Employee Engagement has become a hot topic in the world of human resources management.Employee Engagement is a state of emotional and intellectual involvement that employees have in an organization. The private hospitals in India have become the happening industry. The corporate culture has attracted many billions from abroad also in the form of medical tourism. The HR practices in these hospitals have a bearing on these revenue generation activities. This
study conducted in five major hospitals of Mayiladuthurai town was to find out the levels of employee engagement, the drivers of it, to analyze their impact and to offer suggestions to improve the same. A structured questionnaire with 27 statements was administered to various non-medical employees across the hospitals. Simple mean score calculations are used as a prelude to a more elaborative study in the future. The findings show the cross section of hospitals has ratings at par with current international standards on the drivers of engagement

Gowrishankar, U

Swaminathan, J.

Munich Personal RePEc Archive

MPRA
Munich Personal RePEc Archive
Employee engagement practices in
private hospitals: a cross sectional study
in mayiladuthurai
J. Swaminathan and U Gowrishankar
A.V.C College of Engineering, India
July 2010
Online at https://mpra.ub.uni-muenchen.de/39769/
MPRA Paper No. 39769, posted 2. July 2012 19:20 UTC
1“EMPLOYEE ENGAGEMENT PRACTICES IN PRIVATE HOSPITALS”
A CROSS SECTIONAL STUDY IN MAYILADUTHURAI 
J. SWAMINATHAN*               U.GOWRI SHANKAR**
                        Cell :   9488923659                        Cell :   9788065789
Email <jsavcce@gmail.com>       Email <gowrishankar120@gmail.com>
Lecturers in Management Studies, A.V.C. College of Engineering, Mannampandal.
2“EMPLOYEE ENGAGEMENT IN PRIVATE HOSPITALS”
A CROSS SECTIONAL STUDY IN MAYILADUTHURAI TOWN
J. SWAMINATHAN*               U.GOWRI SHANKAR**
                       Cell :   9488923659                        Cell :   9788065789
Email <jsavcce@gmail.com>       Email <jsavcce@gmail.com>
Lecturers in Management Studies, A.V.C. College of Engineering, Mannampandal.
ABSTRACT
Employee Engagement has become a hot topic in the world of human resources management. 
Employee Engagement is a state of emotional and intellectual involvement that employees have 
in an organization. The private hospitals in India have become the happening industry. The 
corporate culture has attracted many billions from abroad also in the form of medical tourism. 
The HR practices in these hospitals have a bearing on these revenue generation activities. This 
study conducted in five major hospitals of Mayiladuthurai town was to find out the levels of 
employee engagement, the drivers of it, to analyze their impact and to offer suggestions to 
improve the same. A structured questionnaire with 27 statements was administered to various 
non-medical employees across the hospitals. Simple mean score calculations are used as a 
prelude to a more elaborative study in the future.  The findings show the cross section of 
hospitals has ratings at par with current international standards on the drivers of engagement.
Key Words: Employee Engagement, Team work, Communication, Recognition, Work-Life 
Balance
3INTRODUCTION
Employee Engagement:
             Employee Engagement is a state of emotional and intellectual involvement that 
employees have in an organization (1).Engagement is much more than satisfaction. It is one of 
the HR interventions that are being used in many organizations to know the extent to which 
people value, enjoy, and believe in what they do.
             Engaged employees are seen to be Productive members of an organization who are 
psychologically committed to their role in the Organization (3). They are likely to stay longer 
in their organization, advocate its products and services and contribute to the overall success 
of an organization.   
             According to Gallup consultancy, the Engaged employees are those who “work with 
passion and feel profound connection to their company, drive innovation and move the 
organization forward”.
Why the organizations need Engaged Employees:
    The survey of various firms’ says that,
 Engaged Employees generate 43% more revenue.(Hay Group, 2004)  
 The Disengaged workers cost the UK 44 Bn a year. (IES, 2003) and the US $270Bn-$343Bn 
(Gallup, 1999) in lost productivity.
 Engaged Employees have 2.7 sick days per year, rather than the 6.2 disengaged employees 
take.(Gallup)
 87% Engaged Employees are less likely to leave.(Corporate Leadership Council, 2006)
 67% Engaged Employees advocate their organization. (Gallup, 1999).
 59% of Engaged Employees says, “Work brings out their most creative ideas”. (Gallup, 1999)
     THE DRIVERS OF EMPLOYEE ENGAGEMENT:
       There are several drivers of employee engagement. Some of them are,
 Employee Empowerment
 Communication
 Team work
 Training and Development
 Recognition
 Leadership Quality
 Decision making
4 Work-life-balance                                                           
             Employee Empowerment:
          It is the authority to take decisions within one’s area of operations without having 
to get approval from anyone else. It means giving the employees the authority to make 
decisions and providing them with financial resources to implement these decisions.
Communication:
           Communication is the life-line of a modern industrial organization, especially one 
that is large, complex and having its units at distant geographical locations. An effective 
organization is one that has open and transparent communication channels which allow 
free flow of information, both horizontally as well as up-and-down the organizational 
hierarchy.
Team Work:   
               In an organization that values team work, employees are encouraged to work in 
teams. In such an organization, employees are actively involved in solving day-to-day 
problems of the organization and share responsibility to achieve the goals of their 
department.
Training and Development:
             This variable refers to the provision of adequate facilities for training and overall 
development of the employees.  Employees need training, from time to time, not only for 
efficient discharge of their current job responsibilities but also to prepare them to meet 
future challenges.
Recognition:
        One of the important drivers of employee engagement is the practice of 
recognition and appreciation of employees who come up with creative ideas or those who 
are honest, sincere and hardworking.  Regardless of whether recognition is accorded 
through monetary or non-monetary means, it is the act of recognition or appreciation that 
is valued by the employees
Leadership Quality:
The most important part of the role of a leader is not what he does Himself but
what he causes other people to do.  Senior managers are, therefore, Expected
to motivate their subordinates to put in their best efforts in pursuance of the
organizational goals.  To be able to do so, they must be objective, impartial and 
5sympathetic in dealing with their employees, besides empowering them and providing 
timely feedback on how each of them is performing.
Decision-Making:
              Behavioral science research and OD experiments have shown that employees 
willingly support and implement decisions to which they themselves happen to be a party. An 
organization that empower and supports people down-the-line to take independent decisions 
within the sphere of their job responsibilities can, through such actions, create employee 
engagement.
Work-Life Balance:
              For a vast majority of human beings, work constitutes the central life interest (CLI).
But work, though central, is only one of the several interests that human beings pursue in life.  
When the demands of work hamper the pursuit of other life interests, it is likely to create a 
crisis and the resultant stresses and strains among the employees.  Through this variable, it is 
intended to find out whether (and, if so, to what extent) the organization is helping to 
maintain work-life balance for its employees.
Relevance of Employee Engagement:
For several years now, 'employee engagement' has been a hot topic in corporate circles. It's a 
buzz phrase that has captured the attention of workplace observers and HR managers, as well as the 
executive suite. And it's a topic that employers and employees alike think they understand, yet can't 
articulate very easily
In 2006, The Conference Board published "Employee Engagement, A Review of Current 
Research and Its Implications". According to this report, twelve major studies on employee engagement 
had been published over the prior four years by top research firms such as Gallup, Towers Perrin, 
Blessing White , the Corporate Leadership Council and others.
According to the report, employee engagement is a very big deal. There is clear and mounting 
evidence that high levels of employee engagement keenly correlates to individual, group and corporate 
performance in areas such as retention, turnover, productivity, customer service and loyalty. (4)
6"They are supposed to speak positively about the organization to co-workers, potential 
employees and customers, demonstrate an intense desire to be part of the organization, and exert extra 
efforts and take on work that contributes to employer success."
The key ingredients of an engaged employee seem to be:
Tenure with the organization, Display of emotional involvement in what he does, Doing 
more than what is expected, and Displaying pride in the place he work
Importance of Employee’s Engagement:
 To overcome fear of change, increase acceptance of new ideas, and create a climate for 
achievement.
 To enhance personal accountability and self-management skills.
 To discover practical tools for effective goal implementation and sustain growth.
 To determine applicable techniques for motivating yourself and others.
 To develop a “can do” attitude.
Need of Employee engagement:
 To create enthusiasm for their roles, their work and the origination and ensure they      are 
well integrated
 Engagement is about motivating employees to do their best.
 An engaged employee gives his/her company his/her 100 percent.
 Employees are a valuable asset that makes the business possible.
 Employee engagement who is intellectually and emotionally bound with the organization 
feels passionately about it. Goals and it committed towards its values.
Scope of Employee engagement:
 Employee engagement is a company wide programme to enhance employee involvement.
 It is a goal, which ensures growth.
 It is a technique and largely a work improvement too.
PROBLEM IDENTIFICATION:
7                       Employee Engagement is the energy, passion or fire that employees have towards 
their work and the employer. The major reason for disengagement is absence of appreciation or 
‘positive stroke’. Knowing the current level of employee engagement in Private Hospitals, 
Mayiladuthurai town will also enable us to uncover actionable findings by identifying the prime 
“Drivers” of engagement practices. It also helps  to seek the productive members of the 
organization those who are psychologically committed to their role in the organization and to 
know the motivation levels of the employee. Therefore, the topic had been selected as Employee 
engagement. Some times the intelligent, capable employees also disengage when they do not get 
support from their management for the good work they did or some times, they loose their 
confidence about Top management’s credibility.               
  
RESEARCH DESIGN
OBJECTIVES:
1. To ascertain the level of Employee Engagement.
2.   To identify the drivers of Employee Engagement.
3. To analyze and recommend strategies for improvement.
RESEARCH METHODOLOGY
                  The researcher has adopted descriptive research design for the purpose of this 
survey. The questionnaire was designed to cover 9 drivers related to employee 
engagement. The primary data was collected from the 200 employees conveniently 
selected from five private hospitals in Mayiladuthurai Town, through structured 
questionnaire. In this research, mean score calculation and Pearson chi-square is used for 
data analysis.
Limitation
1) The survey was carried out for a sample sized of 200 Non medicals only.
2) Findings and suggestion of this researcher are applicable only to Private
Hospitals, Mayiladuthurai Town.
3)        As an fact finding study advanced statistical analyses were not used.
8DATA ANALYSIS AND INTERPERTATION
    Table 1 Respondents       
             
Table 2  Mean score
S.No Department
No of 
Respondents
%
1. Administration 23 12
2. Personnel 25 13
3. Finance 24 12
4. Maintenance 85 43
5. Others 43 22
              Total 200 100
S.No Drivers 
Mean 
Score
Mean 
%
Overall
Mean SD
1. Employee Engagement 9.1 76
5.75 2.22
2. Empowerment 6.1 68
3. Communication 5.8 65
4. Training & Development 7.3 61
5. Team work 6.2 68
6. Decision Making 7.5 63
7. Recognition 3.7 63
8. Leadership Quality 3.9 66
9. Work Life Balance 2.2 37
9Table 3 Pearson chi square test
Table 4 The Status of “Employee Engagement”
Drivers  of 
Employee 
Engagement
Factors
Asymp.Sig
Relationship
Value df (2-sided)
Recognition
Praise for good work
.449(b) 1 0.503 Related
Innovative ideas
Team work
Effectiveness
8.239(a) 4 0.083 RelatedConstructive  feedback
Seniors care
Leadership 
Quality
Encouragement
.258(a) 2 0.879 Not Related
Opinion seems to count
Communication
Job is important
3.175(a) 4 0.529 RelatedProgress & growth
Transparent
Training & 
Development
Future challenges
9.636(a) 6 0.141 Not Related
Job requirement
Regular Feedback
Development
Employee   
Engagement
To be proud
3.565(a) 3 0.312 Related
Job interesting
Learnt mistakes
Best friend
S.No Drivers 
No. Of 
Items
Score 
Range Mean Score
Mean Score 
as %
1 Employee Engagement 4 0-12 9.125 76.04
2 Team work 3 0-9 6.15 68.33
3 Employee Empowerment 3 0-9 6.09 67.67
4 Leadership 2 0-6 3.935 65.58
5 Communication 3 0-9 5.83 64.78
6 Recognition 2 0-6 3.765 62.75
7 Decision Making 4 0-12 7.52 62.67
8 Training  & Development 4 0-12 7.3 60.83
9 Work-life Balance 2 0-6 2.2 36.67
10
FINDINGS:
 The Status of this study are presented in the summarized form in Table 4. The 
mean Scores of Team Work, Employee empowerment, Leadership, 
Communication level are statistically –speaking higher than the bench mark level 
of 69%(10) . However, these scores being quite high, the level of employee 
engagement in the organization should be a favorite concern for the hospitals 
management.
 The mean scores of Recognition, Decision Making, and Training & Development 
shows these values are pretty low than the international standard value 69%(10).
Certainly it will cause concern for the management, for future success.
 If one looks at the last driver of this table, one shall observe a lowest mean score 
compared to all other eight drivers . The mean score value of Work-life balance is 
only 36.67%.The respondents are unable to adjust their work with their family
life. So they remain in frustration
SUGGESTIONS:
 For improving Work-Life Balance there should be more frequent social get-
togethers for employees and their families. To help them cope with pressures, the 
employees need to be provided flexible working hours and facilities like crèches, 
gym, recreation, etc. The management needs to do more to help employees in 
meeting their personal, family and social commitments.
 Training should help not only to discharge current job     responsibilities but also 
prepare employees to meet future    challenges, with periodic evaluation.
 Decision-making needs to avoid bureaucratic delays. The management needs to 
encourage quick and independent decision-making down the line.
 Persons with creative ideas and those who are honest, hardworking and sincere 
need to be recognised and appreciated. Employees who do well need to be 
felicitated through public functions.
 There is a need to make the communication channels more open and transparent
CONCLUSION:
     Out of 8 independent Drivers used in this study, only one (Work-life balance)
emerged as the critical determinant of employee engagement. Together that variable 
explained 87.50 per cent of the variance in employee engagement. At the same time the 
11
management may concentrate on Recognition, Decision Making, and Training & 
Development.
               An organization comes into existence when group of people work together to 
achieve something for themselves and for others. It is not made up of bricks and mortar. It is 
not heap of inventories and machines. It is the people who have positive attitude towards the 
organization and its values. 
            Realizing the human factor, HRM assumes greater importance in every organization 
and Employee Engagement is an integral part of HRM. So the prime concern of modern 
management is to motivate the labor in such a way as to achieve the organizational goal.
Finally the researcher concludes that Employee Engagement is high in      Private 
Hospitals, Mayiladuthurai. If the company concentrates on work-life-balance, training 
program and performance feedback, it will surely increase the level of Employee 
Engagement in the company.
References
1. Laurainne Theogaraj, HRM Review, Icfai University Press, Dec-07: Page No: 40.
2. Human Capital Strategy: Volume-9, Page No.3 Aug 2005.
3. A Meta Analysis, Journal of Applied Psychology  No.87, 86
4. Venkoba Rao, Employee Engagement in Indian ITES-BPO Industry, Page No.18. HRM 
Review, Icfai University Press Feb-08
5. Robinson D, Perryman S, Heyday S The drivers of Employee Engagement-, Report 408, 
Institute for Employment Studies, April 2004. 
6. “Employee Engagement, a review of current research and its implications”,
Conference Board Report, 2006 
7. Best employers to work for in India - A Business Today –Hewitt study May 2008.
8. P.V.Raveendra & U.M. Pramelatha Making “Gems” Through Employee 
Engagement,June: 2008 Page No.20.
9. Dr. N. Bharathi, Employees’ Engagement Practices in Spinning Mills- An Empirical 
Study, Prabandhan: Indian Journal of Management, Page No 17-25, July-August,2009
10. Tracy M. Maylett, Juan M. Riboldi, The Three Essential Components of Employee 
Engagement, Decision wise,Inc., www.decwise.com / 800.830.8086


Employee engagement practices in private hospitals: a cross sectional study in mayiladuthurai

Munich RePEc Personal Archive

MPRAMunich Personal RePEc ArchiveEmployee engagement practices inprivate hospitals: a cross sectional studyin mayiladuthuraiJ. Swaminathan and U GowrishankarA.V.C College of Engineering, IndiaJuly 2010Online at http://mpra.ub.uni-muenchen.de/39769/MPRA Paper No. 39769, posted 2. July 2012 19:20 UTC1“EMPLOYEE ENGAGEMENT PRACTICES IN PRIVATE HOSPITALS”A CROSS SECTIONAL STUDY IN MAYILADUTHURAI J. SWAMINATHAN*               U.GOWRI SHANKAR**                        Cell :   9488923659                        Cell :   9788065789Email <jsavcce@gmail.com>       Email <gowrishankar120@gmail.com>Lecturers in Management Studies, A.V.C. College of Engineering, Mannampandal.2“EMPLOYEE ENGAGEMENT IN PRIVATE HOSPITALS”A CROSS SECTIONAL STUDY IN MAYILADUTHURAI TOWNJ. SWAMINATHAN*               U.GOWRI SHANKAR**                       Cell :   9488923659                        Cell :   9788065789Email <jsavcce@gmail.com>       Email <jsavcce@gmail.com>Lecturers in Management Studies, A.V.C. College of Engineering, Mannampandal.ABSTRACTEmployee Engagement has become a hot topic in the world of human resources management. Employee Engagement is a state of emotional and intellectual involvement that employees have in an organization. The private hospitals in India have become the happening industry. The corporate culture has attracted many billions from abroad also in the form of medical tourism. The HR practices in these hospitals have a bearing on these revenue generation activities. This study conducted in five major hospitals of Mayiladuthurai town was to find out the levels of employee engagement, the drivers of it, to analyze their impact and to offer suggestions to improve the same. A structured questionnaire with 27 statements was administered to various non-medical employees across the hospitals. Simple mean score calculations are used as a prelude to a more elaborative study in the future.  The findings show the cross section of hospitals has ratings at par with current international standards on the drivers of engagement.Key Words: Employee Engagement, Team work, Communication, Recognition, Work-Life Balance3INTRODUCTIONEmployee Engagement:             Employee Engagement is a state of emotional and intellectual involvement that employees have in an organization (1).Engagement is much more than satisfaction. It is one of the HR interventions that are being used in many organizations to know the extent to which people value, enjoy, and believe in what they do.             Engaged employees are seen to be Productive members of an organization who are psychologically committed to their role in the Organization (3). They are likely to stay longer in their organization, advocate its products and services and contribute to the overall success of an organization.                According to Gallup consultancy, the Engaged employees are those who “work with passion and feel profound connection to their company, drive innovation and move the organization forward”.Why the organizations need Engaged Employees:    The survey of various firms’ says that, Engaged Employees generate 43% more revenue.(Hay Group, 2004)   The Disengaged workers cost the UK 44 Bn a year. (IES, 2003) and the US $270Bn-$343Bn (Gallup, 1999) in lost productivity. Engaged Employees have 2.7 sick days per year, rather than the 6.2 disengaged employees take.(Gallup) 87% Engaged Employees are less likely to leave.(Corporate Leadership Council, 2006) 67% Engaged Employees advocate their organization. (Gallup, 1999). 59% of Engaged Employees says, “Work brings out their most creative ideas”. (Gallup, 1999)     THE DRIVERS OF EMPLOYEE ENGAGEMENT:       There are several drivers of employee engagement. Some of them are, Employee Empowerment Communication Team work Training and Development Recognition Leadership Quality Decision making4 Work-life-balance                                                                        Employee Empowerment:          It is the authority to take decisions within one’s area of operations without having to get approval from anyone else. It means giving the employees the authority to make decisions and providing them with financial resources to implement these decisions.Communication:           Communication is the life-line of a modern industrial organization, especially one that is large, complex and having its units at distant geographical locations. An effective organization is one that has open and transparent communication channels which allow free flow of information, both horizontally as well as up-and-down the organizational hierarchy.Team Work:                  In an organization that values team work, employees are encouraged to work in teams. In such an organization, employees are actively involved in solving day-to-day problems of the organization and share responsibility to achieve the goals of their department.Training and Development:             This variable refers to the provision of adequate facilities for training and overall development of the employees.  Employees need training, from time to time, not only for efficient discharge of their current job responsibilities but also to prepare them to meet future challenges.Recognition:        One of the important drivers of employee engagement is the practice of recognition and appreciation of employees who come up with creative ideas or those who are honest, sincere and hardworking.  Regardless of whether recognition is accorded through monetary or non-monetary means, it is the act of recognition or appreciation that is valued by the employeesLeadership Quality:The most important part of the role of a leader is not what he does Himself butwhat he causes other people to do.  Senior managers are, therefore, Expectedto motivate their subordinates to put in their best efforts in pursuance of theorganizational goals.  To be able to do so, they must be objective, impartial and 5sympathetic in dealing with their employees, besides empowering them and providing timely feedback on how each of them is performing.Decision-Making:              Behavioral science research and OD experiments have shown that employees willingly support and implement decisions to which they themselves happen to be a party. An organization that empower and supports people down-the-line to take independent decisions within the sphere of their job responsibilities can, through such actions, create employee engagement.Work-Life Balance:              For a vast majority of human beings, work constitutes the central life interest (CLI).But work, though central, is only one of the several interests that human beings pursue in life.  When the demands of work hamper the pursuit of other life interests, it is likely to create a crisis and the resultant stresses and strains among the employees.  Through this variable, it is intended to find out whether (and, if so, to what extent) the organization is helping to maintain work-life balance for its employees.Relevance of Employee Engagement:For several years now, 'employee engagement' has been a hot topic in corporate circles. It's a buzz phrase that has captured the attention of workplace observers and HR managers, as well as the executive suite. And it's a topic that employers and employees alike think they understand, yet can't articulate very easilyIn 2006, The Conference Board published "Employee Engagement, A Review of Current Research and Its Implications". According to this report, twelve major studies on employee engagement had been published over the prior four years by top research firms such as Gallup, Towers Perrin, Blessing White , the Corporate Leadership Council and others.According to the report, employee engagement is a very big deal. There is clear and mounting evidence that high levels of employee engagement keenly correlates to individual, group and corporate performance in areas such as retention, turnover, productivity, customer service and loyalty. (4)6"They are supposed to speak positively about the organization to co-workers, potential employees and customers, demonstrate an intense desire to be part of the organization, and exert extra efforts and take on work that contributes to employer success."The key ingredients of an engaged employee seem to be:Tenure with the organization, Display of emotional involvement in what he does, Doing more than what is expected, and Displaying pride in the place he workImportance of Employee’s Engagement: To overcome fear of change, increase acceptance of new ideas, and create a climate for achievement. To enhance personal accountability and self-management skills. To discover practical tools for effective goal implementation and sustain growth. To determine applicable techniques for motivating yourself and others. To develop a “can do” attitude.Need of Employee engagement: To create enthusiasm for their roles, their work and the origination and ensure they      are well integrated Engagement is about motivating employees to do their best. An engaged employee gives his/her company his/her 100 percent. Employees are a valuable asset that makes the business possible. Employee engagement who is intellectually and emotionally bound with the organization feels passionately about it. Goals and it committed towards its values.Scope of Employee engagement: Employee engagement is a company wide programme to enhance employee involvement. It is a goal, which ensures growth. It is a technique and largely a work improvement too.PROBLEM IDENTIFICATION:7                       Employee Engagement is the energy, passion or fire that employees have towards their work and the employer. The major reason for disengagement is absence of appreciation or ‘positive stroke’. Knowing the current level of employee engagement in Private Hospitals, Mayiladuthurai town will also enable us to uncover actionable findings by identifying the prime “Drivers” of engagement practices. It also helps  to seek the productive members of the organization those who are psychologically committed to their role in the organization and to know the motivation levels of the employee. Therefore, the topic had been selected as Employee engagement. Some times the intelligent, capable employees also disengage when they do not get support from their management for the good work they did or some times, they loose their confidence about Top management’s credibility.                 RESEARCH DESIGNOBJECTIVES:1. To ascertain the level of Employee Engagement.2.   To identify the drivers of Employee Engagement.3. To analyze and recommend strategies for improvement.RESEARCH METHODOLOGY                  The researcher has adopted descriptive research design for the purpose of this survey. The questionnaire was designed to cover 9 drivers related to employee engagement. The primary data was collected from the 200 employees conveniently selected from five private hospitals in Mayiladuthurai Town, through structured questionnaire. In this research, mean score calculation and Pearson chi-square is used for data analysis.Limitation1) The survey was carried out for a sample sized of 200 Non medicals only.2) Findings and suggestion of this researcher are applicable only to PrivateHospitals, Mayiladuthurai Town.3)        As an fact finding study advanced statistical analyses were not used.8DATA ANALYSIS AND INTERPERTATION    Table 1 Respondents                    Table 2  Mean scoreS.No DepartmentNo of Respondents%1. Administration 23 122. Personnel 25 133. Finance 24 124. Maintenance 85 435. Others 43 22              Total 200 100S.No Drivers Mean ScoreMean %OverallMean SD1. Employee Engagement 9.1 765.75 2.222. Empowerment 6.1 683. Communication 5.8 654. Training & Development 7.3 615. Team work 6.2 686. Decision Making 7.5 637. Recognition 3.7 638. Leadership Quality 3.9 669. Work Life Balance 2.2 379Table 3 Pearson chi square testTable 4 The Status of “Employee Engagement”Drivers  of Employee EngagementFactorsAsymp.SigRelationshipValue df (2-sided)RecognitionPraise for good work.449(b) 1 0.503 RelatedInnovative ideasTeam workEffectiveness8.239(a) 4 0.083 RelatedConstructive  feedbackSeniors careLeadership QualityEncouragement.258(a) 2 0.879 Not RelatedOpinion seems to countCommunicationJob is important3.175(a) 4 0.529 RelatedProgress & growthTransparentTraining & DevelopmentFuture challenges9.636(a) 6 0.141 Not RelatedJob requirementRegular FeedbackDevelopmentEmployee   EngagementTo be proud3.565(a) 3 0.312 RelatedJob interestingLearnt mistakesBest friendS.No Drivers No. Of ItemsScore Range Mean ScoreMean Score as %1 Employee Engagement 4 0-12 9.125 76.042 Team work 3 0-9 6.15 68.333 Employee Empowerment 3 0-9 6.09 67.674 Leadership 2 0-6 3.935 65.585 Communication 3 0-9 5.83 64.786 Recognition 2 0-6 3.765 62.757 Decision Making 4 0-12 7.52 62.678 Training  & Development 4 0-12 7.3 60.839 Work-life Balance 2 0-6 2.2 36.6710FINDINGS: The Status of this study are presented in the summarized form in Table 4. The mean Scores of Team Work, Employee empowerment, Leadership, Communication level are statistically –speaking higher than the bench mark level of 69%(10) . However, these scores being quite high, the level of employee engagement in the organization should be a favorite concern for the hospitals management. The mean scores of Recognition, Decision Making, and Training & Development shows these values are pretty low than the international standard value 69%(10).Certainly it will cause concern for the management, for future success. If one looks at the last driver of this table, one shall observe a lowest mean score compared to all other eight drivers . The mean score value of Work-life balance is only 36.67%.The respondents are unable to adjust their work with their familylife. So they remain in frustrationSUGGESTIONS: For improving Work-Life Balance there should be more frequent social get-togethers for employees and their families. To help them cope with pressures, the employees need to be provided flexible working hours and facilities like crèches, gym, recreation, etc. The management needs to do more to help employees in meeting their personal, family and social commitments. Training should help not only to discharge current job     responsibilities but also prepare employees to meet future    challenges, with periodic evaluation. Decision-making needs to avoid bureaucratic delays. The management needs to encourage quick and independent decision-making down the line. Persons with creative ideas and those who are honest, hardworking and sincere need to be recognised and appreciated. Employees who do well need to be felicitated through public functions. There is a need to make the communication channels more open and transparentCONCLUSION:     Out of 8 independent Drivers used in this study, only one (Work-life balance)emerged as the critical determinant of employee engagement. Together that variable explained 87.50 per cent of the variance in employee engagement. At the same time the 11management may concentrate on Recognition, Decision Making, and Training & Development.               An organization comes into existence when group of people work together to achieve something for themselves and for others. It is not made up of bricks and mortar. It is not heap of inventories and machines. It is the people who have positive attitude towards the organization and its values.             Realizing the human factor, HRM assumes greater importance in every organization and Employee Engagement is an integral part of HRM. So the prime concern of modern management is to motivate the labor in such a way as to achieve the organizational goal.Finally the researcher concludes that Employee Engagement is high in      Private Hospitals, Mayiladuthurai. If the company concentrates on work-life-balance, training program and performance feedback, it will surely increase the level of Employee Engagement in the company.References1. Laurainne Theogaraj, HRM Review, Icfai University Press, Dec-07: Page No: 40.2. Human Capital Strategy: Volume-9, Page No.3 Aug 2005.3. A Meta Analysis, Journal of Applied Psychology  No.87, 864. Venkoba Rao, Employee Engagement in Indian ITES-BPO Industry, Page No.18. HRM Review, Icfai University Press Feb-085. Robinson D, Perryman S, Heyday S The drivers of Employee Engagement-, Report 408, Institute for Employment Studies, April 2004. 6. “Employee Engagement, a review of current research and its implications”,Conference Board Report, 2006 7. Best employers to work for in India - A Business Today –Hewitt study May 2008.8. P.V.Raveendra & U.M. Pramelatha Making “Gems” Through Employee Engagement,June: 2008 Page No.20.9. Dr. N. Bharathi, Employees’ Engagement Practices in Spinning Mills- An Empirical Study, Prabandhan: Indian Journal of Management, Page No 17-25, July-August,200910. Tracy M. Maylett, Juan M. Riboldi, The Three Essential Components of Employee Engagement, Decision wise,Inc., www.decwise.com / 800.830.8086

English

http://mpra.ub.uni-muenchen.de/39769/1/MPRA_paper_39769.pdf

Employee engagement practices in private hospitals: a cross sectional study in mayiladuthurai

Abstract

Similar works

Full text

Available Versions

Munich Personal RePEc Archive

Munich RePEc Personal Archive