief handles my business related issues acceptably

4. I complete relentless valuation for work from supervisors

5. I get sufficient assistance from the supervisor

6.Individual action is enabled

Satisfaction WITH COMPENSATION LEVELS

1. As a rule I am content with the association's compensation pack

2. I'm content with the wellbeing benefits

3. I'm content with the vehicle reward

4. I'm content with the retirement benefits

5. I'm content with the reimbursement of the expenses as per the capability

6. I'm content with the event (move away) eligibilities

Satisfaction WITH TASK CLARITY

1. The chiefs decisions are Ad Hoc and need professionalism (transform scaled)

2. Rules and technique are followed uncompromisingly

3. My job commitments are throughout portrayed and clear this technique is that extra data or

explanations can be acquired speedily. toward their job might be positive or negative.

3.11 JOB ENLARGEMENT

Job expanding began after World War II. It is fundamentally the figuring out of the work to relate the

substance of the job as far as possible, genuine and potential, of workers. Job expanding is
unconscious pioneer of the thought and thinking of job plan. Stephan offers three basic doubts

behind job development.

Yield will increase if

1.Workers limits are totally utilized

2.Worker has greater authority over the work

3.Workers energy for work and workplace is fortified. Job enhancement is a regular term that

exhaustively infers adding more and different tasks to a particular job. It may broaden the amount of

undertaking the agent should do that is, switch things up. Right when extra direct task are added to

a job, the technique is called level job growth. This in like manner presumably adds excitement to

the work and reduces dreariness and exhaustion. To check pernicious effects of specialization, the

planning parts related with each individual job should be intentionally destitute down. Possibly, the

mechanical creation frameworks can be condensed so that there will be more lines and less workers

on each line. Furthermore, as opposed to giving out one man to each job and thereafter allowed to

decide for himself how to form the work. Such changes permit dynamically friendly contacts and

more noticeable order over the work strategy.

3.12 JOB ROTATION

Job upset incorporates irregular tasks of a delegate to absolutely different game plans of job works

out. One way to deal with handle work routine is to use the job upheaval. Right when a development

is finished trying, the delegate is gone to another job, at a comparative level that has practically

identical capacity necessities. Various associations are searching for a response for hands on

exhaustion through purposely moving experts beginning with one job then onto the following. This

preparation gives more combinations and permits agents to get comfortable with additional

capacities. The association furthermore benefits since the workers can play out different jobs if

there should arise an occurrence of an emergency.

 3.13 CHANGE OF PACE

Anything that will permit the worker to change his speed when he wishes will advance variety to his

work. Further if workers are permitted to change their speed that would give them a sensation of

accomplishment.

3.14 SCHEDULED REST PERIODS

Expansive examination on the impact of rest periods shows that they may augment both soul and

profitability. Arranged rest periods bring various focal points: They check actual shortcoming They

give collection and lessen horridness They are something to expect getting a break gives a sensation

of achievement.

CHAPTER-3

OBJECTIVE AND SCOPE

BACK DROP

1. In the wake of associating with numerous workers of MAX SMART SUPER SPECIALTY HOSPITAL. It

became known and set up that the organization was confronting an issue of stock framework and it

increment cost of the organization.

A portion of the significant focuses which rose were

a. Increased turnover of representatives

b. Less profitability

c. absence

d. training cost expanded

e. Declining request from purchasers/clients.

1.With this setting it was chosen to deductively additionally look into the issue of job fulfillment in

MAX SMART SUPER SPECIALTY HOSPITAL.

Target AND SCOPE OF THE STUDY

Objective

Assess job fulfilment level of the worker at MAX SMART SUPER SPECIALTY HOSPITAL and

recommend therapeutic measures.

Optional goal

1.To recognize and study the elements influencing the job fulfillment levels of the representatives in

the MAX SMART SUPER SPECIALTY HOSPITAL

2.To appointed authority the pertinent degree of effect of every parameter on the fulfillment level

of the

MAX SMART SUPER SPECIALTY HOSPITAL

3.To study the workers discernment towards association.

4.To study the demeanor of the representative towards their work

Scope

This study is attempted to discover the degree of job fulfillment among the representatives of MAX

SMART SUPER SPECIALTY HOSPITAL

Section 4

RESEARCH METHODOLOGY

Execution the board and representative fulfilment are two territories that posture challenge for

workers. Utilizing execution the executives technique, for example, examinations to quantify worker

execution accompanies its own difficulties, which are normally unexpected. Simply after bosses

actualize complex evaluation programs do they understand the issue related with them. job

fulfillment is another emotional theme that worry managers job fulfillment, or scarcity in that

department can influence execution evaluations and compromise the business worker relationship

by making erosion among representatives and their directors, in any case , bosses can utilize

overviews representative criticism and boss audit to characterize what issues exist inside both job

fulfillment and execution examinations.

Job fulfilment is an across the board issue. Profitability, proficiency are identified with work power.

To accomplish those one ought to be focused on the association to the long haul. This thusly relies

upon the degree of job fulfilment and the assurance of the representatives.

Job fulfilment improves the presentation of an association.

Need and importance of study

This study is attempted to discover the degree of job fulfilment among the workers of MAX SMART

SUPER SPECIALTY HOSPITAL. In addition, this study is to know the effect of working conditions,

organization arrangements and its effect hands on fulfilment.

This study will assist the association with designing their job fulfilment program.

Management can choose whether the current job fulfilment program ought to be proceeded or

changed.

METHODOLOGY

Primary Data

For acquiring the Primary data for the undertaking, I propose to utilize two research instruments for

example Poll and Structured Interviews:

a Questionnaire

I. Sample Size : 25

II. Sample Composition

i. HR manager : 5

ii. Head of Dep. / Senior Staff : 5

iii. Supervisors / workers : 10

iv. Past Employees : 5

b. Structured Interviews

I. Sample Size : 10

II. Sample Composition

 i. HR manager : 2

ii. Head of Dep. / Senior Staff : 2

iii. Supervisors : 2

iv. Past Employees : 2

v. Customers / buyers : 2

Secondary Data

I propose to get the secondary data

a. Previous in house studies done in the Company

b. Earlier complaints / letter of customers / buyers / past employe

CHAPTER 5

DATA ANALYSIS

Table 1. Age of the respondents.

Respondents. Age in years Total

20-30 30-40 40-50 51-60

HR manager 1 1 2 1 5

Heads of dept. / - 1 2 2 5

Sr. Staff

Supervisor/ 4 4 1 1 10

workers

Past employees - - 2 3 5

Total 5 6 7 7 25
Table 2.Position and designation of the employees

Sr. categories managers Supervisors Staff total

level /workers

1 H R manager 1 2 2 5

3 Heads of dept. / 2 2 1 5

Sr.Staff

Supervisor/ staff - 6 4 10

4 Past employees 1 2 2 5

Total 4 12 9 25

Table 3.Work experience profile of respondents

Respondents. Work experience in years Total

Less than 5 5-10 11-20 20 above

H R manager 1 2 1 1 5

Heads of dept. / - 1 2 2 5

Sr. Staff

Supervisor/ staff 3 2 3 2 10

Past employees 2 3 5

Total 4 5 8 8 25

Table 4. Work experience in organization profile of respondents

Respondents. Work experience in years Total

Less than 5 5-10 11-20 Over 20

H R manager 1 1 2 1 5

Heads of - 1 3 1 5

department/staff

Supervisor/ staff 3 2 4 1 10

Past employees - - 2 3 5

Total 4 4 11 6 25
Table 5.What motivate to you to work more?

Respondents. Promotion Less Good others total

supervision working
Good pay
condition

HR manager/ 1 1 1 1 1 5

Staff

Head of 1 1 1 1 1 5

dept./staff

Supervisor/ 1 2 2 4 1 10

staff

Past 2 1 - 1 1 5

employees

Totals 5 5 4 7 4 25

Table 6. Are the individual differences respected?( educational background, gender, race)

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 2 1 - 1 5

Head of dept./staff 1 1 1 1 1 5

Supervisor/ staff 1 2 5 1 1 10

Past employees 2 2 1 - - 5

Totals 5 7 8 2 3 25

Table 7.Do you feel that salary being offered as “‘is sufficient to lead a satisfied life

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 2 2 1 - - 5

Head of dept./staff 2 2 1 - - 5

Supervisor/ staff 3 2 3 1 1 10

Past employees - 1 3 - 1 5

Totals 7 7 8 1 2 25

Table 8.Are you satisfied with your remuneration?

Respondents. satisfied Can’t dissatisfied Highly Total

highly
say
Satisfied
 dissatisfied

HR manager/ Staff - 2 1 2 - 5

Head of dept./staff 1 2 1 1 - 5

Supervisor/ staff 2 2 3 2 1 10

Past employees 1 1 1 2 - 5

Totals 4 7 6 7 1 25

Table 9.Are you satisfied with the workspace provided to you?

Respondents. satisfied Can’t dissatisfied Highly Total

highly
say
Satisfied dissatisfied

HR manager/ Staff 1 1 1 2 - 5

Head of dept./staff 1 2 1 1 - 5

Supervisor/ staff 2 3 2 2 1 10

Past employees - 1 1 2 1 5

Totals 4 7 5 7 2 25

Table 10.Are you satisfied with the general amenities like canteen, toilet facilities etc.?
Respondents. satisfied Can’t dissatisfied Highly Total
highly
say
Satisfied dissatisfied

HR manager/ Staff 1 1 1 1 1 5

Head of dept./staff 1 2 1 1 5

Supervisor/ staff 1 3 1 2 3 10

Past employees 1 1 1 2 5

Totals 3 7 4 5 6 25

Table 11. Is your working hour satisfactory?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 2 1 - 1 5

Head of dept./staff 2 2 1 - 5

Supervisor/ staff 2 3 2 1 2 10

Past employees 1 1 1 1 1 5

Totals 6 8 5 2 4 25
Table 12.Are you satisfied with your appraisal system?

Respondents. satisfied Can’t dissatisfied Highly Total

highly
say
Satisfied dissatisfied

HR manager/ Staff 1 1 1 2 - 5

Head of dept./staff 1 2 - 1 1 5

Supervisor/ staff 2 1 2 4 1 10

Past employees - 1 1 2 1 5

Totals 4 5 4 9 3 25

Table 13.Do you satisfied with your organization promotion and transfer policy

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5
Supervisor/ staff 2 2 4 1 1 10

Past employees - 1 2 1 1 5

Totals 4 5 10 3 3 25

Table 14.Do your superiors give attention to your training needs?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 2 1 1 - 5

Head of dept./staff 1 2 1 - 1 5

Supervisor/ staff 3 3 2 1 1 10

Past employees - 1 2 1 1 5

Totals 5 8 6 3 3 25

Table15. How good is the quality of training being given?

Respondents. Poor satisfactory good Very Excellent Total

good
HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 2 3 2 2 1 10

Past employees - 1 2 1 1 5

Totals 4 6 8 4 3 25

Table 16.Has the training you received helped you to do your job better?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 2 1 1 - 5

Head of dept./staff 1 2 1 - 1 5

Supervisor/ staff 2 2 1 1 4 10

Past employees - 2 1 1 1 5

Totals 4 8 4 3 6 25

Table 17.Do your superiors focus on team building and teamwork?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 2 4 2 1 1 10

Past employees - 1 2 1 1 5

Totals 4 7 8 3 3 25

Table 18.Do your superiors pay attention to your grievances?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 2 3 2 1 2 10

Past employees - 1 2 1 1 5

Totals 4 6 8 3 4 25
Table 19. Do your superiors motivate you?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 2 4 1 2 1 10

Past employees - 1 2 1 1 5

Totals 4 7 7 4 3 50

Table 20.Is teamwork and cooperation present among individuals?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 2 3 3 1 1 10

Past employees - 1 2 1 1 5

Totals 4 6 9 3 3 25
Table 21.Do you receive rewards and recognition for work well done?

Respondents. Always sometime usually Never Not Total

sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 1 4 3 1 1 10

Past employees - 1 2 1 1 5

Totals 3 7 9 3 3 25

Table 22.Is the reward and punishment system effective?

Respondents. Strongly Agree Disagree Strongly Not Total

agree disagree sure

HR manager/ Staff 1 1 2 1 - 5

Head of dept./staff 1 1 2 - 1 5

Supervisor/ staff 1 4 3 1 1 10

Past employees - 1 2 1 1 5

Totals 3 7 9 3 3 25
Table 23.Considering everything how satisfied are you with your job?

Respondents. satisfied Can’t dissatisfied Highly Total

highly
say
Satisfied dissatisfied

HR manager/ Staff 1 2 1 1 - 5

Head of dept./staff 1 2 - 1 1 5

Supervisor/ staff 1 3 2 2 2 10

Past employees 1 1 1 2 - 5

Totals 4 8 4 6 3 25
 CHAPTER 6

DATA ANALYSIS

Q.1 .TABLE 1 AGE PROFILE RESPONDENTS

1).from a total of 25 respondents 5(20%) were from the age pack 20-30, 6(24%) respondents were

from the age bundle 30-40, 7(28%) from the age get-together of 40-50 and 7(28%) were from the

age pack more than 50, as such showing a similarly fanned out age profile of respondents.

2).Even from inside the age pack the respondent was from different classes. Out of a full scale 5

respondent from the age pack 20-30, 1, had a spot with the HR chief/staff, characterization, 4

respondent from the arrangement of manager laborers.

3).Likewise Out of a total of a total 6 respondent from the age bundle 30-40, 1, had a spot with the

HR boss/staff , class , 1 from the head of office/staff, 4 respondent from the arrangement of chief

laborers.

4).In the age social event of 40-50 full scale respondent were 7 Out of which 2, had a spot with the

HR boss/staff , grouping , 2 from the head of division/staff, 1 respondent from the arrangement of

administrator laborers and 2 were past delegates

5). Finally Out of a total of an amount of 7 respondent from the age pack more than 50, 1 had a spot

with the HR chief/staff, characterization, 2 from the head of division/staff, 1 respondent from the

grouping of director laborers, 3 respondent from the past delegates.

As such age adroit it was an evenhandedly scattered test.

Q .2 table 2 position/task profile of respondents

from an amount of 25 respondents 4(16%) were from the chief task, 12(48%) respondents were

from the authoritative level, 9(36%) from the staff laborers position/task.

7). Without a doubt, even from inside the chief task out of 4 respondents ,1 had a spot with the HR

chief/staff , class , 2 from the head of office/staff, And 1 were past agents.

8). Without a doubt, even from total of 12 respondent of overseer level , 2 had a spot with the HR

chief/staff , class , 2 from the head of office/staff, 6 respondent from the arrangement of supervisor

laborers And 2 were past delegates

9). From the circumstance of staff/laborers which had an amount of 9 respondent from the, 2 had a

spot with the HR chief/staff , class , 1 from the head of office/staff, 4 respondent from the order of

director laborers And 2 were past agents

10). Subsequently task smart it was a similarly flowed test including all classes.

Q .3 table 3 work experience profile of respondents

11). Out of hard and fast 25 respondent 4(16%) respondent were from the work experience social

event of under 5 years', 5(20%) were from the work experience get-together of 5-10 years, another

8(32%) were from the get-together of 11-20 years work insight, and 8(32%)were from the over 20

years.

12). From inside the under 5 years' work experience pack out of a total of 4 respondents, 1 had a

spot with the HR executive/staff class , 3 to the chief/laborers arrangement .

13). From inside the more than 5-10 years' work experience pack out of an amount of 5

respondents, 2 had a spot with the HR boss/staff arrangement, 1 had a spot with the head of

division/staff class , 2 to the director/laborers .

14). From inside the more than 11-20 years' work experience pack out of an amount of 8

respondents, 1 had a spot with the HR boss/staff arrangement, 2 had a spot with the head of

division/staff class , 3 to the director/laborers characterization and 2 was a previous agents.

15). Finally inside the over 20 years work experience pack out of an amount of 13 respondents, 1

had a spot with the HR chief/staff grouping, 2 had a spot with the head of division/staff class , 7 to

the boss/laborers class and 3 was a previous agents.

16).This show that the supreme work experience profile of respondents is an especially scattered

model.

Q .4 work insight in the affiliation profile of respondents

17). In the profile of 25 respondents 4 (16%) were in the under 5 years' work experience gathering, 4

(16%) respondents were in the 5-10 years work experience gathering, 11(44%) were from the 11-20

years gathering and 6(24%) from the over 20 years' work experience gathering.

18). Inside the under 5 years' experience pack out of a full scale 4 respondent, 1 had a spot with the

class of HR chairman/staff, 3 had a spot with the supervisors/laborers arrangement .

19). Inside the more than 5-10 years' experience pack out of a total 4 respondent, 1 had a spot with

the class of stock boss/staff, 1 had a spot with the head of dept./staff arrangement, 2 had a spot

with the supervisors/laborers class .

20). Inside the more than 11-20 years' experience bundle out of a total 11 respondent, 2 had a spot

with the class of HR boss/staff, 3 had a spot with the head of dept./staff arrangement, 4 had a spot

with the supervisors/laborers class and 2 was a previous delegates.

21). From over 20 years' experience pack out of an outright 6 respondent, 1 had a spot with the class

of HR chairman/staff, 1 had a spot with the head of dept./staff arrangement, 1 had a spot with the

bosses/workers class and 3 was a previous specialists.

22) . Likewise the work contribution with the affiliation profile of respondents was also a fairly and

particularly circled test involving respondent from all classes with different significant length of work

understanding inside the affiliation.

TABLE 5. What motivate to you to work more?

 16% 20% Good pay
Promotion
Less supervision
28% 20% Good working condition
Others
16%

Analysis:-

23). According to table and pie chart out of total 50 respondent that employees are strongly agree

that your superiors give attention to your training needs are 10( 20%) and agree is 16(32%) and

disagree 10 (20%) and strongly disagree employees are7( 14% )and 7(14%) are not sure respondent.

Table 6.Are the individual differences respected? (Educational background, gender, race

12%
20% Strongly agree
8%
Agree
Disagree
Strongly disagree
32% 28%
Not sure

ANALYSIS
22) .According to table and pie diagram of all out 25 respondent that workers are unequivocally

concur that the individual contrasts regarded are 5( 20%) and concur is 7(28%) and differ 8 (32%)

and emphatically differ representatives are 2( 8% )and 3(12%) don't know respondent.

Table 7.Do you feel that salary being offered as “is sufficient to lead a satisfied life”?

8% Strongly agree
4%
28%
Agree
Disagree
32%
Strongly disagree

28% Not sure

ANALYSIS

25).According to table and pie diagram of all out 25 respondent that workers are unequivocally

concur compensation being offered as "is adequate to have a fulfilled existence" are 7( 28%) and

concur is 7(28%) and differ 8 (32%) and firmly differ representatives are 1( 4% ) and 2(8%) don't

know respondent.. In this way, it show that pay gave to workers isn't adequate to have a fulfilled

existence.

Table 8.Are you satisfied with your remuneration?

 4%
16% Highly Satisfied
28% Satisfied
Can’t say
28% Dissatisfied
Highly dissatisfied
24%

Analysis:-

26) . As per table and pie diagram of all out 25 respondent that workers are exceptionally happy with

the compensation is 4( 16%) and fulfilled is 7(28%) and can't state 6 (24%) and disappointed

representatives are 7( 28% )and 1(4%) are profoundly disappointed respondent.

Table 9.Are you satisfied with the workspace provided to you?

8%0% 16%
Highly Satisfied
Satisfied
28%
Can’t say
28% Dissatisfied
Highly dissatisfied
20%
Analysis:-

27) . As per table and pie diagram of all out 50 respondent that representatives are exceptionally

happy with the workspace gave to you 4( 16%) and fulfilled is 7(28%) and can't state 5 (20%) and

disappointed workers are7( 28% )and 2(8%) are profoundly disappointed respondent.. In this way,

we have to improve the workspace.

Table 10.Are you satisfied with the general amenities like canteen, toilet facilities etc.?

12% Highly Satisfied

24%
Satisfied

28% Can’t say

Dissatisfied
20%
Highly dissatisfied
16%

Analysis:-

28) . As per table and pie diagram of all out 50 respondent that workers are exceptionally happy with

the courtesies like bottle, can offices and so on 3( 12%) and fulfilled is 7(28%) and can't state 4 (16%)

and disappointed representatives are 5( 20% ) and 6(24%) are profoundly disappointed respondent..

In this way, we have to improve the general pleasantries.

Table 11. Is your working hour satisfactory?

16% Strongly agree

24%
Agree
8%
Disagree
Strongly disagree
20%
32% Not sure

ANALYSIS

29).According to table and pie diagram of complete 25 respondent that representatives are

unequivocally concur with the working hour and working arrangement are 6( 24%) and concur is

8(32%) and differ 5 (20%) and firmly differ workers are 2( 8% )and 4(16%) don't know respondent.

Table 12.Are you satisfied with your appraisal system?

12% 16% Highly Satisfied

Satisfied

20% Can’t say

36% Dissatisfied
Highly dissatisfied
16%
Analysis:- 30). As indicated by table and pie outline of all out 25 respondent that representatives are

profoundly happy with the current examination framework is 4( 16%) and fulfilled is 5(20%) and

can't state 4 (16%) and disappointed workers are 9( 36% ) and 3(12%) are exceptionally disappointed

respondent.. In this way, we have to improve the examination framework.

Table 13.Do you satisfied with your organization promotion and transfer policy

12% 16% Strongly agree

12% Agree

20% Disagree
Strongly disagree

40% Not sure

ANALYSIS 31).According to table and pie diagram of complete 25 respondent that representatives

are unequivocally concur with your association advancement and move approach are 4( 16%) and

concur is 5(20%) and differ 10 (40%) and firmly differ workers are 3( 12% )and 3(12%) don't know

respondent.

Table 14. Do your superiors give attention to your training needs?

 12%
20% Strongly agree
12% Agree
Disagree
Strongly disagree
24% 32% Not sure

ANALYSIS

32) According to table and pie diagram of complete 50 respondent that representatives are

unequivocally concur that your bosses focus on your preparation needs are 10( 20%) and concur is

16(32%) and differ 10 (20%) and firmly differ workers are7( 14% )and 7(14%) don't know

respondent.

Table15.How good is the quality of training being given?

12% 16% Poor

Satisfactory
16%
Good
24%
Very good
Excellent
32%
ANALYSIS 33).According to table and pie chart out of total 25 respondent that quality of training

being given poor is 4( 16%) and satisfactory is 6(24%) and good is 8 (32%) and very good is 4( 16%

)and 3(12%) are not sure respondent.

Table 16.Has the training you received helped you to do your job better?

16% Strongly agree

24%
Agree
Disagree
12% 32% Strongly disagree
Not sure
16%

ANALYSIS 34).According to table and pie outline of absolute 50 respondent that representatives are

unequivocally concur that preparation you got helped you to carry out your responsibility better are

4( 16%) and concur is 8(32%) and differ 4 (16%) and emphatically differ workers are 3( 12% )and

6(24%) don't know respondent.. In this way, it show that there are blend perspectives on the

representatives in regards to preparing that it help them to improve or not.

Table 17.Do your superiors focus on team building and teamwork?

 12% 16% Strongly agree
12% Agree
Disagree
28% Strongly disagree

32% Not sure

ANALYSIS 35).According to table and pie graph of all out 50 respondent that workers are

emphatically concur that bosses center around group building and cooperation are 4( 16%) and

concur is 7(28%) and differ 8 (32%) and firmly differ representatives are 3( 12% )and 3(12%) don't

know respondent.

Table 18.Do your superiors pay attention to your grievances?

16% 16% Strongly agree

Agree
12%
Disagree
24%
Strongly disagree

32% Not sure

ANALYSIS 36).According to table and pie outline of all out 25 respondent that representatives are

firmly concur that bosses focus on your complaints are 4( 16%) and concur is 6(24%) and differ 8

(32%) and unequivocally differ workers are 3( 12% )and 4(16%) don't know respondent.

Table 19.Do your superiors motivate you?

12% 16% Strongly agree

16% Agree
Disagree
28% Strongly disagree
Not sure
28%

ANALYSIS 37).According to table and pie outline of absolute 25 respondent that workers are

emphatically concur that your bosses rouse you are 4( 16%) and concur is 7(28%) and differ 7 (28%)

and unequivocally differ representatives are 4( 16% )and 3(12%) don't know respondent.

Table 20.Is teamwork and cooperation present among individuals?

 12% 16% Strongly agree
12% Agree
Disagree
24%
Strongly disagree
Not sure
36%

ANALYSIS 38).According to table and pie diagram of all out 25 respondent that workers are firmly

concur that collaboration and participation present among people are 4( 16%) and concur is 6(24%)

and differ 9 (36%) and unequivocally differ representatives are 3( 12% )and 3(12%) don't know

respondent.

Table 21.Do you receive rewards and recognition for work well done?
 12% 12% Always

12% Sometime

28% Usually
Never
36% Not sure

ANALYSIS 39).According to table and pie diagram of all out 25 respondent that you get prizes and

acknowledgment for function admirably done is consistently 3( 12%) and palatable is 7(28%) and

acceptable is 9 (36%) and generally excellent is 3( 12% )and 3(12%) don't know respondent.

Table 22.Is the reward and punishment system effective?

12% 12% Strongly agree

12% Agree

28% Disagree
Strongly disagree
36% Not sure

ANALYSIS 40).According to table and pie graph of complete 25 respondent that representatives are

firmly concur that the prize and discipline framework compelling is 3( 12%) and concur is 7(28%) and

differ 9 (36%) and emphatically differ workers are 3( 12% )and 3(12%) don't know respondents.

Table 23.Considering everything how satisfied are you with your job?
 12% 0% 16% Highly Satisfied
Satisfied
Can’t say
24%
Dissatisfied
32%
Highly diasatisfied
16%

Analysis:-

41). As per table and pie outline of all out 50 respondent that Considering everything workers are

exceptionally happy with your activity is 4( 12%) and fulfilled is 8(32%) and can't state 4(16%) and

disappointed representatives are 6(24%)and 3(12%) are profoundly disappointed respondent.

Structured Interviews

42). I had planned to interview 10(sample size) employees/ others. My composition of the sample

was:

I. Sample Size : 10

II. Sample Composition

i. HR manager : 2

ii. Head of Dep. / Senior Staff : 2

iii. Supervisors : 2

iv. Past Employees : 2

v. Customers / buyers : 2
43). Being a student of the MAX SMART SUPER SPECIALTY HOSPITAL, my task of meeting the ideal

model gets more straightforward. The two past agents were even more obtuse and directly

forthright. The two customers/buyer were incredibly insightful and somewhat swore off

commenting on sensitive issue.

44). In the light of over the request for the customer/buyer were modified. These requests were

judiciously acquainted with respects with their influence capacity. Added up to response of

coordinated gathering.

45).The overall occupation satisfaction level of the laborers is acceptable. The unbelievably

incredible figure could be attributed to the action satisfaction of the delegates yet it needs an ideal

opportunity to time improve and evaluate with the objective that satisfaction of the specialists

extended and profitability in like manner extended

46). As demonstrated by the gathering due to occupation disillusionment profitability of the

affiliation lessened augmentation the cost of the division.

47). There are factor and boundary which are reason of evaluation of occupation satisfaction are

remuneration, adequate working condition, progression, security of occupation, less administration

and other boundary moreover impact the movement satisfaction of the agent.
48). The working condition are given adequate anyway need to improve the working condition for

the authoritative staff also.

49). There is need of better and gainful program and methodology for headway and move approach.

Amassed response of the customers/buyer to coordinated gatherings

The response of the customers uncovered the going with deficiencies

50).No adherence to time schedule of testing and shipment by association

51). It made the feeling that the laborers are moved and satisfied.

CHAPTER 7

FINDINGS

Bouncing may be a legitimate likeness for what researchers face when the reality of the situation is

seen as that sorting out some way to jump improves runners. This assessment included different

deterrents; yet the consequence of the fight has been beneficial from the association perspective

similarly as from the expert's perspective.

The discoveries appeared at from "A SURVEY ON JOB SATISFACTION", are summarized as under:
•After study the examiner find that there are some critical factor which awaken the respondent to

work more is adequate remuneration, satisfactory working condition, progression and less

administration.

•After study expert find that hard and fast 72% respondent agree that solitary differentiations

respected (educational establishment, sex, race, etc.)

•According to investigate that less agents are content with remuneration.

•The officials are given sufficient workspace. A part of the authoritative staff feels that the space

obliged work isn't sufficient.

•Respondent are content with the overall accommodations like compartment, can offices, etc

anyway some are baffled with the overall extravagances.

•Employees are content with the working hour.

•Respondent are not content with the assessment plan of the association, and move and headway

draws near.

•Respondents are content with the readiness offices. Additionally, managers center around the

planning needs.

•According to the respondent that nature of getting ready provided for the laborers is adequate.

•According to the respondents that they are agree that readiness that they got assist them with

doing their duty in a prevalent way and help them for profession improvement.
•Most of respondent agree that managers base on bunch building and collaboration.

•Employees communicated that if an agent is charged under a particular bad behavior, it saves a

long exertion for the issue to be settled. Throughout the range of time the power of the issue

diminishes taking everything into account.

•The overall occupation satisfaction level of the laborers is incredibly worthy. The incredibly

extraordinary figure could be credited to the action satisfaction of the laborers.

CHAPTER 8

SUGGESTIONS

The overall occupation satisfaction level of the agents is truly adequate. The incredibly extraordinary

figure could be attributed to the movement satisfaction of the specialists yet it needs an ideal

opportunity to time improve and evaluate with the objective that satisfaction of the delegates

extended and profitability furthermore extended .so resulting to inspecting the analysis given by the

agents, the going with ideas can be considered to improve the action satisfaction level:

•The firm techniques of progression should be disposed of. Or maybe, justifying laborers should be

progressed. This will incite better occupation satisfaction.

•Rewarding structure should be made continuously direct.

•More incredible working condition and offices to the managerial staff .

•Job go should be done especially for managerial occupations, as a comparable kind of work

prompts exhaustion.
•Strong complement should be laid on collaboration.

•Leaders should weight on bunch building

•Team work should be compulsorily repaid to moreover convince delegates.

•With the entry of other association, association is going up against extraordinary competition with

other. Hence, the staff should association be set up with the objective that they can stand up to the

resistance. They should be adequately set up about the high level techniques for banking.

•Since all huge association are totally mechanized, a bit of the more settled agents are not educated

with the use of PCs; cautious planning should be given to such laborers as it will help them with

doing their action even more proficiently.

• Employees should be asked to participate in unique. The delegate giving the main proposition

should be redressed.

•The impartial point of view on is outdated. It hampers improvement. Hence, chiefs should have an

overall view.

Each office ought to pick "Specialist of the month". That particular delegate should be compensated

for his/her troublesome work. Such a social affirmation prompts high trust in the delegate thusly,

provoking better occupation satisfaction.

•Informal parties can be figured out in order to support better associations among the agents.

CHAPTER 9
 CONCLUSION

I had an upgrading experience during the transitory job. I took in a great deal of things by

being a piece of the gathering in bundle discussions. It has also introduced me to the work

style and angle organizations offered by the affiliation.

The inevitable destiny of a relationship by and large depends upon its productivity and

profitability depends upon the delegates who work for the affiliation. In case the laborers are

especially profitable in nature, it's not possible for anyone to beat the affiliation. To make the

specialists progressively productive, the affiliation should endeavor to satisfy the delegates to

the most limit degree. Every affiliation should guide agent concentrate every year to

differentiate the current satisfaction level and the past. These investigations help to show the

impression of the board in the cerebrums of the specialist similarly as the heads about their

feelings, emotions and disposition.

Insights, gatherings and survey input assisted me with appreciating the impression of

business satisfaction.

From various analysis got, It can be induced that the action satisfaction level of delegates is

satisfactory in this association.

 BIBLIOGRAPHY

❖ REFERENCES BOOKS

❖ Study material

❖ DM Pestonjee and Midge Raymond “Motivation and Job Satisfaction”.

❖ Paul E. (Elliot) Spector “Job Satisfaction”.

❖ Robert Hoppock “Job satisfaction”.

❖ “Human resources management”

❖ Friend

❖ WEB SITES

❖ http://www.sail.co.in
 APPENDIX -A

QUESTIONNAIRE

1. Personal Data –

(a) Name: …………………

(b) Age: …..

(c)Address: ……………………………….

(d) Gender: …… (e) Contact No.……………………………….

Q .1 What motivate to you to work more

(a) Good pay

(b) (B) promotion

(c) less supervision

(d) (D) good working condition

Q .2 Are the individual differences respected?( educational background, gender, race)

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

These questions are based on the different parameter which are used to evaluate the job

satisfaction level of the employee of the MAX SMART SUPER SPECIALTY HOSPITAL .

Remuneration:-

Q .3 Do you feel that salary being offered as “‘is sufficient to lead a satisfied life

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Q .4 Are you satisfied with your remuneration?

A. Highly Satisfied

B. Satisfied
C. Can’t Say

D. Dissatisfied

E. highly dissatisfied

Working condition

Q .5 Are you satisfied with the workspace provided to you

A. Highly Satisfied

B. Satisfied

C. Can’t Say

D. Dissatisfied

E. dissatisfied

Q .6 Are you satisfied with the general amenities like canteen, toilet facilities etc.?

A. Highly Satisfied

B. Satisfied

C. Can’t Say

D. Dissatisfied

E. Highly dissatisfied
Q .7 Is your working hour satisfactory

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Promotions

Q .8 Are you satisfied with your appraisal system?

A. Highly Satisfied

B. Satisfied

C. Can’t Say

D. Dissatisfied

E. highly dissatisfied

Q .9 Do you satisfied with your organization promotion and transfer policy

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree
Training & Development

Q .10 Do your superiors give attention to your training needs?

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Q .11 How good is the quality of training being given?

A. Poor

B. Satisfactory

C. Good

D. Very good

E. Excellent

Q .12 Has the training you received helped you to do your job better?

A. Strongly agree
B. Agree

C. Disagree

D. Strongly disagree

Supervision

Q .13Do your superiors focus on team building and teamwork?

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Q .14 Do your superiors pay attention to your grievances?

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Q .15 Do your superiors motivate you?

A. Strongly agree
B. Agree

C. Disagree

D. Strongly disagre

Q .16 Is teamwork and cooperation present among individuals?

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Q .17 Do your superiors focus on team building and teamwork?

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Rewards & Punishment

Q .18 Do you receive rewards and recognition for work well done?
A. Always

B. Sometimes

C. Usually

D. Never

Q .19 Is the reward and punishment system effective?

A. Strongly agree

B. Agree

C. Disagree

D. Strongly disagree

Q .20 Considering everything how satisfied are you with your job?

A. Highly Satisfied

B. Satisfied

C. Can’t Say

D. Dissatisfied

E. highly dissatisfied
APPENDIX-B

STRUCTURED INTERVIEW

EMPLOYEES/ EX-EMPLOYEES

(Questionnaire)

1. How was experience with MAX SMART SUPER SPECIALTY HOSPITAL?

2. What are the factors that motivate to work more?

3. What do you think how job satisfaction level will be improved?

4. What do you think productivity is increased through job satisfaction?

5. What are the parameter on which basis job satisfaction evaluate?

6. What do you think training provide is important for increased job satisfaction ?

7. Mention in brief what you feel could be done to improve the overall working conditions and

job satisfaction?

APPENDIX –C

STRUCTURED INTERVIEW

CUSTOMERS/BUYERS

(Questionnaire)

1. How much has MAX SMART SUPER SPECIALTY HOSPITAL fulfilled your expectations?
2. What are the factors that you would like to improve in order to have better Job satisfaction

of employees of MAX SMART SUPER SPECIALTY HOSPITAL?

3. How do you think MAX SMART SUPER SPECIALTY HOSPITAL is performing in the market

financially and do you have any suggestions to improve the same?