Project On Hospital Organisational Climate

CHAPTER 1
INTRODUCTION
INTRODUCTION
Organization climate is comprised of mixture of norms, values, expectations, policies and procedures
that influence work motivation, commitment and ultimately, individual and work- unit performance.
Positive climate encourages, while negative climate inhibits discretionary effort. ‘Organization
climate’ refers to the quality of working environment. If people feel that they are valued and
respected within the organization, they are more likely to contribute positively to the achievement of
business outcomes. Creating a healthy organizational climate requires attention to the factors, which
influence employee’s perceptions, including the quality of leadership, the way in which decisions are
made and whether the efforts of employees are recognized. “Climate may be thought as the
perception of the characteristics of an organization.” Climate for an organization is like the
personality for a person. As every individual has a personality that makes each person unique, each
organization has an organization climate that clearly distinguishes its personality from other
organizations. Organizational climate is one of the most important concepts to enter into the theory of
organizational climate as a mature concept in management. The concept has also proved useful in
predicting and explaining a variety of job-related behavior, attitudes and performance and
organizational performance. Organizational climate by virtue of being a more salient cultural
phenomenon lent by itself to direct observation and measurement and thus has had a longer research
tradition. But climate is only a surface manifestation of culture and thus research on climate has not
enabled us to involve into the deeper aspects of the functions of the organization.
“Hospitals act in an environment which is characterized not only by limited financial resources but
also by actively involved and educated health care consumers. Hospitals need to employ and
coordinate specialized knowledge, skills and abilities embedded in their employees to deliver quality
care to patients. As in other service organizations, intangible resources are particularly relevant to
provide high quality services. It could be argued that among the most important intangible resources
in hospitals are structural knowledge, social competence, staff motivation, and patient satisfaction. In
such human-capital intensive organizations as hospitals, the overall performance of the organization
depends on the performance of its employees based on intelligent behavior and their motivation.”
“Organizational climate is less encompassing than the concept of organizational culture and is more
readily measured. Organization climate is how organization members perceive the culture that has
been created and perpetuated in their unit or organization” Many people think that organizing is
about spending all your time keeping your home perfectly neat and tidy. Or about buying lots of
expensive containers. Perhaps when you think of an organized Mom you think of someone like Bree
on Desperate Housewives who lives to be organized instead of organizing to live. Some people figure
that if they aren't obsessed with organizing, they won't really become organized so why bother
organizing at all? The truth is that just being reasonably organized enhances your whole life. It
improves your self-confidence, self-respect, and overall well- being. It lowers stress and helps you
find more time and energy to do the things in life that matter most to you, like spending time with
family, pursuing creative hobbies, eating healthy, and exercising. Organizations with same resources,
employees of the same caliber and in the same territory may yield different results. It is the
upbringing of employees in the organization that makes the difference. Employee’s commitment,
satisfaction and consequently the effectiveness of the organization are influenced by overall
atmosphere of the organization. Climate is the atmosphere that employees perceive and it is created
in their organization by practices procedure and rewards this perception is developed on a day-to-day
basis. Organization become dynamic and growth Oriented in their people are dynamic and proactive
every organization can do a lot to make their people become dynamic and proactive through proper
selection of such people and by nurturing their dynamism and other competences
Organization cannot survive beyond a point unless they are continuously alert to the changing
environment and continuously prepare their employees to meet the challenges and have an impact on
the environment. As the human resource department is an essential process for organizational
survival and grow than optimum level of development climate is essential for facilitating human
resource department. In an industrial organization the individuals who are working in different
functions and roles are engaged in the pursuit of some overall goals or set of goals.
Organizational Climate is about the perceptions of the climate and about absolute measures. The
‘Climate’ may be regarded in absolute terms and measured by instruments, but is ‘felt’ differently by
individuals. The absolute climate may suit one person and not another. All organizational
theoreticians and researchers unanimously agree that a social Climate is extremely important for the
ultimate achievement of organizational goals. Organizational Climate though abstract in concept, is
normally associated with job performance and job satisfaction and morale of the employees’ climate.
This chapter deals with general introduction of organizational climate. It covers evolution of
organizational climate, Good climate Vs Bad climate, the conceptual development, distinction
between culture and climate, dimensions of organizational climate, factors affecting organizational
climate, impact of organizational climate, balancing organizational climate, some issues of
organizational climate, impact and importance of organizational climate and conclusion
INDUSTRY PROFILE
According to WHO (World Health Organization), Hospital is a integral part of social

and medical organization. The functions of which is to provide for population, complete health care,
curative and prevention whose outpatient services reach out to the family and its home environment;
the hospital is also a centre for the training of health workers and biosocial research.
The word 'Hospital' is derived from the Latin word a hospital which comes from
hopes, meaning a host. The English word hospital is comes from French word hospitalae, as do the
words 'hostel' and 'hotel', although derived from the same source, are used with different meanings.
The term 'hospital ‘means an establishment for temporary occupation by the sick and injured.
A hospital is a healthcare institution providing patient treatment by specialized staff and equipment.
Hospitals are usually funded by public sector, by health organizations (profit or non profit), health
insurance companies, or charities, including direct charitable donations. Historically, hospitals were
often founded and funded by religious organizations or charitable individuals and leaders. Today,
hospitals are largely staffed by professional physicians, surgeons and nurses, where as in the past,
this work was usually done by the founding religious orders or volunteers. However, there are
various catholic religious orders or by volunteers.
According to the directory of hospitals in India 1998, a hospital is an institution which is

operated for the medical, surgical and obstetrical care of in-patients and which is treated as a hospital
by the central/ state government/ local body/ private and licensed by the appropriate authority.
We are living in a world of scientific innovations and

technologies. As the world develops, the health care sector also develops and get new horizon in
the world. In these recent days, people are very conscious about their health and so they are very
keen to go to specialized hospitals as well as consult specialized doctors. As people come to the
hospitals, they prefer maximum satisfaction and minimum stay. Hence hospital management is
obligated to give it to people. Hospital is a health care institution. Health care delivered by
practioners in medicine, density, nursing, pharmacy, and other health related services to
patients. It refers to thework done in providing primary care, secondary care and tertiary care, as
well as public health. Health care is the diagnosis, treatment, and prevention of disease, illness,
injury, and other physical and mental impairments in humans. Health care is delivered by
practitioners in medicine, optometry, dentistry, nursing, pharmacy, allied health, and other care
providers. It refers to the work done in providing primary care, secondary care, and tertiary care,
as well as in public health.
Health care is conventionally regarded as an important determinant in promoting the general
health and well-being of people around the world. The health care industry, or medical industry, is an
aggregation of sectors within the economic system that provides goods and services to treat patients
with curative, preventive, rehabilitative, and palliative care. The modern health care industry is
divided into many sectors and depends on interdisciplinary teams of trained professionals and Para
Profession also meet health needs of individuals and population.
The health care industry is one of the world's largest and fastest-growing industries.
Consuming over 10% of gross domestic product (GDP) of most developed nations, health care can
form an enormous part of a country's economy.
HOSPITAL
Generally speaking hospital is a healthcare institution providing patient treatment by specialized staff
and equipment. According to The Directory of Hospitals in India (1988), “A hospital is an institution
which is operated for the medical, surgical and /or obstetrical care of in-patients and which is treated
as a hospital by the central/state government /local body/private and licensed by the appropriate
authority”. Hospitals were originally "places of hospitality" and usually hospitals are funded by the
public sector, by health organizations (for profit or non-profit), health insurance companies, or
charities. Historically, hospitals were often founded and funded by religious orders or charitable
individuals and leaders. Today, hospitals are largely staffed by professional physicians, surgeons, and
nurses, whereas in the past, this work was usually performed by the founding religious orders or by
volunteers.
During the middle ages hospitals served different functions to modern
institutions, being alms houses for the poor, hostels for pilgrims, or hospital schools. The word
‘hospital’ is derived from the Latin word hospital is which comes from hopes, signifying a stranger or
foreigner, hence a guest. Another noun derived from this, hospitium came to signify hospitality that
is the relation between guests and sheltered, hospitality, friendliness, hospitable reception. The
English word ‘hospital’ comes from the French word hospitale, as do the word ‘hostel and ‘hotel’, all
originally derived from Latin. In short the term hospital means an establishment for temporary
occupation by the sick and the injured. Some patients go to a hospital just for diagnosis, treatment, or
therapy and then leave (outpatients) without staying overnight; while others are 'admitted' and stay
overnight or for several days or weeks or months (inpatients). Hospitals usually are distinguished
from other types of medical facilities by their ability to admit and care for inpatients whilst the others
often are described as clinics
TYPES OF HOSPITALS
CLASSIFICATION ACCORDING TO THE SERVICE PROVIDED
A. SPECIALIZED
This offers only a particular type of care like, psychiatric hospitals, women’s hospitals,
children’s hospitals. Specialty hospitals tend to be less common than general hospitals. Types
of specialized hospitals include trauma centres, rehabilitation hospitals, children’s hospitals,
geriatric hospitals and hospitals for dealing with specific medical needs such as psychiatric
problems, certain disease categories, and so forth. A hospital may be a single building or a
number of buildings on a campus. Many hospitals with pre- twentiethcentury origins began as
one building and evolved into campuses. Some hospitals are affiliated with universities for
medical research and the training of medical personnel such as physicians and nurses, often
called teaching hospitals. Worldwide, most hospitals are run on profit basis by governments
or charities. Within the United States, most hospitals are non-profit
B. TEACHING
A teaching hospital combines assistance to patients with teaching to medical students and nurses and
often is linked to a nursing school. Some of these are associated with universities.
C. COMMUNITY HOSPITAL
Which provides those services provided in the general hospital but for specific community.
D. CLINICS
The medical facility smaller than a hospital is generally called a clinic, and often is run by a
government agency for health services or a private partnership of physicians (in nations where private
practice is allowed). Clinics generally provide only outpatient services. Hospitals usually are
distinguished from other types of medical facilities by their ability to admit and care for inpatients
whilst the others often are described as clinics.
E.GENERAL
The hospital offers medical, surgical, obstetric, emergency, and diagnostic and laboratory services. The best-
known type of hospital is the general hospital, which is set up to deal with many kinds of disease and injury,
and normally has an emergency department to deal with immediate and urgent threats to health. Larger cities
may have several hospitals of varying sizes and facilities. Some hospitals, especially in the United States, have
their own ambulance service.
E. DISTRICT
A district hospital typically is the major health care facility in its region, with large numbers of beds
for intensive care and long-term care.
G.TERITARY HOSPITAL
These are serving as referral centres for clients with complex or unusual problems. They have the
facilities for specialized types of care such as burn centres, bone marrow transplant centres, as well as
resources for general care. They serve a wide geographic area in addition to their own community.
Usually associated with a university is a part of a large medical centre.
H. SUB-ACUTE CARE
It is a growing type of services that may be offered n a special unit of a hospital or may be provided
in long term care setting.
I. IN- HOME SERVICES

These are provided in the community health care agencies, by health care professional including
nurses, physical therapists, social workers
MBULATORY CARE
It refers to care services provided to persons who are not hospitalized. That means they are not the
inpatients to the hospital.
The ambulatory settings include the following:
 The outpatient surgery centres
 Minor emergency clinics
 Outpatient dialysis units
 Outpatient birthing centres
CLASSIFICATION ACCORDING TO LENGTH OF STAY
A. SHORT STAY FACILITIES
It means services to patients who are suffering from acute conditions that require less than 24 hours
of care. Short stay may take place in separate units in a hospital, or in short stay centres.
B. TRADITIONAL ACUTE CARE
It includes patients staying more than 24 hours but fewer than 30 days.
C. LONG TERM CARE
Which include those agencies that offering services to patients with major rehabilitation
needs, chronic disease, function losses, or mental illness The average length of stay extends
from several months to years.
CLASSIFICATION BY OWNERSHIP
A. PUBLIC HOSPITALS
A public hospital or government hospital is a hospital which is owned by a government and

receives government funding. This type of hospital provides medical care free of charge, the
cost of which is covered by the funding the hospital receives. Most hospitals worldwide are
public.
B. PRIVATE HOSPITALS
A private hospital is a hospital owned by a for profit company or a non-profit organization

and privately funded through payment for medical services by patients themselves, by
insurers or by foreign embassies. This practice is very common in the United States and
Australia.
C. GOVERNMENTAL ORGANIZATIONS
 Owned, administered and controlled by government
 Provide free care for patients
 May offer private accommodation for free- paying patient
 The hospital is not meant for profit.
The governmental hospitals are owned by:
a) The ministry of health
b) The university
c) Military personnel
d) Health Insurance organization

D. NON- PROFIT AGENCIES
Owned and operated by non-profit groups or organizations (e.g.: religious bodies and
community boards). The original capital costs are obtained in a variety of ways (e.g.:
through donation. In the past, the hospital has been a place for care of the sick. Today
the hospital has became a centre of technical services for the sick and well, inpatients as
well-as outpatients, with greater emphasis on achieving the highest standard of patient
care and community health.
FUNCTIONS OF THE HOSPITAL
Following are the functions of hospital:
1) Preventive function
2) Curative function
3) Training function
4) Research function
1) PREVENTIVE FUNCTION:
• It is an emerging secondary function for the hospital and concerned with
• health promotion.
• It is geared toward providing the preventive services through a community
• health centre.
• It takes an active role to improve the health of the population.
2) CURATIVE FUNCTION:
• It is the primary function of the hospital and concerned with providing
• patient care.
• It refers to any type of care given to the patients by the health team
• members.eg: physicians, nurses, dieticians.....
• Also include health education to patients.
3) TRAINING FUNCTION:
It is secondary function and concerned with providing training and educational courses for the
professional and technical personnel who provides health services (e.g.: physicians, nurses, dentists,
and therapist).
4) RESEARCH FUNCTION:
It is a secondary and concerned with conducting the health related researches that focus on the
improvement of the health and prevention of diseases.
INDUSTRY CLASSIFICATION
The Global Industry Classification Standard and the Industry Classification Bench mark further
distinguish the industry as two main groups:
• Health care equipment and services
• Pharmaceuticals, biotechnology and related life sciences.
Health care equipment and services comprise companies and entities that provide medical equipment,
medical supplies, and health care services, such as hospitals, home health care providers, and nursing
homes. The second industry group comprises sectors companies that produce biotechnology,
pharmaceuticals, and miscellaneous scientific services.
Other approaches to defining the scope of the health care industry tend to adopt a
broader definition, also including other key actions related to health, such as education and training
of health professionals, regulation and management of health services delivery, provision of
traditional and complementary medicines, and administration of health insurance.
HEALTH CARE PROVIDER
A health care provider is an institution (such as a hospital or clinic) or person (such as a physician,
nurse, allied health professional or community health worker) that provides preventive, curative,
promotional, rehabilitative or palliative care services in a systematic way to individuals, families or
communities.
The World Health Organization estimates there are 9.2 million physicians, 19.4 million
nurses and midwives, 1.9 million dentists and other dentistry personnel, 2.6 million pharmacists and
other pharmaceutical personnel, and over 1.3 million community health workers worldwide, making
the health care industry one of the largest segments of the workforce. The medical industry is also
supported by many professions that do not directly provide health care itself, but are part of the
management and support of the health care system. The incomes of managers and administrators,
under writers and medical malpractice attorneys, marketers, investors and shareholders of for-profit
services, all are attributable to health care costs.
DELIVERY OF HEALTH CARE SERVICES

Improving access, coverage and quality of health services depends on the ways services are
organized and managed, and on the incentives influencing providers and users. In market-based
health care system, for example such as that in the United States, such services are usually paid for
by the patient or through the patient's health insurance company. Other mechanisms include
government-financed systems. In many poorer countries, development aid as well as funding through
charities or volunteers helps support the delivery and financing of health care services among large
segments of the population.
Access to health care varies across countries, groups and individuals, largely influenced by social and
economic conditions as well as the health policies in place. Countries and jurisdictions have different
policies and plans in relation to the personal and population based health care goals within their
societies. Health care systems are organizations established to meet the health needs of target
populations. Their exact configuration varies from country to country. In some countries and
jurisdictions, health care planning is distributed among market participants, whereas in others
planning is made more centrally among governments or other coordinating bodies.
In all cases, according to the World Health Organization (WHO), a well-
functioning health care system requires a robust financing mechanism; a well-trained and adequately
paid work force; reliable information on which to base decisions and policies; and well maintained
facilities and logistics to deliver quality medicines and technologies. The last few decades have seen
spectacular developments in the health and hospital consciousness of the Indian public. The general
public is now more alert to its health and in accepting the role of the hospital in its daily life. People
have gradually rid themselves of their old prejudices. The patients of yesteryear approached the
hospital with reluctance, apprehension and fear of death; today they enter it willingly with confidence
and with hope of improved health and longer life.
TECHNOLOGICAL ADVANCES
With the rapid developments and advances in technological, medical and administrative sciences and
innovative techniques and therapies, today’s hospitals will become obsolescent within a short time.
One cannot even guess at the future miracle of medicine. It was in a hospital that most of us made our
entry into the world, and in all likelihood we would need hospital care about the time we make our
exit from here. In between, much as we would like to stay away from the hospital, we cannot because
inevitably we are afflicted with some health problem or the other. When our health is at stake, we
want quality, whatever it takes. We demand the best and are willing to pay for it.
HEALTH CARE INDUSTRY IN INDIA

The Indian healthcare sector is estimated to reach US$ 100 billion by 2015, growing 20 per cent
year-on-year (y-o-y), as per rating agency Fitch. The industry is expected to touch US$ 280 billion by
2020, on the back of increasing demand for specialized and quality healthcare facilities. India is the
most competitive destination with advantages of lower cost and sophisticated treatments, highlighted
the RNCOS report titled 'Indian Healthcare - New Avenues for Growth' The report further elaborates
that several key trends are backing the growth of India's healthcare sector. "India is a very important
market for many reasons. The government continues to invest in healthcare. We see that healthcare is
expanding across the country. There is a growth opportunity and we continue to invest very much in
India. There is so much innovation in India," highlighted Mr. Adam H Schechter, Executive Vice
President and President, Global Human Health Division, Merck.
MARKET SIZE
Private equity (PE) and venture capital (VC) investments in the healthcare industry in India are
increasing rapidly. In 2012, the industry absorbed US$ 1.2 billion across 48 deals, according to
research firm Venture Intelligence
. The hospital and diagnostic centre in India has attracted foreign direct investment (FDI) worth US$
1,542.35 million, while drugs & pharmaceutical and medical & surgical appliances industry has
registered FDI worth US$ 9,783.31 million and US$ 584.14 million, respectively during April 2000
to December 2012, according to data provided by Department of Industrial Policy and Promotion
(DIPP).
Indian pharmaceutical industry is projected to show double-digit growth in near future owing to a
rise in pharmaceutical outsourcing and rising investments by multinational companies, as per
RNCOS report titled 'Indian Pharmacy Sector Forecast 2014'.The report highlighted that focus of the
industry will shift towards capitalizing the potential of tier-III and rural areas. Emerging sectors, such
as bio-generics and pharmacy packaging will also pave way for the pharmaceutical market to
continue its upward trend during the forecast period (FY 2012- FY 2014).
TRENDS AND INVESTMENTS
Healthcare providers in India plan to spend 5,700 core (US$ 1.05 billion) on IT products and services
in 2013, a 7 per cent rise over 2012 revenues worth ` 5,300 core (US$ 981.50 million), according to a
report by Gartner. It is expected to grow to 3.9 per cent to reach 1,720 crore (US$ 318.52 million) in
2013, with most of this growth coming from enterprise communication equipment.
Further, the hospital services market, which represents one of the most important segments of
the Indian healthcare industry, is expected to be worth US$ 81.2 billion by 2015, as per a RNCOS
report.
Some of the major investments in the sector include:

Fortis Healthcare International plans to sell its 64 percent stake in Dental Corporation Holdings Ltd,
Australia, to UK-based Bupa for A$ 270 million (US$ 284.62 million). The firm's businesses span
diagnostics, primary care, day-care specialty centers, and hospitals.
Life Cell International Pvt. Ltd has won funding of ` 35 core (US$ 6.48 million) from Hellion
Venture Partners. The investment will be used to increase Life Cell's market awareness and
penetration in the country, said Mr. MayurAbhaya, CEO and MD, Life Cell .
International Finance Corporation (IFC) is planning to invest around US$ 25
million in the India 2020 Fund II, a successor fund to India 2020 Fund I. The new fund has a target
size of US$ 125 million and will focus on investing in Indian small and medium enterprises (SME) in
healthcare, education, rural consumption and agribusiness.
Temasek Holdings, Singapore's state-owned investment company, has invested
140 crore (US$ 25.92 million in the cancer care provider HealthCare Global Enterprises (HCG) .
Spice Global has made an investment of 400 crore (US$ 74.07 million) in a new
healthcare foray to launch multi-specialty Saket City Hospital in the New Delhi. The hospital will
have 1000 bed capacity by the end of its third and final phase, expected by mid-2016
Dubai-based health care major, DM Healthcare plans to invest ` 2,300 crore
(US$ 425.92 million) in Kerala over a period of three years. The Group aims to provide quality
healthcare to people across geographies. The firm has close to 1,000 beds in India and is looking to
take this up to 4,000 in two years’ time by establishing clusters of 'Hub and Spoke Hospitals' in the
Tier II and III cities
Sri City, an integrated business city near Chennai, has signed a memorandum of
understanding (MoU) with Medical Research Foundation of SankaraNethralaya to establish an eye
care hospital and research facility inside the industrial complex
Apollo Group of Hospitals has launched its telemedicine service in Yangoon, Myanmar. The facility
will allow Myanmar to consult Indian doctors and have accessibility to quality treatment and latest
medical technology. As per company's press statement, the network will primarily provide
infrastructure supports like Tele-Education, TeleMedicine, Internet, videoconferencing and voice
over internet protocol (VoIP) services via satellite and fibber optic network
MEDICAL TOURISM
Medical tourism (also called medical travel, health tourism or global health care) is a term
initially coined by travel agencies and the mass media to describe the rapidly growing practice
of travelling across international borders to obtain health care. Such services typically include
elective procedures as well as complex specialized surgeries such as joint replacement
(knee/hip), cardiac surgery, dental surgery, and cosmetic surgeries. However, virtually every
type of health care, including psychiatry, alternative treatments, convalescent care and even
burial services are available. As a practical matter, providers and customers commonly use
informal channels of communication connection-contract, and in such cases this tends to mean
less regulatory or legal oversight to assure quality and less formal recourse to reimbursement or
redress, if needed.
Over 50 countries have identified medical tourism as a national industry. However accreditation and
other measures of quality vary widely across the globe, and there are risks and ethical issues that
make this method of accessing medical care controversial. Also, some destinations may become
hazardous or even dangerous for medical tourists to contemplate.
Medical tourism industry is pegged at US$ 1 billion per annum, growing at around 18 per cent
and is expected to touch US$ 2 billion by 2015.
"Medical tourism is an important segment because it allows most hospitals to charge a premium of
around 20-25 per cent over what it does to local patients," as per Mr. RanaMehta, Executive Director,
Leader - Healthcare Practice, PricewaterhouseCoopers (PwC).
India attracts patients mostly from Africa, CIS countries, Gulf and SAARC nations,
Pakistan, Bangladesh and Myanmar, who come mainly for organ transplant, treatment of
Orthopaedic, Cardiac and Oncology problems.
Government Initiatives
The Government of India has decided to increase health expenditure to 2.5 per cent of gross
domestic product (GDP) by the end of the Twelfth Five Year Plan (2012-17), from the existing 1.4
per cent. Dr Manmohan Singh, the former Prime Minister of India, also emphasized the need for
increased outlay to health sector during the Twelfth Five Year Plan.
Government Initiatives: The Government of India has decided to increase health expenditure to 2.5
per cent of gross domestic product (GDP) by the end of the Twelfth Five Year Plan (2012-17), from
the existing 1.4 per cent. Dr Manmohan Singh, the former Prime Minister of India, also emphasized
the need for increased outlay to health sector during the Twelfth Five Year Plan.
Health for all remains one of the priority sectors for the Government.
The Ministry of Health & Family Welfare has been allocated 37,330 crore (US$ 6.91 billion). Of
this, the new National Health Mission that combines the rural mission and the proposed urban
mission will get 21,239 crore, an increase of 24.3 per cent over the RE New National Health Mission
will receive an allocation worth 21,239 crore (US$ 3.93 billion) ` 4,727 crore (US$ 875.37 million)
has been allocated for medical education, training and research.
The National Program for the Health Care of Elderly is being implemented in 100 selected districts
of 21 States. Eight regional geriatric centers are being funded for the development of dedicated
geriatric departments. A sum of 150 crore (US$ 27.78 million) has been provided for National
Program for the Health Care of Elderly.
Ayurveda, Unani, Siddha and Homoeopathy are being mainstreamed through the National Health
Mission and ` 1,069 crore (US$ 197.96 million) has been allocated to the Department of AYUSH
Moreover, 1,650 crore (US$ 305.56 million) was allocated for six AIIMS-like institutions.
Furthermore, 100 per cent FDI is permitted for health and medical services under the automatic route.
HEALTHCARE & HOSPITAL INDUSTRY OPPORTUNITIES
With global revenues of approximately US$ 2.8 trillion, the healthcare industry is the world’s largest
industry and India is emerging as a major player in this industry, As per the Insurance Regulatory and
Development Authority (IRDA), the Indian healthcare industry has the potential to show the same
exponential growth that the software and pharmaceutical industries have shown in the past decade.
Further, as per the Insurance Regulatory and Development Authority, only 10 percent of the market
potential has been tapped till date and market studies indicate a thirty five percent growth in the
coming years.
A big opportunity for the industry emerges from the privatization of the insurance segment, which
would extrapolate into a new delivery system in India. There is a vast insurable population in India;
given that only 2 million people i.e. 0.2 percent of the total population is covered under Medi-claim.
According to a recent study, there are 315 million potentially insurable lives in the country. World
Health Organization report states that India needs to add 80,000 hospital beds each year to meet the
demand of its population. The huge shortage of beds outlines a major opportunity for the industry.
The healthcare industry is a fast growing industry and coupled with strength of Indian innovative and
scientific manpower and also low costs, it is slowly achieving key industry status in India.
THE FUTURE OF THE INDUSTRY
Healthcare industry is booming all over the world. In the US it is already the largest service sector.
And world-wide it is slated to be a $4 trillion market by 2005. A World Bank Report in November
1999 points at the emergence of large-scale, investor-owned hospitals in the country as a "dramatic"
development. The Corporate hospitals will play a positive role in the healthcare sector by taking the
load off government hospitals, whose performance hasn’t been up to the mark. The Healthcare
Industry is on the threshold of a major Growth Spiral which shall assimilate all new technologies to
provide cost effective Healthcare.
It shall not only employ the largest chunk of all available capital but shall also employ a large
proportion of the skilled work force. The Healthcare Industry is poised to become the biggest
Employer in all Countries. It shall also be the biggest consumer of all new technologies.
Specifically, in the next decade, it is anticipate that the Healthcare Industry shall grow at an
accelerated pace and will achieve a Growth Rate of 8 - 10 % per annum in India and a Growth Rate
of 4 - 8% per annum in most of the Countries of third World. As a result, most of the Countries in the
world (Other than USA) shall add more Hospital Beds.
This accelerated growth will require a large body of skilled Healthcare Providers. As a result, the
Medical Education Sector, including Medical and all Para-medical staff, shall also witness a faster
growth. It is anticipated that the numbers of skilled Healthcare Providers shall double in next decade.
The addition of hospital beds shall catalyze a growth in hospital equipment industry. It shall also fuel
the growth of Pharmaceutical Industry. It shall specifically affect the medical and surgical supply
segment and there too, the prosthetic devices segment shall witness a very rapid growth.
In the next decade, the Earth's Population shall reach a peak number. This, coupled with availability
of better Healthcare shall lead to a higher Expectancy of Life at Birth. The average age of Earth's
Population shall increase. This will require a far superior understanding of Multiple Organ
Syndromes and there treatments. There shall be a shift in focus of providing Healthcare. The
Hospitals shall tend to be the providers of Acute & Intensive Healthcare; while new cost effective
modalities shall provide intermediate care or nursing only care.
These new modalities shall not follow the rigid standards as set for Hospitals & shall employ a
smaller number of trained medical manpower. These modalities shall augment the Home Care, as is
available in the Joint Family Environment to more than half the population of world today. This will
necessitate a greater interaction between the Healthcare Provider, the Medical Charge and the other
segments of Healthcare Industry. This growth of Healthcare Industry shall be supported by Political
Will and Social Understanding at all levels of any Society. It must, therefore, meet the new
challenges, by providing cost effective Healthcare in a manner that improves the Quality of Humane
Life.
COMPANY PROFILE
RAJIV GANDHI CO-OPERATIVE HOSPITAL
The Palakkad District Co-operative Hospital and Research Centre Ltd., No. P. 878 was registered on
1-6- 1984 under the Kerala Co-operative Societies Act, 1969 by the then Joint Registrar of
Cooperative Societies, Palakkad, Sri. Ambat Ambujaksha Menon and commenced functioning on 26-
6-1984, under the leadership of the founder President Sri. C. V. Ramachandran, a veteran co-operator
and the former President of the Palakkad District Co-operative Bank Ltd. It is the only Hospital in the
Co-operative Sector which caters to the medical needs of the common, downtrodden and
unprivileged classes of Palakkad District. After its inception in 1984, it started functioning as a full-
fledged hospital in 1989, in a rented building in Kalmandapam. As the functioning of the hospital
was cramped for want of space for expansion, the management under the able leadership of Sri. K. A.
Chandran, Ex. MLA, for more than a decade, shifted the hospital to the present rented building in the
heart of the Palakkad Town opposite to the Government District Hospital. At present, the building
can provide bed needs to only 120 patients, which is far below the requirements of patients referred
to this hospital by doctors, from in and around Palakkad District. Nearly only one fourth of the
patients who come to the hospital are getting bed needs. As the management is not in a position to
make permanent development activities in the rented building, it strangles the growth of the hospital.
Poor patients who are members of the Co-operative Institutions, which took shares in the Co-
operative Hospital, are also given concessions for the treatment received by them from the hospital.
The hospital is providing immense service to the people belonging to the lower strata of the society.
The good will created by the Institution with its past 29 years of dedicated service to the human
community, attracts a large number of patients from the nook and corner of Palakkad District for
their medical needs. As the present building could cater medical needs only to one fifth of the people
seeking medical attention, the management of the Hospital came up with a concrete plan to have its
own Building Complex. This was approved by the General Body of the Hospital held on 1-11-2008.
Accordingly the foundation stone of the building complex was laid down by the Honorable Sri.
Oommen Chandy, the former Chief Minister of Kerala and the present Opposition Leader of the
Kerala Legislative Assembly, in a public function held on 10-11-2008..
Vision
We recognized by patients and staff for excellence and compassion in service and care
Mission
We aim to deliver the best patient care with pation and empathy
The vision of the management of the hospital is that the Rajiv Gandhi Co-operative hospital should
be a unique of super specialty hospital which will be having 500 buds and all modern facilities that a
hospital can provide, all facilities which will realize the dream of starting a medical college in the
future. X ray, color Doppler scan, CT scan (about 40% less than charged by others),
 Co-operative Ayurveda Clinic

 co-operative Physiotherapy clinic
 Co-operative IVF clinic
 Co-operative blood bank
 C-operative Geriatric care unit
 Co-operative Silver Jubilee hall (hire for marriage ceremony, engagement ceremony, meeting
etc.)
 P. Balan memorial pain & Palliative care society
 Operation Theater, I.C.U, N.I.C.U, Labour room, Laboratory, E.C.G, Pharmacy, Ambulance,
Canteen, Dead body freezer.
 Mahatma Gandhi Education Society, mahatma Gandhi college of Health Science, Mahatma
Gandhi school of nursing, Mahatma Gandhi computer center. Courses under Government:
 Diploma in Medical Laboratory Technology (DMLT), Diploma in Radio technology (DRT),
Diploma in Operation Theater Technology & Anesthesia Technology (DOTAT), nursing
assistant courses, computer courses, spoken English classes
 Diploma in Nuro Technology (DNT), Diploma in Dialysis (DDT).
 Diploma in Operation Theater Technology (DOTT)
 Coronary Angiogram
 Peripheral Angiogram
 Peripheral Angioplasty
 Coronary Angioplasty
 Complex Coronary Angioplasty
 Carotid Angioplasty
 Renal Angioplasty
 Rot ablation
 Echo Cardiogram
 Trans Esophageal Echo
 Pediatric Echo
 Fetal Echo
 TMT
 Holler Monitor
 Device closures
 Pacemakers
 CRT
 ICD
 Per plural Embolization
 Endovascular Stenting
 Pediatrics Cardiac Catheterization
 Coil Embolization
The location of the Rajiv Gandhi Co-operative Hospital is, on the 9 acres of land, out of the 34 acres
of land owned by the Hospital at Kallekkad, which is situated just 6 kms from Palakkad Town in the
Palakkad – Ottappalam Road. This place is served with public bus transportation, autos and taxis and
thereby easily accessible to the public. All infrastructural facilities like water, electricity, drainage,
telephone etc., are available at the site.
Doctors and Departments
 CARDIOLOGIST
 NEPHROLOGIST
 GASTROENTEROLOGIST
 PODIATRY SURGEON
 GENERAL PHYSICIAN
 GENERL SURGEON
 ORTHOPAEDIC SURGEON
 PAEDIATRIC ORTHOPAEDIC & SPINE SURGEON
 GYNAECOLOGIST & OBSTRETICIAN
 PAEDIATRICIAN
 PAIN MANAGEMENT
 DENTIST
 PSYCHOLOGIST
 RADIOLOGIST
 BLOOD BANK OFFICER
 R.M.O
 PULMONOLOGIST
 AYURVEDAM
Paramedical Courses
1. DMLT
2. DRT
3. DOTAT
4. DDT
5. DNT
Research problem
The electronic medical record (EMR) is an enabling technology that allows physician
practices to pursue more powerful quality improvement programs than is possible with paper- based
records. However, achieving quality improvement through EMR use is neither low-cost nor easy.
Based on a qualitative study of physician practices that had implemented an EMR quality
improvement depends heavily on physicians’ use of the EMR and not paper for most of their daily
tasks. Healthcare transformation also include technological changes. EMR is consider as a beneficial
and prevalent tool in healthcare organizations.
Objectives
 To identify the factors influencing organizational climate of the nursing staffs.
 To evaluate the relationship between the organizational climate and performance of the
nursing staffs.
 To examine the level of job satisfaction among employees.
Research Methodology
Their search design used in this study is qualitative approach. It involves collection of
information and opinion regarding the subject, which was collected directly from the healthcare
workers of various departments in the hospital using questionnaire and informal interview. The type
of research adopted was descriptive method.
Source of data
Primary source: Primary data is the data that is collected at the first time .it is the fresh data
collected through questionnaires from the staffs working in different departments of the hospital.
Secondary data: Secondary is the data which is already collected or published collected from
Website, journals, books, magazines etc
Study population
Staff working in the different departments of hospital.
Sample size
60 respondents, Including Hospital administrative staffs, nursing staffs, CSSD staffs, Laboratory
technicians, Waste management center staff, OT staffs etc.
Tools used for data collection
A Structured Questionnaire is used to collect data from respondents. As well as site visitation issued
as a research instrument.
Research design
Descriptive study, it focus on answering the how, what, when, and where questions if a research
problem, rather than the why.
Sampling design
Convenient Random sampling method is used to collect the primary data from the nursing staffs.
Limitations of the study
• Data collection is limited due to Covid pandemic.
• The data collected through questionnaires there may occur biases of information
• The hospital staffs may be deliberately hide data and information, because they think it is
confidential
• The unlimited flow of patients and crowded environment affects the attitude of the
respondents
CHAPTER 2
REVIEW OF LITERATURE
AND
THEORETICAL FRAMEWORK
REVIEW OF LITERATURE
(Forehand and Gilmer. (1964) . Climate under this approach is a product of organizational
characteristic such as size, structure, system and complexity, leadership style, physical environment
and goals. It is assumed that the interaction of these factors produces climate.
Another approach to the study of organizational climate focuses on four major characteristics of the
organizational situation
a) Structural properties
b) Environmental characteristics
c) Role Characteristics and
d) Climate
According to Pareek (1989) organizational climate is an outcome of interaction among the sub units within
the system such as structure, systems, culture, leader behaviour and employees’ psychological needs. Further,
Denison (1996) asserts that organizational climate is the way in which organizational members perceive and
characterize their environment in an attitudinal and value-based manner. In nutshell; organizational climate
can be defined as the “personality” of an organization that distinguishes one organization from other
(Forehand and von Haller Glimer, 1964).
Nic Beech, Oliver Crane, (1999) empirically studied an organization’s attempt to improve from its
existent structure of team working to a higher level of organisational performance through the
development of enhanced, or high performance, teams. This analysis revealed three factors which
were crucial to development: transparency, check ability and a climate of community
Peter Kangis, D. Gordon, S. Williams, (2000) The aim of this study is to contribute to
organisational climate discourse by examining the extent to which “above” and “below” average
performing companies also exhibit different climate measurements. The results showed a consistent
association between climate and performance. Independently of sector, companies performing above
average showed higher values on climate dimensions than those performing below average. They
concluded that although a link was shown to exist between climate and performance, it would be
premature to conclude that this connection is causal and, if so, in which direction.
Santhapparaj (2005) studied the Job Satisfaction of the women managers working in automobile
Manufacturing Industry in Malaysia. It was based on primary survey from 200 women managers.
The study investigated the relationship between specific aspects of Job Satisfaction and the personal
characteristics of women managers. It was also aimed to retest the Herzberg’s Two-Factor theory.
The correlation analysis showed that there was a significant negative correlation between education
level and pay, promotion people on present job and job in general.
Jeevan Jyoti,( 2013), There has been a long-standing interest in the study of organizational climate
among organizational researchers. Its importance is partly due to its hypothesized relationship to
other organizational phenomena including job satisfaction, job performance, leadership behaviour
and the quality of work group interaction. Research on the contribution of people management to
organizational performance outcomes such as productivity and profitability has been related to a
climate of satisfaction in the workplace. Job satisfaction along with organizational climate plays a
vital role in retaining the employees by enhancing their commitment towards the organization. The
present paper measures impact of Organizational climate on job satisfaction, job commitment and
intention to leave with the help of regression analysis and an attempt has been made to see the factor-
wise effect of Organizational climate and job satisfaction on job commitment and intention to leave.
In 2013, Zijada Rahimić analyzed the importance and impact of different dimensions of
organisational climate that influence the JS, employees motivation and performance in Bosnia and
Herzegovina (BiH). The paper reveals that employees with higher organisational hierarchy have
positive response towards the organisational climate.
In 2014 Rakesh Kumar studied the impact of Organisational climate on Job satisfaction in the Zonal
office of Bharti Airtel at Shimla. The main objective of the study is identifying the major
characteristics of organisational climate that influence the JS. A survey is conducted to find if the
employees are satisfied or not with respect to climate or culture of the organisational climate. This
study helps to find the exact reason why employees were not satisfied or satisfied with present m
organizational climate.
AtifAcıkgoz, Ayse Gunsel (2011) investigated the interrelationships among organizational climate
and team innovativeness based on the data gathered from 86 software development teams. The results
provided empirical evidence in support of the relationship between (i) innovative vision and (ii)
managerial support dimensions of climate and team innovativeness. Moreover environmental
uncertainty is used as a moderator between organizational climate and team innovativeness. The
findings show that the greater environmental uncertainty, the greater relationship between (i)
innovative vision and (ii) managerial support dimensions of climate and team innovativeness.
Ramírez Heller Benjamin, Berger Rita, C. Brodbeck Felix (2014): reported the application and
psychometric validation of a multi-dimensional measure of team climate for learning in a
multinational organization. This research shows that the TCL should be of interest to all group
leaders, managers and organizations that strive to achieve a sustainable competitive advantage. For
being successful in the long-term, work groups need to have the most favorable conditions for
effective and efficient learning and knowledge sharing, being vital for the achievement of high-
quality results and surviving in steadily changing business contexts.
Richa Chaudhary, Santosh Rangnekar, Mukesh Kumar Barua: Organizational Climate,

Climate Strength and Work Engagement (2014): explored the role of human resource
development climate quality and climate strength in determining work engagement at organizational
level of analysis. Climate strength was examined for its linear, curvilinear and interactive effects on
aggregate level work engagement. Climate quality was found to relate significantly with work
engagement. However, climate strength did not show any significant linear effects on work
engagement after controlling for climate quality. Further, climate strength failed to show any
curvilinear effects on climate quality-work engagement relationship. Interestingly, climate strength
for one climate dimensions displayed significant moderation effects on climate quality-work
engagement relationship.
In 2014 Rakesh Kumar studied the impact of Organisational climate on Job satisfaction in the Zonal
office of Bharti Airtel at Shimla. The main objective of the study is identifying the major
characteristics of organisational climate that influence the JS. A survey is conducted to find if the
employees are satisfied or not with respect to climate or culture of the organisational climate. This
study helps to find the exact reason why employees were not satisfied or satisfied with present m
organizational climate.
Rizwan Qaiser Danish, Umar Draz, Hafiz Yasir Ali (2015), The Purpose of this empirical study is
to observe the impact of organizational climate on job satisfaction and organizational commitment in
study of 179 teachers from different colleges and universities of Punjab, Pakistan. Descriptive
statistics and regression analysis are used to explain variations in job satisfaction and organizational
climate. The results suggest that the organizational climate has considerable impact on job
satisfaction as well as on organizational commitment.
(Sanad, 2016). Amin Bahrami et al, (2015) emphasize the relationships between the employees and
organizational such as the employee wellness, priority for minority people etc. have directly affected
the perception of employee as well as their performance. Organizational climates creates a clear
direction of the organization to the employees in term of the future objectives and goals. The
employees are always being in the cognitive stage of understanding the structure of organization and
in the state of readiness for change based on the planning of the organization (Campbell et al., 1970).
The leadership of upper management is playing a role in how good they deliver the aims of
organization and manage the employees to the reach the goals. By having a clear directions and
objectives, the organization will eventually become an employer of choice and well known in the
market with high rating
Sanad A. Alajmi, Ph.D in 2016 studied organizational climate and its importance in Job satisfaction.
This study was carried out in the Kuwait industrial companies. A survey of 350 questionnaires was
distributed among the employees in the company. From the study it is revealed that a significant
positive relationship exists between organizational climate and JS. The study also showed that the
most important dimension affecting job satisfaction is Leadership and performance evaluation. The
study concludes with limitations and future research suggestions to enhance organizational climate in
public and private organizations in Kuwait.
Pritchard and Karasick (1973)

have been studied ‘The Effects
of Organisational
Climate on Managerial Job
Performance and Job
Satisfaction’. They considered 76
managers
from two organizations to study
the effect of organisational
climate on job performance
of Organisational
Performance and Job
managers
of Organisational
Performance and Job
managers
of Organisational
Performance and Job
managers
SECTION B
Organizational climate is the employees' subjective impressions of the organization in which they
work. According to Moorhead and Griffin, organizational climate is seen as referring to current
situations in an organization, and the linkages among work groups and their performance. Activities
taking place in the organization and current situations can influence employees' performance and
sense of well-being, depending on how they view their work environment. For instance, the existence
of unfair labor practices will have a negative impact on their performance. Employees can thus view
their current situation in the organization as positive or negative.
Their views will depend on how they personally perceive their work environment. Based on the
above definition, the interactions of employees with each other can also reveal the climate of the
organization. If there are not good linkages between workgroups, the climate will be full of conflict,
poor communication, and lack of commitment and understanding among groups. Organizational
climate can have positive and negative effects on employees. A climate that does not promote
communication upwards, downwards and laterally leads to a fear of expression of ideas and opinions.
Dimensions of organizational climate

Work organizations are characterized by a variety of dimensions which relate to the organizational
climate. These dimensions embody criteria such as means emphasis, goal emphasis, reward
orientation, task support and social support.
 Means emphasis relates to the extent to which managers inform employees of methods and
procedures they are expected to observe when performing their jobs.
 Social support relates to the extent to which managers take into consideration the personal
welfare of their employees, for example, granting sick leave to employees who are not feeling
 Goal emphasis is concerned with the way managers make their employees aware of
organizational outcomes and standards that they are expected to achieve
 Reward orientation refers to the way rewards are conferred to employees. These awards are
determined by how well the employee performs his/her job based on the standards set by the
organization.
 Task support is the dimension that emphasizes that managers. Curations should provide
employees with the necessary equipment, services and resources in order to be able to perform
their allocated duties. Activities that promote organizational climate A positive organizational
climate is important for the smooth running of the organization and promotes a high level of
performance and satisfaction among employees. As employees may perceive the environment as
being either positive or negative, the nurse manager thus has a duty to make sure that the
workplace climate is always positive to prevent job dissatisfaction among employees, and should
aim to create a sense of well-being amongst his/her personnel. . The following are actions that a
nurse manager can utilize to create a positive organizational climate.
 The development of the organization’s vision, mission, goals and objectives. The nurse manager
can promote a positive climate by allowing full use of input from employees in the formulation
of the organization’s vision, mission, goals and objectives.
 Keep morale high by establishing trust and openness through communication including frequent
feedback. Through open and free communication employees will feel comfortable in raising
problems that they encounter in the work environment as well as problems relating to them as
individuals. Prompt feedback helps employees to know their strengths and weaknesses so that
they can improve their performance.
 Provision of an open-door policy. Management's approachability and open communication

cultivates good interpersonal relationships between managers and their subordinates.
 Provision of a workable career ladder. Managers should provide promotion opportunities for
deserving employees or apply other methods of acknowledgement. Research: McNeese-Smith
reported in her study that nurses indicated that they become more productive when the
atmosphere in the unit is pleasant, because they like coming to work where the
employer/manager/supervisor is friendly and helps them to do their best. Some nurses indicated
that they value a manager who makes sure that the staff is kept informed and updated and when
they complain, helps them to solve their problems.
Organizational climate is the core circle of human environment in the boundaries of which the
employees of an organization works .Climate effects each activity in an organization directly or
indirectly and is affected by almost everything that occurs in the organization. The survival and
growth of any organization is directly proportional to the favorable climate in it. Employees in the
organization have to be well conversant with rites, rituals, policies etc. This can only bring sense of
belongings among employees and further help in the growth of organization .Organization climate is
of great significance for utilization of human relations and resources at all levels.
Organizational climate has a major influence on motivation, productivity and job satisfaction. It is
also a major motivating factor responsible for satisfaction and dissatisfaction of employees and
affects the quantum of their turnover. In this study organization climate and organization culture
term have been used interchangeably Organizational climate has been defined as the “relatively
enduring quality of the internal environment of an organization that
a) is experienced by its members,
b) influences their behavior, and
c) can be described in terms of the values of a particular set of characteristics (or attitudes) of the
organization”
The climate is the “ether” within which an organization exists. We outline different views and
research directions that will allow us to integrate a measure of climate into the multi-dimensional
contingency model.
In the literature on climate there has been some confusion about the relevance and definition of the
concept and its relationship with organization structure and organization culture. Where the culture is
a pattern of knowledge, belief and behavior that emerges including social forms. In the context of the
organization social forms and knowledge in general, culture includes the organizational structure.
The organizational culture is the organization itself...the form, beliefs, norms, social patterns, the way
things are done, the symbols, rituals, etc. One reason for the confusion in the literature can be found
in use of climate to represent seemingly different concepts. Climate can be seen as organizational
climate or psychological climate.
States that the organizational climate mediates in the confrontation between individuals and the
organizational situation. James and Jones say that the organizational climate can be viewed in two
different ways: “a multiple measurement-organizational attribute approach” or “a perceptual
measurements-organizational attribute approach.” Both of these approaches are confounded with
organizational structure and processes and the general organization situation. The organizational
climate is measured using variables like individual autonomy, the degree of structure imposed as the
positions, reward orientation, consideration, warmth, and support. This is also the case in the
treatment of organizational climate dimensions presented in Litwin and Stringer where organizational
climate is measured along the following dimensions: structure, responsibility, warmth, support,
reward, conflict, standards, identity, and risk. Poole states that climate seems to be a feature of, rather
than a substitute for culture. That is, a comprehensive view of culture includes the organizational
climate. It is obvious from the above that measures and dimensions of organizational climate and
organizational culture can be confused. This has been discussed often in the literature
Denison concludes that although the two concepts on the surface look very different, at a
deeper level the clear distinctions begin to disappear. With the exception of the first definition for
psychological climate, the climate and the culture definitions and measures are confounded or
overlapping. Having established what we mean by ‘organizational climate,’ in this section, we shall explore
the different statistical functions of organizational climate scores. Indeed, research on organizational climate
continues to be hampered by a particular methodological debate. It concerns the practice of aggregating
individual employees’ scores on climate dimensions and taking the mean as a representation of organizational
climate. This has been referred to as a composition theory for climate which proposes that the aggregation of
individual climate perceptions (i.e., psychological climate) provides a powerful measure of organizational
climate. Given that organizational climate is a collective phenomenon representing shared psychological
meanings, statistical aggregation to this higher level construct requires perceptual agreement between
individual climate scores. Therefore, the validity of aggregate climate used to describe organizations depends
upon the demonstration of agreement between individual members and their perceptions. In such
circumstances, the use of aggregated individual data to measure organizational climate is appropriate.
Nevertheless, the main methodological problem with this approach, a demonstration of shared
conceptions for aggregate climates, has provoked much debate in the research literature. Indeed,
writers have not specified what an appropriate level of agreement is. Some suggest that dichotomous
questionnaire items should be used to measure climate and that the only items to be treated as
descriptive of organizational climate should be those in which the number of respondents of
endorsement is not significantly different from 0 to 100%. Others have suggested that 66% was
reasonable, but few researchers have followed either prescription. The validity of aggregating climate
perceptions to the organizational level is further called into question by the demonstration that there
are significant differences between members of different organizational subgroups in their
perceptions of climate. Such differences have been found between groups within the same
organization, based on factors such as hierarchical level, departments, divisions, regions, and work
groups.
One approach to overcoming the aggregation issue is to examine the level of inter-rater
agreement between individuals within an organization, in relation to their perceptions of climate. A
common way of achieving this is through the use of infraclass correlation coefficients. Such
coefficients are based on a one-way analysis of variance and assesses the ratio of variation within
organizations to variation among organizations. However, this coefficient has been criticized as
inadequate which led to the development of the Rwg (j) index of multiple item scales developed by
James et al. (1993). This is a technique for assessing agreement among the judgments made on
multiple item scales. Another salient approach is the average deviation (AD) index (Burke et al.,
1999). Although there is continuing debate about the advantages and disadvantages of such
orientations, these measures for justifying aggregation continue to be widely used. Indeed, it remains
likely that organizational climate measures will continue to be used, despite there being no simple or
widely agreed criteria for aggregation. Part of the problem is that the level of agreement within
organizations will depend partly on the measures employed, the context, and the domains tapped by
the measures. However, simply using the mean may mask profound differences between
organizations and the variation of responses given by employees. Indeed, research within
organizations has shown clear differences between hierarchical levels and departments in ratings of
climate, suggesting a number of sublimates within each organization. Overall, when the level of
analysis changes from the individual to the organization, the validity of the data is uncertain.
More recently, researchers have begun to explore new relationships between organizational climate
and its antecedents and outcomes by using alterative statistical functions of climate scores. For
example, Schneider et al. (2002) proposed the related construct of ‘climate strength’ which captures
within-group variability of perceptions of organizational climate. The researchers found that climate
strength moderated the relationship between managerial practices (one of four dimensions of climate)
and customer experience. In another study of 197 work units, Gonzalez-Romá et al. (2002) also
examined the moderating influence of three climate strength facets (support, goals orientation, and
innovation).
Alternatively, in a study of emergency planning committees, Lindell and Brandt (2000) used the
constructs of ‘climate quality’ (mean climate perceptions) and ‘climate consensus’ (level of
perceptual agreement on climate) as mediating variables in their analysis. Their results showed that in
comparison to climate consensus, climate quality was more strongly related to both antecedent and
outcomes variables. More recent research is therefore moving beyond the composition theory for
climate, exploring the influence of more sophisticated statistical functions of climate scores.
An extensive review of literature on the subject has revealed that there are three different approaches
to the study of organizational climate. One approach assumes organizational climate to be an attribute
of the organization and independent of any individuals who might provide data about it. According to
this approach “Organizational climate is a set of characteristics that describe an organization and that
a) distinguish the organization from other organizations

b) are relatively enduring overtime and
c) influence the behavior of people in the organization”.
THEORY OF INDIVIDUAL BEHAVIOUR

Many psychologists who have addressed themselves to the study of individual behavior in
organizations have classified environmental factors in pluralistic terms. Vroom (1964) in the
conclusion of this comprehensive analysis of work and motivation states the following two
propositions
PROPOSITION 1:
The valence of an outcome to a person is a monotonically increasing function of the algebraic sum of
the products ofthe valences of all other outcomes and his conception of its instrumentality for the
attainment of these other outcomes.
PROPOSITION 2:
The force on a person to perform an act is a monotonically increasing function of the algebraic sum
of the products of the valence of all outcomes and the strength of his expectancies that the act will be
followed by the attainment of these outcomes. Vrooms model acknowledges the importance of
situational variables, but does not provide a format by which such variables can be mapped and
measured. Most other theories of individual behavior also fail to provide a systematic and useful
linkage between climate and behavioral concepts.
MANAGEMENT THEORY
Organizational psychologists interested in the management process have developed various terms to
describe the indirect and subtle effects of management practices on the attitude and behavior of
subordinates. Several of these terms attempt to define the phenomenon identified as organizational
climate. Blake and Mouton ( 1960) in "The Managerial Grid" use the term "Organization Culture"
stating "when a manager sees his responsibility as that of managing a culture rather than just
managing people to get work out of them, the basic unit of development is no longer the individual
considered separately and alone." However, they stop short of explaining what organizational culture
implies for the people. And, most important, ifit is the manager's responsibility to arrive at a total
organizational perspective how can he carry out his responsibility without a linking concept that
allows him to relate individual and organizational elements?
ORGANIZATIONAL THEORY
Organizational theorists interested in descriptive explanations of human behavior in organizations
have dealt indirectly with notions of organizational environments. Classical organizations theories as
represented in the writings of Fayol (1949) Koontz and O'Donnel (1955) and others, render such
concepts unnecessary. The cognitive or economic behavior theories of organization such as those
proposed by March and Simon, 1959 and Cyret and March, 1964 view organizations as systems for
making decisions and deal in a tangent with climate. The main group of organization theories has
concentrated on the objective framework of organizations, the structure. Lorsch and Lawrence (1967)
distinguish eight structural dimensions, which have been widely used to characterize the situational
influence on motivated behavior.
These are:
1. Locus of formal authority
2. Time span of responsibility
3. Specificity of goals
4. Number of levels of hierarchy
5. Standardization of procedures
6. Quantity of formal rules
7. Span of control
The model proposed above and those proposed by Likert (1967) who said in his theory of
management system about intervening variables are nothing but climate variables. He states: The
intervening variables reflect the material state and the health of the organization e.g. the loyalties,
attitudes, motivations, performance goal, and perceptions of all members and their collective capacity
for effective interaction, communication, and decision making. The structural variables were
considered as causal variables and the end results such as productivity, costs, and profits etc., as
dependent variables.
Climate is thus considered by Likert as linkage between structural attributes of an organization and
its effectiveness. Frederickson (1968) conducted an experiment to ascertain the impact of climate on
performance of middle managers.
He took climate variables like closeness of supervision, rules and regulations, etc. and demonstrated
that
a) Performance was more predictable for subjects as innovative climate,
b) Performance was higher for subjects in consistent climate and
c) Subjects in different climate adopted different methods to solve problems
. This 8. Rule of specialization demonstrated the important role climate plays m organizational
behavior. Litwin and Stringer (1968) gave a comprehensive definition of climate and offered a model
or organizational climate, which is considered to be a path breaking research in the climate field.
According to them: The term organization climate refers to a set of measurable properties or work
environment, perceived directly or indirectly by the people who live and work in this environment
and assumed to influence their motivation and behavior. According to them, organizational climate
arouse certain motives in the people, like achievement, power, etc. and climate can be categorized as
per the motives and can be measured in terms of certain dimensions responsible for arousing these
motives. Tagiuri (1968) stated that organizational climate refers to a quality of the members of the
organization and can described m terms of values or the meanings of a particular set of characteristics
of the environment. Thus the climate represents the organization as people seek it in a holistic and
global sense. Campbell, et.al. (1970) explains organizational climate as a set of attributes specific to a
particular organization that may be induced from the way that organization deals with its members
and its environment. For members within the organization, climate takes the form of a set of attitudes
and expectancies, which describe the organization in terms of both static and dynamic characteristics.
Other Climate Type Theories

The most promising of these is the interpersonal organization theory, proposed by Kahn and his
associates (1964). They state: "It is the key assumption of this approach that the behavior of any
organizational performer is the product of motivational forces that derive in large part from the
behavior of members of his role set because they constantly bring influence to bear upon him, which
serves to regulate his behavior in accordance with the role expectations they hold for him." There is
not necessarily an incompatibility between the use of the climate framework and the role set theory.
Both serve as useful explanatory concepts. Toward an Integrated Theory if the concept of
organizational climate is to demonstrate real value in the understanding and explanation of behavior
in organizations, it must be integrated with the kinds of theories of organizational behavior that have
evolved and are in current use.
These theories, as discussed, tend to emphasize such factors as management practices, decision-
making processes technology, and formal organizational structure and social structure. These factors
are largely objective features of an organization system. Relatively little attention is g1ven to the
member's perceptions of and subjective responses to the organizational environment. Thus it has been
difficult for these theories to utilize motivational concepts, many of which are based on subjective
elements. Pritchard and Karasick (1973) observed that both overall organization and its sub-units
influenced the perception of organizational climate and that climate correlated with individual
satisfaction and sub unit performance, but not individual performance. They also reported that some
dimensions of organization climate moderated the individual's characteristics performance and
satisfaction relationships. According to them, organizational climate 1s relatively enduring quality of
an organization, which (quality) results from the behavior and policies of members of organization,
especially top management, which is perceived by members of the organization, which serves as a
basis for interpreting the situation, and acts as source of pressure for directing activity. Hellriegel and
Silcom ( 197 4) referred to climate as a set of organization sub-system attributes that may be inferred
from the way an organization or any of its subsystems deal with its members. For example, specific
situational attributes such as unstructured role prescriptions, unclear reward contingencies, and non-
directive leadership might be transformed into the set of situational influences referred to as
conflicting and ambiguous climate. These specific situational attributes result into specific climate
characteristics, described as consideration, warmth, supports etc
INFLUENCE OF EXTERNAL ENVIRONMENT ON CLIMATE

Litwin and Stringer indicate external environment as influencing the background constraints.
Perception theories are silent about external environment. This researcher knows from his personal
expenses m Indian industry that the external environment can dramatically influence the internal
environment as well as perception of people about the organization. During early eighties, when Dr.
Datta Samant emerged as a leading militant union leader in the country, employee perception of the
management changed in many organizations and they resorted to pressure-tactics and agitation
without justifiable reasons and on flimsy grounds. Aftermath of the Bhopal tragedy saw the
Government tightening laws governing industries making directors of companies directly and
personally liable and responsible for violating pollution control regulations, declaring it a criminal
offence, punishable with imprisonment. Consequently, style of top management functioning has
changed affecting the perception of employees about.
As seen in the foregoing sections, organizational climate has been viewed in various ways by various
researchers. What emerges from this is that different events, practices, and procedures contribute to
the summary perception of climate. Each individual perceives the organization in many ways
depending upon the context and the extent of information available about the organization. In this
manner, there can be a great variety of dimensions of the organizational climate.
A brief statement of dimensions, as propounded by major contributors are given below:
 Rule orientation
 Nature of sub-ordinates
 Closeness of supervision
 Universalism of the degree to which the individual should identify with the organization as a
whole
 Promotion of achievement orientation.
Using different operational definitions, researchers tended to select different atmosphere dimensions
in studies. Aguirre’s classification of the organizational environment has been the most widely
recognized (1968). He classified the organizational environment into four dimensions, namely
ecology, background, social system and culture, and speculated that organizational climate is the sum
total of the environmental characteristics of a group which results from the interaction of the four
dimensions. When investigating organizational climate, we should select variables from the four
dimensions: ecology refers to organizational material resources, including equipment, materials,
instruments, construction and finance; background environment covers all the background
characteristics of an organization’s members, including socio-economic status, education level, self-
concept of members and so on; social system represents the interaction between formal and informal
roles in organizations, including administrative organization, guidance programs, interaction between
leaders and members, decision-making and participation models; culture relates to contained norms,
belief systems, values, cognitive structures and so on (Tang & Chen, 2001). Thus, the concept of
“organizational culture” that has been intensively and extensively developed in recent years is
actually a micro-level of the concept of organizational climate and is the extension of its further
investigation. In short, organizational climate describes the members’ perception of their work
environment
Looking at existing studies, two basic modes are apparent: one is the macro mode, namely
investigation aimed at the organizational climate individuals perceive in the entire work environment;
the other is the micro mode, namely investigation aimed at a certain dimension or a certain
environment of the organization. For example, from the ecological dimension, organizational climate
was investigated in companies with different levels of performance (Kangis, Gordon & Williams,
2000); from the social system dimension, the effects of managers on organizational climate were
observed (Butcher & Houston, 1994); organizational climate was assayed from a human resources
management aspect (Ren, Huang & Zheng, 2001). In recent years, more and more researchers
consider that the micro mode not only measures organizational climate accurately, but also is of more
practical value to the organization (Ren, Huang & Zheng, 2001; Tang & Chen, 2001).
One study found that human resources management situations were one of the issues that members of
organizations were most concerned about (Ren, Huang & Zheng, 2001). Whether these issues are
recruitment, selection, training, salary or performance appraisal and benefits, they are all closely
associated with the vital interests of employees. For this reason, human resources management style
and its operation mode are crucial to the way employees perceive organizational climate, and thus are
significant factors affecting organizational climate. Moreover, the members’ opinions about
organizational human resources management style affect their personal performance (Jackson &
Schuler, 1995). Due to varying national circumstances, institutions and cultures, organizational
performance features and their effects on enterprise management in different countries not only
possess similarities but also differences. In China, along with the gradual transition from a planned to
a market economy, the attitudes and behaviors of staff members have undergone unprecedented
changes, and their perception of organizational climate is also bound to have transitional
characteristics. In addition, the performance characteristics of the organizational climate also differ
among various individuals and organizations. For example, do members’ education level and position
affect their perception of organizational climate? Does the length of time a member works for an
organization make a difference in his or her evaluation of organizational climate? In addition, China
is experiencing a situation in which multiple forms of ownership coexist and non-public economic
forms have rapidly developed. In enterprises of different ownership types and scales, what are the
characteristics of their organizational climate? Within an enterprise, how do staff members in
different departments or of different technical abilities perceive the organizational climate?
Establishing the afore-mentioned individual and group characteristics of organizational climate will
no doubt help enterprises enhance their relevance and ameliorate their organizational climate
Another research topic of interest in this area is the effect and impact of organizational climate. For
example, one study found that organizational climate was significantly associated with the perception
of staff members regarding the organization’s goals and core values (Butcher & Houston, 1994).
Another study found that organizational climate had a positive effect on organization performance
(Kangis, Gordon & Williams, 2000). Although dependent variables in such studies included
company performance and employee behavior, the studies were incomplete because more of them
looked at the macro level than at the micro level. Studies on organizational climate from the angle of
human resources management were found lacking and of limited usefulness.
Characteristics of Organizational Climate:
The nature of organizational climate will be clear from the following characteristics:
1. General Perception:
Organizational climate is a general expression of what the organization is. It is the summary
perception which people have about the organization. It conveys the impressions people have of the
organizational internal environment within which they work.
2. Abstract and Intangible Concept:

Organizational climate is a qualitative concept. It is very difficult to explain the components of
organizational climate in quantitative or measurable units.
3. Unique and District Identity:

Organizational climate gives a distinct identity to the organization. It explains how one organization
is different from other organizations.
4. Enduring Quality:
Organizational climate built up over a period of time. It represents a relatively enduring quality of the
internal environment that is experienced by the organizational members.
5. Multi-Dimensional Concept:
Organizational climate is a multi- dimensional concept. The various dimensions of the organizational
climate are individual autonomy, authority structure, leadership style, pattern of communication,
degree of conflicts and cooperation etc
Factors influencing organizational Climate:

Organizational climate is a manifestation of the attitudes of organizational members towards the
organization. Researchers have used the data relating to individual perception of organizational
properties in identifying organizational climate. Even in this context, there is a great amount of
diversity.
Litwin and Stringer have included six factors which affect organizational climate. These factors
are:
1. Organizational Structure: Perceptions of the extent of organizational constraints, rules,

regulations, red tape,
2. Individual Responsibility: Feeling of autonomy of being one’s own boss,
3. Rewards: Feelings related to being confident of adequate and appropriate rewards,
4. Risk and Risk Taking: Perceptions of the degree of challenge and risk in the work situation,
5. Warmth and Support: Feeling of general good fellowship and helpfulness prevailing in the
work setting.
6. Tolerance and Conflict: Degree of confidence that the climate can tolerate, differing opinions.
Schneider AND Barlett give a broader and systematic study of climate dimensions.
They include the following factors:
1. Management Support
2. Management Structure.
3. Concern for new employees
4. Inter-agency conflict,
5. Agent dependence and
6. General Satisfaction
Taguiri has identified five factors influencing the organizational climate on the basis of information
provided by managers.
These are:
1. Practices relating to providing a sense of direction or purpose to their jobs-setting of
objectives, planning and feedback,
2. Opportunities for exercising individual initiative,
3. Working with a superior who is highly competitive and competent.
4. Working with cooperative and pleasant people,
5. Being with a profit oriented and sales oriented company. KATZ et. al. have identified five
factors which affect individual performance in organisation;
6. Rules orientation,
7. The nurturance of subordinates,
8. Closeness of Supervision,
9. Universalism,
10. Promotion-achievement orientation.
Lawrence James and Allan Jones have classified the following factors that influence
organizational climate:
1. Organizational Context: Mission, goals and objectives, function etc.
2. Organizational Structure: Size, degree of centralization and operating procedures.
3. Leadership Process: Leadership styles, communication, decision making and related
processes.
4. Physical Environment: Employee safety, environmental stresses and physical space
characteristics.
5. Organizational Values and Norms: Conformity, loyalty, impersonality and reciprocity.
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

TABLE 3.1
RESPONDENT’S GENDER
Number of
SL.NO Gender Percentage
respondents
1 Male 23 39%
2 Female 37 61%
Total 60 100
Source: Primary Data
GRAPH 3.1
RESPONDENT’S GENDER
39%
61%
Male Female
Interpretation
The graph shows that out of the total respondents 39% is male and the remaining 61% is female
TABLE 3.2
RESPONDENTS AGE
Number of
SL.NO Age group Percentage
respondents
1 20 to 30 38 63%
2 30 to 40 14 24%
3 40 to 50 8 10%
4 50 to 60 0 0%
Total 60 100%
GRAPH 3.2
RESPONDENTS AGE
Chart Title
70%
60%
50%
40%
30%
20%
10%
0%
20 to 30 30 to 40 40 to 50 50 to 60
Interpretation
The graph shows 63% is between age group of 20 to 30, 24% is between age group of 30 to 40, 0%
is between age group of 50 to 60 and only 13% of respondents are between age group of 40 to 50.
TABLE 3.3
RESPONDENTS EDUCATION LEVEL
Number of
SL.NO Category Percentage
respondents
1 Post- graduation 5 8%
2 Graduation 28 47%
3 Diploma 17 28%
4 Plus two 6 10%

5 SSLC 4 7%
Total 60 100%
GRAPH 3.3
RESPONDENTS EDUCATION LEVEL
50
45 47
40
35
30
28
25
20
15
10
10
8
5 7
0
Post- graduation Graduation Diploma Plus two SSLC
Interpretation
The graph shows that 8% of the respondents are post-graduated, 47% are graduated and 28% are
with diploma.
TABLE 3.4
EXPERIENCE
Number of
SL.NO Category Year Percentage
respondents
1 Below 1 22 37%
2 1 -5 30 50%
3 5-10 8 13%
4 10 and above 0 0%
Total 60 100%
GRAPH 3.4
EXPERIENCE
60
50
50
40
37
30
20
10 13
0
Below 1 1 to 5 5 to 10 10 and0 above
Interpretation
The graph shows that 37% of the respondents are Below 1, 50% are 1 to 5 13% are belongs to 5 to
10 and no one in 10 and above.
TABLE 3.5
SATISFIED WITH JOB
SL.NO Rating Number of Percentage

respondents
1 Very satisfied 20 34%
2 satisfied 13 21%
3 No opinion 13 21%
4 Partially satisfied 8 14%
5 dissatisfied 3 5%
Total 60 100%
GRAPH 3.5
SATISFIED WITH JOB
40
35
34
30
25
20 21 21
15
14
10
5
5
0
Very satisfied satisfied No opinion Partially satisfied dissatisfied
Interpretation
The graph shows that 34% of respondents very satisfied, 21% satisfied, 14% respondents partially
satisfied and only 5% is dissatisfied.
TABLE 3.6
OPINION REGARDING WORKING ENVIRONMENT

respondents
2 Satisfied 29 48%
3 No opinion 11 18%
5 Dissatisfied 0 0%
Total 60 100%
GRAPH 3.6
OPINION REGARDING WORKING ENVIRONMENT
60
50
48
40
30
27
20
18
10
0
Very satisfied Satisfied No opinion Partially satisfied Dissatisfied
0
Interpretation
From the Graph 3.5 it is clear that the respondents show a positive response to the statement that
EMR can allow to seek out specific information from patient.
TABLE 3.7
OPINION REGARDING WORKING HOURS

respondents
1 Satisfied 48 80%
2 Dissatisfied 12 20%
Total 60 100%
GRAPH 3.7
OPINION REGARDING WORKING HOURS
20%
80%
Satisfied Dissatisfied
Interpretation
From the above pie diagram it is clear that most of the respondents are satisfied (80%) and only 20%
are dissatisfied
TABLE 3.8
OPINION REGARDING ORGANIZATION GOALS

respondents
2 Satisfied 34 57%
4 Dissatisfied 1 1%
Total 60 100%
GRAPH 3.8
OPINION REGARDING ORGANIZATION GOALS
60
57
50
40
30 32
20
10
10
0 1
Very satisfied Satisfied Partially satisfied Dissatisfied
Interpretation
The graph shows 32% of respondents very satisfied, 57% satisfied, 10% show partially satisfied
response, 1% of disagree,
TABLE 3.9
OPINION REGARDING ORGANISATIONAL POLICIES

respondents
2 satisfied 29 48%
4 dissatisfied 3 5%
Total 60 100%
GRAPH 3.9
OPINION REGARDING ORGANIZATIONAL POLICIES
60
50
48
40
38
30
20
10
9
5
0
Very satisfied satisfied Partially satisfied dissatisfied
Interpretation
satisfied and only 5% is dissatisfied.
TABLE 3.10
OPINION REGARDING RULES AND REGULATIONS

respondents
1 Very satisfied 22 37
2 Satisfied 25 42
3 Partially satisfied 9 15
4 Dissatisfied 4 6
Total 60 100
GRAPH 3.10
OPINION REGARDING RULES AND REGULATIONS
45
40 42
35 37
30
25
20
15
15
10
5 6
0
Interpretation
25% of the respondents are satisfied with the opinion regarding rules and regulations and .15% and
6% of the respondents Partially satisfied and Dissatisfied respectively.
TABLE 3.11
OPINION REGARDING RED TAPE (EXCESSIVE REGULATION)

respondents
2 Satisfied 43 72%
4 Dissatisfied 0 0%
Total 60 100%
GRAPH 3.11
OPINION REGARDING RED TAPE (EXCESSIVE REGULATION)
80
70 72
60
50
40
30
28
20
10
0
Very satisfied Satisfied Partially0satisfied Dissatisfied
0
Interpretation
The graph shows that all respondents are satisfied and very satisfied with the opinion regarding red
tape.
TABLE 3.12
MANAGEMENT SUPPORT

respondents
2 Satisfied 34 57%
4 Dissatisfied 0 0%
Total 60 100%
GRAPH 3.12
MANAGEMENT SUPPORT
60
57
50
40 43
30
20
10
0
Very satisfied Satisfied Partially0satisfied Dissatisfied
0
Interpretation
The graph shows that all respondents have management support because all of the respondents are
satisfied
58
TABLE 3.13
OPINION REGARDING LEADERSHIP PROCESS

respondents
2 Satisfied 26 43%
4 Dissatisfied 1 2%
Total 60 100%
GRAPH 3.13
OPINION REGARDING LEADERSHIP PROCESS
50
45 47
43
40
35
30
25
20
15
10
8
5
0 2
Interpretation
Out of the total respondents 47% very satisfied, 43% satisfied, 8% shows neutral response to the
statement and only 2% are dissatisfied.
TABLE 3.14
DECISION MAKING
Number of
SL.NO Rating Percentage
respondents
2 satisfied 15 25%
4 dissatisfied 2 3%
5 No opinion 6 10%
Total 60 100%
GRAPH 3.14
DECISION MAKING
45
40
40
35
30
25
25
20 22
15
10
10
5
3
0
Very satisfied satisfied Partially satisfied dissatisfied No opinion
Interpretation
satisfied, 3% is dissatisfied and 10% respondents have no opinion to this statement
TABLE 3.16
EMPLOYEE SAFETY PROGRAMMES

respondents
2 satisfied 26 43%
4 dissatisfied 1 2%
5 No opinion 4 7%
Total 60 100%
GRAPH 3.15
EMPLOYEE SAFETY PROGRAMMES

50
45
43
40
35
33
30
25
20
15
15
10
5 7
0 2
INTERPRETATION
satisfied, 2% is dissatisfied and 7% respondents have no opinion to this statement.
TABLE 3.16
REGARDING EMPLOYEE STRESS

respondents
2 satisfied 19 32%
4 dissatisfied 6 10%
Total 60 100%
GRAPH 3.16
REGARDING EMPLOYEE STRESS
40
35
35
30 32
25
23
20
15
10
10
0
Interpretation
satisfied, and 10% is dissatisfied.
TABLE 3.17
OPINION REGARDING PHYSICAL SPACE CHARACTERISTICS

(WORKING FACILITIES PROVIDED)

respondents
2 satisfied 30 50%
4 dissatisfied 0 0%
Total 60 100%
GRAPH 3.17
OPINION REGARDING PHYSICAL SPACE CHARACTERISTICS

(WORKING FACILITIES PROVIDED)
60
50
50
45
40
30
20
10
5
0
0
Interpretation
satisfied and no one is dissatisfied.
TABLE 3.18
OPINION REGARDING ORGANIZATIONAL VALUES AND NORMS

respondents
2 Satisfied 21 35%
Total 60 100%
GRAPH 3.18
OPINION REGARDING ORGANIZATIONAL VALUES AND NORMS
40
38
35
35
30
25
20
15 17
10
10
0
INTERPRETATION
satisfied, 10% is dissatisfied.
65
TABLE 3.19
OPINION REGARDING RECOGNITION YOU GET FOR YOUR GOOD

WORK

respondents
2 Satisfied 24 40%
Total 60 100%
Source: Primary Data GRAPH 3.19
OPINION REGARDING RECOGNITION YOU GET FOR YOUR GOOD

WORK
45
40
40
35
30
25 27
20
20
15
13
10
0
INTERPRETATION
satisfied and 13% is dissatisfied.
TABLE 3.20
OPINION REGARDING FUTURE CHANCE OF PROMOTION

respondents
2 Satisfied 18 30%
Total 60 100%
GRAPH 3.20
OPINION REGARDING FUTURE CHANCE OF PROMOTION
45
40 42
35
30
30
25
20
18
15
10
10
0
INTERPRETATION
satisfied and 10% is dissatisfied.
TABLE 3.21
REWARDS

respondents
2 Satisfied 27 45%
4 Dissatisfied 1 1%
Total 60 100%
GRAPH 3.21
REWARDS
50
45
45
40
35
30
25 27 27
20
15
10
0 1
INTERPRETATION
satisfied and 1% is dissatisfied to the statement.
TABLE 3.22
TRAINING PROGRAMMES PROVIDED BY THE ORGANIZATION

respondents
2 satisfied 31 52%
4 dissatisfied 0 0%
5 No opinion 4 6%
Total 60 100%
GRAPH 3.22
TRAINING PROGRAMMES PROVIDED BY THE ORGANISATION
60
50 52
40 42
30
20
10
6
0
Very satisfied satisfied Partially0satisfied dissatisfied
0 No opinion
INTERPRETATION
From the above graph it is clear that majority of the respondents are satisfied (52%) and very
satisfied (42%) with the training programmes provided by the organization. Only a few respondents
have no opinion.
TABLE 3.23
OPINION REGARDING FRIENDLYNESS WITHIN THE ORGANISATION

respondents
2 Satisfied 18 30%
4 Dissatisfied 2 4%
Total 60 100%
GRAPH 3.23
OPINION REGARDING FRIENDLINESS WITHIN THE ORGANIZATION
60
50
48
40
30
30
20
18
10
4
0
INTERPRETATION
The graph shows that the friendliness within the organization, majority of the respondents are very
satisfied (48%), 30% are satisfied, 18% are partially satisfied and 4% dissatisfied.
TABLE 3.24
OPINION REGARDING ORGANISATION TRUST

respondents
2 Satisfied 23 38%
Total 60 100%
GRAPH 3.24
OPINION REGARDING ORGANISATION TRUST
40
38
35
35
30
25
20
15 17
10
10
0
INTERPRETATION
The graph shows that the opinion regarding organization trust the respondents have 17 very satisfied,
38% satisfied, 35% partially satisfied and 10% respondents are dissatisfied.
TABLE 3.25
FREEDOM TO WORK

respondents
2 satisfied 21 35%
4 dissatisfied 7 12%
5 No opinion 6 10%
Total 60 1005
GRAPH 3.25
FREEDOM TO WORK
40
35
35
30
28
25
20
15
15
10 12
10
0
INTERPRETATION
The graph shows that the freedom of work, majority of the respondents are satisfied (35%), Vary
satisfied 15% Partially satisfied 28% and others are dissatisfied and no opinion.
TABLE 3.26
WORK LIFE BALANCE

respondents
2 Satisfied 27 45%
4 Dissatisfied 1 2%
Total 60 100%
GRAPH 3.26
WORK LIFE BALANCE
50
45
45
40
35
35
30
25
20
18
15
10
0 2
INTERPRETATION
From the above graph opinion regarding work life balance respondents are satisfied and very
satisfied with 35% and 45% respectively. Others partially satisfied and dissatisfied.
73
TABLE 3.27
OPINION REGARDING RECOGNITION AND COMPETITIVENESS

respondents
2 Satisfied 22 37%
4 Dissatisfied 3 5%
Total 60 100%
GRAPH 3.27
OPINION REGARDING RECOGNITION AND COMPETITIVENESS

40
35 37
35
30
25
23
20
15
10
5
5
0
INTERPRETATION
74
TABLE 3.28
OPINION REGARDING CONFLICT MANAGEMENT

respondents
2 Satisfied 24 40%
4 Dissatisfied 1 2%
Total 60 100%
GRAPH 3.28
OPINION REGARDING CONFLICT MANAGEMENT

50
45
43
40
40
35
30
25
20
15
15
10
0 2
INTERPRETATION
The graph shows that 43% of respondents very satisfied, 40% satisfied,15% respondents partially
75
TABLE 3.29
OPINION REGARDING OPPORTUNITIES FOR CAREER GROWTH

respondents
2 Satisfied 28 47%
Total 60 100%
GRAPH 3.29
OPINION REGARDING OPPORTUNITIES FOR CAREER GROWTH
50
45 47
40
35
30
25 27
20
15
15
10 11
0
INTERPRETATION
The graph shows that the opinion regarding career growth, 27% of respondents very satisfied, 47%
satisfied, 11% respondents partially satisfied, and 15% is dissatisfied.
TABLE 3.30
OPINION REGARDING WORK LOAD

respondents
2 Satisfied 23 38%
Total 60 100%
GRAPH 3.30
OPINION REGARDING WORK LOAD
40
38
35
30
25
24
20
20
18
15
10
0
INTERPRETATION
TABLE 3.31
OPINION REGARDING FREEDOM TO CHOOSE YOUR WORKING TIME

respondents
2 Satisfied 18 30%
Total 60 100%
GRAPH 3.31
OPINION REGARDING FREEDOM TO CHOOSE YOUR WORKING TIME
35
32
30
30
25
25
20
15
13
10
0
Interpretation
The above graph shows opinion regarding freedom to choose your working time respondents that
32% are very satisfied, 30% are satisfied, 25% are partially satisfied and 13% are dissatisfied.
TABLE 3.32
OPINION REGARDING JOB EVALUATION

respondents
1 Good 38 63.3%
2 Bad 22 36.7%
Total 60 100%
GRAPH 3.32
OPINION REGARDING JOB EVALUATION
Chart Title
Good
Bad
Interpretation
The above graph shows opinion regarding job evaluation conducted in the organization, among
which 63.3% feels that the evaluation done was good and 37.7% feels that the evaluation done was
bad.
Chi Square
H0 : There is significant relation between organizational environment and the performance of nursing
staffs.
H1 : There is no significant relation between organizational environment and the performance of the
nursing staffs.
Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square 44.416a 1 0.010104
Likelihood Ratio 52.442 1 .023
Linear-by-Linear Association 43.675 1 02050
N of Valid Casesb 60
Interpretation
The Level of significance is 0.5.

The calculated value is 0.010104
The calculated value is less than the table value, hence, we accept the null hypothesis and
interpret that there is a significant relation between organizational environment and job performance
of the nursing staffs.
CHAPTER 5
SUMMARY FINDINGS AND CONCLUSION
CONCLUSION
The project entitled “A STUDY ON IMPACT OF ORGANISATIONAL CLIMATE AMONG

EMPLOYYES IN RAJIV GANDHI CO-OPERATIVE HOSPITAL, PALAKKAD. The
investigator concentrate on the factors influencing the organizational climate, the level of job
satisfaction of employees and the relationship between factors influencing organizational climate and
the level of job satisfaction . The study was conducted in a 500 bedded hospital. 60 samples were
selected for the study. Structured questionnaire was used for data collection..
The study was conducted with following objectives:
1. To find out the employee perceptive on factors influencing organizational climate
2. To find out the level of job satisfaction among employees
3. To find out the relationship between factors influencing organizational climate and job
satisfaction
The results obtained from the analysis are: based on factors influencing organizational climate and
most of the employees are satisfied with the factors of organizational climate existed in the hospital
 Organizational goal
 Policies
 Function
 Perception of the extent of co organizational constraints
 Rules
 Red tape
 Provide an sense of direction
 Planning of job
 Leadership styles
 Communication to top management
 Employee safety
 Physical space characteristics
 Conformity
 Loyalty
 Impersonality
 Reciprocity
 Freedom to work
 Freedom for exercise authority
 Workload
 Inflexible job schedule
 Freedom to choose working time
 Future chance for promotion
 Opportunities provided for the organizational development and skills and talents
 Training programmer provided by the organization
 Friendliness within the organization
 Support from the top management
 Compete job with co workers
 Senior leaders look out for the best interest in employees
 Top management treat employees with respect
 Top management to do good job of leading your department
 Challenges in job
 Human consideration
 Organizational clarity
 Innovation is valued at their work And they are satisfied with,
 feedback mechanism,
 decision making,
 stress
 Recognition for their job,
 Work pressure,
 Appreciation for their job,
 Opportunities for career growth,
 Conflict management.
The level of job satisfaction among employees and 55% of the staffs are satisfied with their job. In
the third objective determine the relationship between factors influencing organizational climate and
the level of their job satisfaction from that the it found that to be statistically significant.
FINDINGS
 Majority of the respondents were female.

 Most of the respondents were from the age group 20 to 30
 It was found that the majority of the respondents had education of graduation and bellow .
 Majority of the respondents were married
 Most of the respondents were having an experience of 1 to 5 years.
 Majority of the respondents were satisfied with their job..
 It was found that 80 of responds are satisfied with their working hours
 Most of the respondents were aware about the 0rganisational policies.
 It was found that the majority of the respondents were satisfied with the physical space
characteristics (working facilities provided)
 It was found that majority of the respondents partially satisfied with future chance of
promotion.
 It was fond that more than 40% of respondents are dissatisfied with the workload
SUGGESTIONS
 To Provide feedback mechanism

 Involve employees in decision making
 Reduce stress by providing, recreational facilities, entertainments, role plays etc..
 Job recognition for employees
 Work pressure reduced by providing flexible working hours.
 Appreciation for their job by giving gifts...etc..
 Provide Opportunities for career growth
 Implement Conflict management techniques (competing,(collaborating), compromising,
withdrawing, smoothing)
APPENDIX
QUESTIONNAIRE
Name :
1. Sex:
2. Age :
3. What is your qualification?

SSLC Plus two Graduate PG
4. Experience?
Below 1 1 -5 5-10 Above 10
5. Are you satisfied with your job?
Very satisfied Satisfied No Opinion
Partially Satisfied Dissatisfied
6. What is your opinion regarding working environment?
7. What is opinion regarding working hours?
8. What is your opinion regarding organization goals?
9. Could you make clear opinion regarding organisational policies?
10. What is your opinion regarding Rules and regulations?

11. What is your opinion regarding Red Tape (excessive regulation)?
12. Are you satisfied with management support?
13. What is your opinion regarding Leadership process?
14. Are you satisfied with the decision making?
15. How much does the employee safety programmes satisfies you?
16. What is your opinion regarding employee stress?
17. What is your opinion regarding physical space characteristics (working facilities provided)?
18. What is your opinion regarding organisational values and norms?
19. What is your opinion regarding recognition you get for your good work?

20. What is your opinion regarding future chance of promotion?
21. Are you satisfied with the rewards?
22. Are you satisfied with the training programmes provided by the organisation?
23. What is your opinion regarding friendlyness within the organisation?
24. What is your opinion regarding organisation trust?
25. Are you satisfied with the freedom to work?
26. What is your opinion regarding work life balance?
27. What is your opinion regarding recognition and competitiveness?
28. What is your opinion regarding conflict management?


29. What is your opinion regarding opportunities for career growth?
30. What is your opinion regarding work load?
31. What is your opinion regarding freedom to choose your working time?
32. What is your opinion regarding your job evaluation ?
Good Bad
BIBLIOGRAPHY
Books
 Research Methodology: Methods and Techniques - C. R. Kothari
 Organizational Climate and Culture: An Introduction to Theory, Research, and
Practice - Mark G. Ehrhart, Benjamin Schneider, William H. Macey
 Performance Management: Toward Organizational Excellence - T.V Rao
 Hospital Planning: Hospitals: Facilities Planning and Management - GD Kunders.
(BESTone)
WEBSITES
 www.cooperativehospitalpkd.com
 www.allsubject4u.com
 www.researchgate.net

Project On Hospital Organisational Climate

Uploaded by

Copyright:

Available Formats

Project On Hospital Organisational Climate

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project On Hospital Organisational Climate

Uploaded by

Copyright:

Available Formats

CHAPTER 1

According to WHO (World Health Organization), Hospital is a integral part of social

According to the directory of hospitals in India 1998, a hospital is an institution which is

We are living in a world of scientific innovations and

CLASSIFICATION ACCORDING TO THE SERVICE PROVIDED

I. IN- HOME SERVICES

 The outpatient surgery centres

 Minor emergency clinics

 Outpatient dialysis units

 Outpatient birthing centres

CLASSIFICATION ACCORDING TO LENGTH OF STAY

A. SHORT STAY FACILITIES

B. TRADITIONAL ACUTE CARE

A public hospital or government hospital is a hospital which is owned by a government and

A private hospital is a hospital owned by a for profit company or a non-profit organization

 Owned, administered and controlled by government

 Provide free care for patients

 May offer private accommodation for free- paying patient

 The hospital is not meant for profit.

The governmental hospitals are owned by:

a) The ministry of health

d) Health Insurance organization

care and community health.

FUNCTIONS OF THE HOSPITAL

Following are the functions of hospital:

• It is an emerging secondary function for the hospital and concerned with

• It is geared toward providing the preventive services through a community

• It takes an active role to improve the health of the population.

• It is the primary function of the hospital and concerned with providing

• members.eg: physicians, nurses, dieticians.....

• Also include health education to patients.

• Health care equipment and services

• Pharmaceuticals, biotechnology and related life sciences.

DELIVERY OF HEALTH CARE SERVICES

HEALTH CARE INDUSTRY IN INDIA

Some of the major investments in the sector include:

HEALTHCARE & HOSPITAL INDUSTRY OPPORTUNITIES

THE FUTURE OF THE INDUSTRY

RAJIV GANDHI CO-OPERATIVE HOSPITAL

 Co-operative Ayurveda Clinic

Staff working in the different departments of hospital.

Limitations of the study

• Data collection is limited due to Covid pandemic.

Richa Chaudhary, Santosh Rangnekar, Mukesh Kumar Barua: Organizational Climate,

Pritchard and Karasick (1973)

Dimensions of organizational climate

 Provision of an open-door policy. Management's approachability and open communication

a) distinguish the organization from other organizations

c) influence the behavior of people in the organization”.

THEORY OF INDIVIDUAL BEHAVIOUR

Other Climate Type Theories

INFLUENCE OF EXTERNAL ENVIRONMENT ON CLIMATE

Characteristics of Organizational Climate:

2. Abstract and Intangible Concept:

3. Unique and District Identity:

Factors influencing organizational Climate:

1. Organizational Structure: Perceptions of the extent of organizational constraints, rules,

They include the following factors:

DATA ANALYSIS AND INTERPRETATION