INTRODUCTION

An Introduction to Employee Involvement and Teamwork

INTRODUCTION:

Whatever service or product we supply it is important that everyone is involved in

continuously seeking and implementing improvements. Improvements either to the service or
product itself or to the way we carry out our work. Whether that responsibility is to deliver a
piece of data, some documentation, a part completed product, the serving of lunch, or
whatever. The ultimate state of continuous improvement is achieved when "everyone in a
company is personally managing, and continuously improving their own processes
individually and in teams".

A company’s greatest assets are its people, but what counts is how those people and their
skills in an organisation are used. Get that right and you’re on your way.

Team Work:
It is one of the most effective ways of enabling employees at all levels to use their
creative abilities to improve the performance of the organisation they work for, and the
quality of their own working life.

The benefits include:

• Development of interpersonal, analytical, and leadership skills
• Instilling a quality consciousness among all employees
• Higher quality product
• More effective use of resources
• More individual job satisfaction
• Improved two-way communications between employees and their management

[1]
 A Team Working programme can yield dramatic results but it must not be treated as another
management technique which can be used and simply discarded. Once begun, it will raise
expectations among people who will therefore feel badly let down if management lose
interest or commitment before a programme has taken root. This is not to say it will always
be seen as a high profile activity; a healthy development should, over a period of years,
become accepted as part of the normal way of life of the organisation.

Team:
A small group of people with complementary skills who are committed to a common
purpose, a set of performance goals and an approach for which they hold themselves
mutually responsible.

Before embarking on a programme it is recommended that an organisation should consider if

it meets the following criteria:

• A company culture which would support a participative approach

The management will need an open style which will allow free expression and which will
avoid criticisms like " the manager should have thought of that" when a team comes up
with a solution. There must also be a willingness to provide the relevant facts and figures to
enable employees to make an informed contribution.
• Employee relations must be reasonably healthy
Teams will improve a healthy climate; they will not cure a bad one.
• Acceptance of long term commitment
Getting the programmed of the ground will take time. Although there have been dramatic
exceptions it is generally several months before usable results are obtained.
• Willingness to provide sufficient company resources
There may be consultant’s fees; there will certainly be a need for proper training and
training materials.
• Availability of Management attention
The timing of introduction should be judged so that management attention will not be

[2]
 diverted to managing other unrelated change. For example it would be reasonable to time
the introduction to coincide with a programmed to improve quality or competitiveness, but
it would be better to hold back if a major office move or a new production process was
imminent.

An Essential factor for success while many factors contribute to a successful on-going
programme, experience shows the following are vitally important:

• Voluntary participation (to start with)

Members of teams and leaders must want to participate and it is normal to ask for
volunteers at the commencement of a programmed but over a period of time, usually three
to four years it should evolve as normal practice and everyone in the organization should be
encouraged to become involved.
• Top management support
The most senior manager of the unit must be committed to the programmed – making it
clear by example that all the management team are expected to give their active support.
• Operational management support
Management must be seen to be interested by allowing employees time for regular team
meetings, visiting meetings and giving encouragement and support for projects and
implementation of solutions.
• Facilitator guidance
At least one suitable individual must be able to devote sufficient time to the programmed.
This activity can be combined with other duties, but facilitating in excess of 15 teams can
be a full time job.
• Training
Facilitators, leaders and team members must be properly trained in team skills and problem
solving tools and techniques. At the beginning of a programmed the facilitator (and often
the first leaders) is trained by a specialist consultant or other professionally competent
resource. The facilitator can subsequently train others. Top and middle operational
management at all levels must be trained and be fluent in problem solving techniques.

Shared work background

• Teams should initially be formed from people from the same work area. Shared work

[3]
 knowledge helps a faster development of the essential teamwork and also helps the teams to
contain problems to those under its member’s direct control.
• Solution Oriented
Teams must work in a systematic way identifying and defining problems – not just
discussing them – investigating causes, devising and testing solutions and being involved in
the implementation of solutions.
• Recognition
Teams are not paid directly for their solutions but management should arrange recognition
by means of verbal and visible interest in the team’s projects and well being or whatever
they consider appropriate.

Structure for the programme the arrangements for managing a programme will need to be
tailored to meet the structure and practices of each particular organisation. Nevertheless
experience has shown that successful programmes nearly always include some form of
`steering` or overall management committee, a `facilitator` who has overall responsibility for
providing support to all or part of the programme, and properly trained `leaders`.

Steering Committee
The steering committee oversees the implementation and progress of the entire programme.

Facilitator
The facilitator is accountable for monitoring the health of the programme. The duties will
usually include training, being present to help at initial team meetings, reporting on
programme health to the steering committee, keeping a watching brief on the implementation
of solutions, obtaining necessary funds for facilities, coordinating with management a
timetable of meetings, publicising and extending the programme and keeping in touch with
developments.
In larger companies, where a team programme will be started in several different locations,
with several facilitators, a coordinator may be appointed to look after the health of the overall
programme.

Leaders
At the commencement of a programme the leader is usually a person (such as a supervisor) to
whom the team members would report to in their natural work environment, however as the

[4]
team matures and more teams are formed it is good practice to encourage team members to
take on the role of leader

A supervisor is by nature already a team leader, so the new role in teams is perceived as a
natural extension which needs some extra training for the new skills involved. Where the
team leader is not the natural supervisor of the work group, more extensive training will be
needed and care must be taken not to threaten normal reporting lines.

Improvement teams
There are three basic types of improvement team:
• Workplace Improvement Teams (WIT’S)
• Corrective Action Teams (CAT’S)
• Process Improvement Teams (PIT’S)

In any organisation all three types can work effectively and supplement each other to
advantage, the following is a definition of each type:

Workplace Improvement Team (WIT)

There are many names given to this type of team by organisations world-wide and they
include, Kaizen Teams, Customer Focus Groups, Quality Circles, to name but a few and
these are usually made up of a group of people who work in the same area, who meet
together regularly to analyse and provide solutions to problems that effect them.

Having by consensus, decided which problem to tackle they will proceed to solve it. The
team, under the guidance of a fully trained leader, will then follow the problem solving cycle
and bring to bear the entire various problem solving tools and techniques that it has been
taught, such as brainstorming, data collection, project evaluation, Pareto analysis, cause and
effect analysis, etc.

Having found the main causes of the problem, and determined the solution and remedial
action, they implement and evaluate their solution with management approval and support.
They then select another project and repeat the cycle.

[5]
Corrective Action Team (CAT)
Sometimes referred to as Cross Functional or Multi-Disciplinary Teams. These are usually
created by management to tackle a specific problem that requires specialist knowledge drawn
from a wide area to address the problem. The problem may well have been identified by a
workplace improvement team an individual or management.

The team under the guidance of an appointed leader will apply the problem solving process
and tools as used by the WIT’S. The frequency and duration of meetings will be decided by
the team in collaboration with the appointing managers. On completion and implementation
of the project the team is normally disbanded.

A Process Improvement Team (PIT)

Different to the other two types of team in one important way. WIT’S and CAT’s are reacting
to identify problems, but Process Improvement Teams are proactively addressing areas of
possible improvement. They analyse current processes which are operating in the prescribed
part of the operation and try to identify changes that will improve the operation.

Members of the team are nominated by Management and should represent all areas of the
process. The team under the guidance of an appointed leader will apply the same tools and
techniques used by the WIT’s and CAT’s. The frequency and duration of meetings will be
decided by the team in collaboration with management. On completion and implementation
of the project the team is usually disbanded.

The number of teams in action at any one time will depend on the resources available to
support them. With any kind of team the nucleus around which the team revolves is the
leader, but he or she cannot do everything. A good leader delegates tasks to team members so
that everyone feels part of the team. A wise leader keeps in touch with all related
management and everyone else that is likely to be affected by the team’s activities.

Summary to develop an effective team culture in any organisation requires training, training
in the essential skills of Leadership and Team Development, Problem Solving Tools and
Techniques and having the Structures in place to support the teams. Without proper training
in the necessary tools and techniques failure is almost certain to occur and you rarely get a
second chance.

[6]
A recent survey of over one hundred manufacturing company’s highlighted that the main
reasons for team programme failure, in descending order were:

The benefits include:

• Lack of Senior Management Commitment / Strategy
• Suspicion
• Lack of Training in Essential Team Skills
• Selecting Projects that are too big or too complex
• No Recognition
• Expecting too much too soon from teams

[7]
 1.1 INDUSTRY PROFILE
HUMAN RESOURCE IN HOSPITAL INDUSTRY

The human resource advisory service focuses on identifying the manpower needs of the hospital in
line with the planned clinical and administrative services portfolio. It also addresses specific job
profiles, approach to recruitment and training needs.

Apollo’s Human Resources teams undertake a critical evaluation of the manpower requirements
and availability. A mix of doctors, technicians and nurses are recommended after considering the
medical services offered by the hospital. The qualifications and the background required for
successful operations of the hospital are some of the aspects that would be brought to light during
the manpower-planning phase.

In the absence of a readily available team of doctors, nurses and technicians, we develop a long-
term strategy and plan of action to identify, recruit and train various levels of professionals for
these categories. This is accomplished by developing local-expertise and capabilities within the
hospital, and therefore a knowledge-transfer plan is initiated to ensure long-term compliance with
the goals.

[8]
Human Resource Management (HRM, HR) is the management of an organization's
employees. While human resource management is sometimes referred to as a "soft"
management skill, effective practice within an organization requires a strategic focus to
ensure that people resources can facilitate the achievement of organizational goals. Effective
human resource management also contains an element of risk management for an
organization which, as a minimum, ensures legislative compliance.

Research in the area of HRM has much to contribute to the organizational practice of HRM.
For the last 20 years, empirical work has paid particular attention to the link between the
practice of HRM and organizational performance, evident in improved employee
commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore
higher productivity, enhanced quality and efficiency. This area of work is sometimes referred
to as 'Strategic HRM' or SHRM(not to be confused with the Society for Human Resource
Management).

Within SHRM three strands of work can be observed: Best practice, Best Fit and the
Resource Based View (RBV).

The notion of best practice – sometimes called 'high commitment' HRM – proposes that the
adoption of certain best practices in HRM will result in better organizational performance.
Perhaps the most popular work in this area is that of Pfeiffer who argued that there were
seven best practices for achieving competitive advantage through people and 'building profits
by putting people first'. These practices included: providing employment security, selective
hiring, extensive training, sharing information, self-managed teams, and high pay based on
company performance and the reduction of status differentials. However, there is a huge
number of studies which provide evidence of best practices, usually implemented in coherent
bundles, and therefore it is difficult to draw generalized conclusions about which is the 'best'
way (For a comparison of different sets of best practices see Becker and Gerhard, 1996

Best fit, or the contingency approach to HRM, argues that HRM improves performance
where there is a close vertical fit between the HRM practices and the company's strategy.
This link ensures close coherence between the HR people processes and policies and the
external market or business strategy. There are a range of theories about the nature of
this vertical integration. For example, a set of 'life cycle' models argue that HR policies and
practices can be mapped onto the stage of an organization's development or life cycle.
Competitive advantage models take Porter's (1985) ideas about strategic choice and map a

[9]
range of HR practices onto the organization's choice of competitive strategy. Finally
'configuration models' provide a more sophisticated approach which advocates a close
examination of the organization’s strategy in order to determine the appropriate HR policies
and practices. However, this approach assumes that the strategy of the organization can be
identified – many organizations exist in a state of flux and development.

The Resource Based View (RBV), argued by some to be at the foundation of modern HRM,
focuses on the internal resources of the organization and how they contribute to competitive
advantage. The uniqueness of these resources is preferred to homogeneity and HRM has a
central role in developing human resources that are valuable, rare, and difficult to copy or
substitute and that are effectively organized.

Overall, the theory of HRM argues that the goal of human resource management is to help an
organization to meet strategic goals by attracting, and maintaining employees and also to
manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to
ensure a fit between the management of an organization's employees, and the overall strategic
direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines; therefore
we need to have an interdisciplinary examination of people in the workplace. Fields such
as psychology, industrial, industrial engineering, sociology, economics, and critical
theories: postmodernism, post-structuralism play a major role. Many colleges and universities
offer bachelor and master degrees in Human Resources Management or in Human Resources
and Industrial Relations.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4
fields for the HRM function:

 Strategic partner - Aligning HR and business strategy: ‘organizational diagnosis’

 Administration Expert - Reengineering organization processes: ‘shared services’
 Employee champion - Listening and responding to employees: ‘providing resources to
employees’
 Change Agent - Managing transformation and change: ‘ensuring capacity for change’.

[10]
HRM strategy

An HRM strategy pertains to the means as to how to implement the specific functions of
Human Resource Management. An organization's HR function may possess recruitment and
selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or
learning and development policies; however all of these functional areas of HRM need to be
aligned and correlated, in order to correspond with the overall business strategy. An HRM
strategy thus is an overall plan, concerning the implementation of specific HRM functional
areas.

An HRM strategy typically consists of the following factors:-

 "Best fit" and "best practice" – meaning that there is correlation between the HRM
strategy and the overall corporate strategy. As HRM as a field seeks to manage human
resources in order to achieve properly organizational goals, an organization's HRM
strategy seeks to accomplish such management by applying a firm's personnel needs with
the goals/objectives of the organization. As an example, a firm selling cars could have a
corporate strategy of increasing car sales by 10% over a five year period. Accordingly,
the HRM strategy would seek to facilitate how exactly to manage personnel in order to
achieve the 10% figure. Specific HRM functions, such as recruitment and selection,
reward/recognition, an HR plan, or learning and development policies, would be tailored
to achieve the corporate objectives.

 Close co-operation (at least in theory) between HR and the top/senior management, in the
development of the corporate strategy. Theoretically, a senior HR representative should
be present when an organization's corporate objectives are devised. This is so, since it is a
firm's personnel, or provides a service. The personnel's proper management is vital in the
firm being successful, or even existing as a going concern. Thus, HR can be seen as one
of the critical departments within the functional area of an organization.

 Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number
of factors, namely the size of the firm, the organizational culture within the firm or the
industry that the firm operates in and also the people in the firm.

[11]
A HRM strategy can be divided, in general, into two facets – the people strategy and the HR
functional strategy. The people strategy pertains to the point listed in the first paragraph,
namely the careful correlation of HRM policies/actions to attain the goals laid down in the
corporate strategy. The HR functional strategy relates to the policies employed within the HR
functional area itself, regarding the management of persons internal to it, to ensure its own
departmental goals are met.HRM strategies can also be depicted in the form of models. The
best fit strategies relate to Hard HRM model and people centric strategies relate to Soft HRM
strategies.

The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding the staffing needs of an organization and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring your
personnel and management practices conform to various regulations. Activities also include
managing your approach to employee benefits and compensation, employee records and
personnel policies. Usually small businesses (for-profit or nonprofits) have to carry out these
activities themselves because they can't yet afford part- or full-time help. However, they
should always ensure that employees have—and are aware of—personnel policies which
conform to current regulations. These policies are often in the form of employee manuals,
which all employees have.

Note that some people distinguish a difference between HRM (a major management activity)
and HRD (Human Resource Development, a profession). Those people might include HRM
in HRD, explaining that HRD includes the broader range of activities to develop personnel
inside of organizations, including, e.g., career development, training, organization
development, etc.

There is a long-standing argument about where HR-related functions should be organized

into large organizations, e.g., "should HR be in the Organization Development department or
the other way around?"

The HRM function and HRD profession have undergone major changes over the past 20–30
years. Many years ago, large organizations looked to the "Personnel Department," mostly to
manage the paperwork around hiring and paying people. More recently, organizations
consider the "HR Department" as playing an important role in staffing, training and helping.

[12]
 1.2 COMPANY PROFILE

The S.R.Trust (Reg. No. 291/85 dated May 9, 1985) is a public charitable
non-profit organization founded by Dr.N. Sethuraman. The Founder
President, Dr. N. Sethuraman, is also the recipient of the prestigious Dr. B.
C. Roy National award for medical social services. He was instrumental in
making a medical paradigm shift in health care, in India.
Dr. Sethuraman was inspired by his High School Headmaster, Thiru
Manikavasagam, who always urged him not only to provide medical
services, but to also work for social upliftment. These words left an
indelible imprint in the heart and mind of young N. Sethuraman. Today,
Thiru.Manikavasagam would have been proud of his student who
followed his ideals, and not only established the S.R. Trust, but made it a
full-fledged modern facility with contemporary team-based care and
cutting edge technology.
The SR Trust is now managed by its Managing Trustee, Dr. S.
Gurushankar, who is a doctor himself, and a graduate from the Indian
Institute of Management (IIM).
Since its inception in 1985, the S.R.Trust continues to grow and develop
while adhering to its purpose of existence, to provide affordable healthcare
to all.

Trustees:

Dr. N. Sethuraman - Founder President

Dr. Mrs. Rajam Sethuraman - Secretary
Dr. S. Gurushankar - Managing Trustee
Mr. S. Manavalan
Mr. S. Regunathan
Mrs. C. Kamini Gurushankar
Mr. G. Sarthe Saravana

[13]
Meenakshi Mission Hospital & Research Centre (MMHRC), which
extends its services from the temple city of Madurai, is managed by the
S.R. Trust. MMHRC, which started off with barely 50 beds in 1990, has
after 21 years, turned into a 700-bed Multi-specialty premiere hospital
where patients visit us with the hope and confidence of getting cured.
Dr. N. Sethuraman is the Chairman, while Dr. Mrs. Rajam Sethuraman is
the Executive Director of MMHRC. Dr. S. Gurushankar, who dons the
role of Vice Chairman, is currently administering the daily activities of
MMHRC. Prof. V.N.Rajasekaran is the Medical Director.

VISION:

No man is too poor to afford first-grade medical treatment.

MISSION:

World-class care within everybody's reach

VALUES:

Care, Compassion, Commitment, Charity, Empathy, Quality Service.

QUALITY POLICY:

Meenakshi Mission Hospital & Research Centre, in pursuit of excellence,

is committed to comply with applicable requirements for developing and
providing world class health care at an affordable cost. We shall foster an
environment in which every person is motivated to continually improve
the efficiency and effectiveness in the management of health care services.

[14]
AWARDS & ACCOLADES:

MMHRC prides itself at its unflinching dedication towards delivering

quality health care at an affordable cost to all. To achieve this we have set
exacting benchmarks for ourselves, whether in technology, services, and
infrastructure or in the experienced medical fraternity we employ. We
have also chosen to integrate hospital and clinical care with research and
education, adding to it our unparalleled human and humane touch.

Our true reward lies in the smiling faces which have benefited from
MMHRC, and those who place their trust, hope and lives in our hands. It
is indeed heartening when our hard work is recognized and appreciated
through meritorious awards and the accolades we have received over the
years. The list is long, the milestones are many, but we are happy to share
some of these with you.

 Best Public Service Award 2010

 Smile Stone 5000
 Performance Excellence Award- 2008
 Credibility Alliance Certification
 Social Responsibility Initiative of the Year- 2007
 Reward for DRI Services
 The Smile Train, USA
 State of Illinois, USA
 India Builds
 Cleft lip / palate free Districts
 Counsel for Fair Business
 Golden Peacock National Quality Award
 Dr. B.C. Roy National Award

[15]
The Smile Train, USA
The good work done at the Smile Train centre for Cleft lip/palate at MMHRC has been
well appreciated by The Smile Train-USA for mobilizing persons living with cleft lip/palate
and providing more than 2000 quality corrective surgeries. Dr. S. Gurushankar, Vice
Chairman was received at The Smile Train Central Office, New York, hosted at lunch and
awarded a citation.

State of Illinois, USA

In recognition of the humanitarian services rendered by MMHRC in treating the injuries and
illnesses of the Tsunami victims free of cost, in collaboration with the Direct Relief
International-USA, MMHRC was awarded a citation by the representative Susana A.
Mendoza, State of Illinois vide House Resolution Number 668, Ninety Four General
Assembly, House of Representatives-USA.

India Builds

"Habitat for Humanity International" launched a new programmed to eradicate poverty of

housing in India, by building affordable and safe houses. MMHRC has been included in this
programmed to build 1000 houses for the members of Mahasemam in another five years.
MMHRC was awarded by this programmed, for its commitment towards eradicating poverty
of housing in India. Honorable Mr. Kapil Sibal, Ministry of Science and Technology,
Government of India honored MMHRC for its valuable humanitarian services.

Cleft lip/ Palate free Districts

In collaboration with the district authorities of Tirunelveli and Tuticorin, and the grant
support from the Smile Train USA, MMHRC facilitated the districts free from Cleft
lip/Palate problems and received a citation from the respective collectors.

[16]
Counsel for Fair Business Practices Award

Meenakshi Mission Hospital and Research Centre, Madurai, was the winner of the Counsel
for Fair Business Practices Award, which was given away by Mr. Adi Godrej, in Mumbai.
The award was conferred to felicitate the hospital’s fair business practices.

Golden Peacock National Quality Award

Meenakshi Mission Hospital & Research centre has received Golden Peacock Award for
Quality in the year 1999.

Dr. B.C. Roy National Award

Medical Council of India instituted Dr. B.C. Roy Award in 1976 in memory of Bharat Ratna
Dr.B.C.Roy...Dr.N.Sethuraman, Founder Chairman of Meenakshi Mission Hospital &
Research Centre was awarded with this prestigious award by the President of India
for Medico Social Relief in the Year 1998.

ACHIEVEMENTS:

 Procedures performed
 Facilities
 Equipment

Procedures performed:

 3500 CABG Surgeries

 4500 Angioplasty surgeries
 80,000 Dialysis
 17,500 Ortho surgeries
 2500 Neuro Surgeries
 300 surgeries for Brain & Spinal cord tumor
 1050 Laparoscopic procedures

[17]
  6000 cleft/lip surgeries.

Facilities:

 Inauguration of the Camilla Children Cancer Centre

 Inauguration of the 20-bed new IRCU facility
 Inauguration of the new Corporate Ward
 Inauguration of the new Renal ICU facility
 Addition of 2 new Telemedicine centers - Madurai, Virudhunagar

Equipment:

 Commissioning of the Linear Accelerator.

 Commissioning of the 1.5 teals MRI Equipment.
 Addition of Fixed Cathlab equipment.
 Installation of the Colour Doppler 730 probes and Piga CT Biopsy.

HEALTH CHECK-UP:

The department of Preventive Medicine at MMHRC offers different

packages for health check-ups. Our present day life style makes it
mandatory for everyone to undergo a complete health check-up at least
once a year. Today, the people are subject to far more stress and strain,
and they are also more health conscious and aware. This dictates that those
who reside in urban areas should make it a point to undergo an annual
health check-up. In the western countries, surprisingly, 50% of patient
inflow into hospitals is for preventive health check-ups, instead of
treatment.

CORPORATE RELATIONS:

Vision, charity and the ability to transform ideas and dreams into reality
are some of the qualities that have distinguished Meenakshi Mission
Hospital since inception. Our mission, for over 20 years, has been to
provide affordable, world-class health care to all. We are now getting

[18]
closer to translating our vision of "No man is too poor to afford first grade
medical treatment."
As we mature, we learn new things, acquire new skills and take up new
challenges. And yet, ideally, while we change in so many ways, we remain
true to our core values. So it is, with our Hospital also. Having enjoyed 20
years since its inception, we celebrate the changes over the years. At the
same time, adhering to our core values is what has made this hospital what
it is: one of the finest in India.
We are proud of the fact that this institution has always respected and
continues to honor the founding principles viz. Service to the Community.
This remains the corner stone on which the great edifice of MMHRC has
been built. We are driven by a single thrust, to offer the very best care to
every patient, every single day. We pride ourselves at walking the extra
mile for every patient, offering cutting edge technology and making
revolutionary strides in the field of affordable health care
It is not enough to stare up the steps - We must step up the stairs….
At Meenakshi Mission Hospital, we have chosen to climb the ladder rung
by rung. We work earnestly towards our vision of MMHRC being a
sanctuary of care for the individuals in need of medical assistance and
intervention. We not only strive to fulfill the comprehensive medical and
nursing needs of our patients, but we also adopt a patient-friendly
approach in which we treat our patients and their families as our partners
in holistic care. MMHRC has lit a beacon of hope in many hearts and has
become an institution of trust.
Our hospital strives to make a difference: our staff and volunteers serve
the community with dedication, compassion and commitment towards
“Medical Excellence with a Heart.” Together we Endeavour to become
one of the most competitive hospitals in the health care industry, in the
country.

[19]
At MMHRC the emphasis is on:
 Quality, patient care delivery systems
 Efficiency in operations
 Reliability for stakeholders
 Thrust on discovery
 Active involvement in Clinical Medical Research.

Twenty years after the day of our birth, we know more, we do more and
we look very different. But at MMHRC, times have never altered our
commitment to the community that brought us to life in the first place. The
“Smile Train” team has brought a smile to many a face. The team has
conducted about 6000 cleft lip / palate surgeries, which is no mean
achievement. As the human existence is challenged by incomprehensible
diseases and ailments, we attempt to reach the core of scientific processes
to unearth their remedy and focus on our goals.

QUALITY & INNOVATION:

Quality is never an accident; it is always the result of high intention,

sincere efforts, intelligent direction and skilful execution; it represents the
wise choice of many alternatives.

At MMHRC quality is never an accident….

We have set high standards for ourselves…….

Quality is the result of a collective effort and total commitment. We

believe in benchmarking ourselves in enhancing customer satisfaction by
meeting customer needs and regulatory requirements, with an eye on
regularly improving quality and performance. We focus on quality
improvement and implementing innovative ideas in every one of the
services we offer.
We also offer the latest innovations in key areas of medical specialties and
super-specialties, keeping up with international standards. Our aim is to
offer quality clinical services and care in well-managed, efficient, flawless
and safe facilities, guided by the beacon of customer satisfaction. To

[20]
achieve this, we have implemented many programs like patient feedback
analysis, rounds in patient care areas, suggestions from the staff etc.

Our Programmes
"Spark" Suggestion Scheme
Quality Circles

Our Programmes:
 We give the utmost importance to each and every suggestion from
patients, since we realize that their satisfaction is our ultimate goal.
 The Department of Quality and Innovation analyzes customer
feedback data in order to understand thoroughly how the care is
being delivered.
 We collect feedback forms from the in-patients and out-patients, to
ensure quality at all levels.
 We also analyze the feedback and interpret the levels of customer
satisfaction, and work towards solving customer complaints
amicably.
 Immediate actions are taken to rectify the complaint issues, and an
abstract is sent to all the concerned departments for them to take
preventive and corrective actions.
 The appreciative comments received from the patients are posted
on the “Thank you Wall.” These positive comments motivate our
staff at MMHRC.

"Spark" Suggestion Scheme:

 We give importance not only to suggestions from our patients, but

also to suggestions from our staff.
 Our long-standing and dedicated staffs are our most precious asset.
 "Spark" Suggestion Scheme is our way of motivating and
encouraging the in-patients to give suggestions for Continuous
quality improvement.

[21]
  The "Spark" scheme is successful on account of the regular
meetings conducted and the feedback is delivered to the staff.
 Employees who have contributed the maximum number of
suggestions are honoured on Kaizen day as "Spark Masters".

Quality Circles:

At MMHRC we act as a facilitator, in bringing quality control through

"Quality Circles."
We have 12 Quality Circles from various departments of the hospital.
These "Quality Circles" conduct an in-depth and systematic study of the
problems identified by the staff.
9 Quality circle teams (Rose-Nursing, Gem-A/c Plant, Minnoli-Electrical,
Red rose-Nursing, Pharmacia-Pharmacy, Kubera-Billing, Pinnacle-
Biomedical, Sigma-Laboratory and Bright-Laundry) participated in the
19th. Chapter Convention at Ooty in September 2009 and received
awards.
Nearly 120 Quality teams have participated the competition and the Bright
- Laundry QC has got the "Overall Best Team Award.
Promotional Initiatives:
Today's competitive scenario in the health care industry, demands that the
Marketing Division of any hospital ensures a steady and increasing flow
of patients. However, at MMHRC, the Marketing team, under the table
guidance of our Founder Chairman Dr. N. Sethuraman, has always been
working towards not only increasing the number of patients, but to also
impart knowledge about the preventive, corrective and palliative ways of
treating diseases. This is what differentiates MMHRC from any other
hospital.
After 21 years of extensive involvement, the Marketing team has become
an integral part of the daily activities of MMHRC. The department ensures
that their message not only reaches the urban, but also the rural
population. The team, being the largest in Tamilnadu, has always made
sure that their goals are in line with the organization’s goals.

[22]
For the convenience of all Central & State Government employees,
Meenakshi Mission Hospital & Research Centre has enrolled itself under
the CS (MA) rules, 1944, thereby, providing services to the employees and
their dependants. Also, the hospital has been approved under Section 17(2)
of the Income Tax Act of 1961, thereby, providing income tax exemption
on the reimbursement amount for the medical services availed by an
individual.

[23]
1.3 Need for the study:

 This study is done to analyze the employee’s involvement towards the teamwork and also
to improve the employee commitment towards the job and also to improve the overall
effectiveness in the organization.

1.4 Scope of the study:

 This study covers all categories of employees in various departments at MMHRC.

 This study helps to find out the employee’s involvement towards teamwork in order to
enhance the better performance of the employee.

1.5 Objectives of the study:

 To analyze about the employees involvement towards their work.

 To examine the effectiveness of team in MMHRC.
 To know about the performance of the employee while working in a team.
 To identify the employee preference to work in a team.
 To measure the impact of employee involvement among the employees in MMHRC.

1.6 Limitations of the study:

 Collection of data from some of the functional departments in the organization, so we

cannot generalize it for all the departments.

[24]
 INTRODUCTION

Employee involvement created an environment in which people have an impact on decisions

and actions that affect their jobs.

Employee involvement is not the goal nor is it a tool, as practiced in many organizations.
Rather, it is a management and leadership philosophy about how people are most enabled to
contribute to continuous improvement and the ongoing success of the work organization.

The people are involved in all aspects of work decisions and planning. This involvement
increases ownership and commitment, retains your best employees, and fosters an
environment in which people choose to be motivated and contributing.

The employees are involved in decision-making and continuous improvement activities is the
strategic aspect of involvement and can include such methods as suggestion systems,
manufacturing cells, work teams, continuous improvement meetings, Kaizen (continuous
improvement) events, corrective action processes, and periodic discussions with the
supervisor.

Intrinsic to most employee involvement processes trained in team effectiveness,

communication, and problem solving; the development of reward and recognition systems;
and frequently, the sharing of gains made through employee involvement efforts.

Team skill indicator – by Peter quarry, Eve ash & Julie berg. The book unveiled that how
to engage employees with involvement to work in a team.

A tool for team excellence – by Gregory E. Huszczo provides some of the tool for self
assessment of team and to make them more participative with involvement to work as a team.
It has given seven key components for effective teams. They are as follows.

[25]
 Clear sense of direction.
 Talented members.
 Clear and enticing responsibilities.
 Reasonable and efficient operating procedures.
 Constructive inter personal relationships

In efforts to increase organizational effectiveness, employee involvement has been an area of

recent interest and Academic concern. Employee involvement linked too many different
management concepts and Behaviors, such as, management styles, total quality management,
employee empowerment, job satisfaction, and Job performance. Cohen’s research argued
employee involvement as an antecedent to organizational commitment. It goes without saying
that employees with high level of involvement are expected to work harder than those with
low-level of involvement. Employee with high level of involvement could be described as
one whose job is the centre his/her life. As such, many theorists have hypothesized that
employee with high level of involvement will put forth substantial effort towards the
achievement of organizational objectives and be less likely to turnover. Indeed, employees
with high level of involvement seem to be satisfied with their jobs, to have positive moods
artwork, and to be highly committed to their employers, and their careers (Cohen,
1995).Many studies showed that the understanding of the importance of employee
involvement by employer is essential to managers because this is a significant predictor of
work behavior among employees . Other studies emphasized job involvement, organizational
identification, and organizational commitment as important positive work attitudes. The
results of Belau’s study indicated that interactions between employee involvement and
organizational commitment were significant predictors for unjustified lateness and absence.
Organizations often rely on teamwork for continuous improvement of their products and
services, and also of all other organizational functions.

For example, some estimates claim 80% of companies with 100 or more employees rely on
teams and groups for their everyday work Team effectiveness is important because it is one
of the most important determinants of the companies` success. Rucker defines effectiveness
as “the extent to which the desired result is realized”.

[26]
Effective teams are teams who can achieve high standards of task performance, and reach
high levels of satisfaction for their Members? Previous studies found that positive work
group experiences and effectiveness can enhance employees’ satisfaction and minimize
turnover intentions (Cohen and Bailey).stated that the main teamwork pros are the synergy,
which means the creation of a Whole that is greater than the sum of its parts, because synergy
pools individual talents and efforts to create. Extraordinary results. While at the same time,
teamwork has its advantages, such as social loafing. Social loafing. Refers to the tendency for
individuals to exert less effort when working with the team than when working individually.
Despite the fact that teams are usually expected to improve organizational Effectiveness,
several challenges exist to teamwork.

Other problems which are visible more too personal experience than in text, such as cultural
barriers and communication problems can deter group cohesion (Conti and Kleiner). Another
problem teams experience is lack of visible support and commitment from top management
(Harrington, 21).

Although having the right inputs available to a team is important, it is not a guarantee of
effectiveness, since group process counts too (Schemer horn (2008, 405). Moreover, clearly
defined goals should be specific in such a way that leads the actions to be taken by the team.
stated that values, vision, and mission provide direction for team members to identify with a
common goal and understand what motivates their performance as a team.

Furthermore, team leader should guide team members to direct their efforts and focus their
commitment towards the goals of the team. Team members should be committed to the
specified goal of their team and should participate in its development.

Commitment within the team members to the overall goals of the (Cohen & Bailey, 1997).
Team is a crucial factor for the team success. The team leader is directly responsible for
inspiring this commitment. From team members so as to enhance the team efforts in
achieving the common goals.

[27]
 CHAPTER III

RESEARCH METHODOLOGY

Introduction:
Research in a common parlance refers to a research of knowledge. Research
methodology is a way of systematically solving the research problem .It may be understood
as a science of studying how research is done scientifically. Research methodology deals with
the research design used and methods to prevent the study.
A research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure”.
The process of designing a research study involves many interrelated decisions. The
most significant decision is the choice of research approach, because it determines how the
information will be obtained. The choice of the research approach depends on the nature of
the research that one wants to do.
A sample design is a definite plan for obtaining a sample from a sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which inferences about the population is drawn

Sampling Design
Type of research used in the study is Descriptive.
Descriptive research is used to obtain information concerning the current status of the
phenomena to describe "what exists" with respect to variables or conditions in a situation.
Research methodology is the way to systematically solve the research problem. The method used
for the research is Descriptive Research to find out our objectives.
In descriptive research the researcher use the primary and secondary both data, Sample
Design for primary data have been collected through probability sampling. In which the
researcher have used simple random sampling.

[28]
Sampling Unit:
Sampling unit is based on functional departments (administrative) present in the
organization.
Sample Size:
This refers to the number of items to be selected from the universe to constitute a
sample. Data is collected from 60 respondents.
Tools used for data collection:
Well prepared structured questionnaires were used in this study, which includes both
closed-ended and few open-ended questions to get information based on the objective of the
research process. People of different departments were asked to fill the questionnaire.
Data collection:
Sources of Data:
 Primary Data
 Secondary Data

Primary Data:
 Data observed or collected directly from first-hand experience.
 This study includes primary data collection through Questionnaire.

Secondary Data:
 Published data and the data collected in the past or other parties are called
secondary data.
 Data for the study was collected through Company websites, previous
projects, Books and other websites like citehr.com etc.,
Statistical Tool Used
The statistical tools used in this study are:
1. Percentage analysis.
2. Weighted average.
3. Chi-square.
4. One-way Anova.
(Analysis of variance)
[29]
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION

The data collected was classified, analyzed and calculated. The statistical tools are
applied for the analysis of the data. The tools used are Percentage analysis, Weighted
average, Chi – square test, One way ANOVA.
1. Percentage analysis
Percentage is a special kind of ratio. Percentages are used in making comparison
between two or more series of data. They are used to describe relationship. More over
percentages can also be use to compare the relative terms of the distribution of two or more
series of data.
Percentage of Respondents = No. of respondents * 100
Total no. of respondents

2. Weighted Average Method

Weighted Average Method was applied to find out the satisfactory level towards the
various factors of beverages like quality, taste, packing style and aroma that are ranked under
respondent’s opinion.
Weighted average method = ∑WX
∑W

3. Chi - square test

Chi - Square is a non-parametric technique. The main objective of chi-square is to
determine whether significant difference exist among group of data
Chi - Square test =  (Oij - Eij) 2/ Eij
Oij = Observed frequency

Eij = Expected frequency

Degree of freedom = n – 1.

[30]
4. ANOVA

Analysis of variance (ANOVA) is a collection of statistical models, and their

associated procedures, in which the observed variance in a particular variable is
partitioned into components attributable to different sources of variation. In its simplest
form, ANOVA provides a statistical test of whether or not the means of several groups
are all equal. One-way analysis of variance (ANOVA) tests measure the effect of one
factor with various measures.

[31]
 Table 4.1

Gender wise distribution

The following table infers that the male and female distribution in the
organization.

S.no Gender Frequency Percentage

1. Male 33 55
2. Female 27 45
Total 60 100

Inference:
The above table inferred that 33 percentage of the respondents are male and 45
percentage of the respondents are female.

[32]
 Figure 4.1

Gender wise distribution

45 male

55 female

Inference:
The above figure inferred that 33 percentage of the respondents are male and 45
percentage of the respondents are female.

[33]
 Table 4.2

Educational qualification of the respondents

The following table shows the educational qualification of the respondents.

S.no Educational qualification Frequency percentage
1. Higher secondary 2 3.3
2. Undergraduate 10 17
3. Postgraduate 43 72
4. Diploma 5 8
5. Others 0 0
Total 60 100

Inference:
The above table shows that educational qualification of the respondents that 3.3
percentage of the respondents are completed higher secondary, 17 percentage of
the respondents are undergraduate, 72 percentage of the respondents are
postgraduate and 8 percentage of the respondents are diplomats.

[34]
 Figure 4.2

Educational qualification of the respondents

8% 3%

17%

higher secondary
undergraduate
post graduate
diploma
others

72%

Inference:
The above figure shows that educational qualification of the respondents that
3.3 percentage of the respondents are completed higher secondary, 17
percentage of the respondents are undergraduate, 72 percentage of the
respondents are postgraduate and 8 percentage of the respondents are diplomats.

[35]
 Table 4.3

Respondent’s salary/income level

The table below shows the income level of the employees in the organization.
S.no Income/salary Frequency percentage
1. Below 3000 1 2
2. 3000-6000 12 20
3. 6000-8000 18 30
4. 10000-15000 21 35
5. Above 15000 8 13
6. Total 60 100

Inference:
The above table reflects that 2 percentage of the respondents are earning below
3000, 20 percentage of the respondents are earning 3000-6000, 30 percentage of
the respondents are earning 6000-8000, 35 percentage of the respondents are
earning 10000-15000 and 13 percentage of the respondents are earning above
15000.

[36]
 Figure 4.3

Respondent’s income level

Sales
2%
13%
20%

3000
3000-6000
35% 6000-8000
30% 10000-15000
above 15000

Inference:
The above figure reflects that 2 percentage of the respondents are earning below
3000, 20 percentage of the respondents are earning 3000-6000, 30 percentage of
the respondents are earning 6000-8000, 35 percentage of the respondents are
earning 10000-15000 and 13 percentage of the respondents are earning above
15000.

[37]
 Table 4.4

Preference towards teamwork & employee involvement

The following table reflects the importance and their preference towards team
work & employee involvement.
S. no Teamwork & Frequency Percentage
employee
involvement
1. Yes 60 100
2. No 0 0
3. Total 60 100

Inference:
The above table imbibe that all the respondents think teamwork & employee
involvement are more important 100 percentage.

[38]
 Figure 4.4

Respondent’s preference towards teamwork & employee involvement

Sales
0%

yes
no

100%

Inference:
The above figure imbibe that all the respondents think teamwork & employee
involvement are more important 100 percentage.

[39]
 Table 4.5

Awareness towards team systems and procedures

The following table refers that the awareness of employees towards their team
systems and procedures.
Sl. No Team systems and Frequency Percentage
procedures
1. Very much aware 33 55
2. Partially aware 24 40
3. Don’t know 3 5
4. Total 60 100

Inference:
The above table refers that 33 percentage of the respondents are very much
aware, 40 percentage of the respondents are partially aware and 5 percentage of
the respondents do not know about the team systems and procedures.

[40]
 Figure 4.5
Respondent’s awareness towards team systems and procedures

Sales
1%

42%
very much aware
57%
partially aware
doesn’t know

Inference:
The above figure refers that 33 percentage of the respondents are very much
aware, 40 percentage of the respondents are partially aware and 5 percentage of
the respondents do not know about the team systems and procedures.

[41]
 Table 4.6

Clarity towards decisions in team

The following table helps to know about the how the decisions are made in
team.
S.no Clarity towards Frequency Percentage
decisions
1. Very much clear 23 38
2. Partially clear 36 60
3. Don’t know 1 2
4. Total 60 100

Inference:
The above table replicates that 38 percentage of the respondents are very much
clear about how decisions are made in team, 60 percentage of the respondents
are partially clear and 2 percentage of the respondents do not know about teams
decisions.

[42]
 Figure 4.6

Respondent’s clarity towards decisions in team

Sales
1%

42%
very much aware
57%
partially aware
doesn’t know

Inference:
The above table replicates that 38 percentage of the respondents are very much
clear about how decisions are made in team, 60 percentage of the respondents
are partially clear and 2 percentage of the respondents do not know about teams
decisions

[43]
 Table 4.7

Supportiveness of the team members

The following table analyzes helping other team members when they are under
pressure.

S.no Supporting others Frequency Percentage

1. Always 29 48
2. Rarely 27 45
3. Never 4 7
4. Doesn’t know 0 0
5. Total 60 100

Inference:
The above table inferred that 48 percentage of the respondents will support
others when they are under pressure, 45 percentage of the respondents will
rarely support others, 7 percentage of the respondents will never support others.

[44]
 Figure 4.7

supporting other team members

0%
7%

48%
always

45% rarely
never
doesn’t know

Inference:
The above table inferred that 48 percentage of the respondents will support
others when they are under pressure, 45 percentage of the respondents will
rarely support others, 7 percentage of the respondents will never support others.

[45]
 Table 4.8

Recognition towards contribution in the team

The following table infers about the recognition of team members when they
perform well in team.

S.no Recognition Frequency percentage

towards
contribution
1. Always 32 53
2. Rarely 19 32
3. Never 9 15
4. Doesn’t know 0 0
5. Total 60 100

Inference:
The above table infers that 53 percentage of the respondents agree that always
there will be recognition towards their contribution in team, 32 percentage of
the respondents say rarely and 15 percentage of the respondents say there will
be no recognition for their contribution.

[46]
 Figure 4.8

Recognition towards contribution in team

0%
15%

always
53%
rarely
32%
never
doesn’t know

Inference:
The above table infers that 53 percentage of the respondents agree that always
there will be recognition towards their contribution in team, 32 percentage of
the respondents say rarely and 15 percentage of the respondents say there will
be no recognition for their contribution.

[47]
 Table 4.9
Respondent’s opinion towards working in a team

s.no Factors Strongly Agree No opinion Disagree Strongly Total and

agree dis agree rank

x w wx x w wx x w wx x w wx x w wx total rank

1. Delegation 31 5 155 27 4 108 2 3 6 2 0 0 0 1 0 269 I

of work

2. Ease to 25 5 125 33 4 132 2 3 6 0 2 0 0 1 0 263 II

achieve
target in
time
3. Time 18 5 90 25 4 100 7 3 21 0 2 0 0 1 0 211 III
managing is
good

INFERENCE:

From the above table it is inferred that the employees in the organisation
ranked delegation of work as first, and followed by target achievement and time
management they ranked second and third. So they want to work as a team.

[48]
 Table 4.10

Factors influencing towards teamwork & employee involvement

Total
Strongly Agree No Disagree Strongly and
s.no Factors agree opinion disagree rank

x w wx x w wx x w wx x w wx x w w W
x x/
15
1. Learning 22 5 110 29 4 116 9 3 27 0 2 0 0 1 0 253 I
from
mistakes
2. Interest in 29 5 145 23 4 92 5 3 15 0 2 0 3 1 3 255 I
achieving
goal
3. contribute 18 5 90 36 4 144 6 3 18 0 2 0 0 1 0 252 I
in team
success
4. motivation 11 5 55 31 4 124 14 3 42 3 2 6 0 1 0 227 III
by superior

5. accepting 16 5 80 34 4 136 10 3 30 0 2 0 0 1 0 246 II

job assign
ment.
6. Performa 18 5 90 22 4 88 18 3 54 2 2 4 0 1 0 236 II
-nce
appraisal
7. job 17 5 85 29 4 116 10 3 30 3 2 6 0 1 0 237 II
description

8. Satisfaction 6 5 30 34 4 136 17 3 51 3 2 6 0 2 0 223 IV

with
individual
&team
performance

[49]
Inference:

From the above table it is inferred that, the factors that influences to work in a team
and because of what reasons they are involved towards their job and also with the
organization. According to the perception of the employees the influencing factor are
prioritized by ranking. Most of the employees are satisfied with the organization, job and the
benefits provided to them because it is very much systematized.

[50]
 Table 4.11

The following table shows the income level influencing the employee’s involvement in the
organization.

Oi-observed frequency
Ei-expected frequency

s.no Oi Ei Oi-Ei (Oi-Ei) 2 (Oi-Ei) 2

Ei

1. 4 4.6 0.6 0.36 6

2. 8 4.6 3.4 11.5 0.19
3. 5 7.2 2.2 4.84 0.08
4. 4 3.45 0.55 0.302 5.0
5. 2 3.0 1 1 0.01
6. 3 3 0 0 0
7. 4 3 1 1 0.01
8. 6 4.7 1.3 1.69 0.02
9. 1 2.25 1.25 1.56 0.02
10. 2 2 0 0 0
11. 5 2.2 2.8 7.84 0.13
12. 3 3.4 0.4 0.16 2.6
13. 2 1.65 0.35 0.12 2.04
14. 1 1.4 0.4 0.16 2.6
15. 5 2.85 2.15 4.6 0.07
16. 1 1.35 0.35 0.12 2.04
17. 3 1.2 1.8 3.24 0.05
18. 1 0.4 0.6 0.36 6
19. 1 0.3 0.7 0.49 8
20. Total 39.59

[51]
Hypothesis Ho:

To test whether there is any relationship between the income level of the respondents and
their involvement towards the organization; chi-square test is computed in order to test the
null hypothesis H0. It is hypothesized that there is significant relationship between the income
level of the respondents and their involvement towards the organization.

Hypothesis H a:

To test whether there is no relationship between the income level of the respondents and their
involvement towards their organization.

The result of the chi-square test is given in Table

Chi –Square Test for Independency

______________________________________________________________
Calculated value of χ2 Table value of χ2 Inference
_____________________________________________________________
39.59* 26.296 H0 is rejected
_____________________________________________________________

d.f. = 16 D.F.: Degrees of freedom.

* Indicates that the χ2 value is significant at 5 per cent level with 16

Degrees of freedom

[52]
INFERENCE:

The results of Table reveal that null hypothesis is rejected, since the
calculated value is greater than the Table value. It is concluded that there is significant
relationship between the income level of the respondents and their involvement towards the
organization.

[53]
 Table 4.12

The following table shows evaluating individual & team performance and their importance
towards involvement and teamwork.

Oi- observed frequency.

Ei- expected frequency.

s.no Oi Ei (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2

Ei
1. 10 3.8 6.2 38.44 0.640

2. 9 5.3 3.7 13.69 0.028

3. 4 5.3 1.3 1.69 0.028

4. 5 8.6 3.6 12.96 0.216

5. 10 8.6 1.4 1.96 0.032

6. 12 7.4 4.6 21.16 0.352

7. 10 6.1 3.9 15.21 0.253

8. Total 1.901

[54]
Hypothesis Ho:

To test whether there is any relationship between the evaluating the team and individual
performance of the respondents and their importance towards the employee involvement and
teamwork; chi-square test is computed in order to test the null hypothesis H0. It is
hypothesized that there is no significant relationship between the evaluation of team
performance of the respondents and their importance towards the individual and team
performance.

Hypothesis Ha:

To test whether there is no relationship between evaluating the individual and team
performance of the respondents and their importance towards the employee involvement and
team work.

The result of the chi-square test is given in Table 4.12

Chi –Square Test for Independency

______________________________________________________________
Calculated value of χ2 Table value of χ2 Inference
_____________________________________________________________
1.901* 9.488 H0 is accepted
_____________________________________________________________

d.f. = 4 D.F.: Degrees of freedom.

* Indicates that the χ2 value is significant at 5 per cent level with 4

Degrees of freedom

[55]
INFERENCE:

The results of Table reveal that null hypothesis is accepted, since

the calculated value is less than the Table value. It is concluded that there is no significant
relationship between the evaluating the individual and team performance of the respondents
and their importance towards the involvement in teamwork.

[56]
 Table 4.13

“Relationship between educational qualification and accepting any type of job assignment”

Null hypothesis:

To test whether there is any relationship between the educational qualification and accepting
any type of job assignment of the respondents and their importance towards the employee
involvement and teamwork; ANOVA test is computed in order to test the null hypothesis H0.
It is hypothesized that there is no significant relationship between the educational
qualification of the respondents and accepting any type of job assignment.

Alternative hypothesis:

To test whether there is any relationship between the educational qualification and accepting
any type of job assignment of the respondents and their importance towards the employee
involvement and teamwork; ANOVA test is computed in order to test the alternative
hypothesis Ha. It is hypothesized that there is significant relationship between the educational
qualification of the respondents and accepting any type of job assignment.

“Respondent’s educational qualification and accepting any type of job assignment”

s.no Weekly Monthly Yearly rarely Not at total

once once once all
Higher 2 0 0 0 0 2
secondary
Under 8 0 2 0 0 10
graduate
Post 20 5 4 10 3 42
graduate
Diploma 4 0 1 1 0 6
Others 0 0 0 0 0 0
Total 34 5 7 11 3 60

[57]
“Respondent’s educational qualification and accepting any type of job assignment”

Source of Ss Degrees of ms f.ratio f.limit @ 5%

variation freedom
Between 128 4 132 3.9 3.01
column
treatment
Between 236.8 4 59.2 7.2 3.01
row
treatment
Residual 131.2 16 8.2 - -
error
Total 496 24 - - -

Inference:

 Calculated value is greater than table value so the alternative hypothesis is accepted.
 (3.9>3.01)
 Calculated value is greater than table value so the alternative hypothesis is accepted.
 (7.2>3.01)
 There is significant relationship between educational qualification and accepting any
type of job assignment.

[58]
 CHAPTER V

5.1 FINDINGS:

 All the (100 percentage) employees in the organization thinking that the employee
involvement and teamwork are more important.
 Moreover all the employees are contributing to the team success, by achieving the
target in time. They strongly agree in that, it shows the effectiveness of the team in
the organization.
 Recognition is often given to the team member who performs well while working as
team.
 Most of the employees prefer to work in a team because of several factors like
delegation of work, achieving the target in time etc.They strongly agrees in that.
 The impact of employee involvement resulted in team success so the employees
ranked it as first.
 The ANOVA test proves that there is significant relationship between educational
qualification and accepting any type of job assignment.
 The CHI-SQUARE test proves that there is significant relationship between
employee’s income and their involvement towards the organization.
 The CHI-SQUARE test proves that there is no significant relationship between
evaluating the individual and team performance and their importance towards the
involvement in team work.

[59]
5.2 SUGGESTIONS:

 Recognition may be given to the team that performs well. It improves the
effectiveness of the team.
 The employees may be put in different work teams to gain more knowledge
about the all the teams, so that the efficiency of the employees is improved.
 For the improvement of employee involvement in organization some kind of
recognition may be given weekly, not only seeing the performance their
punctuality, perfection in work, time management and interrelationship with
other team mates can also be taken in to account and selecting best employee
of the week by department Head.
 Some of the group activity shall conduct to involve all the employees as a
team.

[60]
 5.3 CONCLUSION

Through this research the researcher comes to know about the importance of team
performance and the involvement towards the job and also in the organization. Recognition
can be given to the employee who performs well in the team. At the mean time not only
seeing the performance alone their capability of managing time, stress managing ability, their
inter and intra relationship in the organization etc. can be taken in to account while
evaluating, so that the employees involvement towards team work in the organization will
excel with more potential employees.

The research provided an in depth knowledge about the teamwork and the employees
involvement in the organization by analyzing various factors of it and also the researcher got
an exposure towards the personnel function. Overall the project period with Meenakshi
mission hospital was excellent.

[61]
 BIBLIOGRAPHY

 K. Aswathappa (1997), “Human Resources and Personal Management” Tata

McGraw-Hill Publishing Company Limited, New Delhi.
 C.R.Kothari (1990), “Research Methodology” new age international publisher
limited, New Delhi.
 Gregory E. Huszczo (1996), “A tool for team excellence” Davies-black publishers,
Michigan.
 Peter quarry, Eve ash & Julie berg (1998) – “Team skill indicator” Ash Quarry
Productions.
 (Cohen & Bailey, (1997) “Research on team success & employee involvement”.

Websites:
 www.doctoc.com
 www.citehr.com
 www.googlesearch.com

[62]
“A STUDY ON EMPLOYEE’S INVOLVEMENT TOWARDS TEAMWORK IN
MEENAKSHI MISSION HOSPITAL & RESEARCH CENTRE MADURAI”

 Please put a ( ) tick mark for all the questions.

 Please give your honest opinion on each one of the statements.

1. name :
2. age :
3. gender:
4. educational qualification: A. higher secondary( ) B. under graduate ( )

C. post graduate ( ) D. diploma ( ) E. others ( )

5. Designation:
6. Income level: A. 3000 ( ) B.3000-6000( ) C. 6000-8000 ( )D. 10000-15000 ( )
E. above 15000 ( )
7. Do you think that the teamwork & employee involvement are more important in the
Organization?
A. Yes ( ) B. no ( )
8. Why does u want to work in a team because of?

s.no factors Strongly agree No opinion disagree Strongly

agree disagree
9. Delegation of
work
10. Ease to achieve
target in time.
11. Time management

[63]
 is good
12. If any other
specify

13. Are you willing to help your team members in achievement of target?
A. when I accomplished my task priory ( )
B. always ( )
C. never ( )
D. whenever I am interested ( )
E. any other specify ( ).
14. If you didn’t accomplish your task on time means will your team members help you?
A. always ( )
B. rarely ( )
C. whenever they are interested ( )
D. when they accomplished their task ( )
E. never ( )
15. Are you aware of team systems & procedures?
A. very much aware ( )
B. partially aware ( )
C. doesn’t know ( )
16. Are you clear on how decisions are made within the team?
A. very much clear ( )
B. partially clear ( )
C. doesn’t know ( )
17. Are you able to manage your own stress when working with others in a team?
A. stress managing skill yet to be developed ( )
B. adequate of skills is present to manage stress ( )
C. I can manage stressful situation easily ( )
D. doesn’t know ( )
E. if any others specify
18. Have you supported other team members when they are under pressure?

[64]
A. always ( )
B. rarely ( )
C. never ( )
D. doesn’t know ( )
19. Giving recognition to the contribution of other team members for their excellence?
A. always ( )
B. rarely ( )
C. never ( )
D. doesn’t know ( )
20. Are you able to learn from mistake & adapting it in a positive way?
A. strongly agree ( )
B. agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagree ( )
21. Evaluating individual & team performance?
A. weekly once ( )
B. monthly once ( )
C. yearly once ( )
D. rarely ( )
E. not at all ( )
22. Are you satisfied with the individual and team performance?
A. highly satisfied ( )
B. satisfied ( )
C. no opinion ( )
D. dissatisfied ( )
E. highly satisfied ( )
23. Will you show interest in work towards achieving the goal?
A. strongly agree ( )
B. agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagree ( )

[65]
24. Will you contribute to team success by keeping promises?
A. strongly agree ( )
B. agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagrees ( )
25. The suggestions given by me are always accepted and motivated by my superior while
working in a team?
A. strongly agree ( )
B .agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagree ( )
26. I would accept almost any type of job assignment in order to keep working for the
organization?
A. strongly agree ( )
B. agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagree ( )
27. The performance appraisal is systematized so that iam very much involved in the work?
A. strongly agree ( )
B. agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagree ( )

[66]
28. The job description of mine I very much clearly defined so the involvement towards the
work is more?
A. strongly agree ( )
B. agree ( )
C. no opinion ( )
D. disagree ( )
E. strongly disagree ( )

29. The employee’s involvement in the organization is:

A. excellent ( )
B. good ( )
C. average ( )
D. satisfied ( )
E. unsatisfied ( )

30. Your valuable suggestions to improve the teamwork in the organization:

Thanks for spending your valuable time

[67]
[68]