-:CONTENTS:-

Sl.No. Chapter Title Page No.

1. Executive Summary 2-3

2. Industrial profile 4 - 13

3. Company Profile 14 – 22

4. I. Introduction 23 – 29

5. II. Review of Literature 30 – 32

6. III. Research Methodology 33

7. IV. Analysis, Interpretation and Findings 34 – 53

8. V. Conclusion 54

9. VI. Suggestions 55

10. Bibliography 56

11. Annexure 57 - 58

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 -:EXECUTIVE SUMMARY:-

Columbia Pacific Management was founded in 1989 by Seattle-based entrepreneur Daniel R.

Baty and his sons, Stanley L. Baty and Brandon D. Baty. Columbia Pacific Management has
been successfully developing private healthcare and senior living companies for over 40
years. The worldwide affiliate companies include Columbia Asia, Columbia China and
Cascade Healthcare.

Columbia Asia is a healthcare provider company having its presence worldwide. Currently it
has 30 medical facilities across Asia: 12 in India, 12 in Malaysia, 3 in Indonesia and 3 in
Vietnam.

Columbia Asia Referral Hospital Yeshwanthpur is recognized as Referral Hospital as it has a

facility designed for care of complicated and relatively unusual diseases that cannot be easily
addressed elsewhere. It is the availability of avant-garde facilities in this multi-specialty
hospital that helps the Doctors delivers high - end medical treatment measures to the patients,
making it one of the most preferred destinations for patients not only in Bangalore, India but
the whole world.

Title of the study: “A study on Employee Engagement at Columbia Asia Referral Hospital
Yeshwanthpur (CARHY)”.

Definition: ‘Lucey, Bateman and Hines’ (2005), defines that “Employee Engagement is how
each individual connects with the company and the customers”.

Meaning: Employee engagement is the extent to which employees feel passionate about their
jobs, are committed to the organization, and put discretionary effort into their
work. Employee engagement is not the same as employee satisfaction.

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Need for the study: Employee Engagement is needed for an organization to develop as the
employees try to find new ways of completing tasks and projects and are always looking for
fresh takes on old ideas; they find creativity to be essential and they are more effective
communicators with their coworkers, leaders, and customers alike.

Significance of the study: Employee Engagement has become an important topic in recent
years as the employees are more likely to perform better.

Objectives of the study:

 To study the factors that influence employee engagement at CARHY.
 To study the working environment that enhances employee engagement.

Some of the studies conducted revealed:

Onesmus Kamau and Muathe Sma (2013-2016) noted that conceptualizations of employee
engagement vary depending on the perspective that one is taking. A proper conceptualization
is necessary to enable appropriate interventions, in order to boost levels of employee
engagement in organizations. It is evident that some factors may affect engagement directly
or indirectly which is necessary for studies to identify direct and indirect effects to ensure
right interventions are undertaken.

Research Methodology:
Sample area:- The study was conducted at CARHY.
Sampling size:- 50 employees were purposively selected for the study.
Primary data was collected through a questionnaire developed by Stromp Research &
Consulting (2012).

Findings:
Due to good use of skills & abilities, opportunities to use their strengths & skills and support
in work, the respondents are found to be valued, feel safe and satisfied with their work in
CARHY.

Conclusion:
 Majority of the respondents agreed that they have the support to do their job.
 Majority of the respondents agreed that their work is valued at CARHY.

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  Majority of the respondents agreed that they are satisfied with their experience
working at CARHY.

Suggestions: Work responsibilities of employees have to be made clear and there should be
better use and continuous development of employee’s skills and abilities.

-:INDUSTRIAL PROFILE:-

Columbia Pacific Management was founded in 1989 by Seattle-based entrepreneur Daniel R.

Baty and his sons, Stanley L. Baty and Brandon D. Baty. Columbia Pacific Management has
been successfully developing private healthcare and senior living companies for over 40
years. The worldwide affiliate companies include Columbia Asia, Columbia China and
Cascade Healthcare.

Columbia Asia is a group of companies providing primary and secondary healthcare services
in South East Asia. Columbia Asia has established a network of more than 28 hospitals,
clinics and extended care facilities across Malaysia, India, Vietnam and Indonesia. The bar is
set high to deliver on the promise of quality care with affordability and transparency.

New projects have been started in Africa and China.

Columbia Africa Healthcare Limited is a privately held, Nairobi based healthcare group that
aims to deliver evidence-based medicine in an efficient, effective and caring environment to
the people living in Africa. It is founded and managed by an American International Group
Columbia Pacific Management Inc.

They later founded Columbia China which is currently developing world-class medical
facilities to serve a growing need in the cities of Shanghai, Jiaxing, Wuxi, Changzhou and
other cities. These multi-specialty hospitals, rehabilitation facilities and clinics offer patients
high quality, personalized care with access to highly trained doctors and advanced medical
technologies.

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ABOUT COLUMBIA ASIA:-

Columbia Asia was founded in 1996 and is head quartered in Kuala Lumpur – Malaysia. Its
unique approach serves a growing need across Asia for high quality, modern healthcare. The
average Columbia Asia hospital costs ₹80 crores and 12 months to build from scratch.

Matthew Powell, the Malaysia-based managing director, says almost all Columbia Asia
hospitals in India break even in the first year and generate profits from the second year on.
Columbia Asia aims to be the preferred choice of healthcare services for families and
businesses. With 100 to 200 beds per medical facility, two-storey buildings for smoother
patient flow and new medical technologies to decrease the levels of invasive treatments, the
efficiency of patient care is optimized resulting in a shorter length of stay.

Columbia Asia positions itself as the McDonald’s of the healthcare business. Value-for-
money, efficient delivery of service, a uniform service experience across its chain — all this
is backed by very high usage of IT. All medical records and lab reports are maintained
digitally; doctors across all Columbia Asia hospitals can access them on their computers. Its
charges are 15-20 percent cheaper than comparable hospitals in the area.

Columbia Asia Hospitals Pvt. Ltd is one of the first healthcare companies to enter India
through 100% Foreign Direct Investment (FDI) route. The Columbia Asia Group is owned by
more than 150 private equity companies, fund management organizations and individual
investors, who raised $300 million to invest in building a healthcare business in Asia. The
fund is managed by the investment management firm Columbia Pacific and is routed through
Columbia Asia, its wholly owned subsidiary.

Our Quality structure consists of the following elements:-

Compliance with:

 Statutory requirements

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  Columbia Asia Policies and Procedures

 Accreditation requirements
- National Accreditation Board for Hospitals and Healthcare Providers (NABH)
- National Accreditation Board for Laboratories (NABL)

Monitoring of hospital operations using:

 Quality Indicators

 Incident Reporting

 Patient Feedback

 Audits of both clinical and non-clinical aspects

 Committees to run essential hospital functions

 Mock Drills to respond to emergency situations

Continuous Improvement of:

 Infrastructure in patient care as well as other areas of the hospital

 Processes to streamline and improve efficiencies in all aspects of operations

 Human Resources by training in core technical aspects, recent advances in patient

care as well as soft skills

Safety Program:

 Patient and staff safety

 Radiation safety

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  Infection control

 Incident Reporting

 Laboratory Safety

 Environmental safety

 Emergency Response Codes

 Management of Hazardous Materials

 Safety Audits

UNITS OF COLUMBIA ASIA:-

Columbia Asia is a healthcare provider company having its presence worldwide. Currently it
has 30 medical facilities across Asia:- 12 in India, 12 in Malaysia, 3 in Indonesia and 3 in
Vietnam.

COLUMBIA ASIA IN INDIA:-

 Columbia Asia Hospital - Ahmedabad

 Columbia Asia Hospital - Doddaballapur, Bengaluru

 Columbia Asia Hospital - Ghaziabad

 Columbia Asia Hospital - Hebbal, Bengaluru

 Columbia Asia Hospital – Salt Lake, Kolkata

 Columbia Asia Hospital - Mysore

 Columbia Asia Hospital - Palam Vihar, Gurgaon

Bangalore East - White field

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  Columbia Asia Hospital - Patiala

 Columbia Asia Hospital - Pune

 Columbia Asia Hospital - Sarjapur Road, Bengaluru

 Columbia Asia Hospital - Whitefield, Bengaluru

 Columbia Asia Referral Centre - Yeshwanthpur, Bengaluru

COLUMBIA ASIA IN MALAYSIA:-

 Columbia Asia Hospital - Bintulu

 Columbia Asia Hospital - Bukit Rimau

 Columbia Asia Hospital - Cheras

 Columbia Asia Hospital - Iskandar Puteri

 Columbia Asia Hospital - Klang

 Columbia Asia Hospital - Miri

 Columbia Asia Hospital - Petaling Jaya

 Columbia Asia Hospital - Puchong

 Columbia Asia Hospital - Seremban

 Columbia Asia Hospital - Setapak

 Columbia Asia Extended Care Hospital - Shah Alam

 Columbia Asia Hospital - Taiping

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COLUMBIA ASIA IN INDONESIA:-

 Columbia Asia Hospital - Medan

 Columbia Asia Hospital - Pulomas

 Columbia Asia Hospital - Semarang

COLUMBIA ASIA IN VIETNAM:-

 Columbia Asia International Hospital - Binh Duong

 Columbia Asia International Hospital - Gia Dinh

 Columbia Asia International Clinic - Saigon

UPCOMING PROJECTS IN INDIA:-

 Columbia Asia Hospital – Kolkata

 Columbia Asia Hospital – Pune

VISION OF COLUMBIA ASIA HOSPITAL:-

“To build the best managed healthcare company in Asia”.

MISSION OF COLUMBIA ASIA HOSPITAL:-

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 “Columbia Asia is pledged to deliver effective and affordable medical services
in a clean and caring environment”.

ACCREDITATION:-

The advent of National Accreditation Board for Hospitals and Healthcare Providers (NABH)
accreditation in 2006 was perceived as an ideal opportunity to further streamline and
strengthen patients care and operating procedures; thus began the journey of association with
NABH.

All the hospitals have now been mandated to undergo accreditation.

NABH Accredited Columbia Asia Hospitals in India:-

 Columbia Asia Hopitals, Hebbal, Bangalore (accredited - 2007, reaccredited 2010 and
2013)

 Columbia Asia Referral Hospital, Yeshwanthpur, Bangalore (accredited – 2011,

reaccredited 2014 )

 Columbia Asia Hospital, Palam Vihar, Gurgaon, Haryana (accredited – 2011,

reaccredited 2014 )

 Columbia Asia Hospital, Pune, Maharashtra (accredited – 2014)

 Columbia Asia Hospital, Mysore, Karnataka (accredited – 2012, reaccredited 2015 )

 Columbia Asia Hospital, Patiala, Punjab (accredited – 2014)

 Columbia Asia Hospital, Ghaziabad (accredited - 2015)

NABL Accredited Columbia Asia Hospitals in India:-

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  Columbia Asia Referral Hospital Yeshwanthpur, Bangalore (accredited – 2010,
reaccredited 2012 and 2014 )

 Columbia Asia Hospital Hebbal, Bangalore (accredited – 2011, reaccredited 2013 )

 Columbia Asia Hospital Palam Vihar, Gurgaon, Haryana (accredited – 2011,
reaccredited 2013 and 2015)

JCI Accredited Columbia Asia Hospital:-

 Columbia Asia Referral Hospital Yeshwanthpur, Bangalore

-:ORGANIZATIONAL STRUCTURE OF COLUMBIA ASIA:-

CHAIRMAN

CHIEF EXECUTIVE

GENERAL MANAGER

FINANCE CUSTOMER CHIEF MEDICAL

MARKETING HUMAN MEDICAL MEDICAL

CONSULTANTS RECORDS

SUPPORT NURSING
CHIEF MEDICAL
OFFICER

BIO MEDICAL
FACILITIES Page | 11
 REGISTRAR MEDICA
CONSULTANT/ L OFFICE
OBG

ABOUT COLUMBIA ASIA REFERRAL HOSPITAL YESHWANTHPUR:-

Columbia Asia Referral Hospital – Yeshwanthpur [CARHY] is a comprehensive super

specialty facility situated in the upscale Yeshwanthpur locality of Bangalore. The hospital
was opened in July 2008 and already made its mark to be listed among the Top hospitals in
India. It is a group of people first – dedicated to the development of new medical
technologies.

Columbia Asia Referral Hospital – Yeshwanthpur is a 4 storey building excluding basement,

ground floor, and service floor with 168 beds, has a facility designed for care of complicated
and relatively unusual diseases that cannot be easily addressed elsewhere. Hence, it is
recognized as Referral Hospital. The medical and support teams are highly qualified and
have been trained in some of the best institutions in the world. It is the availability of avant –
garde facilities in this multi – specialty hospital that helps the Doctors deliver high – end
medical treatment measures to the patients.

It has the best international standard infrastructure, backed by cutting edge technology and
vast pool of skilled and experienced medical and support staff, making it one of the most
preferred destinations for patients not only in Bangalore, India but the whole world. The
hospital has a full complement of high end healthcare services equipped for specialized forms
of treatment, critical care and emergency services.

This Hospital has set its own standards in the healthcare regime of the state and is a
specialized center where medical professionals deal with severe diseases and both ailments

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with the help of most advance therapeutic techniques. The healthcare services are made easily
accessible to the patients so that they can experience a smooth medical treatment procedure.
The top quality clinical skill and nursing care form the core of this super - specialty in
Yeshwanthpur.

The hospital follows international standard clinical norms to ensure a complete infection
control and hygiene in and around the hospital. Not only the local and national patients, But
this tertiary healthcare center has catered to thousands of international patients since its
inception. The hospital follows globally benchmarked standards of medical, nursing and
operating protocols making it the preferred healthcare destination for patients for around the
world.

Columbia Asia Referral Hospital, Yeshwanthpur has received Accreditation from Joint
Commission International (JCI) which is one of the oldest recognitions for best practices in
quality and patient safety. JCI is the International arm of Joint Commission for Accreditation
of Healthcare Organizations (JCAHO), USA which evaluates more than 20,000 organizations
and inspires them to excel in providing safe and effective care.JCI auditors are well trained
clinicians advocating patient safety.

The JCI standards focus on areas that directly impact patient care such as patient experience
and feedback, infection control, patient & family rights and patient awareness initiatives.

To be accredited, the hospital is evaluated for the performance in areas like medical expertise,
staff qualifications, efforts to improve the quality of services, facilities management & safety
and organizational leadership.

At the same time they take pride in being a community Hospital. This is why they are
continuously conducting programs and activities that involve the people of the community
they serve. These programs include the Columbia Asia Interschool soccer tournament, REDS
activity, Columbia kids and many more.

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VISION OF CARHY:-

“We have a passion for making people better”.

MISSION OF CARHY:-

“To deliver the best clinical outcomes in the most effective, efficient and caring
environment”.

VALUES:-

 Customer First

 Excellence

 Team Work

 Integrity

 Caring

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  Community

REWARDS AND RECOGNITION AT CARHY:-

 STAR of the month – Badge

 STAR performer - Certificate

 My perks - Software

-: COMPANY PROFILE :-

Page | 15
NAME: - Columbia Asia Referral Hospital Yeshwanthpur.

LOCATION: - Beside Metro Cash & Carry West, Malleshwaram,

Bengaluru.

FOUNDED: - June 2008

INDUSTRY: - Healthcare

TYPE: - Private ltd.

NO. OF EMPLOYEES: - 1150

PHONE NO. :- 080-3989 8969

WEBSITE:- www.columbiaasia.com

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 -:FLOOR WISE DEPARTMENTAL SERVICES:-

 FOURTH FLOOR:- Cafeteria, Gurukul, Nutrition and Dietetics, Chemotherapy Unit,

Biomedical Engineering.

 THIRD FLOOR:- Billing and Insurance, Blood Bank, Gastroenterology and Liver
Disease OPD, Laboratory, Patient Room 301-336, Inpatient Billing.

 SECOND FLOOR:- Obstetrics and Gynaecology OPD, Labour and Delivery Rooms,
Operation Theatre (labour), Nephrology and Renal Transplant OPD, Neonatal ICU,
Patient Rooms 204-235, Sleep Lab, Physiotherapy, Dialysis Unit, Video EEG Room.

 SERVICE FLOOR:- HR Department, Marketing Department, Purchase Department,

Stores (Stationary and Medical), Central Sterile Supply Department, Electronic
Medical Records Department, Molecular Diagnostic.

 FIRST FLOOR:- ICUs, CCU, Cardiac Sciences OPD, Non Invasive Cardiology,
Cardiac Cath Lab, 8 Operation Theatres, Patient Counselling, PAC Room.

 GROUND FLOOR:- Reception, Sample Collection, OPD 1 & 2, Radiology,

Emergency Room, Pharmacy, Audiometry, ECG Room, EEG and ENMG, PFT
Immunization Room, Feeding Room, Administrative Offices, Customer care Back
Office, Finance Department, International Patients Lounge, Financial Counselling,
Admission Desk, Café Columbia.

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  BASEMENT:- BHU, Parking, Mortuary, Clinical Research, CCTV Control Room,
Bio Medical Waste Room, Receiving Bay, Manager Support Services,

-:ORGANIZATIONAL STRUCTURE OF CARHY:-

GENERAL MANAGER

CUSTOMER FINANCE MEDICAL NURSING HUMAN

CARE RESOURCE

Customer Care Finance Chief of Medical Chief of Senior HR

Manager Manager Service Nursing Manager
Services

- Console - Billing - Consultants Assistant

HR Manager
- Registration - IT Systems - Chief
Medical
- Health Screen - Stores
Officer

- EMRD

SUPPORT SALES AND ANCILLARY

SERVICE MARKETING SERVICES

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 Support Service Senior Business
Manager Marketing Manager Units
Manager

FUNCTIONAL AREAS:-

 Finance / Customer Care / EMRD / HR / Stores / Purchase

 Nursing

 Pharmacy

 Radiology

 Support Services

 Laboratory

 Emergency

 Facilities / IT / Biomedical

 Medical

SURGICAL SERVICES:-

 Cardiothoracic Surgery

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  ENT

 Emergency Medicine

 General surgery

 Liver transplant

 Maxillofacial Surgery

 Neurosurgery

 Obstetrics and Gynecology

 Orthopedics

 Pediatric Surgery

 Plastic and Reconstruction Surgery

 Surgical Oncology

 Surgical Gastroenterology

 Urology

 Vascular Surgery

CLINICAL SERVICES:-

 Anesthesia
 Cardiology

 Clinical Hematology
 Clinical Psychology

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 Clinical Pharmacology and research
 Dermatology
 Endocrinology
 Gastroenterology
 Infectious Diseases
 Internal Medicine
 Medical Oncology
 Nephrology and Renal transplant
 Neurology
 Neonatology
 Ophthalmology
 Pulmonology and sleep medicine
 Pediatrics
 Pain Clinic Psychiatry
 Rheumatology

 Transfusion medicine

-:HUMAN RESOURCE DEPARTMENTAL STRUCTURE:-

Page | 21
 GENERAL
MANAGER

Senior HR Manager

Assistant HR Manager

HR Assistant

ACHIEVMENTS & AWARDS:-

 Dr. Nanda Kumar Jairam, CEO, Chairman and Group Medical Director, Columbia
Asia Hospitals, India, has been awarded as the “Healthcare Personality of the Year in
the ninth Healthcare Excellence Awards by FICCI Aug. 17 2017”

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  Dr. K.R Bal Krishnan awarded FICCI Special jury Award for the contribution to
Healthcare and Medical Science Aug. 30, 2017.

 Aster DM Healthcare wins the excellence in Healthcare Sector’ Award at the Qadat Al
Tagheer Award Oct. 28, 2016

 The CHANAKYA AWARD for excellence in HR is presented to Mr. Venkata Punna

Rao.

FUTURE GROWTH & PROSPECTS:-

 Columbia Asia Hospitals, the Malaysia based hospital chain is taking a cluster
approach of building multiple 150-200 bed hospital in the cities across India with the
newest being planned in Pune by 2020.

 The Indian unit, based in Bengaluru, is also opening hospital in Kolkata and plans to
expand in the National Capital Region as well.

 The hospital has been an existing 100-bed Multi-facilities close to Kharadi in Pune.

 Planned for raising total capital from 1600 million to 2000 million within 2020

Page | 23
Page | 24
Page | 25
 Chapter - 1

-:INTRODUCTION:-

“A STUDY OF EMPLOYEE ENGAGEMENT AT COLUMBIA ASIA

REFERRAL HOSPITAL, YESHWANTHPUR”

DEFINITIONS:-

‘Lucey, Bateman and Hines’ (2005), defines that “Employee Engagement is how
each individual connects with the company and the customers’’

According to ‘Kevin Kruse, Forbes Contributor and NY Times Best Selling

Author’, “The emotional commitment the employee has to the organization and its goals.”

Common to all these definitions is the idea that employee engagement is a desirable state,
having an organizational purpose. It signifies involvement, commitment, passion, dedication
and enthusiasm at work.

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MEANING:-

Employee engagement is the extent to which employees feel passionate about their jobs, are
committed to the organization, and put discretionary effort into their work. Employee
engagement is not the same as employee satisfaction.

DESCRIPTION:-

Engaged--"Engaged" employees are builders. They want to know the desired expectations
for their role so they can meet and exceed them. They're naturally curious about their
company. They perform at consistently high levels. They want to use their talents and
strengths at work every day. They work with passion and they drive innovation and move
their organization forward.

Not Engaged---“Not-engaged” employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so they
can do it and say they have finished. Employees who are not-engaged tend to feel their
contributions are being overlooked, and their potential is not being tapped. They often feel

Page | 27
this way because they don't have productive relationships with their managers or with their
coworkers.

In an organization, employee and management are in relationship mediated by

good employee engagement practices. Employee Engagement is a fundamental concept to
understand and describe, both qualitatively and quantitatively, the relationship between an
organization and its employees. These practices are useful in the management of human
resources and of internal communication. Internal communication is an organization practice,
which effectively conveys organizational values to all employees and thus, obtains their
support in reaching organizational goals.

Employees are an asset to an organization. An "engaged employee" is one who is committed,

motivated, energetic, fully absorbed by and enthusiastic about their work. They have positive
attitude towards the organization and its values. They don't work just for a paycheck, or just
for the next promotion, but work on behalf of the organization's goals. Engaged employees
lead to better business outcomes.

Employee engagement is about having a clear understanding of how an organization is

fulfilling its purpose and objectives, how it is changing to fulfill those better, and being given
a voice in its journey to offer ideas and express views that are taken account of, as decisions
are made.

Engaged organizations have strong and authentic values, with clear evidence of trust and
fairness based on mutual respect, where two-way promises and commitments – between
employers and employees – are understood and fulfilled.

Employee engagement is based on trust, integrity, two way commitment and communication
between an organization and its members. Communication is a big part of creating and
maintaining employee engagement. It is an approach that increases the chances of business
success, contributing to organizational and individual performance, productivity and well-
being.

Employee engagement is about being included fully as a member of the team, focused on
clear goals, trusted and empowered, receiving regular and constructive feedback, supported in
developing new skills, thanked and recognized for achievement. Employer need to find out

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how employees like to learn and then structure their opportunities to learn around that style.
Adapting to their ways should increase their engagement because employer has to show that
he/she is listening to what they say.

Providing networking opportunities can encourage your employees to bring fresh ideas and
best practice knowledge into the workplace. It also reinforces the idea that they’re valued
within the organization. Introduce your employees through formal and informal networks
both within and outside the organization. Ideas include bringing together teams from different
departments for a workplace lunch or sending chosen employees to industry conferences.
Such ideas will make the employees to work promptly and happily.

Employee engagement is about drawing employees’ knowledge and ideas to improve

products and services, and be innovative about work. The more engagement an employee has
with his or her company, the more effort they put forth. Turnover would likely be reduced
because employees would feel like they had a strategic stake in the future of the place.

Engagement with "My Manager" is a more specific measure of how employees relate to their
direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and
direction, and generally, having a strong working relationship between employee and
manager based on mutual respect.

Employers can encourage employee engagement in many ways, including communicating

expectations clearly, offering rewards and advancement for excellent work, keeping
employees informed about the company's performance, and providing regular feedback.
“Feedback is the key to giving employees a sense of where they’re going”

“An employee's attitude toward the job's importance and the company had the greatest impact
on loyalty and customer service than all other employee factors combined.” Employee
Engagement of employees leads to higher level of productivity, an increased sense of Health
& well being and decreased Healthcare cost.

Employee engagement goes beyond activities, games, and events. Employee engagement
drives performance. Engaged employees look at the whole of the company and understand

Page | 29
their purpose, where, and how they fit in. This leads to better decision-making. Organizations
with an engaged workforce outperform their competition.

EMPLOYEE ENGAGEMENT ACTIVITIES:-

There are few activities which can be practiced in an organization for improve of Employee
Engagement, They are as follows:-

 Spend Time with Employees.

 Include Employees in Company Strategies.

 Encourage learning.

 Employee training.

 Help Team Network.

 Encourage personal projects.

 Performance appraisal.

 Reward & Bonus.

 Have team photos.

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  Create a Courageous Culture.

 Encourage Healthy Lifestyles.

 Conduct Trips.

 Annual Day celebration.

 Conduct Sports Day.

 Conduct indoor games.

 Celebrate achievements.

 Celebrate Birthday with free lunch coupon.

 Actively Promote Creativity.

 Give and Receive Feedback.

NEEDS:-

Employee engagement is advantageous for both parties and should be treated as a two-way
street. Engaged employees are less likely to quit as the members of the team are engaged and
are appreciated. Employees who care about their jobs are more effective communicators with

Page | 31
their coworkers, leaders, and customers alike. Engaged employees, on the other hand, find
creativity to be essential. They try to find new ways of completing tasks and projects and are
always looking for fresh takes on old ideas. So, Employee Engagement is needed for an
organization to develop.

SIGNIFICANCE:-
It is clear that Employee Engagement has become an important topic in recent years as
Employees are an asset to an organization; they are more likely to perform better in their
roles. The potential business benefits in terms of staff attraction, retention and performance;
improved communication and service delivery to customers; and the bottom-line benefits,
these impacts deal in terms of sales and profits.

OBJECTIVES:-

 To study the factors that influence employee engagement at CARHY.

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  To study the working environment that enhances employee engagement.

LIMITATIONS:-

 Single person project with time and Finance constraint.

 It is a single organization study due to paucity of time.

Chapter - 2

-:REVIEW OF LITERATURE:-

Robert Knight (2011) says the concept of employee engagement should not be considered
just another fluffy HR initiative. However, fostering employee’s engagement is a long term
process, as its success is inextricably linked to core aspects of the business such as culture,

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values & managerial philosophy. To change core aspects of any business takes time effort and
commitment from the employees as well as the senior management team. An organization
that wants to increase engagement levels will attempt to foster the factors which have a
positive effect of engagement through every business activity they perform.

Dr. Padmakumar Ram & Dr. Gantasala V. Prabhakar (2011) say that, a holistic view of
employee engagement can be helpful to determine what is working and what is not. By using
a matrix of engagement predictors (organizational process, values, management, role
challenge, work/life balance, information, reward/recognition, work environment and
products/services), HR can help the organization better manage engagement and ultimately
foster motivation, productivity and retention. The level of engagement determines whether
people are productive and stay with the organization or quit. Without Employee Engagement,
turnover will increase and efficiency will decrease, resulting in low customer loyalty and
decreased stakeholder value. Ultimately, the cost of poor employee engagement will be
detrimental to organizational success, it is vital for top management to foster positive,
effective people managers along with workplace policies and practices that focus on
employee well-being, health work balance and life balance.

Dr. C. Swarnalatha & T.S. Prasanna (2012) says Engaged Employees can help the
organization to achieve its mission, execute its strategy and generate important business
results. Therefore Employee Engagement should be a continuous process of learning,
improvement, measurement and action. It focuses on the various factors which influence
employee engagement. It has been observed that organizations with higher levels of
employee engagement outperform their competitors in terms of profitability. Engaged
employees give their companies crucial competitive advantages - including higher
productivity, customer satisfaction and lower employee turnover.

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Dharmendra and Naveen (2013) link Employee Engagement with emotional, cognitive, and
physical aspects of work. Organizations need to communicate the importance of individual
contribution to successful business outcomes. It is also suggested that organizations must
understand that CSR is vital element to their employees. Organization need to consider the
views of employees over how best to engage in CSR and well-being activities. High levels of
employee engagement may lead to improved employee commitment & involvement towards
respective jobs and thus creating a motivated workforce, that will work together to achieve
the common goals of the organization.

Onesmus Kamau and Muathe Sma (2013-2016) noted that conceptualizations of employee
engagement vary depending on the perspective that one is taking. A proper conceptualization
is necessary to enable appropriate interventions, in order to boost levels of employee
engagement in organizations. It is evident that some factors may affect engagement directly
or indirectly which is necessary for studies to identify direct and indirect effects to ensure
right interventions are undertaken.

Ms. Swati Megha (2015) aimed to provide a strategic, essential and decisive leverage points
for HRD professionals to reshape their current organizational outlook to engage employees in
current ambiguous and challenging economic environments with an evolving 21st-century
workforce. It is indicated that work-life balance relates to engagement. Relationships within
the workplace also had shown an impact on ‘meaningfulness’, which in turn relates to
engagement. It provides a potential framework for the development of workplace which

Page | 35
relates employees to their job and delivers potential drive which suits all 5 perspectives to
intricate how theory and research together can energize practical strategies for employees to
reach at different levels of being in work (cognitive, emotional, and behavioral).

Bulbul Kar & Dr Biswadeep Mishra (2016) indicates that job involvement is an integral part
of employee engagement but not it's complete synonymous, as an employee may be engaged
due to reasons beyond one’s job. But a clear and concise definition of employee engagement
can give human resource development and managers, a powerful tool to develop workplace
strategies that can greatly improve employee satisfaction, fulfillment, and loyalty. The
existence of various conceptualizations makes the state of knowledge around employee
engagement difficult to determine, as each piece of research is undertaken under a different
protocol, using different measures of engagement under different circumstances. Despite this
potential problem, a similar pattern was found by all regardless of the country. This finding
was disappointing, although perhaps not very surprising, and clearly many people do not
enjoy going to work and gain little meaning from what they do for living.

Chapter - 3

Page | 36
 -:RESEARCH METHODOLOGY:-

Sample area:
The study was conducted at CARHY.

Operationalising of Employee Engagement: It is an individual’s involvement with,

satisfaction with, and enthusiasm for, the work he/she does (Stephen Robins - 2014).

Sampling size:
50 employees were purposively selected for the study.

Data Collection:
The data were collected by administering a questionnaire adopted from Stromp Research &
Consulting (2012).

Primary data:
Data were collected by administering the questionnaire to Employees.

Secondary data:
The data was gathered from “Employee Guide Book” and other relevant records.

Data Analysis: The data were tabulated and frequencies & percentages were calculated by
using the SPSS software.

Page | 37
 Chapter - 4

-:ANALYSIS AND INTERPRETATION:-

Age

Frequency Percent Valid Percent Cumulative Percent

Valid 20 - 30 39 78.0 78.0 78.0
31 - 40 9 18.0 18.0 96.0
41 - 50 2 4.0 4.0 100.0
Total 50 100.0 100.0

Age
9
2

20 - 30
31 - 40
41 - 50

39

78% of the respondents were between the age group of 20 – 30 years.

Page | 38
 Gender

Cumulative
Frequency Percent Valid Percent Percent
Valid Male 15 30.0 30.0 30.0
Female 35 70.0 70.0 100.0
Total 50 100.0 100.0

15

Male
Female

35

70% of the respondents were female and 30% of male.

Page | 39
 Length of Services

Cumulative
Frequency Percent Valid Percent Percent
Valid 1-3 34 68.0 68.0 68.0
4-6 11 22.0 22.0 90.0
7-9 4 8.0 8.0 98.0
10 1 2.0 2.0 100.0
Total 50 100.0 100.0

Length of Services
34
35

30

25

20 No. of Employees

15 11

10
4
5 1

0
1-3 4-6 7-9 10

68% of the respondents had 1 - 3 years experience

Page | 40
 Question 1

Q1 - My work responsibilities are clear to me

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Disagree 0 0 0 0
Disagree 0 0 0 0
Neutral 1 2.0 2.0 2.0
Agree 24 48.0 48.0 50.0
Strongly Agree 25 50.0 50.0 100.0
Total 50 100.0 100.0

Q1 - My work responsibilities are clear to me

24 25
25

20

15

10 No. of Employees
5 0 0 1
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ong
ng St
r
rt o
S

50% of the respondents strongly agreed that their work responsibilities were clear to them.
48% of the respondents agreed that their work responsibilities were clear to them.

Question 2

Page | 41
 Q2 - My job makes good use of my skills and abilities
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Disagree 0 0 0 0
Disagree 2 4.0 4.0 4.0
Neutral 1 2.0 2.0 6.0
Agree 28 56.0 56.0 62.0
Strongly Agree 19 38.0 38.0 100.0
Total 50 100.0 100.0

Q2 - My job makes good use of my skills and abilities

28
30
25 19
20
15
No. of Employees
10
2 1
5 0
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ong
ng St
r
tro
S

56% of the respondents agreed that their job makes good use of their skills & abilities.
38% of the respondents strongly agreed that their job makes good use of their skills &
abilities.

Question 3

Page | 42
 Q3 - I have the support I need to do my job
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Disagree 0 0 0 0
Disagree 1 2.0 2.0 2.0
Neutral 6 12.0 12.0 14.0
Agree 31 62.0 62.0 76.0
Strongly Agree 12 24.0 24.0 100.0
Total 50 100.0 100.0

Q3 - I have the support I need to do my job

35 31
30
25
20
12
15 No. of Employees
10 6
5 0 1
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ng
ng rt o
ro S
St

62% of the respondents agreed that they have the support to do their job.
24% of the respondents strongly agreed that they have the support to do their job.

Question 4

Page | 43
 Q4 - At work, I have the opportunity to use my strengths and skills
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 1 2.0 2.0 2.0
Disagree 0 0 0 0
Neutral 5 10.0 10.0 12.0
Agree 25 50.0 50.0 62.0
Strongly Agree 19 38.0 38.0 100.0
Total 50 100.0 100.0

Q4 - At work, I have the opportunity to use my strengths and skills

25
25
19
20
15
10 5 No. of Employees
5 1 0
0

50% of the respondents agreed that at work they have the opportunity to use their strengths &
skills.
38% of the respondents strongly agreed that at work they have the opportunity to use their
strengths & skills.

Question 5

Page | 44
 Q5 - My work is valued at CARHY
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 1 2.0 2.0 2.0
Disagree 0 0 0 0
Neutral 7 14.0 14.0 16.0
Agree 31 62.0 62.0 78.0
Strongly Agree 11 22.0 22.0 100.0
Total 50 100.0 100.0

Q5 - My work is valued at CARHY

35 31
30
25
20
15 11
7 No. of Employees
10
5 1 0
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ng
ng rt o
ro S
St

62% of the respondents agreed that their work is valued at CARHY.

22% of the respondents strongly agreed that their work is valued at CARHY.

Question 6

Page | 45
 Q6 - My supervisor at work, cares about me as an employee
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 0 0 0 0
Disagree 1 2.0 2.0 2.0
Neutral 7 14.0 14.0 16.0
Agree 30 60.0 60.0 76.0
Strongly Agree 12 24.0 24.0 100.0
Total 50 100.0 100.0

Q6 - My supervisor at work, cares about me as an employee

30
30
25
20
12
15
7 No. of Employees
10
5 0 1
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ng
ng rt o
ro S
St

60% of the respondents agreed that their supervisor at work cares about them as an employee.
24% of the respondents strongly agreed that their supervisor at work cares about them as an
employee.

Question 7

Page | 46
 Q7 - I am been encouraged to continuously develop my skills
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 0 0 0 0
Disagree 1 2.0 2.0 2.0
Neutral 7 14.0 14.0 16.0
Agree 27 54.0 54.0 70.0
Strongly Agree 15 30.0 30.0 100.0
Total 50 100.0 100.0

Q7 - I am been encouraged to continuously develop my skills

27
30
25
20 15
15
7 No. of Employees
10
5 0 1
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ng
ng rt o
ro S
St

54% of the respondents agreed that they are been encouraged to continuously develop their
skills.
30% of the respondents strongly agreed that they are been encouraged to continuously
develop their skills.

Question 8

Page | 47
 Q8 - I am committed to continuous quality improvement in my work
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 0 0 0 0
Disagree 0 0 0 0
Neutral 4 8.0 8.0 8.0
Agree 30 60.0 60.0 68.0
Strongly Agree 16 32.0 32.0 100.0
Total 50 100.0 100.0

Q8 - I am committed to continuous quality improvement in my work

30
30
25
20 16
15
No. of Employees
10 4
5 0 0
0

60% of the respondents agreed that they are committed to continuous quality improvement in
their work.
32% of the respondents strongly agreed that they are committed to continuous quality
improvement in their work.

Question 9

Page | 48
 Q9 - I provide input to my departmental goals and it is valued
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 0 0 0 0
Disagree 0 0 0 0
Neutral 6 12.0 12.0 12.0
Agree 31 62.0 62.0 74.0
Strongly Agree 13 26.0 26.0 100.0
Total 50 100.0 100.0

Q9 - I provide input to my departmental goals and it is valued

35 31
30
25
20 13
15 No. of Employees
10 6
5 0 0
0
e

ee
e

l
ra
re

re
re

gr
ut
ag
ag

Ag

yA
Ne
s
s

Di
Di

l
ng
ly

ro
ng

St
ro
St

62% of the respondents agreed that they provide input in their departmental goals and it is
valued.
26% of the respondents strongly agreed that they provide input in their departmental goals
and it is valued.

Question 10

Page | 49
 Q10 - The last year, I have had opportunities at work to learn and grow
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 1 2.0 2.0 2.0
Disagree 1 2.0 2.0 4.0
Neutral 6 12.0 12.0 16.0
Agree 27 54.0 54.0 70.0
Strongly Agree 15 30.0 30.0 100.0
Total 50 100.0 100.0

Q10 - The last year, I have had opportunities at work to learn and grow
27
30
25
20 15
15
6 No. of Employees
10
5 1 1
0

54% of the respondents agreed that the last year they had opportunity at work to learn and
grow.
30% of the respondents strongly agreed that the last year they had opportunity at work to
learn and grow.

Question 11

Page | 50
 Q11 - The mission of the Hospital makes me feel my job is important
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 1 2.0 2.0 2.0
Disagree 1 2.0 2.0 4.0
Neutral 3 6.0 6.0 10.0
Agree 35 70.0 70.0 80.0
Strongly Agree 10 20.0 20.0 100.0
Total 50 100.0 100.0

Q11 - The mission of the Hospital makes me feel my job is important

35
35
30
25
20
15 10 No. of Employees
10 3
5 1 1
0

70% of the respondents agreed that the mission of the hospital make them feel their job is
important.
20% of the respondents strongly agreed that the mission of the hospital make them feel their
job is important.

Question 12

Page | 51
 Q12 - I feel safe when I am working in CARHY
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 0 0 0 0
Disagree 1 2.0 2.0 2.0
Neutral 5 10.0 10.0 12.0
Agree 30 60.0 60.0 72.0
Strongly Agree 14 28.0 28.0 100.0
Total 50 100.0 100.0

Q12 - I feel safe when I am working in CARHY

30
30
25
20 14
15
No. of Employees
10 5
5 0 1
0
e e l e ee
re re tra re gr
ag ag u Ag A
is Di
s Ne l y
l yD ng
ng rt o
ro S
St

60% of the respondents agreed that they feel safe when they are working in CARHY.
28% of the respondents strongly agreed that they feel safe when they are working in CARHY.

Question 13

Page | 52
 Q13 - I am comfortable taking thoughtful risks in my work
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 1 2.0 2.0 2.0
Disagree 3 6.0 6.0 8.0
Neutral 5 10.0 10.0 18.0
Agree 34 68.0 68.0 86.0
Strongly Agree 7 14.0 14.0 100.0
Total 50 100.0 100.0

Q13 - I am comfortable taking thoughtful risks in my work

34
35
30
25
20
15 No. of Employees
7
10 5
3
5 1
0
e e l e e
re re tra re re
ag a g u Ag
yA
g
Di
s
Di
s Ne l
l y ng
ng rt o
ro S
St

68% of the respondents agreed that they are comfortable taking thoughtful risks in their work.
14% of the respondents strongly agreed that they are comfortable taking thoughtful risks in
their work.

Question 14

Page | 53
 Q14 - I collaborate with others in performing my role at the work
place
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 0 0 0 0
Disagree 1 2.0 2.0 2.0
Neutral 6 12.0 12.0 14.0
Agree 34 68.0 68.0 82.0
Strongly Agree 9 18.0 18.0 100.0
Total 50 100.0 100.0

Q14 - I collaborate with others in performing my role at the work place

34
35
30
25
20
15 9 No. of Employees
10 6
5 0 1
0

68% of the respondents agreed that they collaborate with others in performing their role at the
work place.
18% of the respondents strongly agreed that they collaborate with others in performing their
role at the work place.

Question 15

Page | 54
 Q15 - I am satisfied with my experience working at CARHY
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Disagree 1 2.0 2.0 2.0
Disagree 2 4.0 4.0 6.0
Neutral 3 6.0 6.0 12.0
Agree 32 64.0 64.0 76.0
Strongly Agree 12 24.0 24.0 100.0
Total 50 100.0 100.0

Q15 - I am satisfied with my experience working at CARHY

32
35
30
25
20
12
15 No. of Employees
10 3
1 2
5
0
e e l e e
re re tra re re
ag a g u Ag
yA
g
Di
s
Di
s Ne l
l y ng
ng rt o
ro S
St

64% of the respondents agreed that they are satisfied with their experience working at
CARHY.
24% of the respondents strongly agreed that they are satisfied with their experience working
at CARHY.

Page | 55
 -:FINDINGS:-

 78% of the respondents were between the age group of 20 – 30 years.

 70% of the respondents were female and 30% of male.

 68% of the respondents had 1 - 3 years experience.

 50% of the respondents strongly agreed that their work responsibilities were clear to
them.

 56% of the respondents agreed that their job makes good use of their skills & abilities.

 62% of the respondents agreed that they have the support and they need to do their
job.

 50% of the respondents agreed that at work they have the opportunity to use their
strengths & skills.

 62% of the respondents agreed that their work is valued at CARHY.

 60% of the respondents agreed that their supervisor at work cares about them as an
employee.

Page | 56
 54% of the respondents agreed that they are been encouraged to continuous develop
their skills.

 60% of the respondents agreed that they are committed to continuously quality
improvement in their work.

 62% of the respondents agreed that they provide input in their departmental goals and
it is valued.

 54% of the respondents agreed that the last year they had opportunity at work to learn
and grow.

 70% of the respondents agreed that the mission of the hospital make them feel their
job is important.

 60% of the respondents agreed that they feel safe when they are working in CARHY.

 68% of the respondents agreed that they are comfortable taking thoughtful risks in
their work.

 68% of the respondents agreed that they collaborate with others in performing their
role at the work place.

 64% of the respondents agreed that they are satisfied with their experience working at
CARHY.

Page | 57
 Chapter 5

-:CONCLUSION:-

 Majority of the respondents agreed that they have the support to do their job.

 Majority of the respondents agreed that their work is valued at CARHY.

 Majority of the respondents agreed that they are committed to continuous quality
improvement in their work.

 Majority of the respondents agreed that the mission of the hospital make them feel
their job is important.

 Majority of the respondents agreed that they are comfortable taking thoughtful risks in
their work.

 Majority of the respondents agreed that they collaborate with others in performing
their role at the work place.

Page | 58
 Majority of the respondents agreed that they are satisfied with their experience
working at CARHY.

Chapter 6

-:SUGGESTIONS:-

 Work responsibilities of employees have to be made clear.

 The management should make better use of the employee’s skills and abilities.

 There should be continuous development of employee’s skills.

Page | 59
 -:BIBLIOGRAPHY:-

Websites:-

http://engageforsuccess.org

http://engageforsuccess.org/what-is-employee-engagement

Page | 60
https://www.custominsight.com/employee-engagement-survey/what-is-employee-
engagement.asp

https://medicaldialogues.in/columbia-asia-referral-hospital-receives-coveted-jci-
accreditation/

https://www.columbiaasia.com/india/hospitals/yeshwanthpur/overview

-:ANNEXURE:-

Dear Sir/Madam,

My name is Lazarus Andrew, MBA student of Chetan Business School, Hubli. As

part of my Summer In-plant Project (SIP), I am conducting a research study entitled: “A
study on Employee Engagement at CARHY”.

I am administering this questionnaire to measure the “Employee Engagement at

CARHY”. The purpose of this study is to provide constructive feedback to the management
which will help in improving Employee Engagement.

Page | 61
 You are requested to kindly fill in the questionnaire. The data will be used for
bonafide research work, as such will be kept confidential.

Thanking You,

Lazarus Andrew
Chetan Business School
Hubli.
Demographic Variables

Name:
Age:
Gender: Male Female
Designation:
Length of Service:

-:EMPLOYEE ENGAGEMENT QUESTIONNAIRE:-

You are requested to kindly tick (✓) mark for each statement, your Disagreement and
agreement
Q.NO QUESTION SD D N A SA
1 My work responsibilities are clear to me
2 My job makes good use of my skills and abilities
3 I have the support I need to do my job
4 At work, I have the opportunity to use my strengths and skills
5 My work is valued at CARHY
6 My supervisor at work, cares about me as an employee
7 I am been encouraged to continuously develop my skills
8 I am committed to continuous quality improvement in my work
9 I provide input to my departmental goals and it is valued
10 The last year, I have had opportunities at work to learn and grow
11 The mission of the Hospital makes me feel my job is important
12 I feel safe when I am working in CARHY

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13 I am comfortable taking thoughtful risks in my work
14 I collaborate with others in performing my role at the work place
15 I am satisfied with my experience working at CARHY

CARHY- Columbia Asia Referral Hospital Yeshwanthpur

D-Strongly Disagree,
D-Disagree,
N-Neutral,
A-Agree,
SA-Strongly Agree

Page | 63