CHAPTER 1

1.1. INTRODUCTION:
Appraising the performance of individuals, group and organization is a common practice of all societies. while in some insistences these processes are structured and formally sanctioned, in other instances there are informal and integral part of daily activities. Performance is conducted in a systematic and planned manner and to achieve wide spread popularity in recent years. when properly conducted performance appraisals not only let the employee know how well he is performing but should also influence the employee future level of effort, activities, results and past direction. under the performance appraisal we evaluate the not only the performance of as worker but also his potential for development. Performance appraisal also judges what the individual does for the organization and what the organization should give to the individual. Appraisal provides information about the performance of individuals employed in an organization. such information is useful for any purpose like administration, placement, selection, promotion, financial rewards, determination of grades, incentives or compensation etc. Meaning: Performance appraisal is method of evaluating the behavior of employee in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of a accomplishment of the task that make up an individuals job it indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, which means performance is always measured in terms of results.

PERFORMANCE APPRAISAL Definition: Performance evaluation or performance appraisal is the process of assessing the performance and progress of an employee or of a group of employees on a given job and his potential for development. Formal definition: It is the systematic evaluation of the individual with respect to his/her performance on the job and his/her potential for development. According to flippo: Performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in matters pertaining to his present job and his potential for a better job. 1.2. OBJECTIVES:

1. To study the performance appraisal system of Mediciti hospitals. 2. To analyze the effects of performance appraisal and the employees attitude
towards the performance system.

3. To examine the employee feeling and reactions on the performance appraisal

system in terms of bias, productivity, methodology tools and the extent of usefulness to them and to the organization.

4. To suggest some suitable changes in the existing system to make it more

positive, meaningful and effective in achieving the desired result.

1.3. NEED FOR THE STUDY Performance appraisal has been considered as a most significant indispensable too for an organization for the information it provides is highly useful in making decision regarding various personal aspects such as promotions

and merit increases. Performance measures also link information gathering and decision making process which also provide a basis for the effectiveness of personnel sub divisions such recruiting, selection, training, and compensation. Accurate information plays as vital role in the organization as a whole. They help pinpoint weak area in the primary system e.g. marketing, finance, and production. It is easier for managers to see which employee need training or Performance is an important tool of personnel management it is a judgment of the characteristics, traits of Performance of employees and has a wide range of utility and goes a long way in prompting the overall Performance and effectiveness of the organization. Thus there is growing concern for conducting a systematic, scientific unbiased Performance appraisal in almost all organizations. It is in this context an attempt was made to evaluate the effectiveness of Performance appraisal system in Mediciti Hospitals 1.4. INTRODUCTION TO PERFORMANCE APPRAISAL: Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, which means energy expended, and used in a wrong sense. Performance is always measured in terms of results. According to shubin, performance appraisal is a systematic appraisal of the employees personality traits and performance on the job and is designed to determine his contribution and relative worth to the firm. counseling, because jobs are grouped by categories.

Characteristics: 1. It is process of consisting of series of steps. 2. 3. 4. 5. It is the systematic examination of an employees strengths and weaknesses in terms of his job. It is a scientific and objective study. Formal procedures are used in this study. It is an ongoing or continuous process therein the evaluation are arranged periodically according to a definite plan. The main purpose of performance appraisal is to secure information necessary for making objective and correct decision on employees. Objectives: 1. To provide feedback to employees so that they come to know where they stand and can improve their job performance. 2. 3. 4. 5. To provide a valid database for personnel decision concerning placements, pay, promotions, transfer, punishment, e t c. To develop positive superior-subordinate relations and thereby reduce grievances. To diagnose the strengths and weaknesses of individuals so as to identify further training needs. To provide coaching, counseling, career planning and motivation to subordinates. Thus performance appraisal aims at both judgmental and developmental efforts.
6. 7. 8. 9.

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization.
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10.

11. 12.

13.

Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees.

14.

15.

Uses: 1. It provides valuable information for personnel such as pay increases promotions, etc. 2. 3. 4. 5. It helps to judge the effectiveness of recruitment, selection, placement and orientation systems of the organization. It is use full in analyzing training and development needs. It can be used to improve performance through appropriate feedback. It facilitates human resource planning, career planning and succession planning.

A competitive spirit is created and employees are motivated to improve their performance. METHODS OF PERFORMANCE APPRAISAL Several methods and techniques are used for evaluating employee performance. These may be classified into traditional and modern methods. Traditional methods: Ranking method: Is technique, evaluator assigns relative ranks to all employees in the same work unit doing the same job. Employees are ranked for the best to the poorest on the basis of overall performance. The relative passion of an employee is reflected in the numerical rank. It is time saving and comparative evaluation technique of appraisal. Man-to-man comparison method: In this method, certain factors are selected for the purpose of analysis and the rater for each factor designs a scales. A scale of man is also created for each selected for each factor. The each man to be
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rated is compared with the man in the sale, and certain scores are awarded to him. In other words, a whole man is compared to a Key man in respect at a time. This method in job evaluation and is known as the factor comparison method. Paired Comparison Method: This is to modified from a man-to man rating. Herein, each employee is compared with all others in pairs one at determines his rank. Comparison is made on the basis of overall performance. Forced Distribution Method: In this technique appraises an Employee according to a pre- determined distribution scale. It is assumed that it is desirable to rate only two factors by this method, i.e. job performance and promo ability. For this purpose a five-point performance Scale is used without any descriptive statement and employees are placed between two extremes of good and bad performance. Graphing Rating scale: It a numerical scale indicating different degree of a particular trait. The rater is given a printed from for each employee to be rated. The from contains several characteristics relating to the personality and performance of employee. Intelligence, attitude, quality of work, leadership skills, judgment, etc. are some of these characteristics. This method is widely used as it is easy to understand. It allows a statistical tabulation of scores and, a ready comparison of Scores among the employees is possible. The approach is multidimensional as several significant dimensions of the can be considered in evaluation. Critical Incident Method: In this method the superior keeps a written Record of critical (either good or bad) events and how different employees behaved during such events. The rating of the employee depends on the positive or the negative behaviors during these events. The critical incidents are identified after though study of the job discussions with the staff. This method to avoid vague impressions and general remarks as the rating is based on actual record of behaviors.

Forced Choice Description Method: In this method, the rating elements are several sets of pair phrases or adjectives relating to job proficiency or personal qualifications. The rate is asked to indicate which of phrases is most and least descriptive of the employee.

Checklist Method: In this method, a series of questions are concerning an employees behaviors. Here rater does not evaluate employee performance; he supplies report about it and the personnel department does the final rating.

Free Essay Method: In this method, the supervisor makes a free from Openended appraisal of employee in his own words his Impression about the employees. The description is always as factual and concrete as possible.

Field Review Method: In this method, a trainer employee from the personnel department interviews line supervisors to evaluate respective Subordinates. The supervisor is required to give his opinion about the Progress of his Subordinates and his plan of action in cases requiring for Consideration.

The traditional methods given above focus on the traits of an employee then on this job performance in the absence of predicated performance criteria or standards, the personal bias subjectivity of the evaluator affects the rating. The approached caused the following responses: The very nature of the appraisal system led to criticism. Criticism exercised a negative impact on goal attainment. Criticism increased antagonism and defensiveness among employees resulting in inferior performance. Managers generally are not qualified to assess personality traits. Some managers discourage good performance by over emphasizing

shortcomings and almost neglecting good work.

In order to overcome these weaknesses some new techniques of performance appraisal have developed. Modern Methods: Assessment Centre Method: - An assessment centre is group of employees drawn from different work units. These employees work together on an assessment similar to the one they would be handling when promoted. The most important feature of the assessment centre is job related simulations. Evaluators observe and rank the performance of all the participants. This group evaluates all employees individually and collectively by using simulation techniques like role-playing, business games and in-basket exercises. Employees are evaluated on the basis of job related characteristics considered important for job success. The evaluators prepare a summary report and feedback is administrated on a face-to-face basis to the employees who ask for it. An assessment center generally measures interpersonal skills, communicating ability to plan and organize, etc. assessment centers are not only a method of appraisal but helps to determine training and development need of employees and provide data for human resource planning. Human Resource Accounting Method:- Human resources are a valuable assets for any organization. These assets can be valued in terms of money. When competent and well-trained employees level an organization the human assets ids decreased and vice versa. Under this method performance is judged in terms of cost and contribution of employees. Cost of human resources, planning, recruitment, selection, induct, training, compensation, etc. contribution of human resources is the money value of labor productivity or value added by human resources. Difference between cost and contributions will reflect the performance of employees. This method is still in the transitory stage and is, therefore, not popular at present.

Behaviorally Anchored Rating Scales:- This method combine Graphic rating scales with critical incidents method BARS are descriptions of various degrees of behavior relating to specific performance dimensions critical area of job performance and the most effective behavior for getting results are determined in advance. The rater records the observable job behavior of an employee and compares these observations with BARS. In this Way an employees actual behavior is judged against the desired Behavior. Advantages: Rating is likely to be accurate because these are done by experts. The method is more reliable and valid as it is job specific and identifies observable and measurable behavior. Rating is likely to be more acceptable due to employee participation. The use of critical incidents is useful in providing feedback to the employee being rated. Weaknesses: It is very time consuming and expensive to develop BARS for every job. Behaviors used are mare actively oriented than results oriented.

Management By Objectives: (MBO) Management by objective where by the superior and ordinate managers of an organization jointly identify its common goals, defines each individuals major areas of responsibility in terms of results expected of him, and use three measuring of guides for operating the unit and assessing the contribution of its members. Thus, MBO focuses attention on participate set goals that are tangible, verifiable and measurable. The emphasis on what must be accomplished rather than how it is to be accomplished.

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Both superior and subordination jointly discuss whether the ub ordinate achieved the goals or not. if not, they should identify the reasons for deviation like strike/lockout, market change etc, the superior and employee determine the new goals and Performance objective for the period based on Performance levels. With MBO the focus of the appraisal process shifts from the employee personnel attributes to the job Performance. Thus, the MBO process is developed mental in that it directs employees to move in desired directions and reach the expected level of achievement. Advantages: Ends-means chain Role clarity Objective appraisal Motivation development Co-ordination Management development

Limitations: Difficulty in goal setting Problem of participation Lack of understanding Time-consuming and expensive Inflexibility

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1.5. RESEARCH METHODOLOGY Research in common parlance refers to a search for knowledge. Research can be defined as scientific and systematic search for pertinent information on a specific topic. It can also be defined as scientific investigation or a careful investigation, enquire specially through search for the new facts in any branch of knowledge or a voyage of discovery. Research design: Description research was conducted to collect data. Descriptive research includes survey and fact enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. Data sources: The study used both secondary and primary data. Primary data For the purpose of study, the researcher prepared a structures and protested questionnaire which was administered to the cross section of supervisors and artisans of Mediciti. The researcher conducted informal interviews with the employees to know the facts. Secondary data The researcher collected the information about the topic and concept about the topic from books written by management journals and magazines related to management.

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Methods of data collected: The data was collected through questionnaires Sampling: Sample is the representative of the whole universe or population. Her the universe constitute employees and the Sample is drawn though stratified Sampling Method where only Non Executive employee are considered. Sample technique The present study uses stratified Sampling Method. If the Population from which the Sampling technique is generally applied in order to obtain a representative Sample. Sample Size The total Sample Size was restricted to 100 Samples from employees. Scope: The present study is an procedures of the Performance attempt to get the theoretical concept, Methods and appraisal system and to understand their practical

application and problems encountered in implementing these systems in real organization situation.

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CHAPTER 2

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2.0.REVIEW OF LITERATURE Performance appraisal is a formal structural system of measuring and evaluating an employee job related job related behavior and out comes to discover how and why the employee is presently performing on the job, how the employee can perform more effectively and in the future so that the employee, organization and society all benefits. Managing workplace performance Managing the workplace is a daunting task. In these pages you will find tips and systems for creating a productive workplace. We will investigate performance appraisals, techniques for effective communication, how to give disciplinary feedback in a positive manner, and much more. We have a dedicated staff of Human Resources professionals sharing their knowledge with you. Even week we will feature more articles and commentaries. Bookmark this website. Refer this performance management resource to your professionals management colleagues! We will give you the keys to formulating an effective management strategy. So put on a cup of coffee. Lets share some ideas! Featured articles: The Essential Elements of performance appraisal as part of a performance management system: Effective performance management requires a good deal of face-to-face supervisoremployee interaction. If supervisor does not know his or her workers, then he or she has far fewer opportunities to steer them onto a path of greater productivity and optimized output. It has been shown that long-term successful business owners view performance appraisals as a process of getting to know the people who work for them. All too often, performance management specialists focus on charting out who wins and losses among the employees. While this system of incentives for promotion and salary raises is very
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important, it is only a part of the overall picture. Unfortunately, the vast majority of businesses today are ignoring the potential assets gained from using performance appraisal to promote a higher quality of human capital. Yet the best performance management does indeed teach the employee base just as much as it grades it. Career development as part of a performance management program: One of the fundamental factors for bringing about an effective performance management program is often one of the most forgotten. All too often a supervisor will mistakenly focus all of his or her resources entirely on rating and ranking the workforce, doling out promotions or laying off workers as need be. While these steps are an essential element of performance management, they fall short in the long run. To begin with, employees are left feeling as though their company has neglected their individual career needs. This ultimately leads to higher employee turnover and makes it difficult for an organization to retain top quality talent. That is why effective performance management incorporates the workers needs with that of the company. When engaging an employee base on the level of their performance, the successful manager will work to align the companys goals with those of the individualized career paths to insure a high level of worker loyalty and long term productivity. Ranking and Rating systems: One of the essential components to appraising an organizations workforce is through the use of rating and ranking systems. No one will dispute that the use of charts and grids to determine business solutions in the human resources realm is one of the best way to get direct results onto a page. Indeed, it is said to be a fundamental starting point when marking big decisions about promotions and layoff. As with any grid system there is always an element of imperfection, even after all the numbers are been crunched. That said, however, it is hard to dispute that this simple, quantitative approach to employee performance appraisal is impossible to ignore. It requires a good deal of careful bookkeeping, but often can yield very useful and informative results within the context of an employee evaluation.
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Interim performance coaching: Any new job title comes with a certain level of reasonable goals that the employee is expected to strive for. In run down, inefficient job situations, these goals are often left undetermined and never accurately evaluated. For the successful enterprise, however, there is a high level of clarity when it comes to defining, and assessing, how an employee measures up to the required achievements set before him or her. Yet ever when the strategy is clear, many supervisors fail to see the dynamism of reality and unforeseen circumstance that can impact normal expectations. Leadership Training: Employee Leadership The employees who are placed in the executive rung can lead a company to riches or to ruin, and the right performance management ensures successful leadership at the top. Qualified executive are most probably a companys most important asset, and developing leaders who are skilled and competent is a critical function of effective performance management. Unfortunately, for many performance management specialists, the task of training those in the highest levels is a daunting one. Thats because trying to define the core responsibilities of an executive is becoming more elusive every day.

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Process of performance appraisal: Establishing Standards of Performance

Communicating Performance Appraisal Measuring Actual Performance

Company Actual Performance with Standard laid Discussion of appraisal with employees

Corrective Actions

Establishing performance standards: - The appraisal process begins with the setting up of criteria to be used for appraising the performance of employees. The criteria are specified with the help of job analysis, which reveals the contents of job. This criteria should be clear, objective and in writing.

Communicating the standards:- The standards are conveyed to the employees and the evaluators. A feedback regarding the standards should be obtained from the evaluators and the employees for revision or modification.

Measuring performance:- This requires choosing the right technique of measurement, identifying the internal and external factors influencing performance and collecting information on results achieved.

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Comparing the actual with the standards: - Actual performance is compared with the predetermined performance standards. Such comparison will reveal the deviation, which may be positive or negative.

Discussing the appraisal:- The results of the appraisal are communicated to and discussed with the employees. Along with the reason behind them are also analyzed and discussed such discussion will enable the employee to know him weakness and strengths.

Taking corrective actions:- Through mutual discussions with employees, the step required to improve performance are identified and initiated. Training, coaching, counseling. Etc. are examples of corrective actions that help to improve performance.

The Way Forward Process: Performance Appraisal

Rewarding Performance

Competencies

Career Development & Succession Planning

Training & Development

PROBLEMS OF PERFORMANCE APPRAISAL: The idea approach to performance evaluation is that in which the evaluator is free from personal biases, prejudices and idiosyncrasies. This is because when an evaluation is objective it minimize the dysfunctional behavior of the evaluator, which may be impede objective evaluation are The halo effect: - the halo effect is a tendency to let the assessment of individual one trait influence the evaluation of that person on other specific traits.

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There is this effect in appraisal when the appraiser assigns the same rating to all traits regardless of an employees actually performance on these traits.The hallo effect refers to the tendency to rate an individual consistently high or low or average on the various traits, depending upon whether the raters overall impression of the individual is favorable or not. This mean that the halo effect allows one characteristic , or occurrence( either good or bad)to influence the rating of all performance factors. The hallo effect problem can be alleviated by: Providing training to the evaluators. Restructuring the questions by requiring the evaluator to consider each question independently. Spill Over Effect: This type of error occurs when past performance rating influence the current rating. STEPS FOR MAKING APPRAISAL SUCCESSFUL Existence of an atmosphere of confidence and trust. The result of performance rather than personality traits should be given due weight. The supervisor should analyze the strengths and weaknesses of the employee and advise him. The appraisal program should be immediately communicated to the employee. A post appraisal interview should be arranged. Training can be used to improve the standards of performance appraisal. The right appraisal tools should be chosen to minimize arising problems.

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CHAPTER 3

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COMPANY PROFILE
INTRODUCTION Mediciti Health care Services Private Limited was incorporated on 14th Feb, 2003 at Hyderabad. The company is private company is private company with a meaning of clause (iii) sub clause (1) of section 3 of companies Act, 196. The first Board of Directors of the company are Shri. B.Narayanaswamy, Shri. R. Satish Reddy and Shri.m.Akkeswara Rao. Dr. P.S.Reddy is the Founder & chairman and Dr. Vijay Kumar is the CEO of Mediciti Hospitals. Prof. Nagamalleswara Rao GL is the director & COO, of Mediciti Hospitals. In this modern era of fast changing world super specialization in any field is the global trend, so in medicine with the advancement of technology and an ever increasing need to learn more, more specialized courses are the need of the hour, our nation cannot afford to lag behind in this era of globalization. The professional at Mediciti has been bringing together Quality Services to fill Quality Needs. Whether you are looking for a Health Check Services or Medical Services Provider, Mediciti is here to serve you curing is process, one that requires meticulous dedication and skilled knowledge. At MediCiti, we deliver the best health care, courtesy an experience of more than 12 years. More than all these we ensure that the human touch is felt in every aspect of the process, because to care with all the heart is the cure in entirety. Do remember us in tough times, which you need nothing short of the best specialist to trust. Mediciti launched its website on 26th May2005, inaugurated by Dr.Mrs.Uma Shashi Sharma Honble Mayor Indore and Guest of Honor Mr.P Naragari IAS Municipal Commissioner-Indore. Pulmonary Medicine has conducted a

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Cough Check Fortnight from 1st August to 14th August 2005. The package includes Xray, Blood test, PFT and pulmonologist consultations. The package cost was Rs. 200/only and it has received a tremendous response. As much number of Hospitals are operating in the present world Mediciti has got its own unique specialties. Some of the most important are 14 year old hospital with full time dedicated senior consultants. Centrally located Hospital. 24 hours service for all types of emergencies and critical care. It is a one stop center for excellence with multi disciplinary (Multi Super Specialties) interaction under one roof 24 hours emergency care available by Senior Consultants working in a group in all the departments. ICCU, Emergency conveniently located in the ground floor for speedy action. Exclusive & unique Respiratory Intensive Care Unit in the twin cities. Diagnostic facilities with rapid and accurate results within 2 hours of the sample collection Experience and success rate in handling all types of emergency cases is highest in the twin cities in the corporate sector. We have a DNB program running successfully for the 3rd year ensuring round the clock care. Very good survival rate for poisoning cases. We have a combination of academicians and interventionists and well known consultants from different groups. Speed and Accuracy of primary Diagnosis of a patient is very good. Infectious diseases of all varieties are treated by our specialists with a high success rate. Ac General ward at a reasonable price at par with super deluxe rooms of high quality nursing homes.

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Objectives: To establish and run the hospital as a nonprofit health and medical organization. To provide best service and treatment to the patients who are economically backwards and poor. To acquire the latest equipment which will assists the treatment process and offer the service affordably. Assure quality nursing care according to ANA/NLN Nursing Standards for Geriatric and Home Health Nursing. Providing knowledgeable staff in numbers sufficient to provide an appropriate level of care and frequency of visits in the home. Provide high quality health care services in a cost-effective manner. Provide knowledgeable staff in numbers sufficient to provide and appropriate level of care and frequency of visits in the home. To establish, maintain, run hospitals, clinics, nursing homes, mobile medical units, medical service centers, and intensive care units including the business of setting up and running diagnostic centers. To undertake, provide, and assist in all kind of research and development work required to promote, assist or engage in setting up of hospitals, clinics, laboratories etc. To establish, promote, run every type of clinics X-rays, ECG, EEG computerized assisted tomography, diagnostic centers with our profit making. To carryon the business of manufacture, buys, sell, import, export, and generally to deal with all types of surgical, medical, pharmaceutical, scientific and equipment instruments, appliances, accessories, and diagnostic and reagent kits, diagnostic equipment, aids and accessories, health care aids, health care products and instruments.

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The Origin of MEDICITI HOSPITALS: Mediciti Hospitals, Hyderabad was established in 1993 as a result of a vision envisaged by Indian medical professionals in the U.S.A to serve patients with quality medical care of International standards at an affordable cost. SHARE (Science Health Allied Research & Education) has been setup by Asian Indians who have organized themselves in the USA to form a not for profit organization to channel their efforts in helping their motherland gain access to world class health care, research and education. To execute the projects SHARE INDIA and SHARE Medical Care were formed in India. SHARE (Science Health Allied Research & Education) SHARE chose to start the project in Andhra Pradesh in a rural area of Ranga- Reddy District. The main center is situated on about 100 acres of land on the shore of the picturesque Shamirpet Lake. REACH (Rural Effective Affordable Comprehensive Health Care) is an awardwinning program of SHARE and serves approximately 29 surrounding villages of Medchal Mandal (country), which form the nucleus of this innovative project. This center is well equipped with and intensive care unit, state of the art equipment such as the cardiac catheterization laboratory, operating theaters and residential quarters for staff and visitors. THE MISSION: To create and promote an innovative system in which scientists and health care professionals succeed, by building a creative environment for, not merely the elite, but an institution in which every inventive, hardworking individual can thrive.
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THE MEANS: To fulfill its mission, SHARE conceived of an international medical science city MediCiti. An institution in India, with state of the art equipment and facilities second to none in the world. A shrine, which nurtures creativity and fosters excellence. To provide Indians access to: Training in preventive, diagnostic, therapeutic and research skills. Advanced medical Care where service and not profit is the motive Research in any field, in a conducive environment and with all modern tools.

THE OBJECTIVE: The objective of SHARE (Science Health Allied Research & Education) is to channel the desire of Indians to give back to their Country of origin and translate their dreams into reality. SHARE is a charitable organization dedicated to promoting Spirit of sharing with those less fortunate than oneself. Project REACH (Rural Effective Affordable Comprehensive Health Care) was launched in 1994 by SHARE INDIA to develop a viable model of a health care delivery system so that Health Care for ALL becomes a reality. Why, REACH? The present Health Care Delivery System based on one PHC (Primary Health Care) for every 30,000 population has failed to produce the desired results for the following reasons: Lack of infrastructure to support lifestyle of Doctors and their families which resulted in failure to recruit and retain Doctors in rural areas. Huge number of PHCs precluded adequate equipment and staff to provide quality services

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People lacked confidence in ill-equipped, ill-staffed and poorly attended Centers.

MILESTONES: Contributions to SHARE INDIA are totally tax-exempt under section 35(I) (ii) of Indian Income Tax Act. Contributions to SHARE MEDICAL CARE are 50% tax exempt under section 80G of the Indian Income tax Act. 1981 SHARE USA incorporated as tax-exempt organization. 1985- Dr .PS Reddy addresses the first press Conference and declares NRIs proposal to set up International Medicine Sciences City. 1986- SHARE INDIA formed and registered. 1987-SHARE MEDICAL CARE registered. 100 acres of land acquired at Medchal adjoining Shamirpet Lake. 1990- August 18- International Medical Sciences City renamed MediCiti. Foundation stone laid by Dr. M.Chenna Reddy, Chief Minister, Andhra Pradesh. 1993- October 29 First Cardiac Cath performed. November 4- Sarovar Building leased for Citi Center. 1994- January -6 Bed ICU started. 1995- March 12- Citi Center formally inaugurated by Sri NT Rama Rao, Chief Minister, Andhra Pradesh. 1996- The 8 bed Medical Intensive Care Unit was initiated. The Division of Hepatology and Gastroenterology was started. 1997- Dialysis Nephrology and kidney Transplant Unit were started. The Citi Center Cathlab was commissioned. 1998- Dental Maxillofacial Surgery Division was started General & Laparoscopic Surgical theaters were started Neurosurgery theater was started with Post Operative Intensive Care Units Respiratory Intensive Care Unit was commissioned Cardio thoracic Surgery Unit commenced at Citi Canter.

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1999- Pediatric & Neonatal Intensive Care Unit commissioned The ENT Division with surgical facilities commissioned. LIST OF THE DEPARTMENTS: Accounts Administration Anesthesia. Billing Bio- Medical Engineering Cardiology Cardio Thoracic CC CSSD Dietetics Emergency Medicine Endocrinology Engineering Front Office Gastroenterology House Keeping Information Technology Internal Medicine Laboratory Medicine Laparoscopic and General Surgery Marketing Medical Records Nephrology Nursing OP Secretarial Service

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 Orthopaedics Paediatrics Personnel & HRD Pharmacy Physiotherapy Pulmonology Purchase Radiology & Imageology Security Stores Surgical Resident Group Transport Each department has its own significance and they equally contribute to the overall success of the organization. ABOUT MEDICITI HOSPITAL & ITs FEATURES: Centrally located Hospital 24 hours service for all types of emergencies and critical care It is a one stop center for excellence with multi disciplinary (multi super specialties) interaction under one roof 24 hours emergency care available by Senior Consultants working in a group in all the departments ICCU, Emergency conveniently located in the ground floor for speedy action Exclusive & unique Respiratory Intensive Care Unit in the twin cities Diagnostic facilities with rapid and accurate results within 2 hours of the sample collection Experience and success rate in handling all types of emergency cases in highest in the twin cities in the Corporate sector

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 We have a DNB programme running successfully for the 3rd year ensuring round the clock care Very good survival rate for poisoning cases We have a combination of academidicians and interventionists and well known consultants from different groups Infectious diseases of all varieties are treated by our specialists with a high success rate Speed and Accuracy of primary Diagnosis of a patient is very good. AC General ward at a reasonable price at par with super deluxe room of high quality nursing homes HIV patients are treated with full confidentiality at no extra cost Separate Dialysis machines for HbsAg +ve and ve patients Cadaver transplants are done Non-invasive ventilations monitored by a well qualified Pulmonologist Radial cardiac interventions, Dobutamind stress, 3D Echos are done Visiting consultants are accessible directly through their mobile numbers. VISION BEHIND MEDICITI: Mediciti was founded with the specific aim of providing high quality advanced medical care at the lowest possible costs. I am happy to state this adjective has been met to a large extent. However, it should not be forgotten that a large and very important component of quality care is the human component. Compassion, prompt attention, patient hearing and Mediciti. Quality improvement is its external goal. The quality of care index can be calculation by dividing the time a consultant spends by the time the patient has waiting to get the consultants attention. Improvement in this is index in one of the parameters used to gauge improvement in quality of care at Mediciti. I hope Mediciti will continue to be the torchbearer of quality care and set standards that other hospitals would strive to achieve. I wish Mediciti continued success in striving to reach new horizons in delivery of quality medical care.

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HUMAN RESOURCE POLICIES: Salary structure = basic + HRA + spl. conveyance Provident fund (PF): 12% on basic salary. Leaves: 30 pa on confirmation Increments: every year from D.O.J (date of joining) Medical: 50% concession to you and your family on conformation of services. Canteen: can avail subsidized breakfast Rs:7/- and lunch Rs:20/-

RULES: Proxy punching is subversive of discipline and against the attendance punching procedure and amount to misconduct as per the service rules of hospitals. Do not punch/swipe others card.

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CHAPTER 4

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INDUSTRY PROFILE
AN OVERVIEW OF INDIAN HEALTHCARE With the demand for healthcare for exceeding supply, Indias health industry is expecte to grow by around 13% a year for the next year, CONFEDERATION OF INDIA INDUSTRY[C11] has started in a press release issued recently. Indias healthcare sector having made impressive strides in recent years has growth to Rs73000 cr industry, which is roughly 4% of G.D.P. Healthcare industry is booming all over world. In the U.S.A. it is already the largest services sector and worldwide it is started to be a $4 trillion market by 2005. The corporate hospital will be play a positive role in healthcare sector by taking the load off from government hospitals, whose performance hasnt been to the mark. The last three decades, as a result of initiatives and reforms, private sector is emerging as a major force in healthcare delivery services adding to this the insurable companies, The hospital hardware and software copmanies, which have come togeather to create the boom. FACTORS ATTRACTING CORRPORTE IN HEALTH CARE SECTOR: i. RECOGNITION AS AN INDUSTRY: In the mid 80s the health sector was recognized as an industry. Hence it became possible to get-term funding

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from the financial institution. The government also reduced the import duty in medical equipments technology, thus opening up the sector. ii. The rise of literacy rate, higher level of income and increasing awareness through deep preservation of medical channels, contributing to greater attention being pained to healthcare with the rise in the system of nuclear families, it become necessary for regular health checkups and incenses in health expenses for the bread reaner of the family.

iii.

OPENING OF THE INSURANCE SECTOR: In India approximately 60% of total health expenditure comes from self-paid category as against government contribution of 25-30%. A majority of private hospitals are expensive for a normal middle class family. The opening up of the insurance sector to private players is expected to guide a shot in the arms of health are industry health insurance will make health care affordable large number of people currently, in India only 2 million people(0% of total population of are covered under medical-claim)

GROWTH OF PRIVATE SECTOR: Lack of funding has thus bbeen the biggest abstract to the growth of private hospitals the government eliminated this constraint by extending tax benefits to investors in private hospitals with 100 beds or more. It also reduced in impact duty on life saving equipment from 25-5% to encourage hospitals to input the latest equipment, the private sector already accounts for about 70% of Indias healthcare services market and the incentive will further fuel the growth. OPPURTUNTIES: Good healthcare in India is in extreme short supply and gap prevents vast opportunities to the corporate to plug in among the major growth, low density of opportunities to corporate to plug in among major groups, low density of doctors in Indian with only 43
34

doctors of every 10,000 people as compared to us. That has 2340 doctors per 10,000. World health organization report says that India need to add 80,000 hospitals deeds each years to meet the demand of its population, the huge shortage of hospital dads outline a major opportunity for the private sector. Acknowledging the immense in the sector, corporate are getting into business of managing hospitals, which could be explored.

ROLE OF TECHNOLOGY: Healthcare is racing towards high-techno, outwitted technology and health agencies wanting to distinguish themselves from the pack will have to opt for leading edge technologies. And that means healthcare delivery through application of telecommunications technology or rather talent decline. This will help transfer P.F electronic medical data, including high-resolution image, sounds, live video and patient records from one location to another through telephone line, ISDN, modem, internet. Situates, video conferencing ect. All this will result in better care at lower costs and the new technologies available will help streamline processes, integrate data and monitor care. MAJOR PLAYERS IN THE PRIVATE HEALTHCARE SECTOR: The private health care segment has grown into a formidable industry estimate to be Rs 8000 cores major corporations lied tha Tatas, Apollo groups, Fortis, max wockhardt, primal, ispat, Duncan escorts have made significant investments in setting up stage of the art. Private hospitals in cities like Mumbai, New Delhi Chennai, Kolkata and Hyderabad.

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CHAPTER 5

36

ANALYSIS AND INTERPRETATION

37

1)

When performance appraisal is made in the organization? Options Monthly Quarterly Yearly Total Respondents 18 14 68 100

Interpretation: 68 Respondents says performance appraisals are made annually, 14 says Quarterly and 18 says monthly.

38

2)

How do you describe your present job? Options Challenging Interesting Normal Total Respondents 46 34 20 100

Interpretation: 46 Respondents says job is challenging, 34 respondents say interesting and 20 respondents say it is normal.

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3)

Are you aware of the objectives of performance appraisal system in your organization? Options Yes No Total Respondents 76 24 100

Interpretation: 76 Respondents stated that they know the objectives of performance appraisal in their organization and 24 respondents stated dont know about the objectives of the performance appraisal.

4)

What type of performance appraisal system is followed in your organization?

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Options Open-system Confidential system Total

Respondents 32 68 100

Interpretation: 32 Respondents stated that open-system of appraisal is followed in their organization and 68 respondents stated that confidential system of performance appraisal is followed in the organization.

5)

Is there any conflict arise between employees after performance appraisal is made?

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Options Frequently Often Sometimes Never Total

Respondents 2 76 22 100

Interpretation: The above table explains that only 2% conflicts are arise between employees after performance appraisal is made, 76 respondents say often sometimes and 22 respondents say that conflicts never arise between employees after performance appraisal is made..

6)

Are there any job expectations established before performance appraisal? Options Frequently Respondents 56

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Often sometimes Never Total

24 20 100

Interpretation: 56% of employees say that job expectations are established before performance appraisal, 24% of employees say often sometimes and 20% say never established job expectations before performance appraisal.

7)

Who rates the performances? Options Superiors Subordinates Clients Respondents 72 13 10

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All Total

5 100

Interpretation: The above table explains 72 respondents say that superiors rates the performance, 13 respondents say that subordinates and 10 respondents say that clients and 5 respondents say that all of them rates the performance.

8)

On what basis performance appraisal is made? Options Total output Behavioral efficiency Both Total Respondents 22 18 60 100

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Interpretation: The above table explains that 22 respondents says that performance appraisal is made on the basis of total output, 18 respondents says that on the basis of behavioral efficiency and 60 respondents say that on the basis of both.

9)

Does any change arise after appraising the performances of employees? Options Yes No Total Respondents 64 36 100

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Interpretation: The above table explains about that 64 respondents says that there is a change after appraisal of performance and 36 respondent says that there is no change araised after appraisal.

10)

Does performance appraisal process help to raise organizations total output? Options YES NO Total Respondents 80 20 100

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Interpretation: The above table explains 80% employees say that performance appraisal process help to raise the organizations output and 20%employees say that performance appraisal process doesnot help organisations output.

11)

Promotions should not be based on Performance Appraisal ratings as the Main Input. Options Agree Disagree Cant say Total Respondents 45 35 20 100

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Interpretation: The above table explains that promotions should not be based only on performance appraisal ratings as main input.

12)

Our Performance Appraisal System helps me understand my strengths and weaknesses relating to my performance so that I can make efforts to improve and grow. Options Agree Disagree Cant say Total Respondents 75 10 15 100

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Interpretation: The above table explains about appraisal system helps to understand strengths and weaknesses relating to performance so that can make efforts to improve and grow as 75% respondents were agreed,10% disagreed and 15% cant say.

13)

Appraisal ratings should be known to the employee Options Agree Disagree Respondents 83 5

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Cant say Total

12 100

Interpretation: This diagram represents that 83% respondents say that appraisal ratings should be known to the employees, 5% disagree and 12% cant say.

14)

Are you satisfied with the present appraisal system followed in your organization? Options Satisfied Partially satisfied Dissatisfied Respondents 40 30 30
50

Total

100

Interpretation: This question represents present appraisal system should be followed in organization. 40% are satisfied with present appraisal system ,30% partially satisfied and 30% were dissatisfied.

15)

Are you given feedback, once the appraisal is completed? Options YES NO Total Respondents 80 20 100

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Interpretation: This chart represents that 80% respondents said the feedback is given once the appraisal is completed.

16)

Are any monetary or non-monetary benefits given for outstanding performance? Options YES NO Total Respondents 20 80 100

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Interpretation: This chart explains whether the employees are getting benefits or not. 80% of the employees are saying that they are not getting any benefits.

17)

Specify your satisfaction level regarding the performance appraisal system carried out in your organization? Options Highly satisfied Satisfied Moderate Dissatisfied Respondents 27 48 10 10

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Highly dissatisfied Total

5 100

Interpretation: 48% employees were satisfied with the performance appraisal system carried out in organization.

18)

Opinion about the appraisal system in your organization. Options Excellent Average Satisfactory Un-satisfactory Total Respondents 68 14 18 0 100

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Interpretation: 68 Respondents says Excellent with the appraisal system in your organization, 14 says Average, and 18 of them satisfied.

19)

Do you think present appraisal system creating a competitive environment at work place? Options Yes No Total Respondents 76 24 100

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Interpretation: 76 Respondents stated that the present appraisal system creating a competitive environment at work place and 24 of them no.

20)

Whether provision of setting your own targets will improve your performance. Options Yes No Total Respondents 88 12 100

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Interpretation: 88 Respondents stated that their will be some improvement in their performance and 12 of them no.

21)

Does the performance appraisal help in creating an effective work environment and creating positive relationship? Options Strongly agree Agree Disagree Strongly disagree Respondents 0 80 20 0

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Total

100

Interpretation: The above table explains about the performance appraisal help in creating an effective work environment. the employees 80 are agree and 20 employees are disagree.

22)

Do you think present criteria used are true indicators for evaluating performance? Options Strongly agree Agree Disagree Strongly disagree Total Respondents 10 60 30 0 100

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Interpretation: The above table explains about the present criteria used are true indicators for evaluating performance people says 60% agree and 30% disagree of the performance evaluating.

23)

Do you think performance appraisal forms proper basis for making decisions regarding promotion and the like? Options Strongly agree Agree Disagree Strongly disagree Total Respondents 10 80 10 0 100

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Interpretation: The above table explains about the performance forms proper basis for making decision regarding promotions and like here 80% of employees are agree and 10% disagree.

24)

Do you think self-appraisal is the best form of evaluating ones performance? Options Strongly agree Agree Disagree Strongly disagree Total Respondents 40 60 0 0 100

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Interpretation: The above table explains about the self-appraisal is the best form of evaluating ones performance 60% is agree about the self-appraisal and 40% are strongly agree.

25)

Which one do you think is more helpful for better performance feedback? Options Formal appraisal Informal appraisal Both Total Respondents 20 40 40 100

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Interpretation: The above table explains about the more helpful for better performance feedback in employees agreed highly about formal and informal appraisal both plays a same role.

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CHAPTER 6

63

FINDINGS, SUGGESTIONS AND CONCLUSION

6.1 FINDINGS: A sample of 100 respondents was selected at random from different departments. The cross-section of employees from the staff to middle level management was sort for their opinions on the existing appraisal system. A survey was conducted (by way of questionnaire and interview) to find out whether the employees are satisfied with the existing system and their opinions on rated areas.

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The findings are given below: The objectives of PA are not clear to many. There is a good co-ordination between the employees. There is good imbalance facility in the origination. PAs have become a routine affair and not much important given and interest shown towards their purpose. Discussion between the appraisal and appraise regarding the appraisal is not performed seriously. Most appraisers lack proper training regarding the appraisal technique and in dealing with post appraisal tools like counseling technique interview. Factors to be included into the present criteria for performance evaluation: Quality assignment of the work done. Disciplinary/ administrative lapses. Extraordinary occurrences. Problem solving skills. Productivity or work-output. Attitude towards work. Behavior and health. Efficiency. Capability to take up higher responsibility.

Formal Vs Informal appraisal Formal appraisal: I is usually occurs at specified time period, once or twice a year. It is required by the organization for the purpose of employee evaluation.

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Informal appraisal: It occurs whenever the supervisor feels the need for communication. Formal appraisal most often used for primary evaluation. However, informal appraisal is very helpful for more performance feedback. The supervisor whenever feels the need, discuses performance change in the employees work which helps in developing better interpersonal relations and develops a positive environment. Employee problems are identified and discussed from time to time which helps him improve his performance. Reasons why performance appraisal does not form a basis for decisions regarding promotions. Biased evaluation is not a proper indication of an employees performance standards. Reliance on seniority rather than on performance for promotions is a major drawback. Manipulation, impression, likes and dislikes can damage the credibility of the appraisal. Self appraisals as the best form of evaluation ones performance: This refers to the evaluation that employees make of themselves. Generally, after the employee and the supervisor make their evaluations, they discuss perceived difference. Here the aim is not only to assess a person, but also to encourage employee development, to build teamwork and to link job performance with organizations goals. Self-appraisal can be very effective as it provides employees with an opportunity to participate in the appraisal process and set performance targets for themselves. A number of organizations encourage discussions regarding difference in subjective rating between the employee and the supervisor so as to ensure active involvement from both sides.

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But self-appraisal also runs the risk of variability and leniency that may conflict with superiors and peers findings. It would be more helpful when combined with other forms of appraisal. 6.2 Suggestions for a better performance appraisal system: Use of counseling as a tool to improve performance can help the employee provided it is devoid of severe criticism, suppression or domination. Appreciation for good performance and proper guidance for improvement is a must. Appraisal linked to promotions and increments will motivate the employee towards work culture. As the appraisal is directly linked to promotions or career progressions of an employee there should be transparency in discussing the appraisal report. Objective and fair assessment can induce seriousness towards appraisal and help increase motivation among employees.

CONCLUSION

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Performance appraisal system is very important to assess training needs, to effort promotions, and to give pay increases. There are two methods in performance appraisal system. Those are modern method and traditional method. Appraisal of performance proceeds in a set of pattern. The steps involved aredefining appraisal objective, establishing job expectations, designing programmer, conducting performance interview, and using appraisal data for different HR activities. The employees of Mediciti hospitals are satisfied with the Performance appraisal system but the organization is not giving much important and shows the interest towards their Performance appraisal. The appraisal has to performed seriously.

BIBILOGRAPHY: HUMAN RESOURCE AND PERSONAL MANAGEMENT

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K. ASWATHAPPA PRINCIPLES AND PRACTICES OF MANAGEMENT R.S. GUPTA B.D. SHARMA HUMAN RESOURCE MANAGEMENT & INDUSTRIAL C.B.MAMORIA PERSONNEL RESOURCE MANAGEMENT DAVID A. DECENZO STEPHEN P. ROBINS HRD NEWS LETTERSHRD NETWORK

JOURNALS: 1. Fletcher, Clive (2001) Performance Appraisal and Management: The developing research agenda. 2. Occupational and Organizational Psychology (2001), 74-473-487. 3. Personnel Today Prof. Batta. K. Dey, Dated on July- September 2008. 4. International Journal of Business, Economics, Finance and Management Science, Dated on 2nd February 2010. WEBSITES: 1. www.Performanceappraisal.com 2. Performance Appraisal and Evaluation, www.submitmanagement.com/pac/html. PP.1-2. 3. www.hrjournal-apraisal.com.

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ANNEXURE

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QUESTIONNAIRE REGARDING STUDY OF PERFORMANCE APPRAISAL NAME: DESIGNATION: GENDER: ....MALE ( ) FEMALE ( )

1. When performance appraisal is made in the organization? Monthly ( ) Quarterly ( Interesting ( ) ) Yearly ( ) 2. How do you describe your present job? Challenging ( ) organization? Yes ( ) ) No ( ) ) ) ) ) ) Never ( All ( ) ) ) 4. What type of performance appraisal system is followed in your organization? Open-system ( Frequently ( Frequently ( Superiors ( Total output ( Yes ( Yes ( ) ) ) ) ) ) Confidential system ( ) 5. Is there any conflict arise between employees after performance appraisal is made? Often Sometimes ( Often ( ) Never ( 6. Are there any job expectations established before performance appraisal? Sometimes ( ) Clients ( 7. Who rates the performances? Subordinates ( 8. On what basis performance appraisal is made? Behavioral efficiency ( No ( No ( ) ) Both ( 9. Does any change arise after appraising the performances of employees? 10. Does performance appraisal process help to raise organizations total output? Normal ( ) 3. Are you aware of the objectives of performance appraisal system in your

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11. Promotions should not be based on Performance Appraisal ratings as the Main Input. Agree ( ) Disagree ( ) Cant say ( ) 12. Our Performance Appraisal System helps me understand my strengths and weaknesses relating to my performance so that I can make efforts to improve and grow. Agree ( Agree ( ) ) Disagree ( Disagree ( ) ) ) ) ) Cant say ( Cant say ( ) ) ) c) Dissatisfied ( ) 13. Appraisal ratings should be known to the employee 14. Are you satisfied with the present appraisal system followed in your organization? a) Satisfied ( Yes ( Yes ( ) ) No ( No ( b) Partially satisfied ( 15. Are you given feedback, once the appraisal is completed? 16. Are any monitory or non-monitory benefits given for outstanding performance. 17. Specify your satisfaction level regarding the performance appraisal system carried out in your organization? a) Highly satisfied c) Moderate ( ( ) ) ) ) Satisfactory ( ) Un-satisfactory ( ) b) satisfied d) Dissatisfied ( ( ) )

e) Highly dissatisfied ( Excellent ( place? Yes Yes ( ( ) ) No No )

18. Opinion about the appraisal system in your organization. Average ( 19. Do you think present appraisal system creating a competitive environment at work ( ( ) )

20. Whether provision of setting your own targets will improve your performance. 21. Does the performance appraisal help in creating an effective work environment and creating positive relationship? Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( )
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22. Do you think present used are true indicators for evaluating performance? Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( ) 23. Do you think performance appraisal forms proper basis for making decisions regarding promotion and the like? Strongly agree ( Strongly agree ( Formal appraisal ( Thanks!! ) Agree ( ) Agree ( ) ) Disagree ( ) Disagree ( ) ) ) Strongly disagree ( Strongly disagree ( Both ( ) ) ) 24. Do you think self-appraisal is the best form of evaluating ones performance? 25. Which one do you think is more helpful for better performance feedback? Informal appraisal (

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