PROJECT REPORT

“A STUDY ON EMPLOYEE MOTIVATION AND IT’S IMPACT ON JOB

SATISFACTION IN AMRITA INSTITUTE OF MEDICAL SCIENCES (AIMS) &
RESEARCH CENTRE, KOCHI, KERALA”

Master of Business Administration-New (ODL)

(Human Resource Management)
3rd SEMESTER, JANUARY 2023

(MMPP-001) Project Course

Submitted by:
Name of Candidate : SHAMEENA A
Enrollment No : 2201152800
Regional Centre : Trivandrum (40)
Study Centre : Catholicate College,
Pathanamthitta (1404)
Under the Supervision of : Ms. Parvathy G S
Asst. Professor, Management Studies

Submitted to:

School of Management Studies

Indira Gandhi National Open University
Maidan Garhi
New Delhi – 110068
Website: www.ignou.ac.in
 CERTIFICATE OF ORIGINALITY

This is to certify that the project titled “A STUDY ON EMPLOYEE MOTIVATION AND IT'S
IMPACT ON JOB SATISFACTION IN AMRITA INSTITUTE OF MEDICAL SCIENCES (AIMS)
& RESEARCH CENTRE, KOCHI, KERALA” is an original work of the student and is being
submitted by SHAMEENA A in partial fulfillment for the award of the Master’s Degree in Business
Administration (Human Resource Management) of Indira Gandhi National Open University. This
report has not been submitted earlier either to this university or to any other University/Institution for the
fulfillment of the requirement of a course of study. I affirm that the project is of high academic standards
and is the true reflection of the student’s capability and knowledge in the area of study.

Signature of Supervisor Signature of Student

Place: Thiruvananthapuram Place: Pathanamthitta

Date: Date:
 ACKNOWLEDGEMENT

I am deeply grateful to the almighty for guiding and blessing me throughout this project, and to Ms.
Parvathy G.S for her invaluable guidance, encouragement, and unwavering support at every stage of
the project. Her expertise, insights, and commitment were essential in successfully completing the
project.
My esteemed teachers also provided invaluable guidance, knowledge, patience, and dedication throughout
the research process, which greatly aided in completing the project work.
I am thankful to all those who directly or indirectly supported and encouraged us during the project,
including colleagues, friends, and family. Their unwavering support and guidance were invaluable
throughout the project duration.
In conclusion, I express my sincere gratitude to the almighty and all those who aided and supported me in
completing this project. Their contributions were vital to achieving my goals and enhancing my personal
and professional growth. Their assistance will always be cherished and appreciated.

SHAMEENA A
Enrollment No: 2201152800
 DECLARATION

I affirm that the project work entitled “A STUDY ON EMPLOYEE MOTIVATION AND IT'S
IMPACT ON JOB SATISFACTION IN AMRITA INSTITUTE OF MEDICAL SCIENCES (AIMS)
& RESEARCH CENTRE, KOCHI, KERALA” is entirely my own work, and I have not submitted any
part of it for any other degree program or published it in any form to date. This project is an original work,
and all the sources cited within it have been appropriately acknowledged. I take full responsibility for the
accuracy and authenticity of the information presented in this project.

SHAMEENA A
Enrollment No: 2201152800
 CONTENTS

CHAPTER TITLE PAGE

NUMBER NUMBER
LIST OF TABLES

LIST OF CHARTS
1 INTRODUCTION 01-03

REVIEW OF LITERATURE 04-05

INDUSTRY PROFILE 06

COMPANY PROFILE 07-12

STATEMENT OF THE PROBLEM 13

RATIONALE OF STUDY 13

OBJECTIVE OF THE STUDY 14

SCOPE OF THE STUDY 14

LIMITATIONS OF THE STUDY 14

2 THEORETICAL FRAMEWORK 15
MOTIVATION 16-20

JOB SATISFACTION 20-23

3 RESEARCH METHODOLOGY 24
RESEARCH DESIGN 25

NATURE & SOURCE OF DATA 25

POPULATION,SAMPLE SIZE,SAMPLING 26
TECHNIQUE,TOOLS OF DATA COLLECTION
METHODS OF DATA COLLECTION 27

DRAFTING A QUESTIONNAIRE 27
 PILOT SURVEY 27

DATA ANALYSIS TECHNIQUES 28-31

4 DATA ANALYSIS AND INTERPRETATION 32

33-58
PERCENTAGE ANALYSIS

CHI- SQUARE TEST 59-61

WEIGHTED AVERAGE RANKING METHOD 62-65

CORRELATION 66

5 FINDINGS, RECOMMENDATIONS AND 67

CONCLUSION
FINDINGS 68-69

RECOMMENDATIONS 70

CONCLUSION 71

6 REFERENCES/BIBLIOGRAPHY 72-74

7 ANNEXURE (QUESTIONNAIRE) 75-81

 LIST OF TABLES

TABLE TITLE PAGE

NUMBER NUMBER
4.1.1 Work experience of the respondents 33

4.1.2 Satisfaction of respondents towards salary 34

and increment
4.1.3 Most motivating factor 35

4.1.4 Satisfaction towards financial or financially 36

related reward system
4.1.5 Respondents opinion regarding working 37
condition of the hospital
4.1.6 Satisfaction towards adequacy of welfare 38
facilities provided by the hospital
4.1.7 Quality of respondents relations with 39
superiors, pears and subordinates
4.1.8 Satisfaction towards support from the HR 40
Department
4.1.9 Influence of performance towards 41
incentives and other benefits
4.1.10 Involvement of employees in decision 42
making of the department
4.1.11 Policies and procedures adopted by the 43
company is satisfactory

4.1.12 Career development of performance appraisal 44

system
4.1.13 Learning and career growth opportunities 45
provided by the firm
4.1.14 The firm helps respondents to identify and 46
analyze their abilities, present performance
and prospect for improvement
4.1.15 The image of hospital in public 47

4.1.16 Availability of resources to do 48

job well
4.1.17 Job security given by the hospital 49

4.1.18 Medical facilities extending to respondents 50

and family by the hospital
4.1.19 Delegation of Authority 51

4.1.20 Affordability of job responsibilities 52

4.1.21 Updation of skills and abilities through 53

training and development programmes
4.1.22 Lunch break, rest breaks and leaves 54

4.1.23 Precautions offered to staff while dealing with 55

anycommunicable diseases
4.1.24 The shift work affecting respondents mood 56

4.1.25 Shift work of respondents 57

 LIST OF CHARTS

CHART TITLE PAGE

NUMBER NUMBER
4.1.1 Work experience of the respondents 33

4.1.2 Satisfaction of respondents towards salary and 34

increment
4.1.3 Most motivating factor 35

4.1.4 Satisfaction towards financial or financially related 36

reward system
4.1.5 Respondents opinion regarding working condition of 37
the hospital
4.1.6 Satisfaction towards adequacy of welfare facilities 38
provided by the hospital
4.1.7 Quality of respondents relations with superiors, 39
pears and subordinates
4.1.8 Satisfaction towards support from the HR 40
Department
4.1.9 Influence of performance towards 41
incentives and other benefits
4.1.10 Involvement of employees in decision making of 42
the department
4.1.11 Policies and procedures adopted by the company is 43
satisfactory

4.1.12 Career development of performance appraisal system 44

4.1.13 Learning and career growth opportunities provided 45

by the firm
4.1.14 The firm helps respondents to identify and analyze 46
their abilities, present performance and prospect
for improvement
4.1.15 The image of hospital in public 47

4.1.16 Availability of resources to do job well 48

4.1.17 Job security given by the hospital 49

4.1.18 Medical facilities extending to respondents and 50

family by the hospital
4.1.19 Delegation of Authority 51

4.1.20 Affordability of job responsibilities 52

4.1.21 Updation of skills and abilities through training and 53

development programmes
4.1.22 Lunch break, rest breaks and leaves 54

4.1.23 Precautions offered to staff while dealing with any 55

communicable diseases
4.1.24 The shift work affecting respondents mood 56

4.1.25 Shift work of respondents 57

A STUDY ON EMPLOYEE MOTIVATION AND ITS IMPACT ON JOB SATISFACTION IN AMRITA
INSTITUTE OF MEDICAL SCIENCES & RESEASRCH CENTRE, KOCHI, KERALA

Chapter 1

INTRODUCTION

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1.1 INTRODUCTION
Every organization comes into existence when a number of persons joint hands. All these people
work to achieve some organizational goals. The activities of various individuals will be synchronized
if somebody is there to undertake this work. Management of every enterprise takes up the
responsibility of assigning, supervising and controlling the activities of a person working there.
Management brings human and material resources together for attaining organizational goals.Human
resources are of paramount importance for the success of any organization. Different individual
exhibits similar and dissimilar pattern of behavior. They have their own set of needs, drives, goals,
and experiences. Management should be aware of the requirements.

The term motivation is used to refer to a positive behavior, exhibited by an individual towards his
work, instigated by his activities, longings and wants. Motivation exerts serious effect on the behavior
of an individual. Motivation is an important factor which encourages persons to give their best
performance and help in reaching enterprise goals. Strong motivation will enable the increased output
of employees but a negative motivation will reduce their performance. Any business cannot sustain
without good and committed employees as it is they who significantly contribute to the business
gaining competitive advantage over its competitors, loyal and motivated employees attain utmost
satisfaction in their job and hence, strive hard to ensure that their organization attains all its goals.
Magnitude of motivation can be measured based on the degree of attachment displayed by employees
to their organization. Catering to basic needs may act as a good motivator for some employees while
challenging work environment, good inter-personal and supervisory relationships and supportive top
management might motivate other set of employees. Such motivated employees work with vigour and
excitement, resulting in good degree of job satisfaction.

Job satisfaction has been a subject of interest for psychologists and management practitioners for
distant past and recently, economists have also started getting interested in it. Job satisfaction is a
function of employees liking to come to work and how they get enforced to perform their jobs. It is
an outcome of work environment superseding their expectations and fulfilling their requirements. A
worker who has contributed his maximum to the organization attaining its goals becomes fully
satisfied with his job. Job satisfaction leads to motivation among employees while it can also be said
that motivated employees attain utmost job satisfaction. Job satisfaction among employees might
contribute to customer satisfaction. To survive in this highly competitive globalized market, it is
indispensable to ensure quality production at minimum cost, which can be best accomplished only
through motivated, skilled and satisfied labour fleet.

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The project work entitled “A STUDY ON EMPLOYEE MOTIVATION AND IT'S IMPACT ON
JOB SATISFACTION '' mainly conducted to identify the factors which will motivate the employees
in the AMRITA INSTITUTE OF MEDICAL SCIENCES (AIMS) & RESEARCH CENTRE,
KOCHI, KERALA and observe the employee commitment towards the organizational excellence.
The study will help to get a detailed idea about the motivational factors.

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1.2 REVIEW OF LITERATURE

The following are the literature review by different authors.

Gill, & Mathur (2007)(1)in the paper entitled 'Improving employee dedication and pro-social
behavior stated that as compared to small and medium sized firms, most large firms appear to havea
more professional human resource management system to motivate workers to work with their best
effort or to retain them.

Bratton, J. & Gold, J (2007) (2) in the study entitled Human Resource Management: Theory and
Practice argued that from the context of psychology, economy and human studies, motivation refers
to „a reason or reasons that make a person engages particular behavior‟.

Bjerke Ind N & Paoli D (2007) (3) in the paper entitled 'The impact of aesthetics on employee
satisfaction and motivation' concluded that in the context of management, motivation is very
important to the organizational performance. As compared to other subjects, motivation is viewed
differently in the context of human resource management. From this perspective, it is revealed that
motivation is not possible. This is because you cannot motivate other persons, but what you can do is
to influence what they are.

Gill A(2007)(4)in the study entitled ‘How to update rewards to match employee needs' stated that
incentive motivation is one of the most popular tools to get workers to do what managers want. Many
scholars refer incentive motivation as 'dangling a carrot'.

(5)
Kominis & Emmanuel (2005) stated that if managers want to improve the level of staff
performance, they should attempt to connect the concepts of intrinsic motivation to extrinsic factors. It
is necessary for managers to utilize the concept and practice of intrinsic and extrinsic motivation to
influence workers. This is not just because both ideas can produce a high level of performance, but
they also have a connection to the inner drives of a person.

Yap Bove L & Beverland (2009) (6) concluded that there is a downside of incentive motivation
technique. What will happen after employees get the desired rewards or incentives is the main
question that managers should consider when using this tactic. The potential trap that managers
should expect to encounter when using this motivation tactic is that their workers will continue to
demand a reward to do any task or give their best effort towards the assigned responsibilities.

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Armstrong M (2006)(7) argued that the greater the value of a set of the awards and the higher the
probability that receiving each of these rewards depends upon effort, the greater the effort will be in a
given situation. Armstrong asserts that feedback is an important intrinsic motivational tool. It is
important to note that the effect of feedback on employee motivation is heightened when it is specific
rather than generalized and given in a timely manner.

Morse G (2003) (8) notes that „managers are not as good at judging employee motivation as they think
they are. In fact people from all walks of life seem to consistently misunderstand what drives employee
motivation

Hoppock offered one of the earliest definitions of job satisfaction when he described the construct as
being any number of psychological, physiological, and environmental circumstances which leads a
person to express satisfaction with their job. Smith et al. (1969) defined job satisfaction as the feeling
an individual has about his or her job. Locke (1969) suggested that job satisfaction was a positive or
pleasurable reaction resulting from the appraisal of one‟s job, job achievement, or job experiences.

Vroom (1982) defined job satisfaction as workers‟ emotional orientation toward their current job roles.
Similarly, Schultz (1982) stated that job satisfaction is essentially the psychological disposition of
people toward their work.

Finally, Lofquist and Davis (1991), defined job satisfaction as “an individual‟s positive affective
reaction of the target environment as a result of the individual‟s appraisal of the extent to which his or
her needs are fulfilled by the environment”.

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1.3 INDUSTRY PROFILE

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, rehabilitate, and palliative
care. The modern health care industry is divided into many sectors and depends on interdisciplinary
teams of trained professionals and paraprofessionals to meet health needs of individuals and
populations. The health care industry is one of the world's largest and fastest- growing industries.
Consuming over 10 percent of gross domestic product {GDP} of most developed nations, health care
can form an enormous part of a country's economy.
The health care industry is composed of establishments devoted to prevention, diagnosis, treatment, and
rehabilitation of medical conditions. Such treatment may through providing products or services, and
may be provided privately or publically. The modern health care and sector is divided into many sub-
sectors, and depends on interdisciplinary teams of training professionals and paraprofessionals to meet
health needs of individuals and populations. The health care industry includes establishments ranging
from small-town private practices of physicians who employ only one medical assistant to busy inner-
city hospitals that provides thousands of diverse jobs. Healthcare industry is littered with risks and
challenges as it is an industry that requires constant innovation under increased regulations

1.3.1) GLOBAL SCENARIO

The notion of a global health care industry is a recent phenomenon and although the modern healthcare
industry is becoming more global day by day but because health care has always traditionally been
considered a local industry, specific to individual countries, the practice and development of health care
as an industry across countries vary. ln each country, the health industry has its own history and cycle of
evolution. No globalization of the ancillary healthcare industries, recent technological developments and
standardization of various aspects of the industry is driving the trend towards globalization of healthcare
industry.

The global medical industry is one of the world's fastest growing industries, absorbing over 10% of
gross domestic product of most developed nations. It constitutes of broad services offered by various
hospitals, physicians, nursing homes, diagnostic laboratories, pharmacies and ably supported by drugs,
pharmaceuticals, chemicals, medical equipment, manufactures and suppliers. The medical and health
care industry provides enormous employment opportunities to choose from. Apart from using the
services of medical professionals, this industry also utilizes the expert services of public policy
workers, medical writers, clinical research lab workers, IT professionals, sales/marketing professionals
and health insurance providers.

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1.3.2) INDIAN SCENARIO

Current scenario of health care industry in India is very exciting. Although the presence of public
health care is not only weak but also very less useful. But private sector is growing fast in health
industry in India. The74% of total expense in health care industry in India comes from private sector
and this inadequate public investment in health care infrastructure has given a big opportunity to
private hospitals in huge health care market in India. On the basis of demand of specialized and
quality health care facilities the expansion of health care sector in India is growing fast. This is clear
indication that health care sector in India is capable of providing economic growth and contributing
in building sector. Indian health care sector is currently providing employment to 5 million people
directly and indirectly. Currently health care sector is providing employment in sectors like sales,
marketing, HR, IT and so on.

1.4 COMPANY PROFILE

AMRITA INSTITUTE OF MEDICAL SCIENCES & RESEARCH CENTRE

Amrita Hospital, formerly known as Amrita Institute of Medical Sciences (AIMS) is a tertiary care
Centre based in Kochi, India attached to Amrita University School of medicine. It is one of the
largest medical facilities in the country with a total built-up area of over 3.33 million sq.ft, spread
over 125 acres of land. It is a 1,350-bed hospital which supports an annual patient volume of about
8,00,000 outpatients and 50,000 inpatients. It was inspired by Mata Amritanandamayi and
inaugurated on 17 May 1998 by the then Prime Minister, Atal Bihari Vajpayee. The Mata
Amritanandamayi Math is its parent organization. The medical school is a part of the Health Sciences
campus of Amrita Vishwa Vidyapeetham(Amrita University).

Ron Gottsegen is the executive director and Prem Nair is the medical director of AIMS. Dr.Gireesh
Kumar K.P is the Principal/Dean of AIMS. The hospital enjoys accreditation from the National
Accreditation Board for Testing and Calibration Laboratories (NABL) for its laboratories and the
National Accreditation Board for Hospitals and Healthcare Providers (NABH) for the hospital
overall. In April 2022, Amrita School of Medicine was ranked the eighth best medical college in
India by the Ministry of Human Resource Development in their annual NIRF rankings.

Amrita Hospital at Kochi offers facilities comprising 31 modern operating theatres, 275 equipped
intensive care beds, a fully computerized and networked Hospital Information System (HIS), a fully
digital radiology department, a 24/7 telemedicine service and a clinical laboratory. The healthcare

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infrastructure along with the medical school has a built-up area of 3.33 million sq.ft and is spread
across 125 acres of land. The Amrita University medical school has 17 Centres of Excellence and 29
Speciality Departments supported by 670 faculty members and 4,000 support staff.

The foundation stone for a second Amrita Hospital in Faridabad, Haryana was laid on May 9, 2016 to
serve the Delhi National Capital Region. With 2,400 beds and 81 speciality departments, it is the
India‟s largest private hospital. The new facility was opened on August 24, 2022 by Prime Minister
of India Narendra Modi.

 SERVICES
Amrita Hospital is a tertiary care hospital with all specialities and super specialities under one roof
performing entire range of diagnostic, therapeutic and interventional procedures.

 Diagnostics

 Medical

 Round the clock

 Support

 Surgical

 Therapeutic

 Transfusion Medicine

 Pharmacy

 Nursing Services

 Online doctor consultation

A QUICK GLANCE AT AMRITA HOSPITAL (AIMS) AND RESEARCHCENTRE

 3.33 million sq.ft, spread over 125 acres of land

 Total number of beds : 1,350

 Total intensive care beds : 275

 Total inpatients per year : 50,000

 Total outpatients per year : 8,00,000

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 Total operation theatres : 31

 Total robotic surgery procedures : 3,871

 Total organ transplants : 2,148

DEPARTMENT OF OPHTHALMOLOGY
 Amrita Lasik Services

 Diagnostic equipment such as Humphrey Field analyzer,Ultrasound A scan and B scan,

Fundus camera, Optical coherence tomography (OCT), ERG, Auto refractometer,Hand-held
slit lamp, and Tonometry devices
 Therapeutic equipment including Nd-YAG laser, Phacomachine, LASIK equipment,
Vitrectomy system, Carl Zeiss OPMI Visu 150 microscope and Alcon Constellation vision
system.
 Services provided for retinal diseases, cataract, glaucoma, lid and occuloplasty,cornea and
refractive surgery, squint, low vision aid, paediatric ophthalmology, uveitis and LASIK.

 Community services through ophthalmology camps and free cataract surgeries for low income
individuals.

 Amrita Eye Bank for cornea retrieval and transplantation.

 24/7 ophthalmological emergency management and trauma care.

 Collaboration with the department of Rheumatology for the management of patients with
rheumatological disorders.

DEPARTMENT OF RADIOLOGY
 Department of Radiology at Amrita hospital is one of the finest International centres of its
kind. New high performance equipment together with a hospital-wide, all digital imaging,
archival and retrieval system establishes Amrita Hospital as an important retrieval site. This
state-of-the-art technology facilitates rapid communication and diagnosis.

 Color Doppler and contrast Enhanced Ultrasound Studies

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 Multidetector Computed Tomography (MDCT)

 Magnetic Resonance Imaging (MRI)

 Digital Subtraction angiography Lab

 Digital DR X-ray system

 Mammogram with Tomosynthesis

DEPARTMENT OF CARDIOLOGY

 Echocardiographic Hemodynamic Laboratory

 Nuclear Cardiology
 Endovascular Treatment
 Preventive Cardiology and Rehabilitation
 Emergency Response Team and Heart Station
 Coronary Care Unit (CCU)
 Women‟s Heart Centre (Her Heart)

AMRITA FERTILITY CENTRE

 Ovulation induction/Intra Uterine Insemination (IUI)

 Sperm donor program
 In Vitro Fertilization (IVF)
 Intra Cytoplasmic Sperm Injection (ICSI)
 Semen cryopreservation
 Oocyte and embryo donor progam
 Embryo cryopreservation and Frozen Embryo Transfer (FET)
 Sperm retrieval-PESA/TESA/Micro TESA
 Treatment for sexual dysfunction

BLOOD AND MARROW TRANSPLANTATION DEPARTMENT

 Performs both pediatric and adult blood and marrow transplants.

 One of the fastest-growing stem cell transplant programs in India

 Haploidentical and matched unrelated donor transplants, both of which are first in the state.

 Performs unrelated donor apheresis and has also setup an exclusive unit for Stem Cell-

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Cryopreservation with liquid Nitrogen (N2)

 CD34 detection lab facility

 Registered with Indian Stem Cell Transplant registry and the Asia Pacific Blood and Marrow
Transplantation (APBMT) group.

 Unrelated donor search in collaboration with DKMS (The German Bone Marrow Donor
Center) Germany and DATRI.

 In-house HLA testing.

 First successful treatment for acute blood cancer (myeloid leukemia) in the country through a
relatively new treatment protocol named „Microtransplant‟.

 First ever Haplo Identical or Half Matched Stem Cell Transplantation in the State.

AMRITA ADVANCED CENTRE FOR EPILEPSY

 Surgical Programs like Robotic insertion of Stereo EEG electrodes for mapping seizure focus
and brain functions (the first of India)

 Facilities and expertise in awake surgery to maximize the successful outcomes in brain
surgeries (more than 100 awake surgeries successfully completed to date)

 Extra operative brain mapping

 Image-guidance technology

 Advanced electro corticography

DEPARTMENT OF OTORHINOLARYNGOLOGY (ENT)

 Management of all ear diseases in adults and children, including offering a wide range of
surgical services like tympanoplasty, mastoidectomy, stapedectomy, cochlear implants and
BAHA implants

 Management of CSF otorrhea and facial nerve paralysis are also addressed.

 Special clinics for voice, otology, swallowing, salivary disorders, and snoring

 Comprehensive services in sialology,laryngology,rhinology and airway surgery.

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OTHER AREAS OF SPECIALIZATION

 Plastic Surgery

 Cancer Centre

 Head and Neck Surgery and Oncology

 Plastic and Reconstructive Surgery

 Anesthesiology and Critical Care Medicine

 Dental Care, Dermatology, Perinatology

 General Pediatrics, Neurosciences

 Neonatology, Nephrology

 Gynecology, Vascular and Endovascular Surgery

 Urology and Renal Transplantation

 Robotic Surgery

 Solid Organ Transplant

 Rheumatology and Clinical Immunology

 Speech Pathology and Audiology

SUPPORTIVE FACILITIES
 Amrita Clinical Laboratory Services

 The Center for Digital Health (CDH)

 Pharmacy

 Transfusion Medicine / Blood Bank

 Dietary

 Nurses Services

 Executive Health Scheme

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1.5 STATEMENT OF THE PROBLEM

From the study, the researcher was able to find some of the important factors which motivate the
employees. Factors like financial incentives and non- financial incentives, performance appraisal
system good relationship with co-workers, promotional opportunities in the present job, shift work
have very much effect the level of employee motivation. It is also clear from the study that the
company is so eager in motivating their employees and their present effort for it so far effective.
If the human resources are not properly motivated, the management will not be able accomplish the
desired results. Therefore, human resources should be managed with utmost care to inspire,
encourage and impel them to contribute their maximum for the achievement of the business objectives.

1.6 RATIONALE OF STUDY

Every successful organization is backed by a committed employee base, and the commitment is the
outcome of motivation and job satisfaction. It is the energy that compels employees towards
organizational objective. It would be impossible for the organization to generate performancewithout
commitment. In order to create a competitive advantages organization need to have a competitive
employee policies and practices.

Motivation is an important stimulation which directs human behaviour. No individual has same
attitude or behaviour, hence in midst of this diversity organization are supposed to frame practices
which will be able to satisfy the group and not just an individual. Organization should be able to
identify and evaluate internal motivation which an employee derives from job satisfaction and further
enhance it with external motivation as required for which organization could take note of motivation
theories. In the organization motivation impact the employee performance especially those employee
who have less skills they are motivated more and contribute 100 percent with the work. In the
organization employee job satisfaction contribute a vital role in the making of profit and also
increase the productivity of workers.

The main aim of this study is to find out the employee motivation and its impact on job satisfaction in
AMRITA Hospital (AIMS). The motivation is an important factor which increases the desire
willingness and enthusiasm in workers, to apply their great potentialities for the achievement of
common goals.

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1.7 OBJECTIVES OF THE STUDY

 To study the effectiveness of the techniques adopted by the AMRITA hospital (AIMS) in
employeemotivation.
 To understand the motivation level of employee's.

 To study the effect of job promotion on employees.

 To provide the practical suggestion for the improvement of the organization.

1.8 SCOPE OF THE STUDY

This study was conducted to analyses whether the hospital is providing necessary motivation to the
employees and they are satisfied with it or not. The employees where survived for the purposes of
discovering what factors motivates them the most in their work place. There are many elements that
can impact the employee performance and job satisfaction of the employees, motivation is one of
these elements. Motivating factors and incentives are reasons for employee motivation, and in order to
best evaluate and describe which of these factors are most and least critical to employees. The study
was limited to employees working in the company.

1.9 LIMITATIONS OF THE STUDY

 The sample size was restricted

 Employees are answered on the basis of their views, that is may not be true for all employees.

 The workers were busy with their work.

 Sensitive information was not shared by the company.

 Very limited time–span for doing the project.

 Some of the respondents refused to answer the questionnaire that whether it may affect their job
adversely

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Chapter 2
THEORETICAL FRAMEWORK

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2.1 MOTIVATION
“A motive is an inner state that energizes, activates or moves and direct channel behaviour towards
goal” (Bevelson & Steiner, 1964)
“Motivation is a voluntary activity which governs the choices made by an individual among available
alternatives.” (Vroom, 1964)
“Work motivation is a set of energetic forces that originate both within as well as beyond an
individual‟s being, to initiate work-related behaviour, and to determine its form, direction, intensity,
and duration.” Pinder (1998)
Motivation can be defined as the “driving force behind all the actions of an individual.”The power of an
individual's needs and desires both have a strong influence on the direction of the behaviour.
Motivation: the processes that account for an individual‟s intensity, direction, and persistence of effort
toward attaining a goal, specifically for Organizational Behaviour, toward attaining an organizational
goal.

1. Intensity: how hard a person tries to meet a goal?

2. Direction: efforts are channelled toward organizational goals.

3. Persistence: how long a person maintains effort toward a goal?

The issue of organizational commitment continues to receive attention both from scientists and
practitioners. This interest is evidenced by numerous studies examining the relations between
organizational commitment and its antecedents and outcomes (Griffin & Bateman, 1986; Matthieu &
Zajac, 1990). One of the main reasons for the interest in organizational commitment is its relation to
important organization a outcomes such as turnover (Porter, Steers, Mowday, & Boulian, 1974),
turnover intentions (Shore and Martin, 1989), performance (Meyer, Paunonen, Gellatly, Goffin,&
Jackson, 1989), and absenteeism (Farrell & Peterson, 1984).

2.1.1) TYPES OF MOTIVATION

 Intrinsic motivation is viewed as the motivation to involve in an activity primarily for its own
sake, because the activity is supposed to be interesting, involving, satisfying and challenging.

 Extrinsic motivation is viewed as motivation to involve in an activity primarily for the attainment
of goals outside the primary activity such as praise, recognition, reward, salary increase and
improvement in working conditions.

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2.1.2) THEORIES OF MOTIVATION

1) Maslow’s Hierarchy of Needs Theory

An eminent need theorist, Dr. Abraham H. Maslow formulated the theory of needs known as hierarchy
of needs. Maslow asserts that higher order needs emerge as lower order needs are fully satisfied.
Maslow‟s hierarchy of needs in a pyramid form identifies five levels of individual needs, which are
arranged on order of importance from primary or lower level to secondary of higher level. This is
perhaps the best known and least supported of all motivational theories; Abraham Maslow proposed
that there are five levels of human needs. As each of the lower level needs are satisfied, the next
unsatisfied need becomes dominant. Satisfied needs no longer motivate, only unsatisfied needs
motivate people.

1. Physiological Needs: First order level in the pyramid form, lower order need, includes hunger,
thirst, shelter, sex, and other bodily needs. Lower order needs are satisfied externally, through
forces outside of the person. These needs are the strongest because if deprived, the person would
die.
2. Safety and Security Needs: Safety and security needs emerge after a complete satisfaction of the
first level needs. This lower order need, includes security and protection from physical and emotional
harm. The needs act as a driving force in the individual‟s behaviour. Converging point of the
transformation of physical biological into something safety and security purposes. It includes order,
stability, some thing safety, and security purposes. It includes order, stability, permanence,
tranquillity, and influence on personal, interpersonal, and environmental condition.
3. Social Needs: Social needs in the third level of the pyramid for are called secondary needs. This
upper order need, includes affection, belongingness, acceptance, and friendship. Upper order needs are
satisfied internally, that is, from within the person. In addition it includes affection, affiliation, and
acceptance needs. Individuals have needs to escape feeling loneliness alienation and give or receive
love, affection, and sense of belonging. Both giving and receiving are involved.
4. Esteem / Ego Needs: Ego needs on the fourth level describe the ego integrative process.
Individuals need a stable, firmly based, high level of self-respect, and respect from others in order
to feel satisfied, self-confident, and valuable. Failure to achieve this level would make an
individual‟s ego inferior, weak, helpless, and worthless. This upper order need, includes internal
(self-respect, autonomy, and achievement) and external (status, recognition, and attention) esteem
factors.

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5. Self-actualization Needs: The fifth and final level of secondary needs refers to need for self-
actualization or self-fulfillment, an individual‟s desire to convert his potential into actual needs.
Maslow describes self-actualization as an on-going proves. This upper order need, defined as the
drive to “be all one can be” it includes growth, achieving one‟s potential, and self-fulfillment. Self-
actualizing individuals are devoted to word for something precious to them. They are very fine and
healthy, strong, creative, saint and sagacious individuals. Self-actualization is manifested
differently indifferent people.

2) Alderfer’s ERG Theory

An attempt to simplify Maslow's needs theory was put forward by psychologist Clayton Alderferwith
his ERG theory People are motivated to do things by different needs, of which

Alderfer identified three:

1. Existence Needs - those which give us physical well-being

2. Relatedness Needs - the need for social relationships

3. Growth Needs - the need for personal growth and development.

Clayton Alderfer (cited in Cook, Hunsaker, and Coffey, 1997) formulated a need specific model of
motivation known as ERG theory in terms of growth, relatedness, and existence. Growth impels a
person to make creative, productive, and complete meaningful tasks that have effects on himself and
his environment. Satisfied through using capabilities in dealing with problems develop a higher sense
of wholeness and fullness as a human being.

3) Herzberg’s Two-Factor (Motivation-Hygiene) Theory

Frederick Herzberg (cited in Wagner III and Hollenbeck, 1998) was the first to show that satisfaction
and dissatisfaction at work nearly always arose from the two major factors and was not merely
contrasting reactions to the same factors as had always previously been believe. Frederick Herzberg
proposed that an individual‟s relation to work is basic and that one‟s attitude toward work can very
well determine success or failure. In other words, things that people feel good about at work are
motivating and those things they don‟t feel good about are de-motivating. Based on Herzberg‟s basic
assumption that man has two sets of needs; i) as an animal to avoid pain; ii), as a human being to grow
psychologically.

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2.1.3) PROCESS OF MOTIVATION

1. Identify Unsatisfied Needs and Motives.

2. Tension.

3. Action to satisfy needs and motives.

4. Goal accomplishment.

5. Feedback.

1. Identify Unsatisfied Needs and Motives

The first process of motivation involves unsatisfied needs and motives. Unsatisfied needs activated
by internal stimuli such as hunger and thirst. They can also be activated by external stimuli such as
advertisement and window display.
2. Tension

Unsatisfied needs create tension in the individual. Such tension can be physical, psychological, and
sociological. In this situation, people try to develop objects that will satisfy their needs.

3. Action to satisfy needs and motives

Such tension creates a strong internal stimulus that calls for action. The individual engages in
activities to satisfy needs and motives for tension reduction. For this purpose, alternatives like
searches and choices are made; the action can be hard work for earning more money.
4. Goal accomplishment

Action to satisfy needs and motives accomplishes goals. It can be achieved through reward and
punishment. When actions are carried out as per the tensions, then people are rewarded others are
punished. Ultimately goals are accomplished.

5. Feedback

Feedback provides information for revision or improvement or modification of needs as needed.

Depending on how well the goal is accomplished their needs and motives are modified. Drastic
changes in environment necessitate the revision and modification of needs. Usually, performance is
determined by;

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1. Ability,

2. Environment and

3. Motivation.

If any of these three factors is missing or deficient, effective performance is impossible. A manager
may have the most highly qualified employees under him and provide them with the best possible
environment, but effective performance will not result unless the subordinates are motivated to
perform well. Therefore, management can do its job effectively only through motivating employees
to work for the accomplishment of organizational objectives.

2.2 JOB SATISFACTION

Job satisfaction refers to person‟s feeling of satisfaction on the job, which acts as a motivation to
work. It is not the self- satisfaction, happiness or self- contentment but the satisfaction on the job.
Job satisfaction represents a combination of positive or negative feelings that workers have towards
their work. Job satisfaction can be defined also as the extent to which a worker is content with the
rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation.

Job satisfaction relates to the total relationship between an individual and the employer for which is
paid. Satisfaction means the simple feeling of attainment of any goal or objective. Job dissatisfaction
brings an absence of motivation at work. Research workers differently describe the factors
contributing to job satisfaction and job dissatisfaction. Hoppock describes job satisfaction as, any
combination of psychological, physiological and environmental circumstances that cause and person
truthfully to say I am satisfied with my job.

Job satisfaction is defined as the, “pleasurable emotional state resulting from the appraisal of one‟s
job as achieving or facilitating the achievement of one‟s job values.” In contrast job dissatisfactionis
defined as “the un pleasurable emotional state resulting from the appraisal of one‟s job as frustrating
or blocking the attainment of one‟s job values or as entailing disvalues.” However, both satisfaction
and dissatisfaction were seen as, “a function of the perceived relationship between what one
perceives it as offering or entailing.

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2.2.1) IMPORTANCE – JOB SATISFACTION

Job satisfaction is a frequently studied subject in work and organizational literature. This is mainly
due to the fact that many experts believe that job satisfaction trends can affect labour market
behaviour and influence work productivity, work effort, employee absenteeism and staff turnover.
Moreover, job satisfaction is considered a strong predictor of overall individual well-being, as well as
a good predictor of intentions or decisions of employees to leave a job.
Job satisfaction is also important in everyday life. Organizations have significant effects on the
people who work for them and some of those effects are reflected in how people feel about their
work. This makes job satisfaction an issue of substantial importance for both employers and
employees.
As many studies suggest, employers benefit from satisfied employees as they are more likely to profit
from lower staff turnover and higher productivity if their employees experience a high level of job
satisfaction. However, employees should also „be happy in their work, given the amount of time they
have to devote to it throughout their working lives‟.

2.2.2) FACTORS – JOB SATISFACTION

There are different factors on which job satisfaction depends.Important

among them are discussed here under:

(i) Personal Factors:

They include workers‟ sex, education, age, marital status and their personal characteristics, family
background, socio-economic background and the like.

(ii) Factors Inherent in the Job:

These factors have recently been studied and found to be important in the selection of employees.
Instead of being guided by their co-workers and supervisors, the skilled workers would rather like to
be guided by their own inclination to choose jobs in consideration of „what they have to do‟. These
factors include- the work itself, conditions, influence of internal and external environment on the job
which are uncontrolled by the management, etc.
(iii) Factors Controlled by the Management:

The nature of supervision, job security, kind of work group, and wage rate, promotional opportunities,
and transfer policy, duration of work and sense of responsibilities are factors controlled by
management.

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All these factors greatly influence the workers. These factors motivate the workers and provide a
sense of job satisfaction.
Though performance and job satisfaction are influenced by different set of factors, these two can be
related if management links rewards to performance. It is viewed that job satisfaction is a
consequence of performance rather than a cause of it.
Satisfaction strongly influences the productive efficiency of an organisation whereas absenteeism,
employee turnover, alcoholism, irresponsibility, non- commitment are the result of job
dissatisfaction. However, job satisfaction or dissatisfaction forms opinions about the job and the
organisation which result in boosting up employee morale.

2.2.3) VARIABES – JOB SATISFACTION

Several studies have been carried out in the past of determine the correlates of high and low job
satisfaction. These studies have related job satisfaction to two types of variables- organizational and
personal.
Findings with regard to some of these variables are given below:

I. Organizational Variables:

(1) Occupational Level:

The higher level of the job, the greater the satisfaction of the individual. This is because higher level
jobs carry greater prestige and self-control. This relationship between occupational level and job
satisfaction stems from social reference group theory in that our society values some jobs more than
others.
Hence, people in valued jobs will like them more than those who are in non-valued jobs. The
relationship may also stem from the need fulfilment theory. People in higher level jobs find most of
their needs satisfied than when they are in lower level ones.
(2) Job Content:

Greater the variation in job content and the less the repetitiveness with which the tasks must be
performed, the greater the satisfaction of the individuals involved. Since job content in terms of
variety and nature of tasks called for is a function of occupational level, the theoretical arguments
given above apply here also.
(3) Considerate Leadership:

People like to be treated with consideration. Hence considerate leadership results in higher job
satisfaction than inconsiderate leadership.

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(4) Pay and Promotional Opportunities:

All other things being equal these two variables are positively related to job satisfaction.

(5) Interaction in the Work Group:

Here the question is- when is interaction in the work group a source of job satisfaction and when it
is not?
Interaction is most satisfying when:

(i) It results in the cognition that other person‟s attitudes are similar to one‟s own, since this permits
the ready calculability of the other‟s behaviour and constitutes a validation of one‟s self;
(ii) It results in being accepted by others; and

(iii) It facilitates the achievement of goals.

II. Personal Variables:

For some people, it appears most jobs will be dissatisfying, irrespective of the organizational
conditions involved, whereas for others, most jobs will be satisfying. Personal variables like age,
educational level, sex, etc., are responsible for this difference.

1. Age:

Most of the evidence on the relation between age and job satisfaction, holding such factors as
occupational level constant, seems to indicate that there is generally a positive relationship between
the two variables up to the preretirement years and then there is a sharp decrease in satisfaction.
An individual aspires for better and more prestigious jobs in later years of his life. Finding his
channels for advancement blocked his satisfaction declines.
2. Educational Level:

With occupational level held constant there is a negative relationship between the educational level
and job satisfaction. The higher the education, the higher the reference group which the individual
looks to for guidance to evaluate his job rewards.
3. Sex:

There is as yet no consistent evidence as to whether women are more satisfied with their jobs than
men, holding such factors as job and occupational level constant. One might predict this to be the
case, considering the generally lower occupational aspiration of women.
Many other correlates of job satisfaction have been found by several other studies. Thus, Stagner,
Flebbe and Wood in their study of 715 male unionized rail-road workers done in 1952 have found
general working conditions, union management relations, general quality of supervision and
grievance handling procedure as correlates of job satisfaction.

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Chapter 3
RESEARCH METHODOLOGY

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3.1 RESEARCH METHODOLOGY

In pursuance of the above objectives, the following methodology was used for this study. The study is
conducted empirically using both primary and secondary data. Primary data are collected with the help
of well-structured questionnaires. The secondary data is collected through company publications,
journals, books, magazines, company‟s website, internet, newspapers, etc. and these were used to
substantiate the information. Around 100 potential employees at Amrita Hospital were surveyed to
understand the employee motivation and its impact on job satisfaction.

3.2 RESEARCH DESIGN

A Research Design is the set of methods and procedures used in collecting and analyzing measures of
the variables specified in the problem research.
In this study descriptive research has been used. It help provide answers to the questions of who, what,
when, where, and how associated with a particular research problem; a descriptive study cannot
conclusively ascertain answers to why. Descriptive research is used to obtain information concerning
the current status of the phenomena and to describe what exists with respect to variables or conditions
in a situation.

3.3 NATURE & SOURCE OF DATA

The sources of data used in this study are:

1. Primary Data

2. Secondary Data

3.3.1) PRIMARY AND SECONDARY DATA

 Primary Data
Primary data is data that is collected by a researcher from first-hand sources, using methods like
surveys, interviews, or experiments. It is collected with the research project in mind, directly
fromprimary sources.

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Methods using in primary data are;

 Interview
 Observation
 Questionnaires

 Secondary Data
Secondary data refers to data that is collected by someone other than the user. Collection of
secondary data had the advantage of being less expensive and less time consuming. Careful
scrutiny must be made before using secondary data. The secondary data collected should be
suitable, adequate and reliable.
Methods / Sources for collecting secondary data:
 Books
 Journals
 Magazines
 Company Websites

3.4 POPULATION
The Population of the study constitutes employees in Amrita Institute of Medical Sciences (AIMS) &
Research Centre, Kochi, Kerala.

3.5 SAMPLE SIZE

A total of 100 respondents were used for the study. Sample size is determined based on the cost of
data collection, and based on sufficient statistical power.

3.6 SAMPLING TECHNIQUE

Convenience sampling method is used for selecting the sample.

3.7 TOOLS OF DATA COLLECTION

A well-structured questionnaire is used among employees for data collection. Because, questionnaires
offer a fast, efficient and inexpensive means of gathering large amount of information from sizeable
sample volumes and thus helps to achieve the objectives of the study.

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3.8 METHODS OF DATA COLLECTION

This study is undertaken with the help of methods of data collections such as primary as well as
secondary data.
Primary data are collected through well-structured Questionnaires (for employees).
Secondary data is collected through company publications, journals, books, magazines, company‟s
website, internet, newspapers, etc.

3.9 DRAFTING A QUESTIONNAIRE

QUESTIONNAIRE
A questionnaire is a research instrument consisting of a series of questions (or other types of
prompts) for the purpose of gathering information from respondents.

DRAFTING A QUESTIONNAIRE
The questionnaire is an important tool for gathering primary data. Poorly constructed questions can
result in large errors and invalidate the research data. So, significant effort should be put into the
questionnaire design. In this project I am formulated the questionnaire in the following manner:-

 At the top of the survey questionnaire was formulated to take the project details and also
builder‟s details of the project.
 Questionnaire was formulated containing 26 questions.
 Questions are formulated to meet the objectives of this project study

3.10 PILOT SURVEY

A pilot study is a small scale preliminary study conducted in order to evaluate feasibility, duration,
cost, adverse events, and improve upon the study design prior to performance of a fill-scale research
project. A pilot survey is a strategy used to test the questionnaire using a smaller sample compared to
the planned sample size. In this phase of conducting a survey, the questionnaire is administered to a
percentage of the total sample population, or in more informal cases just to a convenience sample.
From the framed questionnaire, to test the validity of the questionnaire, the questionnaire is
distributed among 10 employees. From the filled questionnaire, some rectifications have been made
by the responds of the respondents.

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3.11 DATA ANALYSIS TECHNIQUES

Percentage Analysis, Chi-square test, Weighted Average Ranking Method and Correlation Coefficient
Analysis are used as the statistical tools of analysis for this study. These techniques help to determine
whether the data are significantly different from what we expected. Thus, helps to provide the practical
suggestion for the improvement of the organization. Tables and Charts are used for presentation.

1. Percentage Analysis

2. Chi-Square Test

3. Weighted average method

4. Correlation Coefficient Analysis

3.11.1) PERCENTAGE ANALYSIS

Percentage analysis is one of the basic statistical tools which is widely used in analysis and
interpretation of primary data. It deals with the number of respondents response to a particular question
is percentage arrived from the total population selected for the study.

Percentage Analysis is the method to represent raw streams of data as percentage (a part in 100-
percentage) for better understanding of collected data. This form of analysis looks at raw streams ofdata
in the form of percentage. This is done to learn about the data collected.

The percentage method is used for comparing certain features. The collected data represented in the
form of tables and graphs in order to give effective visualization of comparison made.

Percentage ×100

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3.11.2) CHI-SQUARE TEST

The Chi-Square test is a statistical procedure used by researchers to examine the difference between
categorical variables in the same population. The chi-square distribution has many uses in the field of
testing of hypothesis. It helps to test whether a population has given variance. It also helps to test
goodness of fit of a theoretical distribution to an observed distribution and in testing independence of
attributes in a contingency table. Any statistical test that uses the chi square distribution can be called
as chi square test. Chi square test is conducted as a statistical test to investigate difference. The chi
square measures the difference between a statistically generated expected results and an actual to see if
there is a statistically difference between them. It measures the goodness of fit between an unexpected
and an actual result. Formula for chi square test is

Chi square( ²=Σ (O-E)^2/E

Where, O= Observed sample in each category

E= Expected frequency in corresponding category

CHI SQUARE TEST DEGREE OF FREEDOM

The degree of freedom for chi square test is equal to the difference between degree of freedom
associated with the models. Each type of two tables has its own chi square distribution, depending on
the number of row and columns. And each chi square distribution is identified by its degree of freedom.
The degree of freedom for the chi-square are calculated using the following formula; df=(r-1)(c-1)
where “r” is the number of rows and “c” is the number of columns. If the observed chi-square test
statistic is greater than the critical value, the null hypothesis can be rejected.

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CHI SQUARE GOODNESS OF FIT TEST

Chi-square goodness of fit test is a non-parametric test that is used to find out how the observed
value of a given phenomena is significantly different from the expected value. Then the numbers of
points that fall into the interval are compared, with the expected numbers of points in each interval. This
test applicable when the observations are independent (random) and the total frequency shouldbe large.
This is used to test association of variables in two- way tables where the assumed model of
independence is evaluated against the observed data. The chi square goodness of fit test is that itcan be
applied to any univariate distribution to which you can calculate cumulative distribution function.
The chi square goodness of fit test can be distributions such as the binomial and poison.

3.11.3) WEIGHTED AVERAGE ANALYSIS

Weighted average mean in which each item being averaged is multiplied by a number (weight) based on
the item‟s relative importance. The result is summed and the total is divided by the sum of the weights.
Weighted averages are used extensively in descriptive statistical analysis such as index numbers. Also
called weighted mean.

However, this only works when all the items are weighted equally. For example, to calculate your
average monthly electricity bill for a year, it would make sense to add up the billed amounts for the
previous twelve months and divide by twelve, since each bill cycle is roughly the same period of time
(one month).weighted average, which is an average where each value has a specific weight or
frequency assigned to it, to calculate your grade. The equation for weighted average method is:
W= weight of ranked position, X= response count of answer choice

Weights are applied in reverse. In other words, the respondent‟s most preferred choice (which they rank
as 1) has the largest weight, and their least preferred choice (which they rank in the last position) has a
weight of 1. You can‟t change the default weight.

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CORRELATION
Correlation analysis is a statistical method used to evaluate the strength of relationship between two
quantitative variables. A high correlation means that two or more variables have a strong relationship
with each other, while a weak correlation means that the variables are hardly related.
If the value of two variables moves in the same direction we can say that two variables are said to be
Positively correlated. If increase in the rate of one variable leads to the decrease in the rate of another
variable or two variables travels in opposite direction it is said to be negatively correlated.

3.11.4) CORRELATION COEFFICIENT ANALYSIS

Correlation coefficient is used to find out the strength of relation or degree or intensity of relation
between two variables. The value of correlation coefficient value lies between -1 and +1. If the
correlation coefficient value is +1 then two variables are having a pure positive correlation and if
correlation coefficient value is -1 then two variables are having negative correlation. If correlation
coefficient is 0 we can say no correlation exists between two variables. The formula for finding the
coefficient correlation is

AREA OF STUDY

The area of study used for the research is Amrita Institute of Medical Sciences (AIMS) & Research
Centre, Kochi, Kerala. The rationale of choosing Amrita Hospital as the area of study is; the health care
industry is one of the world's largest and fastest- growing industries. Amrita Hospital is one of the
largest healthcare facilities in the country. A study on employee motivation and its impact on job
satisfaction can be done perfectly in such an organization were the employees are a part of team of
experts provides top-notch medical treatment with empathy using the most advanced technology.

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Chapter 4
DATA ANALYSIS AND INTERPRETATION

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4.1 PERCENTAGE ANALYSIS

4.1.1) TABLE SHOWING THE DETAILS REGARDING WORK EXPERIENCE

Years No: of respondents Percentage

0-5 years 16 16
5-10 years 28 28
10-15 years 31 31
15-20 years 16 16
More than 20 years 9 9
Total 100 100

4.1.1) CHART SHOWING THE DETAILS REGARDING WORK EXPERIENCE

35

30

25
No:of Respondents

20

15

10

0
0-5 years 5-10 years 10-15 years 15-20 years More than 20
years
Years

INTERPRETATION

From the above table it is very clear that 16% of the respondents associated with the years of
experience between 0-5 years, another 28% of the respondents associated with the years between 5-
10 years, 31% of the respondents associated with the years between 10-15 years, 16% of the
respondents associated with the years between 15-20 years and the remaining 9% of the
respondents associated with the years of more than 20 years.

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4.1.2) TABLE SHOWING SATISFACTION OF RESPONDENTS TOWARDS SALARY

AND INCREMENT

Years No: of respondents Percentage

Strongly agree 15 15

Agree 45 45

Neutral 20 20

Disagree 18 18

Strongly disagree 2 2

Total 100 100

4.1.2) CHART SHOWING SATISFACTION OF RESPONDENTS TOWARDS SALARY

AND INCREMENT

50
45
40
35
No:of Respondents

30
25
20
15
10
5
0
strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

It is clear that 45% of the respondents are agreeing that they are satisfied with the present salary and
increment, 20% have neutral opinion, 18% are disagreeing with the statement, and 15% strongly
agree that they are satisfied with the present salary and the remaining 2% strongly disagreeing with
the above statement.

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4.1.3) TABLE SHOWING THE MOST MOTIVATING FACTOR

Incentives No: of respondents Percentage

Financial incentives 75 75

Non-Financial incentives 20 20

5 5
Both
100 100
Total

4.1.3) CHART SHOWING THE MOST MOTIVATING FACTOR

80

70

60
No:of Respondents

50

40

30

20

10

0
Financial Incentives Non-Financial Incentives Both
Incentives

INTERPRETATION

From the above table it is very clear that 75% of the respondents agreeing that financial will be the
most motivating factor for them, 20% opinion is that they prefer Non-Financial incentives as their
motivating factor and the 5% are replying both factors are satisficing.

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4.1.4) TABLE SHOWING SATISFACTION TOWARDS FINANCIAL OR FINANCIALLY

RELATED REWARD SYSTEM

Response No :of respondents Percentage

Strongly agree 28 28

Agree 40 40

Neutral 12 12

Disagree 8 8

Strongly disagree 12 12

Total 100 100

4.1.4) CHART SHOWING SATISFACTION TOWARDS FINANCIAL OR

FINANCIALLY RELATED REWARD SYSTEM

45

40

35
No:of Respondents

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

From the above table, it is clear that 48% of the respondents are agreeing with the financial or
financially related system offered by the organization is fair and satisfactory, 28% of the
respondents are strongly agreeing, and 40% are agreeing the statement and 12% are giving neutral
opinion. 8% of them are disagreeing and 12% are strongly disagreeing.

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4.1.5) TABLE SHOWING RESPONDENTS OPINION REGARDING WORKING

CONDITION OF THE HOSPITAL.

Response No: of response Percentage

Strongly agree 25
25
Agree 45
45
Neutral 17 17

Disagree 10
10
Strongly disagree 3
3
Total 100
100

4.1.5) CHART SHOWING RESPONDENTS OPINION REGARDING WORKING

CONDITION OF THE HOSPITAL

50
45
40
35
No:of Respondents

30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

From the above table, it is clear that 45% of the respondents are agreeing that the hospital is
maintaining a clean and pleasant working conditions, 25% of the respondents have strongly agree,
17% of them are neutral opinion, 10% are disagreeing and the remaining 3% are strongly
disagreeing with the statement.

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4.1.6) TABLE SHOWING THE DETAILS REGARDING SATISFACTION

TOWARDSADEQUACY OF WELFARE FACILITIES PROVIDED BY THE
HOSPITAL

Response No: of respondents Percentage

Strongly agree 10 10

Agree 38 38

Neutral 30 30

Disagree 20 20

Strongly disagree 2 2

Total 100 100

4.1.6) CHART SHOWING THE DETAILS REGARDING SATISFACTION TOWARDS

ADEQUACY OF WELFARE FACILITIES PROVIDED BY THE HOSPITAL

40

35

30
No:of Respondents

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

It is clear that 38% of the respondents are agreeing with that welfare facilities provided by the
hospital are adequate and it is satisfactory, 10% of the respondents are strongly agreeing, 20% of
them have Disagree, and 30% are neutral opinion. 2% are strongly disagreeing.

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4.1.7) TABLE SHOWING THE QUALITY OF RESPONDENTS

RELATIONSWITH SUPERIORS, PEARS, AND SUBORDINATES

Response No: of response Percentage

Strongly agree 26 26

Agree 39 39

Neutral 7 7

Disagree 15 15

Strongly disagree 13 13

Total 100 100

4.1.7) CHART SHOWING THE QUALITY OF RESPONDENTS RELATIONS WITH

SUPERIORS, PEARS, AND SUBORDINATES

45

40

35
No:of Respondents

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

From the above table, regarding the employee relations with his/her superior, peers and
subordinates, it is clear that 39% of the respondents are agreeing, 26% of them are strongly
agreeing, 15% are disagreeing, 13% are strongly disagreeing and the remaining 7% have neutral
opinion.

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4.1.8) TABLE SHOWING THE DETAILS REGARDING SATISFACTION TOWARDS

SUPPORT FROM THE HR DEPARTMENT

Response No: of response Percentage

2 2
Highly satisfied
11 11
Satisfied
60 60
Neutral
20 20
Dissatisfied
7 7
Highly dissatisfied

Total 100 100

4.1.8) CHART SHOWING THE DETAILS REGARDING SATISFACTION TOWARDS

SUPPORT FROM THE HR DEPARTMENT

70

60

50
No:of Respondents

40

30

20

10

0
Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-
satisfied
Response

INTERPRETATION

From the above table, regarding the support from the HR department towards employees.60% are
given neutral opinion for the statement.20% are disagreeing.11% are satisfied with that and 7% are
poling highly dissatisfied remaining 2% are highly satisfied the support from the HR department.

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4.1.9) TABLE SHOWING THE DETAILS REGARDING INFLUENCE OF

PERFORMANCE TOWARDS INCENTIVES AND OTHER BENEFITS

Response No: of response Percentage

Influence 80 80

Does not influence 5 5

No opinion 15 15

Total 100 100

4.1.9) CHART SHOWING THE DETAILS REGARDING INFLUENCE OF

PERFORMANCE TOWARDS INCENTIVES AND OTHER BENEFITS

90

80

70
No:of Respondents

60

50

40

30

20

10

0
Influence Does not influence No opinion
Response

INTERPRETATION

From the above table 80% of the respondents are agreeing that the incentives and other benefits
influence the performance.15% have no opinion about the statement and remaining 5% are
responding that does not influence.

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4.1.10) TABLE SHOWING DETAILS REGARDING INVOLVEMENT OF DECISION

MAKING OF THE DEPARTMENT

Response No: of response Percentage

Yes 10 10

No 55 55

Occasionally 35 35

Total 100 100

4.1.10) CHART SHOWING DETAILS REGARDING INVOLVEMENT OF DECISION

MAKING OF THE DEPARTMENT

60

50
No:of Respondents

40

30

20

10

0
Yes No Occasionally
Response

INTERPRETATION

From the table 55% are responding that there is no involvement in the decision making. And 35%
are poling that occasionally and remaining 10% responding that they are involving in the decision
making of the department.

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4.1.11) TABLE SHOWING THE DETAILS REGARDING POLICIES AND

PROCEDURES ADOPTED BY THE COMPANY IS SATISFACTORY

Response No: of response Percentage

Strongly agree 26 26

Agree 33 33

Neutral 20 20

Disagree 15 15

Strongly disagree 6 6

Total 100 100

4.1.11) CHART SHOWING THE DETAILS REGARDING POLICIES AND

PROCEDURES ADOPTED BY THE COMPANY IS SATISFACTORY

35

30

25
No:of Respondents

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

It is clear that 33% of the respondents are agreeing that policies and procedures adopted by the
company are satisfactory, 26% are strongly agreeing, 20% have a neutral opinion, 15% are
disagreeing and 6% are strongly disagreeing.

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4.1.12) TABLE SHOWING CLARITY, EFFECTIVENESS AND ENHANCING

CARRIER DEVELOPMENT OF PERFORMANCE APPRAISAL SYSTEM

Response No: of response Percentage

Strongly agree 16 16

Agree 51 51

Neutral 23 23

Disagree 4 4

Strongly disagree 6 6

Total 100 100

4.1.12) CHART SHOWING CLARITY, EFFECTIVENESS AND ENHANCING

CARRIER DEVELOPMENT OF PERFORMANCE APPRAISAL SYSTEM.

60

50
No;of Respondents

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

It is clear that 51% of the respondents are a agreeing about the performance appraisal system of
the hospital is clear, effective and enhancing carrier development.,16% of the respondents are
strongly agreeing, 4% of them are disagreeing, 6% are strongly disagreeing and 23% are neutral
opinion.

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4.1.13) TABLE SHOWING LEARNING AND CARRIER GROWTH OPPORTUNITIES

PROVIDED BY THE FIRM FOR RESPONDENTS PERSONAL GROWTH AND
PERFORMANCE

Response No: of response Percentage

Always 68 68

Sometimes 30 30

Never 2
2

Total 100 100

4.1.13) CHART SHOWING LEARNING AND CARRIER GROWTH OPPORTUNITIES

PROVIDED BY THE FIRM FOR RESPONDENTS PERSONAL GROWTH AND
PERFORMANCE

80

70

60
No:of Respondents

50

40

30

20

10

0
Always Sometimes Never
Response

INTERPRETATION

It is clear that 68% of the respondents is agreeing that their job always provides learning and carrier
growth opportunities to their personal growth and performance, 30% of the respondents are
agreeing the statement to some extent while the remaining 2% are neglecting.

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4.1.14) TABLE SHOWING WHETHER THE ORGANIZATION HELPS

RESPONDENTS TO IDENTIFY AND ANALYZE THEIR ABILITIES,
PRESENT PERFORMANCE AND PROSPECT FOR IMPROVEMENT

Response No: of response Percentage

Strongly agree 40 40

Agree 22 22

Neutral 4 4

Disagree 20 20

Strongly disagree 14 14

Total 100 100

4.1.14) CHART SHOWING WHETHER THE ORGANIZATION HELPS

RESPONDENTS TO IDENTIFY AND ANALYZE THEIR ABILITIES,
PRESENT PERFORMANCE AND PROSPECT FOR IMPROVEMENT

45

40

35
No:of Respondents

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

It is clear that 40% of the respondents are strongly agreeing that organization helps the respondents
to identify and analyze the abilities, 22% of the respondents are agreeing, 20% of them are
disagreeing, 14% are strongly disagreeing and remaining 4% have neutral opinion.

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4.1.15) TABLE SHOWING OPINION OF RESPONDENTS REGARDING THE IMAGE

OF HOSPITAL IN PUBLIC

Response No: of response Percentage

Excellent 30 30

Good 55 55

Average 10 10

Poor 5 5

Very poor 0 0

Total 100 100

4.1.15) TABLE SHOWING OPINION OF RESPONDENTS REGARDING THE IMAGE

OF HOSPITAL IN PUBLIC

60

50
No:of Respondents

40

30

20

10

0
Excellent Good Average Poor Very Poor
Response

INTERPRETATION

from the above table, it is clear that, 30% of the respondents agreeing that the hospital is having an
excellent image in the public , 55% are saying good,10% are saying average, 5% are saying poor
and no one is saying very poor.

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4.1.16) TABLE SHOWING THE DETAILS REGARDING AVAILABILITY OF

RESOURCES TO DO JOB WELL

Response No: of response Percentage

Excellent 45 45

Good 35 35

Average 15 15

Poor 5 5

Very poor 0 0

Total 100 100

4.1.16) CHART SHOWING THE DETAILS REGARDING AVAILABILITY OF

RESOURCES TO DO JOB WELL

50
45
40
35
No:of Respondents

30
25
20
15
10
5
0
Excellent Good Average Poor Very Poor
Response

INTERPRETATION

It is clear that 45% of the respondents are saying that availability of resources is excellent, 35%
opinion is good, 5% saying poor, 15% opinion is average and no opinion is very poor regarding
the availability of resources to do their job.

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4.1.17) TABLE SHOWING THE OPINION REGARDING JOB SECURITY GIVEN BY

THE HOSPITAL

Response No: of response Percentage

Excellent 10 10

Good 35 35

Average 20 20

Poor 30 30

Very poor 5 5

Total 100 100

4.1.17) CHART SHOWING THE OPINION REGARDING JOB SECURITY GIVEN BY

THE HOSPITAL

40

35

30
No:of Respondents

25

20

15

10

0
Excellent Good Average Poor Very Poor
Response

INTERPRETATION

It is clear that 35% of respondents are good with the job security given by the company, 30% of
the respondents are saying poor, 20% are saying average,10% are saying excellent, and 5% are
saying very poor opinions .

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4.1.18) TABLE SHOWING THE DETAILS REGARD MEDICAL FACILITIES

EXTENDING TO RESPONDENTS AND FAMILY BY THE HOSPITAL

Response No: of response Percentage

Excellent 30 30

Good 26 26

Average 20 20

Poor 15 15

Very poor 9 9

Total 100 100

4.1.18) CHART SHOWING THE DETAILS REGARD MEDICAL FACILITIES

EXTENDING TO RESPONDENTS AND FAMILY BY THE HOSPITAL

35

30

25
No:of Respondents

20

15

10

0
Excellent Good Average Poor Very Poor
Response

INTERPRETATION

It is clear that 30% of the respondents are saying medical facilities extending to respondents and
respondents families by the hospital is excellent, 26% are saying good, 20% are saying average,
15% are saying poor and remaining 9% are saying very poor.

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4.1.19) TABLE SHOWING THE DETAILS REGARDING DELEGATION OF

AUTHORITY

Response No; of response Percentage

Strongly agree 15 15

Agree 20 20

Neutral 30 30

Disagree 14 14

Strongly disagree 21 21

Total 100 100

4.1.19) CHART SHOWING THE DETAILS REGARDING DELEGATION OF

AUTHORITY

35

30

25
No:of Respondents

20

15

10

0
Strongly Agree Agree Neutral Disagree Srongly Disagree
Response

INTERPRETATION

From the above tale, it can be inferred that 30% of the respondents have the opinion that
delegation of authority is quite common and it encourages junior staffs while 21% are strongly
disagreeing, 20% agreeing, 15% are strongly agreeing and remaining 14% are disagreeing with the
statement.

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4.1.20) TABLE SHOWING THE AFFORDABILITY OF JOB RESPONSIBILITIES

Response No: of response Percentage

Strongly agree 34 34
Agree 51 51
Neutral 10 10
Disagree 3 3
Strongly disagree 2 2
Total 100 100

4.1.20) CHART SHOWING THE AFFORDABILITY OF JOB RESPONSIBILITIES

60

50
No:of Respondents

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly disagree
Response

INTERPRETATION

From the above table, it is clear that 51% of the respondents are agreeing , 34% are strongly
agreeing, 10% have neutral opinion, 3% respondents are disagreeing and remaining 2% strongly
disagreeing with the statement regarding affordability of job responsibility.

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4.1.21) TABLE SHOWING THE UPDATION OF SKILLS AND ABILITIES THROUGH

T&D PROGRAMS

Response No: of response Percentage

Strongly agree 23 23
Agree 41 41
Neutral 20 30
Disagree 14 3
Strongly disagree 2 2
Total 100 100

4.1.21) CHART SHOWING THE UPDATION OF SKILLS AND ABILITIES THROUGH

T&D PROGRAMS

45

40

35
No:of respondents

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Response

INTERPRETATION

From the above table, it is clear that 23% of the respondents are strongly agreeing,41% are
agreeing , 2% respondents are strongly disagree, 14% are disagree, and remaining 20% have
neutral opinion with the statement that origination is updating the skills and abilities of the
employees by the implementation of training and development programs.

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4.1.22) TABLE SHOWING THE LUNCH BREAK, REST BREAKS AND LEAVES

Response No: of response Percentage

Highly satisfied 8 8
Satisfied 12 12
Neutral 5 5
Dissatisfied 47 47
Highly dissatisfied 28 28
Total 100 100

4.1.22) CHATRT SHOWING THE LUNCH BREAK, REST BREAKS AND LEAVES

50
45
40
35
No:of Respondents

30
25
20
15
10
5
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Response

INTERPRETATION

From the above table, it can be inferred that 47% of the respondents have the opinion that lunch
break, rest breaks and leaves are not satisfactory, while 28% are highly dissatisfied, 12% satisfied,
8% are highly satisfied and remaining 5% have neutral opinion.

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4.1.23) TABLE SHOWING THE PRECAUTIONS OFFERED TO STAFF WHILE

DEALING WITH ANY COMMUNICABLE DISEASES.

Response No: of response Percentage

Yes 80 80

No 20 20

Total 100 100

4.1.23) TABLE SHOWING THE PROCEEDING PRECAUTIONS OFFERED TO STAFF

WHILE DEALING WITH ANY COMMUNICABLE DISEASES.

90

80

70
No:of Respondents

60

50

40

30

20

10

0
Yes No
Response

INTERPRETATION

From the above table, it is inferred that 80% the respondents admitting that hospital providing
precautions to staff while dealing with communicable diseases and the remaining 20% are not
agreeing.

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4.1.24) TABLE SHOWING THE SHIFT WORK AFFECTING RESPONDENTS MOOD

Response No: of response Percentage

Yes 86 86

No 14 14

Total 100 100

4.1.24) CHART SHOWING THE SHIFT WORK AFFECTING RESPONDENTS MOOD

100
90
80
70
No:of Respondents

60
50
40
30
20
10
0
Yes No
Response

INTERPRETATION

From the above table, it is inferred that 86% of the respondents are agreeing with shift work affect
the employee's mood, 14% of the respondents are not agreeing.

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4.1.25) TABLE SHOWING THE DETAILS REGARDING SHIFT

WORK OFRESPONDENTS

No Particulars Strongly agree Neutral Disagree Strongly Total

agree disagree
1 Nightshift increases 26 25 22 12 15 100
interpersonal conflict in
my family.
Percentage 26 25 22 12 15 100

2 Nightshift increases 10 15 19 26 30 100

interpersonal conflict in
my work.
Percentage 10 15 19 26 30 100

3 Because of shift hour 80 12 2 3 3 100

work, I am missing my
family's important events.

Percentage 80 12 2 3 3 100

4.1.25) CHART SHOWING THE DETAILS REGARDING SHIFT

WORK OF RESPONDENTS

90

80

70

60
No:of Respondents

Night shift increases

interpersonal conflict in my
50
family
40 Night shift increases
interpersonal conflict in my
30 work
Because of shift hour work, I am
20
missing my family's important
events
10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Response

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INTERPRETATION

From the above table, it is inferred that 26% of respondents are strongly agreeing, 25% of
respondents are agreeing, 22% respondents have a neutral opinion, 15% are disagreeing and
remaining 12% are strongly disagreeing with the statement that night shift increasing the
interpersonal conflict in the family.

It is inferred that 30% of the respondents are strongly disagreeing, 26% of the respondents are
disagreeing 19% of the respondents have neutral opinion, 15% are agreeing and remaining 10%
are strongly agreeing with the statement that night shift of the employees increasing the
interpersonal conflict in the work.

It is inferred that,80% of respondents are strongly agreeing, 12% of respondents are agreeing, 3%
are disagreeing, 3% are strongly disagreeing and remaining 2% have neutral opinion with the
statement that shift work hours employees missing family's important events.

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4.2 CHI- SQUARE TEST

Comparison between years of experience and level of satisfaction towards salary.

Null hypothesis (H0): There is no significance difference between years of experience and
satisfaction level of salary

Alternative hypothesis (H1): There is significance between years of experience and

satisfaction level of salary.
Observed frequency
Years of Level of satisfaction
experiences
Highly Satisfied Average Dis-satisfied Highly Total
satisfied dissatisfied

0-5 2 4 5 4 1 16

5-10 6 8 7 6 1 28

10-15 3 21 3 4 0 31

15-20 3 8 4 1 0 16

More than 20 1 4 1 3 0 9

Total 15 45 20 18 2 100

Expected Frequency
Years of Level of satisfaction
experiences
Highly Satisfied Average Dis-satisfied Highly Total
satisfied dissatisfied

0-5 2.4 7.2 3.2 2.88 0.32 16

5-10 4.2 12.6 5.6 5.04 0.56 28

10-15 4.65 13.45 6.2 5.58 0.62 31

15-20 2.4 7.2 3.2 2.88 0.32 16

More than 20 1.35 4.05 1.8 1.62 0.18 9

Total 15 45 20 18 2 100

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Chi-square calculation

O E O-E (O-E)2 (O-E)2/E

2 2.4 -0.4 .16 .067
6 4.2 1.8 3.24 .77
3 4.65 -1.65 2.7225 .58
3 2.4 0.6 0.36 .15
1 1.35 -0.35 .1225 .09
4 7.2 -3.2 10.24 1.42
8 12.6 -4.6 21.16 1.68
21 13.45 7.55 57.0025 4.24
8 7.2 0.8 0.64 .09
4 4.05 0.05 .0025 .0006
5 3.2 1.8 3.24 1.01
7 5.6 1.4 1.96 .35
3 6.2 -3.2 10.24 1.65
4 3.2 0.8 .64 .2
1 1.8 0.8 .64 .36
4 2.88 1.12 1.2544 .436
6 5.04 0.96 .9216 .182
4 5.58 -1.58 2.4964 .447
1 2.88 -1.88 3.5344 1.227
3 1.62 2.38 5.6644 3.496
1 0.32 0.68 .4624 1.445
1 0.56 0.44 .1936 .346
0 0.62 -.62 .3844 .62
0 0.32 -0.32 .1024 .32
0 0.18 -0.18 .0324 .18
Σ 21.3566

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Level of satisfaction = 5% or 0.05

Degree of freedom = (R-1) (C-1)

Number of rows, R = 5

Number of columns, C = 5

Degree of freedom = (5-1) (5-1) = 4×4 = 16

Calculated value = 21.3566

Table value= 26.296

Here, H0 is accepting

As the calculated value is less than table value, null hypothesis is accepted

INTERPRETATION
Here, calculated value is less than table value; therefore, null hypothesis is accepted. Hence there is
no significant relationship between years of experience and level of satisfaction towards salary.

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4.3 WEIGHTED AVERAGE RANKING METHOD

Give weightage on a Likert‟s five point scale for the following factors motivate
respondents the most

The five factors are:

4.3.1) Job security

4.3.2) Promotion
4.3.3) Salary
4.3.4) Working environment
4.3.5) Training and development

Weigh Job Promotion Salary Working Training and Total

security environment development
1 30 20 15 25 10 100
2 20 10 25 15 30 100
3 10 30 15 30 15 100
4 25 15 20 10 30 100
5 15 25 25 20 15 100
Total 100 100 100 100 100 100

Weighted average

a) Calculate weighted average for Job security

Weighted average

W1(WEIGHT) X1 (Job security) W1X1

1 30 30
2 20 40
3 10 30
4 25 100
5 15 75
Total =15 100 275

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Weighted average

= =18.33
b) Calculate weighted average for Promotion

Weighted average

W1(WEIGHT) X1(Promotion) W1X1

1 20 20
2 10 20
3 30 90
4 15 60
5 25 125
Total=15 100 315

Weighted average

= =15

c) Calculate weighted average for Salary

Weighted average

W1(WEIGHT) X1(salary) W1X1

1 15 15
2 25 50
3 15 45
4 20 80
5 25 125
Total=15 100 315

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Weighted average

= =21

d) Calculate weighted average for Working environment

Weighted average

W1(WEIGHT) X1(Working environment) W1X1

1 25 25
2 15 30
3 30 90
4 15 40
5 20 100
Total=15 100 285

Weighted average

= =19

e) Calculate weighted average for Training and development

Weighted average

W1(WEIGHT) X1(Training and W1X1

development)
1 10 10
2 30 60
3 15 45
4 30 120
5 15 75
Total=15 100 310

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Weighted average

= = 20.66
Ranking:-

Particulars Weighted average ranking

Job security 18.33 4
Promotion 15 5
Salary 21 1
Working environment 19 3
Training and development 20.66 2

INTERPRETATION
By calculating weighted average method, it is found that „salary' can be considered as the major
factor that creates motivation to the employees.

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4.4. CORRELATION
To find out the relation with superiors, pears and subordinates and policies & procedures
adopted by the company.

x y x2 y2 xy
26 26 676 676 676
39 33 1521 1089 1287
7 20 49 400 140
15 15 225 225 225
13 6 169 36 78
∑X=100 ∑Y=100 ∑X2=2640 2
∑Y =2426 ∑XY=2406

Interpretation
There exists a positive correlation between the relation with superiors, pears and subordinates and
policies & procedures adopted by the company.

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Chapter 5
FINDINGS, RECOMMENDATIONS AND CONCLUSION

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5.1 FINDINGS

5.1 .1) PERCENTAGE ANALYSIS

 Majority of the respondents are in a range of employees 0-5 years work experiences.
 40% of employees are neutral opinion with the current salary and increment offered by
the company.
 Majority of respondents agreeing that financial benefit offered by the organization is the
factor which motivates them most.
 40% of the respondents opinion is that, the financial or financially related reward
systemoffered by the organization is fair and satisfactory.
 Majority of respondents agreeing that working condition of the organization is clean, safe
and pleasant.
 Welfare facilities provided by the hospital are adequate and satisfactory.
 Majority of the respondents are satisfied with their relationship with superiors, pears, and
subordinates.
 Majority of the respondents are neutral opinion about the support from the HR department.
 Most of the employees agree that the incentives and other benefits influence their
performance
 Most of the respondents are in the opinion that there is no involvement of decision
making processof the department.
 The policies and procedures adopted by the company is satisfactory.
 The performance appraisal system of the hospital is clear, effective and enhancing career
development.
 Majority of the respondents opinion is that their job provides enough learning and carrier
growth opportunities to them, which enhances their personal growth and performance.
 Majority of the respondents are strongly agreeing that organization helps them to identify
and analyze the abilities and provides prospect for improvement.
 Majority of employees are accepting that the hospital is having a good image in public.
 Majority of employees are satisfied with the availability of resources to do their work.
 The organization is not providing job security to the employees.
 The medical facilities provided by the hospital is satisfactory to the employees.

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 The Provision of delegation of authority is not common in the organization.

 The job responsibilities are appropriate; it is not over loaded or not under loaded to the
employees.
 The organization is updating skills and abilities of employees by implementing training and
development programs regularly.
 The employees are not satisfied with the duration allotted for lunch break, rest breaks etc.
They are getting less time for all these.
 The hospital giving precautions to staff while dealing with any communicable diseases.
 The shift work affects the mood of employees.
 Nightshift increases interpersonal conflict in employee‟s family. while it is not
creatinginterpersonal conflict in the work.
 Employees are missing their family's important events because of shift work.

5.1.2) CHI-SQUARE TEST

 From the analysis, it can be interpreted that, there is no significant relationship between
years of experience and level of satisfaction towards salary. That means salary range is not
dependent on employee experiences.

5.1.3) WEIGHTED AVERAGE RANKING METHOD

 By calculating weighted average ranking method it is found that salary is the main criteria for
motivating employees in the organization.

5.1.4) CORRELATION
 There exists a positive correlation between the relation with superiors, pears and
subordinates and policies & procedures adopted by the company.

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5.2 RECOMMENDATIONS

 The Hospital management can take actions for the better involvement of the HR department
towards employees performance.
 The management can participate their employees in the department decision making process.
 The hospital management can conduct periodic review for analyzing the employees
performance in regular intervals which help them to take corrective measures there by enhances
good carrier growth.
 The performance appraisal of the hospital should be a standardized one and they can adopt
effective employee retention strategies also.
 The higher authority can help the employees for identifying and analyzing their abilities,
performance and guidance for their improvement.
 The hospital management can retain their employees by providing job security which will boost
the engagement of employees.
 Hospital management can adopt strategies to delegate authority among junior staffs which
flourishes their skills, talent which will boost morale and team sprite.
 Hospital management can make sure that training and development programs are providing to
the employees in regular time period.
 Adequate time can be allotted to the employees, for taking proper rest and food. It makes them
feel that their hospital is taking care for them, which will boost their morale towards the
organization.

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5.3 CONCLUSION

The productivity of an organization depends more on the motivation in the organization.

Motivation is one of the major issue succeed by every organization. Employee motivation is a
critical aspect at the work place which leads to the performance of the department and even the
company. Motivated employees can leads to increase productivity and allow an organization to
audience higher levels of outputs. Based on the perception, the proposed research has conducted in
Amrita Institute of Medical Sciences (AIMS) & Research Centre, Kochi, Kerala.
(Topic: A STUDY ON EMPLOYEE MOTIVATION AND IT'S IMPACT ON JOB
SATISFACTION IN AMRITA INSTITUTE OF MEDICAL SCIENCES& RESEARCH CENTRE,
KOCHI, KERALA)

Findings of the project indicated that, the strategies adopted by Amrita Hospital are highly
effective and it leads to job satisfaction among their employees. Employees are essentially assets to
an organization and should therefore be treated as human capital. The more motivation can generate
good output .This motivation can help the organization for competing with other organizations.

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REFERENCE

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REFERENCES
BOOKS

 C.R Kothari (2004), "Research Methodology methods and Techniques", New Age
International(P)Ltd, New Delhi, Revised 2st edition
 Ken Black (2013), “Applied Business Statistics" Wiley India PVT. Ltd, 7" edition.
 K Aswathappa (2005), “Human Recourse and Personnel Management", Tata McGraw-Hill
Education, 4th edition.

JOURNALS

 Gill & Mathur (2007). 'Improving employee dedication and pro-social behavior',
International Journal of Contemporary Hospitality Management, vol. 19, no. 4, p. 328-
334.

 Bratton, J. & Gold, J (2007). Human Resource Management: Theory and Practice,
London: Palgrave Macmillan.

 Bjerke Ind, N. & Paoli D (2007). 'The impact of aesthetics on employee satisfaction and
motivation', EuroMed Journal of Business, vol. 2, no. 1, p. 57-73.

 Gill A (2007). 'O2 makes work a rewarding experience: How to update rewards to match
employee needs', Strategic HR Review, vol. 6, no. 6, p. 20-23.

 Kominis & Emmanuel (2005), 'Exploring the reward preferences for middle level managers',
Qualitative Research in Accounting & Management, vol. 2, no. 1, p. 54-76.

 Yap Bove L & Beverland (2009). 'Exploring the effects of different reward programs on in-
role and extra-role performance of retail sales associates', Qualitative Market Research: An
International Journal, vol. 12, no. 3, p. 279-294.

 Armstrong M (2006). A Handbook of Human Resource Management Practice, London:

Kogan Page Limited.

 Morse G (2003). Why we misread motives. Harvard Business Review, 81 (1), p. 18.

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WEBSITES

 https://www.amritahospitals.org
 https://en.m.wikipedia.org
 https://www.amritapuri.org
 https://www.kochionline.in
 https://www.medindia.net

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ANNEXURE

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PILOT SURVEY

1) Are you satisfied with the working environment of the hospital?

Yes No
2) Are you aware of various welfare measures provided by the hospital?

Yes No

3) Are you satisfied with the overall medical facility provided by the organization?

Yes No

4) Are you satisfied with the salary provided by the company?

Yes No

5) The organizational policies and procedures are favorable to you?

Yes No

6) Does management take interest to solve the employee‟s problem?

Yes No

7) Does organization have a good image in public?

Yes No

8) Are you satisfied with the job security given by the organization?

Yes No

9) Night shift affecting the mood of the employees?

Yes No

10) Are you satisfied with the given break period?

Yes No

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QUESTIONNAIRE

Name
Age
Gender
Designation
Educational Qualification: BSC MSC OTHER

1) How many years you have been working in the organization?

0–5 years 5–10 years 10–15 years

15–20 years >20 years

2) Do you agree with the statement that, my salary and increment are satisfied to me?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

3) Which type of incentives motivates you more?

Financial incentives Non-financial incentives Both

4) Do you agree that the financial or financially related system offered by the organization is fair
and satisfactory?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

5) I felt that the working condition of the hospital is clean, pleasant and safe. Do you agree
this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

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6) Do you agree that, welfare facilities provided by the hospital are adequate and provide
satisfaction to me?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

7) My relation with my superior, pears, and subordinates are excellent. Do you agree with
this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

8) Are you satisfied with the support from the HR department?

Highly satisfy Satisfy Neutral

Dissatisfied Highly Dissatisfied

9) Do you think that the incentives and other benefits will influence your performance?

Influence Does not influence No opinion

10) Does the management involve you in decision making which are connected to your department?

Yes No Occasionally

11) Whether the policies and procedures adopted by the company is satisfactory to you?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

12) The performance appraisal system of the hospital is clear, effective and enhancing carrier
development. Do you agree with this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

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13) Do you think the job is providing enough learning and carrier growth opportunities to your
personal growth and performance?

Always Something Never

14) My organization helps me to identify and analyze my abilities, present performance and
prospect for improvement. Do you agree with this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

15) What is your opinion regards the image of hospital in public?

Excellent Good Average

Poor Very Poor

16) What is your opinion regarding the availability of resources to do your job well?

Excellent Good Average

Poor Very Poor

17) I‟m satisfied with the job security given by the company. Do you agree with this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

18) How would you rate the medical facilities extending to you and your family by the hospital?

Excellent Good Average

Poor Very Poor

19) Do you agree that, the delegation of authority is quite common and it encourages junior staffs?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

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20) My job responsibilities are appropriate, not over loaded or not under loaded to me. Do you agree
this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

21) The organization is updating my skills and abilities by implementing training and development
programs regularly. Do you agree this statement?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

22) Are you satisfied with the lunch break, rest breaks and leaves given by the organization?

Highly satisfy Satisfy Neutral

Dissatisfied Highly Dissatisfied

23) Whether the hospital proceeding precautions to staff while dealing with any communicable
diseases?

Yes No

24) Does shift work affect your mood?

Yes No

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25) Mention your satisfaction regarding the night shift.

No Particulars Highly Satisfy Neut Dissatisfie Highly
satisfy ral d dissatisfie
d

1 Nightshift increases
interpersonal conflict in
my family.

2 Nightshift increases
interpersonal conflict in
my work.

3 Because of shift hour

work, I am missing my
family's important events.

26) Give a weightage on the following factors which motivate you most.

No Particulars 1 2 3 4 5

1 Job security

2 Promotion

3 Salary

4 Working environment

5 Training and development

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