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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

1.1 INTRODUCTION

The importance of health care in modern day society can be evaluated from the fact that good

health is recognized as one of the fundamental rights of an individual. Out of the eight

recognized millennium development goals of the United Nations, health finds a third place

in them (United Nations, 2000). The economic development of a country depends on multiple

independent and interrelated factors. It is seen that each economy has certain specific and

critical industry that contribute more to the economic growth than the other industries.

However, a close observation across economies shows that certain industries substantially

contribute to the economic growth of the nation. One such industry is the healthcare industry

in India. Health has always been a higher priority area in any country. It has been recognized

as one of the most important components in the process of economic and social development.

It does not simply mean the absence of diseases; rather it is a state of complete physical,

mental and social well-being.

Hospital industry is a service industry, where patient (customer) is the most important person.

So tremendous importance of people element has to be given, so all the employees of the

hospital have to perform their duties in a better way in order to get customer satisfaction. As

it is important how advanced technology and drugs you use to cure the patient, but it is also

very important that how you deal with patient and their relatives (i.e., customer). So, it is

very important that how the staff of hospital performance their duties in order to make the

patient satisfied. If the performance of employees is appraised then it is very beneficial for

both the employees and the management to understand the current performance level and

making improvements. Also, performance appraisal helps to identify training needs so that

employees can be trained to enhance their performance. This ultimately leads to customer

satisfaction and overall organization development

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
The performance appraisal is the process of obtaining, analysing and recording information

about the relative worth of an employee. The focus of the performance appraisal is measuring

and improving the actual performance of the employee and also the future potential of the

employee. Its aim is to measure what an employee does. Performance appraisals are regular

reviews of employee performance within organizations

Performance Appraisal has different measures to judge the capabilities and efficiency of an

individual in an organization how far the targets have been achieved, how has his

performance been! It plays a very important role in their analysis as it keeps the employees

motivated towards their jobs. This assessment also helps in the overall growth of the

organization. So, Performance Appraisal today plays a very important role in keeping a track

of various employees for different kinds of jobs in the organization. Its aim is to measure

what an employee does. It is a powerful tool to calibrate, refine and reward the performance

of the employee. It helps to analyse his achievements and evaluate his contribution towards

the achievements of the overall organizational goals. By focusing the attention on

performance, performance appraisal goes to the heart of personnel management and reflects

the management’s interest in the progress of the employees.

Performance appraisal enables an employee to know how his/her performance and to identify

areas which need improvement and proper training. Manasa, K. Reddy (2009) said that “a

performance appraisal is a systematic and periodic process that assesses an individual

employee’s job performance and productivity in relation to certain pre-established criteria

and organizational objectives”. Effective appraisal system provides step-by-step guidance

and standardized evaluation procedure and forms, which leads to consistency. Health care

organizations are service oriented organizations. Healthy environment is highly essential to

provide quality service. For improving healthy environment, employees need to develop their

performance. Effective appraisal system serves determines how well an employee is working
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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
at his or her job and also decides the ways to improve his/ her performance. Performance

Appraisal system consists of Performance planning, monitoring performance, developing the

capacity to perform, assessing the employee’s performance, Reward and Recognition.

1.2 STATEMENT OF THE PROBLEM

The Focus of this study was to determine whether Performance Appraisal with their staff

were using as an important management tool. This study randomly selected 50 workers

consisting of both Permanent and Temporary employees in the hospital. This workers include

Doctors, Nurses, Pharmacists, social workers and Patient care technicians.

Majority of the workers were of the view that Performance Appraisal System motivated them

to perform better in the job and provided work satisfaction. It helped them to identify training

and development needs in the hospital.

Performance Appraisal System was carried out on quarterly basis in the hospital by survey

questions that pertained to Performance Appraisal, respondents were asked how frequently

Performance Appraisal took place, what information was used in the evaluation what type of

Follow-up took place after Performance Appraisal was completed. The results suggest that a

Significant number of Staffs were receiving appraisals in the hospital.

1.3 SCOPE OF THE STUDY

The purpose of the research is to find out the level of effectiveness of performance appraisal

towards the employees of Indira Gandhi Co-operative Hospital, Thalassery. This study helps

to find out whether the employees meet the present standard of performance and to improve

the current performance. The study helps the management to know the worth of employees

and competent employee who are rewarded. It aims at evaluating the performance appraisal

system in order to identify and fulfil the gap.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES

• To study the effectiveness of performance appraisal in Indira Gandhi Cooperative

Hospital, Thalassery.

SECONDARY OBJECTIVES

• To identify whether performance appraisal helps in the personnel development.

• To assess the various methods to improve the performance appraisal system.

• To measure the performance of the employees and identify the area in which training

is required.

• To identify the satisfaction level towards training and development programme

provide by the company

• To give suitable suggestion to improve the performance appraisal system

• To know whether there is harmonious relationship between the employer and

employee.

1.5 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem.1t is understood

as a science of studying how research is done scientifically. The design of study is connected

with techniques for collection of data and analysis of data in a manner that aims to have

relevance to the research purpose

1.5.1 RESEARCH DESIGN

In this study descriptive research design was used.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
1.5.2 SAMPLING DESIGN

Sampling design is a define plan for obtaining sample from workers refers to procedure in

selecting sample. The sample units are chosen primarily on the basis of the convenient

sampling method

1.5.3 SAMPLE SIZE

In the hospital 105 Permanent employees and 128 temporary employees are there and the

sample of 50 workers was taken for the study.50 workers include Doctors, Nurses,

Pharmacists ,social workers and Patient care technicians.

1.5.4 SOURCES OF DATA

l. Primary Data

Primary data is collected through the well-structured questionnaire. The data is collected by

administering questionnaire to the workers directly and collecting the information.

2. Secondary Data

In this study secondary data are collected from;

➢ Internet

➢ Hospital website

➢ Published sources such as journals, newspapers

➢ Unpublished sources such as hospital internal reports prepared by them

RESEARCH PROBLEM

The problem is to evaluate the knowledge management, to analyse and offer constructive

suggestions for improving them.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
CONSTRUCTIVE OF QUESTIONNAIRE

The questionnaire framed for the research study is a structured questionnaire in which all the

questions are predetermined before conducting the survey. The forms of questionnaire are: -

1. Personal details of the employees

2. Opinions of the respondents regarding the performance appraisal system in the

hospital.

3. The questionnaire contains both open and close ended question

• Dichotomous Scale -Yes/No

❖ Findings of the study are based on the assumption that the respondents have given

Opinion.

Due to the busy schedule of the employees, they were not able to provide sufficient

1.5.5 TOOLS FOR ANALYSIS

Mainly 2 tools were used for analysis. They are:

• Percentage Analysis

• Chi-Square Test

1)PERCENTAGE ANALYSIS:

The percentage analysis consists of reducing a number of related amounts to a series of a

given base. This analysis facilitates comparison and is helpful in evaluating the relative size

if items or the relative change in items.

The percentage is calculated through the formula

Percentage (%) = (Number of people responded / Total number of respondents) * 100

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
2)CHI-SQUARE ANALYSIS:

It is a statistical test which tests the significance of difference between observe frequencies

and corresponding theoretical frequencies of a distribution of the population. Chi square test

is one of the simplest and most widely used non parametric tests in statistical work

Chi-Square values are found out by using the formula;

There; O= Observed frequency

E= Expected frequency

1.6 PERIOD OF THE STUDY

The study was conducted from 9th may 2022 to 17th June 2022.

1.7 LIMITATONS OF THE STUDY

Some of important limitations were found at the time of study. They are

❖ The time is inadequate to conduct a deep study.

❖ The company management keeps certain files, records and information as

confidential.

❖ A certain degree of reluctance was shown by some of the employees in revealing

their opinions due to the fear for disclosure.

❖ The study is restricted only to a few workers in the organization and their opinions

of the other majority.


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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

1.8 CHAPTER SCHEME

The project report has been presented in following format.

➢ The first chapter gives the introduction and design of the study which

includes the introduction, statement of the problem, objectives of the study,

sample design, methodology, tools of analysis limitations and chapter scheme.

➢ The second chapter brings out the literature survey.

➢ The third chapter highlights the industry and company profile

➢ The fourth chapter presents the analysis and interpretation of data.

➢ The fifth chapter consists of findings, suggestions and conclusion

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

2.1 LITERATURE REVIEW

A large number of researches have been conducted on the mechanisms of measurement,

assessment of performance appraisal system in India. However, there are very few

researches conducted so far on studying the appraisal variables affecting the overall

effectiveness of performance appraisal system Again researches focusing on different

variables indulged in the designing and execution of appraisal process. A brief retrospect

below to gain an insight into various aspects of the present study.

Singh, Maggu, and Warrier (1981) in their study explained briefly about performance

appraisal system in Indian organizations. The main objective of the study was to find out the

validity of the observed attitudes and opinions by examining the level of managerial

satisfaction with the existing performance appraisal system. The study tried to identify the

factors responsible for the non-effectiveness of the appraisal system. The study found that

the managerial community in India is considerably dissatisfied with the performance

appraisal systems. The study also found that the level of managerial satisfaction is

significantly different in the private sector when compared to the public sector and the

managers at private sector are more satisfied. The study recommends that to be effective the

appraisal system must focus on individual behaviors, format, techniques and organizational

needs.

Brooks (2000) observe that 360 performance appraisals can play significant part in improving

the communication channels between co-workers in an organization. They might be able to

talk more openly about their own performance as well as the performance of co- workers

which could bring the organization closer together. this may make the work environment more

conducive to better production. The traditional top-down approach does not add to the

communication between the employees and the supervisor. In a 360-degree appraisal there is

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
vital feedback given to the supervisor. The subordinate can pinpoint certain skills that the

supervisor needs to improve upon. Lack of knowledge on the part of supervisor leads to

incompetent handling of the problem. Not only the skills of the supervisor will improve but

will also help better working conditions between the subordinates and the supervisor. The

subordinates feel that they can be honest with their supervisor than they will feel more

comfortable at work which will increase performance. Top-down appraisals only focus on

feedback from the supervisor and don’t have anything to do with feedback form other co-

workers. Feedback from other co-workers is useful because most people want to held up in

high regard by their peers and coworkers. They want to know that their co-workers think that

his/her performance is holding up to expectations and they are pulling their share of the load.

Sometimes the supervisor is not in a position to know how each individual is performing.

Petti john and Taylor (2000) in their article titled “An Exploratory Analysis of Salesperson

Perceptions of the Criteria Used in Performance Appraisals: Job Satisfaction and

Organizational Commitment” state that in some sales organizations the performance appraisal

is treated as a bureaucratic exercise required by some "higher-up" executive. As such, sales

managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This

behavior could be the result of the manager's perception that conducting performance

appraisals requires considerable amounts of time and effort, which provides few rewards, but

adds considerably to the manager's level of conflict and stress. The purpose of this research is

to examine the relationships existing between one aspect of performance appraisals,

salesperson perceptions of the appropriateness of the criteria used, and two other variables,

organizational commitment and job satisfaction. A survey of retail salespeople provided the

data required to evaluate the relationship between satisfaction, commitment, and the perceived

appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels

are significantly correlated with the level of the perceived inappropriateness of the evaluation

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
criteria used. However, the findings also indicate that the perceptions of the inappropriateness

of the evaluation criteria are not significantly related to the salesperson's level of

organizational commitment. Based on these findings, recommendations are made regarding

the salesperson's role in the development of the performance appraisal process.

Fletcher (2001) in his article titled, “Performance appraisal and management: The developing

research agenda” expresses that performance appraisal has widened as a concept and as a set

of practices and in the form of performance management has become part of a more strategic

approach to integrating HR activities and business policies. As a result of this, the research on

the subject has moved beyond the limited confines of measurement issues and accuracy of

performance ratings and has begun to focus more of social and motivational aspects of

appraisal. This article identifies and discusses a number of themes and trends that together

make up the developing research agenda for this field. It breaks these down in terms of the

nature of appraisal and the context in which it operates. The former is considered in terms of

contemporary thinking 71 on the content of appraisal (contextual performance, goal

orientation and self-awareness) and the process of appraisal (appraiser–appraisee interaction,

and multi-source feedback). The discussion of the context of appraisal concentrates on cultural

differences and the impact of new technology. In reviewing these emerging areas of research,

the article seeks to explore some of the implications for appraisal practice at both

organizational and individual levels

Brown (2002) in his articles entitled ―A theory of the process of creating power in

relationships‖ comments that with regard to health care specifically, research has frequently

uncovered a lack of loyalty to the organization and the nursing profession. Brown noted that

nurse administrators face the challenge of repairing ―broken relationships with nurses

because of changes in management policies over time. During the1990s, health care

organizations tried to adopt cost cutting strategies employed by many other industries, thereby
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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
taking the focus away from the quality of care to patients. This conflict ultimately left nurses

feeling disengaged and empowered in their roles in delivering patient care and at odds with

the financial performance initiatives of health care administrators.

Brown and Heywood (2005) in their article titled “Performance Appraisal Systems:

Determinants and Change” used establishment data from the Australian Workplace Industrial

Relations Survey to estimate the determinants of performance appraisal systems. The results

indicate that performance appraisal is associated with workers having shorter expected tenure

and greater influence over productivity. These results reflect those circumstances in which the

net benefits of performance appraisal are likely to be the greatest. The results also show that

complementary human resource management practices, such as formal training and incentive

pay, are associated with an increased likelihood of performance appraisal, but that union

density is associated with a reduced likelihood of performance appraisal.

Jawahar (2006) in his article titled, “Correlates of satisfaction with performance appraisal

feedback” states that the relative lack of research on employees’ reactions to performance

appraisal feedback is the primary impetus for this study which advances this important, but

neglected, research area by investigating potential predictors and consequences of satisfaction

with appraisal feedback. Survey responses from 112 employees were matched with their

performance ratings from two different appraisal periods to test specific hypotheses. Results

indicate that satisfaction with rater and previous performance ratings influence employees’

satisfaction with appraisal feedback. Satisfaction with appraisal feedback was positively

related to job satisfaction and organizational commitment and negatively related to turnover

intentions. Supervisory status moderated the relationship between satisfaction with appraisal

feedback and subsequent performance such that the relationship existed only for supervisory

employees who, in addition to receiving feedback about their own performance, also provided

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
feedback to their subordinates. Implications of results for researchers and practitioners are

discussed.

Varma and Pichler (2007) in their article titled, “Interpersonal Affect: Does It Really Bias

Performance Appraisals?”, state that interpersonal affect has been found, in prior laboratory

research, to be related to ratings of job performance. Such findings have been taken to mean

that affect creates bias in ratings. The study was conducted to determine if this relationship

would hold up in a field setting. The study was also designed to examine how structured

diary78 keeping, and the nature of the appraisal instrument, might be related to affect appraisal

relationships. The results for 85 raters and 404 ratees, suggested that affect was significantly

related to all ratings, but more strongly related to trait like ratings than task/outcome-like

ratings, and that having raters keep performance diaries actually increased the strength of the

relationship between affect and ratings. They concluded that affect may not be a biasing

influence on ratings, but may be a result of better subordinate performance. Results from an

analysis of the diary content supported this conclusion. Implications for the role of effect on

ratings and the nature of the relationship between past performance and interpersonal affect

in field settings are discussed.

Khan (2007) in the article entitled "Performance Appraisal ̳s Relation with Productivity and

Job Satisfaction" pinpointed that the whole essence of the management activities of an

organization culminates in the system of performance appraisal adopted in that organization.

This, in turn, reflects the extent of the individual contributions and commitment of the

employees’ indifferent hierarchical levels toward the achievement of organizational

objectives/goals. It goes without saying that an effective performance appraisal system can

lead an organization to take strides towards success and growth by leaps and bounds.

Conversely, an ineffective performance appraisal system can seal the fate of an organization

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
by creating chaos and confusion from top to bottom in the administrative hierarchy. As a

consequence, the chances of success and growths of that organization are doomed.

Redshaw (2008) the study was conducted among nurses to assess their perception and

experiences about performance appraisal process within the hospital. The study found that the

nurse managers and staff nurses lack guidance on how to undertake and complete appraisals.

The study also found that appraisals are poorly implemented and the nurses expressed negative

attitudes towards appraisals.

Hanan (2008) in his study assessed the factors affecting the performance of nurses. The study

discussed about the differences among employee demographics, job satisfaction, and

organizational commitment when influenced by performance. The study found that job

performance is positively correlated with organizational commitment, job satisfaction and

personal and professional variables. The study found that job satisfaction and organizational

commitment are the strong predictors of nurses’ performance and job performance was

positively related to personal factors like years of experience, nationality, gender, and marital

status. The study also found that the level of education was negatively related to performance.

The study concluded that cultural diversity is a reality for most health organizations in Saudi

Arabia and therefore, organization need to adopt effective human resources strategies to

improve commitment and retention of qualified workers.

Chen and Fu (2008) in their article titled “A systematic framework for performance appraisal

and compensation strategy” state that systematical strategic fit benefits organization’s

performance and makes the organization systemic. Researches on performance appraisal

strategy and compensation strategy are extensive, but most of them only focused on the single

subject without the synergy of them. An extensive literature review is provided in this research

to build up a systematic theoretical framework for performance appraisal and compensation

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
strategy. Four propositions of the criteria and methods of performance appraisal and

compensation strategy are inferred in this systematic framework. Furthermore, four situations

of 2×2 combinations with the criteria and above methods are discussed for the new systematic

performance appraisal and compensation strategy. Through this framework, an organization

can appropriately focus on employees’ representation or individual to evaluate and motivate

employees in a rational or humanistic way

Zhang and Lovegrove (2009) in their article titled, “Performance appraisal for Chinese state-

owned banking industry” states that performance appraisals, which are used to assist

individual development and organizational planning, are considered an important part of

effective human resource management. Studies of performance appraisal are invariably based

on western theories, which can create issues when they are applied in different cultures, with

China being identified as one such area. With China’s WTO accession and the entry of foreign

banks, the Chinese banking sector has become an extremely sensitive area of development for

the nation’s economy. It is important, therefore, to understand the factors surrounding

performance appraisal and what does the process add to the efficiencies in the Chinese state-

owned banking industry. This article is based on the data collected from the employees of

Chinese state-owned banks from 2005 to 2007. The findings suggest that the employees

‘perception of justice has a positive relationship to their overall satisfaction with both the

performance appraisal process and their outcomes. However, statistically significant

differences were found in relation to whether employees had received training in performance

appraisal or not.

Grunda and Sliwka (2009) in their article titled “The anatomy of performance appraisals in

Germany” investigated the use of performance appraisal (PA) in German firms. First, they

derived hypotheses on individual and job-based determinants of PA usage. Based on a

representative German data set on individual employees, they tested these hypotheses and also
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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
explored the impact of PA on performance pay and further career prospects. The results

include that PA is positively linked to an individual’s willingness to take risks. The

performance of older employees and women is evaluated less often. Furthermore, larger firms

evaluate the performance of their employees more. They found evidence for a non-monotonic

relation between the hierarchical level and usage of performance appraisal: The performance

of employees with very high or very low responsibilities is assessed less often

Brown, Hyatt and Benson (2010) in their assessed the impact of low-quality performance

appraisal on three indicators of human resource management like job satisfaction,

organizational commitment and intent to quit. The study was based on the responses of the

non-managerial employees of PSR as the employees of this organization work under the

performance appraisal process and whose behaviors the system is intended to affect. The study

found that employees reporting high quality performance appraisal experience a higher level

of independence, less role conflict, more supportive co-workers and higher perceived job

security than employees reporting low performance appraisal and employees experiencing

low quality performance appraisals have lower job satisfaction, organizational commitment

and are more intended to quit from the organization.

Migiro and Taderera (2011) in their study briefly described the appraisal process in the bank

of Botswana. The study found that the appraisal system was used to identity employees for

promotion and salary. The study also found that the reward outcomes did not always show a

positive reflection of the performance appraisal outcomes and that the system was not

consistent. The study also identified issues that needed to be addressed for the bank’s

performance appraisal system to be effective are regular training for both the employees and

the evaluators; transparency in the implementation of the appraisal system; provision of

continuous feedback to employees on their performance and reduction of inconsistency in the

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
system across the Bank. The study highlighted the unique challenges of the PAS in the bank

and provided suggestions for its improvement.

Rakesh, Bimal and Ashish (2011) in their study discussed the importance of performance

appraisal process in hospitals. The study described the purpose of having a performance

appraisal as a program to monitor employees’ performance, motivate staffs which improve

hospital morale. The study suggested that performance of a health care professional should be

appraised by the appropriate departmental manager, professionals in a team or program, by

peers, based on prior agreement on expectations. The study also discussed various appraisal

approaches like behavioral approaches such as rating scales, peer rating, ranking or

nomination and outcome approaches such as MBO and goal setting. The study concluded that

professionals should give and receive timely feedback on a flexible schedule and feedback

must be provided one-on-one or by a group assessing the quality of care or through an

anonymous survey.

Sher Singh, Hemant and Banshiwal (2012) in their study assessed the formal structural system

of performance appraisal system to measure and evaluate nurse’s job-related behaviors and

outcomes. The study found that the philosophy, purpose and objectives of the organization,

written job descriptions, suitability of appraisal tool, trained evaluators, and full support of

top management are the important characteristics of performance appraisal which

ensures/enhances quality nursing care.

Sandesh Kumar Sharma and Cheidam Kumar Sharma (2015) conducted study among private

hospitals, in Jaipur to determine the opinion of the employees regarding the existing

performance appraisal process. The study found that employees are aware of performance

appraisal system. The study also found that employees felt that the method adopted for

appraisal is of good quality, which helped the employees to improve their performance and

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
also give opportunities to achieve the personal goals. The study concluded that the

performance appraisal helped to increase the performance of private hospitals employees.

K.P. Thooyamani, S. FabiyolaKavitha, Bernice Lancia Rajasekhar (2017) assessed the

effectiveness of performance appraisal system with 100 employees in gem plast. This study

covers the Human resources management and performance appraisal system of the company

and human resource, performance appraisal system covers the aspects like, employee attitude

towards work, behavior, trait, task, and relationship with authority and co-workers of Gem

Plast. Study revealed that most of Employees are feel Appraisal is necessary and make the

performance evaluation system more effective and efficient, the company decided to re-design

the appraisal system. The study shows that overall Performance evaluation in the company

satisfactory but company should concentrate more on following better strategies towards the

improvement of appraisal system. Dr Rajeshwari Malik and

Dr Supriya Chikkara (2018) evaluated the Performance Appraisal Systems in Service

Industry in India. Study analyzed the appraisal systems, to study the interrelationship between

the factors like job satisfaction, organizational culture, etc., with performance appraisal

system. How long people wish to stay in the organization, and how they talk about their

organization outside. The sample size is 300 and survey was conducted in higher education

institutes located in Delhi-NCR. The study is consisting of twenty-nine elements divided into

five factors namely (i) feelings towards current job (ii) Perception towards the appraisal

process (iii) Career plans in near future(iv) Ability to Perform and (v) General feelings

towards current organization. Study suggested every organization to constantly realized its set

goals, it is important that Performance Appraisal must become a regular exercise and must

occupy central role/or function of the management.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
Ajibola, K., S., Mukulu, E., Orwa, G., O. (2019) evaluated performance appraisal as a

determinant of employee work engagement in manufacturing firms in Nigeria. Study revealed

that there is positive significant relationship between performance appraisal and employee

engagement. The study concluded that there were traditional performance appraisal practices

in manufacturing firms in Nigeria. Study also recommends that manufacturing firms should

embrace continuous performance appraisal to improve the level of employee engagement

among its workforce

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
2.1 THEORATICAL REVIEW

Performance Appraisal is a formal, structured system that compares employee performance

to established standards. Assessment of job performance is shared with employees being

appraised through one of several primary methods of performance appraisals. Elements in

performance appraisal methods are tailored to the organization's employees, jobs, and

structure.

An effective review process helps organizations in three areas:

1. Evaluation and improving personnel selection and training systems

2. Preventing wrongful termination

3. Increasing real employee diversity

Objectives of Performance Appraisal:

 Let the employees know where they stand in so far as their performance is concerned and

to assist them with constructive criticism and guidance for the purpose of their development.

 Assessment of skills within an organization.

 Set targets for future performance.

 Effect promotions based on competence and performance.

 Strengthen relationship between superior and subordinate.

 Assess the training and development needs of employees.

 Identify the strengths and weaknesses of employees.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
 Decide upon a pay raise (increments)

 Determine whether human resource programs such, as selection, training and transfers

have been effective or not.

 Form a basis for personnel decisions-salary (merit) increases, promotions, disciplinary

actions, etc.

 Provide the opportunity for organizational diagnosis and development.

 Facilitate communication between employee and administrator.

 Increase motivation to perform effectively.

 Better clarify and define job functions and responsibilities.

 Clarify organizational goals so they can be more readily accepted.

Performance Appraisal Process

• Prepare - prepare all materials, notes agreed tasks and records of performance,

achievements, incidents, reports etc. - anything pertaining to performance and achievement

• Inform - ensure the appraise is informed of a suitable time and place and clarify purpose

and type of appraisal

• Venue - ensure a suitable venue is planned and available - private and free from

interruptions

• Introduction - relax the appraise - open with a positive statement, smile, be warm and

friendly

• Review and measure - review the activities, tasks, objectives, and achievements one by

one.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
• Agree an action plan - An overall plan should be agreed with the appraisee, which should

take account of the job responsibilities, the appraisee's career aspirations, the departmental

and whole organization's priorities

• Agree necessary support - This is the support required for the appraisee to achieve the

objectives and can include training and anything relevant and helpful that will help the

person

develop towards the standard and agreed task. Also consider training and development that

relates to 'whole-person development' outside of job skills. Developing the whole person

in this

way will bring benefits to their role and will increase motivation and loyalty.

• Invite any other points or questions - make sure you capture any other concerns.

• Close positively- Thank the appraisee for their contribution to the meeting and their effort

through the year and commit to helping in any way you can.

• Record main points, agreed actions and follow-up - Swiftly follow-up the meeting with

all necessary copies and confirmations, and ensure documents are filed and copied to

relevant departments.

Benefits:

The following are the benefits of a successful appraisal system:

1.For the Organization:

❖ Communication to people that they are valued.

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❖ Improved performance throughout the organization due to: - Effective

communication of organization’s objectives and values - Increased sense of

cohesiveness and loyalty.

❖ Managers are better equipped to use their leadership skills and to develop their staff.

❖ Improved overview of tasks performed by each member of a group.

❖ Identification of ideas for improvement.

2. For the Appraiser:

❖ Opportunity to develop an overview of individual jobs.


❖ Opportunity to identify strengths and weaknesses of appraises.

❖ Increased job satisfaction.

❖ Opportunity to link team and individual objectives with department &

organizational objectives.

❖ Opportunity to clarify expectations that the manager has from teams and

individuals.

❖ Opportunity to re-prioritize targets

❖ Means of forming a more productive relationship with staff based on mutual trust

and understanding.

❖ Due to all above Increased sense of personal value.

3.For the Appraise:

❖ Increased motivation and job satisfaction.

❖ Clear understanding of what is expected and what needs to be done to meet

expectations.

❖ Opportunity to discuss aspirations and any guidance, support or training needed to

fulfil these aspirations.

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❖ Improved working relationships with the superior.

❖ Opportunity to overcome the weaknesses by way of counselling and guidance from

the superior.

Performance Appraisal Techniques: -

The actual performance (Key performance area) of an employee is then compared to the

predetermined grade definitions.

Traditional Methods of Appraisals:

Ranking

• In this, the superior ranks his/her subordinates in order of their merit, from best

to worst.

• It is done in a competitive group.

• It is done by placing the appraise on numerical scales I.e., 1st, 2nd, 3rd etc. in

the total group

• Ranking of an appraise on his job performance/traits against that of another

member

Person-to-Person/Paired Comparison

Under this method the appraiser compares each employee with every other employee,

one at a time

• Certain key performance areas/traits are developed. E.g.: Leadership, Creativity,

Initiative etc.

• A scale for each factor is designed.

• A scale of people is also created for each factor.

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• Each Appraisee is compared to every other person on the scale.

• Certain scores for each factor are awarded to the appraisee

Grading

• Certain categories of traits/performance criteria, which are worth of appraising, are

established. E.g., cooperativeness, self-expression, dependability, job knowledge

etc.

• Appraisee is allotted with the grade, which describes his performance in the best

possible manner. -Any grade that is selected should be well defined.

Graphic Scale

• A printed form, one for each person to be rated is used.

• The factors included in the form are Employee characteristics such as leadership,

cooperativeness, enthusiasm, loyalty etc. or Employee contribution which includes

quantity and quality of work, specific goals achieved, regularity of attendance,

responsibility assumed etc.

• The traits can be evaluated on continuous scale – the appraiser places a mark along

a continuum (range).

Checklist

• A series of questions are presented concerning an appraiser’s behaviour.

• The appraiser must reply to the questions in either negative or positive tone-

(Yes/No).

• The value of each question may be weighted i.e., one can have predetermined scale

and scoring to those questions.

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Essay

• A blank form is given to the appraiser.

• The form contains main heading such as employees’ characteristics, attitudes, job

knowledge, potential etc.

• The appraiser is asked to put in words his impressions about the employee.

• It gives specific information about the employee.

Confidential Reporting

• It is the most traditional way of appraising employee’s performance. The basic

assumption here is that since the superior is in direct contact, he knows his

subordinates better than any other and hence his appraisal would be more

appropriate.

• The superior writes a paragraph or so about his subordinate’s strengths,

weaknesses, intelligence, attitude to work, attendance, conduct and character, work

efficiency, etc.

Critical Incident Method

• Initially a set of noteworthy (good or bad) on-the-job behaviours is prepared. This is

usually in the form of incidents.

• These incidents are given to a group of experts who assign scale values depending

upon the degree of desirability for the job.

• This checklist is used by superiors for evaluating the employees.

• This method helps in identifying the key areas where the employees are weak or

strong.

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• It emphasizes rating on objective evidence and helps in counselling.

Forced Choice Technique

• In forced choice system the appraiser is forced to choose one from among a group

of 4 statements that best fits the individual being rated and one which least fits

him.

• Each statement is given a value or a score.

• The evaluator does not know the score value of statements; hence he cannot show

any favour towards the appraise.

• The method of arranging the traits involves a long process from getting the

description of “good” or “bad” employees to establishing their validity and

reliability.

Modern Methods of Appraisal

Behaviourally Anchored Rating Scales

Behaviourally Anchored Rating Scales (BARS) is a relatively new technique which combines

the graphic rating scale and critical incidents method. It consists of predetermined critical areas

of job performance or sets of behavioural statements describing important job performance

qualities as good or bad (for e.g., the qualities like inter-personal relationships, adaptability and

reliability, job knowledge etc.). In this method, an employee’s actual job behaviour is judged

against the desired behaviour by recording and comparing the behaviour with BARS.

Developing and practicing BARS requires expert knowledge.

Human Resource Accounting Method

Human resources are valuable assets for every organization. Human resource accounting

method tries to find the relative worth of these assets in the terms of money. In this method
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the performance of the employees is judged in terms of cost and contribution of the

employees. The cost of employees includes all the expenses incurred on them like their

compensation, recruitment and selection costs, induction, and training costs etc. whereas

their contribution includes the total value added (in monetary terms). The difference between

the cost and the contribution will be the performance of the employees. Ideally, the

contribution of the employees should be greater than the cost incurred on them.

Assessment Centers

An assessment centre typically involves the use of methods like social/informal events, tests

and exercises, assignments being given to a group of employees to assess their competencies

to take higher responsibilities in the future. Generally, employees are given an assignment

like the job they would be expected to perform if promoted. The trained evaluators observe

and evaluate employees as they perform the assigned jobs and are evaluated on job related

characteristics. The major competencies that are judged in assessment centres are

interpersonal skills, intellectual capability, planning and organizing capabilities, motivation,

career orientation etc. assessment centers are also an effective way to determine the training

and development needs of the targeted employees

Management by Objectives

The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in

1954. Management by Objectives is basically a process whereby the superior and the

subordinate managers of an enterprise jointly identify its common goals, define everyone’s

major areas of responsibility in terms of the results expected of him and use these measures

as guides for operating the unit and assessing the contribution of each of its members.

Management by Objectives is primarily to change the behaviour and attitude towards getting

an activity or assignment completed in a manner that it is beneficial for the organization.

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Management by objectives is a result-oriented process, wherein emphasis is on results and

goals rather than a prescribed method. Several companies have had significant success in

broadening individual responsibility and involvement in work planning at the lowest

organizational levels.

Management by Objectives is a process having followed basic steps:

I. Set Organizational Goals

II. Joint Goal Setting

III. Performance Reviews

IV. Set check posts

V. Feedback

360º Feedback

The 360º Feedback process is called multi-source assessment, taps the collective wisdom of

those who work most closely with the employee, superiors, colleagues (peers), direct reports

and possibly internal and often external customers. The collective intelligence these people

provide on critical competencies or specific behaviours and skills gives the employee a clear

understanding of personal strengths and areas ripe for development. Employees also view

this performance information from multiple perspectives as fair, accurate, credible, and

motivating. As the 360º Feedback process better serves the needs of employees, it serves the

changing needs of their organizations too. Organizations are reducing hierarchy by removing

layers of management and putting more emphasis on empowerment, teamwork, continuous

learning, individual development, and self-responsibility. The 360º Feedback Model aligns

with these organizational goals to create opportunities for personal and career development.

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360-degree appraisal has four integral components:

1. Self-appraisal

2. Superior’s appraisal

3. Subordinate’s appraisal and peer appraisal.

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ABOUT THE INDUSTRY

Healthcare is one of India ‘s largest sectors, in terms of revenue and employment, and the

sector is expanding rapidly. During the 1990s, Indian healthcare grew at a compound annual

rate of 16%. Today the total value of the sector is more than $34 billion. This translates to

$34 per capita, or roughly 6% of GDP.

By 2012, India ‘s healthcare sector is projected to grow to nearly $40 billion. The Indian

healthcare industry is seen to be growing at a rapid pace and is expected to become a US$280

billion industry by 2020. The Indian healthcare market was estimated at US$35 billion in

2007 and is expected to reach over US$70 billion by 2012 and US$145 billion by 2017.

According to the Investment Commission of India the healthcare sector has experienced

phenomenal growth of 12 percent per annum in the last 4 years. Rising income levels and a

growing elderly population are all factors that are driving this growth. In addition, changing

demographics, disease profiles and the shift from chronic to lifestyle diseases in the country

has led to increased spending on healthcare delivery.

Even so, the vast majority of the country suffers from a poor standard of healthcare

infrastructure which has not kept up with the growing economy. Despite having centers of

excellence in healthcare delivery, these facilities are limited and are inadequate in meeting

the current healthcare demands. Nearly one million Indians die every year due to inadequate

healthcare facilities and 700 million people have no access to specialist care and 80% of

specialists live in urban areas.

A Hospital, in the modern sense of the world is an institution for health care providing patient

treatment by specialized staff and equipment, and often but not always providing for longer-

term patient stays .1ts historical meaning, until relatively recent times, was "a place of

hospital", for example the Chelsea Royal Hospital. Established in 1681 to house veteran

soldiers.
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Today, hospitals are usually funded by the public sector by health organizations, (for profit

or non-profit), health insurance companies or Charities. including by direct charitable

donations. Historically, however, hospitals were often founded and funded by religious

orders or charitable individuals and leaders. Modern-day hospitals are largely staffed by

professional physicians, surgeons, and nurses, whereas in history, this work was usually

performed by the founding religious orders, such as the Alexians and the Bon Secours Sisters

which still focus on hospital ministry.

During the Middle Ages hospitals served different functions to modern institutions, being

alms-houses for the poor hostels for pilgrims, or hospital schools. The word hospital comes

from the Latin word ‘Hospitalia’, which means an apartment for strangers and guests.,

signifying a stranger in or foreigner, hence a guest. Another noun derived from this,

Hospitalia came to signify hospitality, that is the relation between guest and shelter.

Hospitality friendliness. Hospitable reception. The latter modern word derives from lasting

via the ancient French romance word hostel, which developed a silent which.is signified by

a circumflex in the modern French word hotel.

Grammar of the word differs slightly depending on the dialect the U.S., hospital usually

requires an article; in Britain and elsewhere, the word normally is used without an article

when it is the object of a preposition and when referring to a patient (“in/to the hospital" vs

"in/to the hospital); in Canada both uses are founded.

Kerala scenario

Kerala the “God ‘s own country”, is the cradle of Ayurveda and traditional system of

medicine. The alternative system of medicine, Ayurveda is very well marketed in Kerala in

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terms of medical tourism. Kerala has the best qualified professionals in each and every field.

The state has the most competent doctors and world class medical facilities also.

The medical charges in Kerala are also competent so that people from other states, across the

borders and from all parts of the world come here for the treatment of various health

conditions.

The Kerala hospitals are well equipped of accommodating and treating a multitude of

medical tourists at the same time. The state-of-the-art infrastructure and health facilities

provided to patients are excellent. The panel of doctors is well experienced and veterans in

their fields. Kerala has many Super Specialty Hospitals, multi-specialty hospitals, Dental

care hospitals, eye care hospitals, Ayurvedic centers. Moreover, economical and effective

treatment is assured by the renowned hospitals of Kerala.

Ancient Asia

The sin hales (Sri Lankans) are perhaps responsible for introducing the concept of dedicated

hospital to the world. According to the Mahavamsa, the ancient chronic of Sinhalese royalty

written in the 6th century A.D, King Pandukabhaya (4th century B.C) had lying homes and

hospitals had in various part of the country. This is the earliest documentary evidence we

have of institution specifically dedicated to the care of the sick anywhere in the world

mihintale hospital is perhaps the oldest in the world.

TYPES

Some patients go to a hospital just for diagnosis. treatment, or therapy and then leave

(outpatients') without staying overnight; while there are 'admitted' and stay overnight or for

several weeks or months ('inpatients'). Hospitals usually are distinguished from other types

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of medical facilities by their ability to admit and care for inpatients whilst the others are often

are described as clinics.

1. General

The best-known type of hospital is the general hospital, which is set up to deal with many

kinds of disease and injury, and normally has an emergency department to deal with

immediate and urgent threats to health. A general hospital typically is the major health care

facility in its region, with large numbers of beds for intensive care and long-term care; and

specialized facilities or surgery, childbirth, bioassay laboratories, so forth. Larger cities may

have several hospitals, especially in the United States have their own ambulance service.

2.Specialized

Types of specialized hospitals. children’s hospitals senior's(geriatric) hospitals, and hospitals

for dealing with specific medical needs such as psychiatric problems (see psychiatric

hospital), certain disease categories and so forth.

A hospital may be a single building or a number of buildings on a campus. Many hospitals

with pre-twentieth-century origins began as one building and evolved campuses. Some

hospitals are affiliated with universities for medical research and the training of medical

personnel such as physicians and nurses, often called teaching hospitals. Worldwide, most

hospitals are run on a non-profit basis by governments or charities. Within the United States,

most hospitals are non-profit.

3.Teaching

A teaching hospital combines assistance to patients with teaching to medical students and

nurses and often is linked to a medical school, nursing school or universities.

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4.Clinics

A medical facility smaller than a hospital is generally called a clinic, and often is run by a

government agency for health services or private partnership of physicians (nations where

private practice is allowed). Clinics generally provide only outpatient services.

DEPARTMENTS

Hospitals vary widely in the services they offer and therefore, in the departments they have.

They may have acute services such as an emergency department or specialist trauma centre.

Burn unit surgery or urgent care. These may then be backed up by more specialist units such

as cardiology or coronary care unit, intensive care unit., Neurology, cancer centre and

obstetrics and gynaecology’s. Some hospitals will have outpatient departments and some will

have chronic treatment units such as behavioural health services, dentistry, dermatology,

psychiatric ward, rehabilitation services and physical therapy.

Common support units include a dispensary or pharmacy, pathology, radiology and on the

non-medical side there often are medical records departments and/or release of information

department.

Classification of Hospitals

Hospitals are classified into different types depending upon different criteria. Hospitals are

divided into:

1. Classification based on objectives.

2. Classification based on ownership

3. Classification based on system of medicine

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Classification Based on Objectives

Hospitals are classified into three categories based on objectives:

1. General hospitals

2. Specialty hospitals

3. Teaching-cum-research hospitals

Industry Structure A Segmentation

Hospital industry structure is complex in nature, as the industry can be looked from

different angles. Each hospital is distinct in its characteristics as it differs in structure,

functions, performance and the community it serves. Hospitals are normally classified into

different types depending upon criteria like, objectives, ownership and system of medicine.

The sections below attempt to elaborate the structure of hospitals in little more detail.

General hospitals

The main objective of these hospitals is to provide medical care where teaching and research

is secondary. General hospitals (Gl I) are well-known type of hospitals, which deal with all

kinds of diseases, injury and also has an emergency ward to deal with immediate threats to

health and capable to deliver emergency medical services. GH has major healthcare facilities

with large number of beds for intensive care and long-term treatment. The hospital is

equipped to take care of medical, surgical, maternity, and psychiatric cases, child birth, and

plastic surgery and usually has a resident medical staff. Example: government run hospitals,

primary healthcare centre, district and taluka hospitals

Example: Osmania General Hospital .and Gandhi General Hospital.

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Specialty hospitals

A specialty hospital is dedicated to specific subspecialty care like paediatric centres,

oncology centres, psychiatric hospitals and others. Patients will often be referred from

smaller hospitals to a speciality hospital for major operations, and consultations with

subspecialists. These hospitals have highly trained specialists, high-end technology and have

the round the clock services. These hospitals are able to do specialized tests, undertake

dialysis for acute renal failure, provide ventilation to patients with respiratory failure and

render intensive care to critically ill patients.

These hospitals undertake research and have adequate library facilities These hospitals

concentrate on a particular organ of the body and provide medical care in that field only e.g.,

cancer, dental, psychiatry hospitals. T.B. hospitals, etc

Teaching-c u m - research hospitals

The main objective of these hospitals is teaching based on research and the provision of

healthcare is secondary for example. All-India Institute of Medical Sciences,New Delhi, and

Post-Graduate Medical Education and Research Institute. Chandigarh.

Classification based on ownership

This classification is mainly based on the ownership of the hospital. It includes hospitals like

government, semi-government hospitals, voluntary agencies hospitals and private or

charitable hospitals. These hospitals provide healthcare services by charging nominal fee

from the patient. Many of these hospitals run their services with the help of government and

the funds provided by the industrialist.

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Government hospitals

These hospitals are government-run hospitals: they are either managed by central

government or stale government. One of the major purposes of these hospitals is to provide

free or charged healthcare services at a very nominal cost to poor people. J J Hospital in

Mumbai is an example of such a hospital. However, there are other hospitals like railway

hospital or defence hospital which are for providing healthcare services to the employees of

Railways and Defence of Government of India.

Semi-government hospitals

These hospitals are owned by semi-government organisations like Employees State

Insurance (ESI) hospital. Some of the hospitals in this category is managed by various

municipalities/gram panchayats. etc.

Voluntary agencies hospitals

These hospitals are run with the funds received from various industrialists, national and

international charity organisations. Specialists from different countries visit these hospitals

at regular intervals. Some examples include Sri SatvaSai super Speciality Hospitals in

Puttaparthi, Andhra Pradesh and Bengaluru, as well as Amrita Institute of Medical Sciences

and Research Centre in Cochin, Kerala.

Charity hospitals

In India, charity hospitals have become a popular way of giving back to the society. Many

industrialists have sought to serve the society by promoting hospitals. Such hospitals fall into

two categories: not-for-profit hospitals and free hospitals. Example: Christian Medical

college and hospital in Tamil Nadu.

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Classification Based on System of Medicine

In addition to allopathic, increasing number of patients are relying on Indian systems of

medicine such as Ayurveda. Homoeopathy and unani. The Indian systems of medicine are

recognised by the union government. Most states are actively involved in colleges that teach

Ayurveda, Homoeopathy and Unani.

In addition, many traditional systems prevail in India particularly in rural and agency areas.

Typically, the local priest or village head administers medicines made of locally-available

herbs. While the Indian systems of medicine certainly have their advantages, a majority of

rural population relies on these systems due to lack of allopathic facilities, low purchasing

power and illiteracy.

The Indian systems of medicine largely rely on herbs from the foot hills of Himalayas,

tropical regions of Vindhva Mountains, Western Ghats and the north-eastern part of India.

These herbs form the basis for a range of medicines such as decoctions, powders and liquids,

in addition to herbs, other sources are also used to prepare medicines in the Indian systems

of medicine.

Allopathic

Allopathy based on science is widely practised medical system driven by the Western

hemisphere. In allopathy, treatment is based on drugs having opposite effects to existing

symptoms. Each drug in allopathy is a result of extensive research. Allopathy has been

responsible for increasing life expectancy worldwide.

Ayurvedic

This is an ancient system of treatment in India. Ayurveda is a science of life system, which

deals with causes, symptoms, diagnoses and treatment based on all aspects of wellbeing:

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mental, physical and spiritual. Ayurveda, which started as a supernatural-cum religious

practice, matured into a fully developed medical science with eight branches that have parallels

in the modern system of medicine.

Presently, the system is re-orienting itself to modern scientific parameters.

The following are Ashtanga Ayurveda

1. Internal Medicine (Kava Chikilsa)

2. Paediatrics (KcnnnarBhrilya)

3. Psychiatry (BhoolViilya)

4. Ophthalmology (Shalakya)

5. Surgery {Shalva)

6. Toxicology {AgadTanirci)

7. Geriatrics {Rusayana)

8. Eugenics and Aphrodisiacs (Vajikarana)

Homeopathic

Homoeopathy is also one of the ‘oldest systems of treatments in India. The Word

'Homoeopathy' is derived from two Greek words. Tomeis' meaning similar and 'pathos

meaning suffering homoeopathy involves treating diseases with remedies, prescribed in

minute doses, which are capable of producing symptoms similar to the disease when taken

by healthy people Presently, homoeopathy is a rapidly-growing system, known as the world,

In India Homoeopathy is popular due its safety and lack of side effects.

A study indicates that about 10% of the Indian population depends solely on Homoeopathy

for health problems. The system is older than a century and a half, well integrated into the

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roots of the country. 'Small wonder', it has been recognised as one of the National Systems

of Medicine. Homoeopathy plays an important role in providing healthcare to a large number

of people.

INTRODUCTION OF CO-OPERATIVE SOCIETY

The word ‘co-operation’ is derived from the Latin word "Cooperate" which means ‘working

together'. Generally, it implies living and working together. All organization of the society

ranging family to nation, are build up on the strong foundation of co-operation can be local,

regional, national or international, there was no period in human history when people decide

to work without co-operation.

At present the word 'co-operation' had gone beyond its general sense meaning of working

together. Now it presents to comprehensive concept. It is linked generally with an economic

organization there for co-operation is not merely a feeling of human being for the attainment

of their common economic requirement.

To co-operative movement was originated in England in 1844. The intent organization was

formed by group of flannel weaver. At his time the weavers in England were badly exploited

by the capitalist they found that co-operation is the only way of solution.

Definition

According to C.R. Ray, "co-operation is an association for the purpose of joint trading

originating among the week and conducted always in an unselfish spirit on such terms that

all are prepared to assume the duties of membership by share its reward in promotion to the

degree in which they may use their association”.

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CO-OPERATIVE HOSPITAL IN KERALA

In Kerala co-operative sector as, remarkable progress is providing health care service. There

cooperative hospitals have achieved organizational growth arising out locally felt needs and

initiatives shown by local leadership. The first hospitals in Kerala come in to being on 14

may 1969 in Thrissur. The venture was very successful and set in motion trend for the

formation of number of co-operative hospitals in Kerala. The Govt of Kerala also comes out

with certain promotional scheme for the formulation of hospital in co-operative sector. Once

was for the provision of one-time subsidy on selected investment such as purchase of

equipment and share capital assistance. The other was launching of a pilot project the

establishment if panchayath level dispensaries in 1973 with similar assistance. As a result of

this a number of hospital and dispensaries come up in the co-operative sector throughout

Kerala.

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3.2 COMPANY PROFILE

Indira Gandhi Co-operative Hospital (a unit of Mambaram co-operative hospital society

ltd.c.952) is functioning at Manjodi, Thalassery, Kannur, Kerala. Indira Gandhi Cooperative

Hospital opened its doors in 1990. to usher in a new era in sophisticated and specialized

medical care at affordable costs housed in a magnified 5 storey structure. The new building

with bed strength of 350 become functioning in 1999And now almost 280 peoples working

in this hospital. However, the institution was known for its dedicated care of patient at all

levels. The warm ambience, highly competent and dedicated doctor's well-trained an

experienced nursing staff along with dependable laboratory. The medical team has been

handpicked based on their skills, reputation and popularly. I their dedication and commitment

together with facilities make this hospital special place for total care.

Indira Gandhi Co-operative Hospital has 24 hours causality, pharmacy, accident care unit,

X-ray unit, laboratory, ultra sound scanning unit, intensive care unit (ICU). Intensive critical

care unit (ICCU) and separate paediatric ICU with all facilities. Other departments such as

General Medicine concerned with restoring and preserving health by means of remedial

substances. Neurology pertaining to nerve systems, cardiology, pediatric surgery,

orthopaedics, anaesthesiology, gynecology and ophthalmology. All major and minor

surgeries for voice problems, nasal endoscopic surgeries and all other routine in I surgeries

are performed.

The hospital has two main operation theatres, which are well equipped with sophisticated

operating microscope, lightining systems oxygen and suction systems, an anaesthesia

machine, monitors and electro surgical countries. The hospital has a pharmacy within its

premises where all sorts of medicines are available. Moreover, the hospital takes effort to

maintain cleanliness and hygiene to maximum extend.

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MISSION

Indira Gandhi Co-operative Hospital is a medical institution dedicated to providing quality

patient care with unrelenting attention to clinical excellence, patient safety and an unparallel

passion and commitment to assure the very best healthcare for those we serve.

"Quality health service at affordable price."

VISION

A hospital which the community recognizes as being sensitized to their needs even in their

most vulnerable capacity. Humane conduct without compromising on quality health care.

QUALITY POLICY

The Indira Gandhi hospital is committed to provide excellent quality health care at affordable

cost to the public. This shall be achieved through dedicated services of all staff of the

hospital. The management fully supports this policy with all necessary resources. "'Service

to the society" is the motto of the hospital.

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ORGANIZATIONAL STRUCTURE

CHAIRMAN

GENERAL MANAGER

ADMINISTRATIVE
OFFICER

ASSISTANT ASSISTANT PUBLIC NURSIN


MANAGER MANGER RELATION G SUPT
OFFICER

PURCHASE PHARMACY GENERAL


ISSUES HEAD
&HOSPITAL NURSE
WORK
LAB MOTIVATIO
INCOME TAX
&SALES TAX N
WARD IN
CHARGE
SECURITY
GENERAL
STORE SWEEPERS
&PHARMACY RECEPTION
COUNTER

WARD BOY

LIFT

OTHER STAFFS

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The Indira Gandhi co-operative hospital provides a variety of services to its patients. It is

geared to handle an extensive range of medical and surgical problems. The services of

various Residential Medical Officers are also available at the hospital.

LAPROSCOPY, KEYHOLE SURGERY, PHYSIOTHERAPY, OPERATION

THEATRE, INTENSIVE CARE SERVICE, EMERGENCY SERVICE, RADIOLOGY

SERVICES, ULTRA SOUND SERVICES, PHARMACY, RECEPTION, ECG, EEG,

THREADMILL. ELISA TEST, ENDOSCOPY.CYSTOSCOPY

FACILITIES PROVIDED BY THE INDIRA GANDHI COOPERATIVE HOSPITAL

Room facility

The hospital offers rooms to patients with all facilities including general wards rooms a/c.

deluxe room non a/c and ordinary room. Other facilities are laboratory, incubator, free

treatment insurance scheme, canteen, rehabilitative facilities, integrated counselling and

testing centre, outpatient’s department.

DEPARTMENTS AT THE INDIRA GANDHI CO-OPERATIVE HOSPITAL

l) SUPER SPECIALITY DEPARTMENT

➢ Department of cardiology

➢ Department of neurology

➢ Department of urology

➢ Department of neuro surgery

➢ Department of paediatric surgery

➢ Department of endocrinology

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
➢ Department of rheumatology

➢ Department of gastroenterology

2) SPECIALITY DEPARTMENT

➢ Department of paediatrics

➢ Department of general surgery

➢ Department of gynaecology

➢ Department of medicine

➢ Department of pulmonology

➢ Department of orthopaedics

➢ Department of ENT

➢ Department of ophthalmology

➢ Department of dermatology

➢ Department of radiology

➢ Department of anaesthesiology

➢ Department of psychology

➢ Department of psychiatry

➢ Department of Pathology

➢ Department of dental

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

SCANNING DEPARTMENT

➢ CT-scanning

➢ MRI scanning

➢ Ultra sound scanning X-ray unit

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

HR DEPARTMENT

STRUCTURE OF HR DEPARTMENT

GENERAL MANAGER

PERSONNEL
ADMINISTRATION

ADMINISTRATION
PUBLIC RELATIONS SECURITY CHIEF
EXECUTIVE

CANTEEN
OFFICE ASSISTANT SECURITY GUARD
SUPERVISOR

HELPER COOK

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
Indira Gandhi co-operative hospital has a good HR department and it maintains good

relations with the employees. This helped the company to achieve tremendous growth. All

the employee’s related activities are managed by this department. The hospital is working

under the control of president.

The president delegates the authorities to the general manager and administrative officer.

The general manager and administrative officer looks after the HR department function. The

hospital has 105 permanent and 128 temporary employees.

Working hours:

Office time: morning 9am-6pm

Evening 6pm-9pm

For nurses there are three shifts:

7.30am - l .30pm

1.30pm - 7.30pm

7.30pm - 7.30 pm

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
FUNCTIONS OF HR DEPARTMENT AT INDIRA GANDHI COOPERATIVE

HOSPITAL

1) RECRUITMENT

Recruitment is a process of searching for and obtaining applicant for jobs from among whom

the right candidates can be selected. Recruitment process is done after the job analysis and

the job design which specifies the task and duties of job and qualification expected from the

respective job holders. In Indira Gandhi cooperative hospital the HR department has a clear-

cut recruitment planning. For this they give advertisement in newspaper. After collecting all

applications, department sorts these applications and call up the right candidate for the

interview. The hospital should maintain the co-operative rules while recruitment.

2) INTERVIEW AND SELECTION

After screening the test, candidates are called for the interview. For the post of office staff

and managerial position written tests are conducted with the help of experts in the field. The

short-listed candidates will be called After interview. The employees are selected on the basis

of cooperative society's act. The interview panel consists of GM, department head &

administrative manager.

3) INDUCTION

The process of induction carried out to help a new employee overcome the sense of

strangeness. This process involves induction to the organization, its objective, policies and

practices. The employees are given a handbook containing the work to be carried out by

him.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
4) TRAINING AND DEVELOPMENT

Training and development refer to the importing of specific skills, abilities and knowledge

to an employee. The hospital is not conducting any training programs. But in the case of

waste management the nurses and sweepers are given training by employing the service

of private agencies and after successfully completing the training program the candidate is

awarded certificate. The key to a good employee relation program is communication channel

that gives the employee to access important information and an opportunity to express their

ideas and feelings. The supervisors are familiar with employment policies employees aware

of their right and this leads to lessen for misunderstanding.

5) COMPENSATION OF EMPLOYEES

EMPLOYEE REMUNERATION

Sec 80 of Kerala co-operative societies act specifies the rules to be followed by

compensation. Remuneration of employee occupies an important place. Remuneration is the

compensation an employee receives in return for his or her contribution the organization.

Wages and salary

Salary is paid with pay slip, which contains details of the pay. At the time when the employee

receives salary should sign on the copy of the pay slip and it is filed in the department.

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Dearness allowances

It is the allowance paid to employees in order to enable them to face the increasing dearness

of essential commodities. Kerala state rules give the percentage of DA.

Fringe benefits

Welfare fund pension and all other fringe benefits are fixed under the control of the registrar

of the co-operative society.

Provident fund

This benefit is meant; for economic welfare of the employee. The company contributes

12.5% in the employee provident fund scheme.

Pension

The hospital gives 1.67% of employee salary as pension,

Bonus

The employees of the hospital are given bonus for certain festivals like onam, vishu,

Christmas, new year etc. The minimum bonus is 8.33%. The bonus given depends

Labour welfare fund

Rsv4 contributed by staff and Rs.8 contributed by the co-operative society every 6 months.

Therefore, a total of Rs. 12 is kept aside as labour welfare fund.

Employee welfare fund

Every year the staff and co-operative society make an equal contribution of Rs.50 towards

the employee welfare fund.

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6) PROMOTION

A change for better prospects from one job to another is deemed by the employee as

promotion. The promotion period for the entire employee is up to 2 years. Seniority is taken

as the base for promotion. If two people have joined on the same day their age will be

considered.

After 10 years a grade will be assigned if no post is free for promotion.

1. LEAVE

Proper leave facilities are granted to the employees in order to reduce their absence leave.

In a year, 20 casual leave are given.

In a year,10 days medical leave.

In a year, 20 days half day leave.

For every 1 1 days, I day leave.

The office staff gets leave on government holidays and Sunday.

2. HEALTH SERVICE

Absence due to illness of an employee affects the hospital service to the patients and causes

lots of pay to the individual employees. The hospital provides free health treatment to

employee on basis of their share in hospital.

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery
7) EMPLOYEE WELFARE

Employee welfare plans form an integral part of all scheme. A meeting is conducted in 3–

6-month period to discuss the problems and grievances of the employee and thereby solve

their problems immediately. It is helpful to increase the employee working efficiency.

8) CANTEEN

The hospital has canteen for employees and patients. For drinking water, coolers are also

installed in the company whenever necessary

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AGE GROUP OF THE RESPONDENTS

TABLE NO 4.1

PARTICULARS NO OF RESPONDENTS PERCENTAGE

BELOW 25 4 8

25-35 24 48

35-45 18 36

ABOVE 45 4 8

TOTAL 50 100

Source: Primary data

CHART NO 4.1

AGE GROUP OF THE RESPONDENTS

50
40
Percentage

30 PERCENTAGE
20
10
0
BELOW 25 25-35 35-45 ABOVE 45
Age group of the respondents

INTERPRETATION

It is observed from the above table that 48%respondents falls under the age group of 25-

35,36% of the respondents falls under the age group of 35-45, 8% of the respondents falls

under the age group 45. Hence it can be referring that majority of the employees of

INDIRA GANDHI COOPERATIVE HOSPITAL are aged below 25-35 years.

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GENDER OF THE RESPONDENTS

TABLE NO 4.2

PARTICULARS 2O OF RESPONDENTS PERCENTAGE

MALE 34 68

FEMALE 16 32

TOTAL 50 100

Source: Primary data

CHART NO 4.2

Gender of respondents

80

60
Percentage

PERCENTAGE
40

20

0
MALE FEMALE
Gender of respondents

INTERPRETATION
It is observed from the above table 68% of the respondents are males and 32% are female

out of the sample.

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MARTIAL STATUS

TABLE NO 4 3

PARTICULARS NO OF RESPONDENTS PERCENTAGE

MARRIED 36 72

UNMARRIED 14 28

TOTAL 50 100

Source: Primary data

CHART NO 4.3

Martial Status

80
70
60
percentage

50
40 PERCENTAGE
30
20
10
0
MARRIED UNMARRIED
martial status

INTERPRETATION

It is seen from the above table that 72% of the respondents are married and 28% are

unmarried.

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EDUCATIONAL QUALIFICATION

TABLE NO 4.4

PARTICULARS NO OF RESPONDENTS PERCENTAGE

SSLC 15 30

DIPLOMA 20 40

GRADUATE 15 30

TOTAL 50 100

Source: Primary data

CHART NO 4.4

Educational qualification
45
40
35
30
Percentage

25
20
PERCENTAGE
15
10
5
0
SSLC DIPLOMA GRADUATE
Educational qualification

INTERPRETATION

From the above table it is seen that 40% Of respondents are having educational

qualification in diploma and 30 % are graduates and 30 % are SSLC.

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EXPERIENCE OF EMPLOYEES

TABLE NO 4.5

YEARS NO OF RESPONDENTS PERCENTAGE

LESS THAN 1 YEAR 24 48

1-3 YEARS 10 20

MORE THAN 3 YEARS 16 32

TOTAL 50 100

Source: Primary data

CHART NO 4.5

Experience of employees
60

50

40
Percentage

30

20 PERCENTAGE

10

0
LESS THAN 1 YEAR 1-3 YEARS MORE THAN 3 YEARS
Experience of employees

INTERPRETATION

Hence it is interfered that majority of the employees (48%) is having less than one of

experience,20% having 1 to 3 years and 32% having more than 3 years of experience

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

KNOWLEDGE ABOUT PERFORMANCE APPRAISAL

TABLE NO 4.6

PARTICULARS NO OF RESPONDENTS PERCENTAGE

YES 47 94

NO 3 6

TOTAL 50 100

Source: Primary data

CHART NO 4.6

Knowledge about performance appraisal

100
80
Percentage

60
40
PERCENTAGE
20
0
AWARE UNAWARE
Knowledge about performance appraisal

INTERPRETATION

Hence it is interfered that majority of the employees of Indira Gandhi co-operative hospital

are aware of the performance aoppraisal.it is presumed that awareness about performance

appraisal indicates its effectiveness.

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FREQUENCY OF PERFORMANCE APPRAISAL

TABLE NO 4.7

PARTICULARS NO OF RESPONDENTS PERCENTAGE

QUARTERLY 49 98

HALF YEARLY 1 2

TOTAL 50 100

Source: Primary data

CHART NO 4.7

Frequency of performance appraisal

120
100
Percentage

80
60
40 PERCENTAGE
20
0
QUARTERLY HALF YEARLY
Frequency of performance appraisal

INTERPRETATION

It is noted from the above table that 98% of the respondents are of the view that

performance appraisal is carried out on quarterly basis and only 2% of the respondents are

of the view that appraisal is carried out on half yearly basis

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ROLE OF PERFORMANCE APPRAISAL

TABLE NO 4.8

PARTICULARS NO OF RESPONDENTS PERCENTAGE

ON THE BASIS OF MERIT RATING 39 78

SENIORITY 11 22

TOTAL 50 100

Source: Primary data

CHART NO 4.8

Role of performance appraisal

80
70
60
Percentage

50
40
30
20
10 PERCENTAGE
0
ON THE SENIORITY
BASIS OF
MERIT
RATING
role of performance appraisal

INTERPRETATION
It is noted from the above table that 78% of the respondents are of the opinion that

performance appraisal is based on merit rating and 22% of the respondents are of the view

that appraisal is carried out on the basis of seniority

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SCOPE/PURPOSE OF PERFORMANCE APPRAISAL

TABLE NO 4.9

PARTICULARS NO OF RESPONDENTS PERCENTAGE

BEHAVIORAL 12 24

FUNCTIONAL 15 30

PROMOTIONAL 2 4

TRAINING AND DEVELOPMENT 3 6

ALL THE ABOVE 18 36

TOTAL 50 100

Source: Primary data

CHART NO 4.9

Purpose of performance appraisal

40
Percentage

30
20
10
0
PERCENTAGE

Purpose of performance appraisal

INTERPRETATION

Hence it is interfered that majority of the employees of Indira Gandhi co-operative hospital

are aware of the view that performance appraisal. Carried out in the organisation helps to

meet several objectives.

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APPRAISAL METHOD

TABLE NO 4.10

PARTICULARS NO OF RESPONDENTS PERCENTAGE

360 DEGREE METHOD 50 100

TOTAL 50 100

Source: Primary data

CHART NO 4.10

Appraisal method
100%
90%
80%
70%
Percentage

60%
50%
40% PERCENTAGE
30%
20%
10%
0%
360 DEGREE METHOD
Appraisal method

INTERPRETATION

It is observed from the above table 100% of the respondents are of the v view that 360-

degree method is used for performance appraisal.it is presumed that the use of 360-degree

appraisal is an effective method of performance appraisal in hospital.

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PERCEPTION TOWARDS PERFORMANCE APPRAISAL METHOD

TABLE NO 4.11

PARTICULARS NO OF RESPONDENTS PERCENTAGE

GRADING METHOD 10 19

RANKING METHOD 5 36

360 DEGREE METHOD 35 45

TOTAL 50 100

Source: Primary data

CHART NO 4.11

Perception Towards Performance Appraisal Method

50
Percentage

0
PERCENTAGE
GRADING
METHOD RANKING
METHOD 360 DEGREE
METHOD
Perception Towards Performance Appraisal Method

INTERPRETATION

It is observed from the above table 19% of the respondents perception towards grading

method of performance appraisal system, 36 % are of the respondents have perception

towards ranking method and 45% of the respondents have perception towards 360 degree

method.

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SENSE OF FULFILLMENT

TABLE NO.4.12

OPTIONS NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 39 78

AGREE 3 6

STRONGLY DISAGREE 7 14

DISAGREE 1 2

TOTAL 50 100

Source: Primary data

CHART NO 4.12

Sense of fulfillment

DISAGREE
Percentage

STRONGLY DISAGREE

AGREE

STRONGLY AGREE

0 10 20 30 40 50 60 70 80
Sense of fulfillment

INTERPRETATION

From this it is clear that 78% of the respondents strongly agree that performance appraisal

gives them a sense of fulfilment whereas 6% agree,14% strongly disagree and 2% disagree

that performance appraisal doesn’t give a sense of fulfilment

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PERFORMANCE APPRAISAL REPORT HELP YOU IN IDENTIFYING TRAINING &
DEVELOPMENT NEEDS

TABLE NO 4.13
PARTICULARS NO OF RESPONDENTS PERCENTAGE

PERFORMANCE APPRAISAL 46 92
HELPS TO IDENTIFY
TRAINING &DEVELOPMENT
NEEDS
TRAINING &DEVELOPMENT 4 8
NEEDS ARE NOT IDENTIFIED
TOTAL 50 100
Source: Primary data

CHART NO 4.13
Performance Appraisal Report Help You In Identifying Training &
Development Needs
Percentage

100
50
0
PERCENTAGE
PERFORMANCE APPRAISAL HELPS TO
IDENTIFY TRAINING & DEVELOPMENT
TRAINING& DEVELOPMENT NEEDS
NEEDS
ARE NOT IDENTIFIED

Performance Appraisal Report Help You In Identifying Training


& Development Needs

INTERPRETATION

From this table it is clear that 92% of employees feels, performance appraisal system is

more helpful in identifying training needs development needs and 8% of employees thinks

that performance appraisal system doesn’t helps in identifying training needs development

needs

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

SATISFIED WITH EXISTING PERFORMANCE APPRAISAL SYSTEM

TABLE NO 4.14
OPTIONS NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 14 28

AGREE 28 56

NEUTRAL 6 12

DISAGREE 2 4

TOTAL 50 100

Source: Primary data

CHART NO 4.14

Satisfied With Existing Performance Appraisal System


60
50
percentage…
Percentage

40
30
20
10
0
strongly agree agree neutral disagree

Satisfied With Existing Performance Appraisal System

INTERPRETATION

It is evident that 28% of employees strongly agree with the statement,56% of employees

agree with the statement, 12% of employees neutral with the statement and 4% of

employees strongly disagree with the statement and 0% of the employees disagree with

the statement that are you satisfied with existing system of performance appraisal

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MOTIVATION TO PERFORM BETTER IN THE JOB

TABLE NO 4.15

PARTICULARS NO OF PERCENTAGE
RESPONDENTS

YES 38 76

NO 12 24

TOTAL 50 100

Source: Primary data

CHART NO 4.15

Motivation To Perform Better In The Job

100
Percentage

50
PERCENTAGE
0
YES
NO
Motivation To Perform Better In The Job

INTERPRETATION
It is presumed that appraisal system that motivates employees perform better at their job

indicates the efficiency of the performance appraisal system followed at hospital. The

appraisal system is likely to have gained acceptance of majority of the employees of the

organisation.

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ACHIEVEMENT OF GOALS

TABLE NO 4.16

PARTICULARS NO OF RESPONDENTS PERCENTAGE

YES 37 74

NO 13 26

TOTAL 50 100

Source: Primary data

CHART NO 4.16

Achivements of Goals

80
70
60
Percentage

50
40 PERCENTAGE
30
20
10
0
YES NO
Achievement of Goals

INTERPRETATION

From the above table it refers that 74% of the respondents are of the view that performance

appraisal helps to achieve the goal and 26% of the respondents are of the view that not helps

to achieve the goal.

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EFFECTIVE COMPENSATION SYSTEM

TABLE NO 4.17

PARTICULARS NO OF RESPONDENTS PERCENTAGE

YES 38 76

NO 12 24

TOTAL 50 100

Source: Primary data

CHART NO 4.17

Effective Compensation System


80
70
60
Percentage

50
40
30
PERCENTAGE
20
10
0
YES NO
Effective Compensation System

INTERPRETATION

It is noted that from the above table 76% of the respondents are opinion that performance

appraisal helps in effective compensation system and 24% of the respondents are not

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PROPER FEEDBACK TO EMPLOYEES

TABLE NO 4.18

OPINION NO OF RESPONDENTS PERCENTAGE

YES 39 78

NO 11 22

TOTAL 50 100

Source: Primary data

CHART NO 4.18

PERCENTAGE

YES
NO

INTERPRETATION

It is noted from the above table 78% of the respondents are opinion that performance appraisal

helps in providing proper feedback to employees and 22% of the respondents are not.

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EXPECTATION ON POST APPRAISAL BENEFITS

TABLE NO 4.19

PARTICULARS NO OF RESPONDENTS PERCENTAGE

MONETORY 15 30

NON MONETORY 4 8

BOTH 31 62

TOTAL 50 100

Source: Primary data

CHART NO 4.19

PERCENTAGE

MONETORY NON MONETORY BOTH

INTERPRETATION

From the above table 30% of the respondent’s expectation on post appraisal benefits are

monitory ,8% are non-monitory and 62% are both.

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PERFORMANCE APPRAISAL BASED ON FAVOURISM


TABLE NO 4.20

OPINION NO OF RESPONDENTS PERCENTAGE

YES 27 54

NO 23 46

TOTAL 50 100

Source: Primary data

CHART NO 4.20

Performance Apprisal Based On favourism


56
54
52
Percentage

50
48
46 PERCENTAGE

44
42
YES NO
Performance Apprisal Based On favourism

INTERPRETATION

It was inferred from the above table that 54% of the respondents are opinion that performance

appraisal is based on favourism and 46% of respondents are not.

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RELATIONSHIP BETWEEN THE MANAGEMENT AND EMPLOYEES

TABLE NO.4.21

OPINION NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 21 42

AGREE 23 46

DISAGREE 4 8

STRONGLY DISAGREE 2 4

TOTAL 50 100

Source: Primary data

CHART NO.4.21

Relationship between the management and employees


50
45
40
35
Percentage

30
25
20
15
10
5
0
Strongly agree Agree Disagree Strongly disagree
Relationship between the management and employees

Percentage

INTERPRETATION

It is identified that 42% of the respondents are opinion that performance appraisal helps in

strengthening relationship between management and employees and 46% agreed,8% disagreed

and 4 % are strongly agreed.

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PERFORMANCE RATING HELPS TO FIX INCREMENT

TABLE NO.4.22

OPTIONS NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 20 40

AGREE 28 56

STRONGLY DISAGREE 1 2

DISAGREE 1 2

TOTAL 50 100

SoSource: Primary Data


CHART NO.4.22

Performance rating helps to fix increment

60 Performance rating helps to fix increment


Percentage

40

20
0
Strongly
Agree
agree Strongly
disagree Disagree
Performance rating helps to fix increment

INTERPRETATION

It is identified that 56% of the respondents are opinion that performance appraisal rating

helps in fixing increment and 40% strongly agreed,2% disagreed and 2% are strongly agreed

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EMPLOYEES PERSONAL DEVELOPMENT AND WORK SATISFACTION

TABLE NO.4.23

OPINION NO OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 16 32

AGREE 28 56

DISAGREE 4 8

STRONGLY DISAGREE 2 4

TOTAL 50 100

Source: Primary data

CHART NO.23

PERCENTAGE

STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

INTERPRETATION

It is observed that 32% of the respondents are strongly agreeing that performance appraisal

aims at employee’s personal development and work satisfaction, and 56% agreed,8% disagreed

and 4 % of the respondents are strongly agreed.

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CALCULATION OF CHI-SQUARE

Null hypothesis (HO): Employees are not satisfied with the current performance appraisal

system

Alternative hypothesis (H1): Employees are satisfied with the current performance appraisal

system

χ^2= ∑(O-E) ^2/E

CHI-SQUARE TABLE
O E (O-E) (O-E) ^2 (O-E) ^2/E

14 12.5 1.5 2.25 0.18

28 12.5 15.5 240.25 19.22

6 12.5 -6.5 42.25 3.3

2 12.5 -10.5 110.25 8.82

∑(O-E) ^2/E=31.6
Degree of freedom= (n-1)

The degree of freedom 3 @ 5% level of significance

Therefore, the calculated value =31.6

Table value= 7.815

RESULT:

CHISQUARE VALUE > TABLE VALUE

31.6>7.815

Thus, we reject null hypothesis and accept alternative hypothesis so we can conclude that

employees are satisfied with the current performance appraisal system.

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FINDINGS

The following are the findings derived from this research study “a study on

effectiveness of performance appraisal at Indira Gandhi co-operative Hospital, Thalassery:

• 48% of the respondents intended to fall under the age group of 25-35 out of 100 sample

maximum number of respondents ie,72% are married and 40 % of the respondents are

diploma holders

• 72%of the respondents are married and 48% of respondents have experience less than

one year

• 98% of the employees are satisfied with the duration(quarterly) of the performance

appraisal in the hospital

• 94% of respondents have knowledge about performance appraisal

• 78% of the respondents accepted that performance appraisal system is based on merit

rating

• From the study it is found that most respondents(ie;36%) with the overall objectives

of the performance appraisal such as behavioural, Promotional, functioning, training

and development

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• All the respondents (100%) accepted that 360-degree method is used for

performance appraisal in the hospital

• 92% of the respondents said that performance appraisal system helped them to

identity training and development needs of the employees in the hospital

• 45% of respondents have perception towards 360-degree method of performance

appraisal

• 78%of respondents agrees that performance appraisal helps to attain sense of

fulfilment

• 56% of the respondents are satisfied with the current performance appraisal method

followed in the hospital

• 74% of the respondents viewed that appraisal helped them to achieve their goals in

an effective manner

• 76% of the respondents accepted that only because of performance appraisal system

the effective compensation is being implemented in the hospital

• 76% of the respondents viewed that performance appraisal system had motivated

them to perform better in their job

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• 78% of the respondent viewed that performance appraisal gives timely feedback and

leads personal development of an employee

• 62% of respondents have expectations on post appraisal benefits i.e. Both

monitory and non-monitory

• 54% of respondents says that performance appraisal is based on favourism

• 46%of respondents agree that them exist a good relationship between management

and employees

• 56% of respondents agrees that performance rating helps to fix increment

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

SUGGESTIONS

In the light of the major findings of the present research study, following are the suggestions

to improve the effectiveness of performance appraisal system at Indira Gandhi Co-operative

Hospital. This are as follows:

• The hospital should provide both monetary and non- monetary benefits as post appraisal

benefits

• Performance appraisal should not be based on favourism

• The hospital should make necessary modification in performance appraisal system to

motivate the employees to do the work in an effective manner

• Automation of performance appraisal system will increase the effectiveness of

performance in the hospital

• The hospital should take steps to retain the experienced employees

• If the hospital gives more concentration on performance appraisal system, they can

increase the success rate of training and development

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A Study on Effectiveness of Performance Appraisal System at Indira Gandhi Co-operative Hospital, Thalassery

CONCLUSION

Indira Gandhi Co-operative hospital is well established and well-known super specialty

hospital locality, and has been performing well for the benefit of all classes of people in

the society. Performance appraisal helps to evaluate employee’s performance level and in

identify the gap .it plays a vital role in the hospital because performance appraisal feedback

motivates the employee to do this work in an effective manner and also to smoothen the

relationship between management and employees. The performance determines who is the

need person what kind of training is needed for the employees and makes the training and

development programme successful in the hospital

Concluded that the 360-degree performance appraisal method is effective in the company

and they have to improve the existing system of working culture, and also it has to take

effective measures to improve the standards of appraisal system in the hospital.

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WEBSITES

https://igch.in
http://www.scribd.com/
http;//www.performance-appraisal.com/intro.htm

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