thesis subject

8/2/2019 Thesis Subject

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A Study of Patient Management in the Govt.Hospitals in Pune

A Ph.D. Resume Submitted in the Faculty of Management Science for the Approval by

Authorities of Dr. B.A. Marathwada University, Aurangabad

A Study of HRM Practices in the Large sized Govt./Municipal Hospitals in Mumbai

a. Title of the proposed research

b. The Problem/Subject Matter

c. Survey of Literature

d. Objectives of the research

e. Hypothesis

f. Methodology

Reference Period

Research Approach(1)Exploration of Literature:(2) Experience Survey:

(3) Descriptive method:

Progression of Research Work

Scope of Research

Data analysis

Limitations of the study

g.Tentative Chapter Scheme

h. Preliminary Bibliography


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a- Title of the proposed research

A Study of HRM Practices in the Large sized Govt./Municipal Hospitals in Mumbai

b-The Problem/Subject Matter

The human resources of an organization are also known as

personnel or 'people at work and they include all individuals

engaged in the productive activities of the organization.

Management of human resources is now recognized as an

inherent function of any manager. The purpose of this function is

the creation, development and maintenance of efficient human

resources in the organization through the formulation and

application of appropriate personnel policies, procedures and

programmes. The terms 'human resource' and 'personnel' areoften used interchangeably though 'human resource' is a better

term as it considers people working in the organization as

valuable resources who have economic, social and psychological

needs. That is why; human resource management is considered

the process of managing people at work with a humane approach.

Human resource plays a very significant role in effective

performance of a hospital which depends to a great extent on the

quality of its staff. The better the quality, the higher the level of

performance. Hospital is a place where, on one hand, we have

highly skilled personnel such as doctors and on the other; we have

unskilled workers such as sweepers.


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supervision and the staff will become a very valuable asset for the

hospital.

Management also faces problems in dealing with doctors.

There will be a different set of problems while handling them.

Doctors, to some extent, may like to be controlled by a senior

doctor manager but not by a non-doctor manager.

There are many reasons for the same and they need to be

analyzed before any line of action is chalked out. 1) Doctors

perhaps have education/knowledge superiority when compared

with management professionals. They do not consider the

management professionals at par with them and therefore, there

is a problem of adjustment. 2) From the beginning, the subject

healthcare has been under the control of state/central

government. Public hospitals have doctors designated as medical

superintendent who take care of the day to day administration of

the hospitals. So, doctors have been playing dual role. Now, it has

been felt that healthcare institutions are not delivering results

largely due to inefficient management.

Therefore there is a trend to bring management

professionals for hospital administration/management jobs.

Doctors may not have much say in routine administrative matters

and therefore, they are resisting the changes although they, too,

are very much convinced that they are not best suited for

management jobs and it will be in overall interest if they

concentrate on clinical jobs only. Not being in the management

job may lessen their authority/power on hospital staff and they

find it difficult to accept these changes. 3) Doctors are not taught

management in medical colleges. For them, hospital means doctor

and doctor means hospital. So, they are not educationally


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control in his hands and play the role of coordinators. Now, no

comparison should be made between two jobs. The underlining

spirit should be - all jobs are important. Therefore, handling the

staff is a real challenging job.

Sacking/suspension/discharge is a easy way out to get rid of

the staff we do not like but retaining them in job is a real difficult

job and only an able HR administrator can do it; since The human

factor is central to hospital, yet its proper management has yet

remained beyond the reach of many hospital organizations,

especially Govt. Organizations. This qualitative study will

examines strategic human resource management (HRM) issues ina Government hospital with special reference to large sized

hospitals in Mumbai. A perfunctory observation indicates that

these hospitals lacked a clear understanding of their strategic

intent and objectives; as a result, their human resource (HR)

practices lacked coherence and direction. Whereas the

commercial hospital understood the interrelationship between

culture and HRM, the Govt. hospital did not. Moreover, the Govt.

hospital showed only a modest understanding of competencies

needed in managing HR function, which hampered its ability to

identify competent HR managers and employees. The commercial

hospital made significant gains in the past few years in managing

its culture and people by recruiting a competent HR manager. The

relationship between HR practices and clinical outcomes was

much less clear in the Govt. hospital than it is in the commercial

hospitals.

Sound Human Resources (HR) management practices in

Govt. and private hospitals are essential for retaining effective


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professionals in hospitals. The recruitment and retention of

employees, strict control over the work and such other traditional

matters are outmoded in the twenty-first century, the role of HR

managers entail a number of duties some of which are cited in the

forgoing text. The role of HR managers with other responsibilities

should not be underestimated. The objective of this study is to

assess the perception of HR managers about the challenges they

face and the current strategies being adopted. The study also

aims at assessing enabling factors including role, education,

experience and HR training.

To enable hospitals to deliver good quality, safe healthcare,

improving HR management is critical. There is a need for a cadre

of competent HR managers who can fully assume these

responsibilities and who can continuously improve the status of

employees at their organizations. The upcoming accreditation

survey of few govt. hospitals (2010-2011) presents an opportunity

to strengthen HR management and enhance competencies of

existing HR managers. Recognizing HR challenges and the

importance of effective HR strategies should become a priority to

policy-makers and top managers alike.

C-) Survey of Literature

The HRM practices in the Govt. and Municipal Hospital inMumbai is the novel theme of research and no researchers sincelast decade has traversed this subject in detail, although there hasbeen some MBA or medical student projects covering few aspectsof HRM in isolation. While going through the literature on thetopic ,

1. It is found that the following authors projected/delineated thefundamentals of Management, in which the HRM segment is alsodeclaimed assiduously.


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Shrivastava, P. (2010). Bhopal: Anatomy of Managerial Crisis. Ballinger

Publishing Company

Infant, D.; Rancher, A., & Womack, D. (2004). Building managementtheory (3rd Ed.). Prospect Heights, IL: Waveland Press.

"Resource guide for crisis management in Virginia schools" (PDF).

Virginia Department of medical Education. 2009. Archived from theoriginal on 2007

Borodzicz, Edward P. (2005). Hospital Security Management. West

Sussex, England: John Wiley and Sons Ltd.

Coombs, W. T. (2006). Management Code Red in the Boardroom:

Management as Organizational DNA. Westport, CT: Krueger.

A.F. Slkula. Personnel Administration and Human ResourceManagement, 1976.

Beach. Dale S.. Personnel: Management of People at Work.Macmillan. N'ew York. 1976

Dale Voder. Personnel Management and industrial Relations.

Prentice-Hall of India. New Delhi. 1972 Dale. Yoder. Personnel Management and Industrial Relations,

Prentice-Hall of India, New Delhi. 1972.

Eric W. Vetter, Manpower Planning for High Talent Personnel.Bureau of Industrial Relations, 1967.

F.W. Taylor. Scientific Management. Harper & Brothers, New York,1947.

Rakesh Gupta. Organizational Behaviour. Kitab Mahal. Allahabad.1998.

T.N.Chhabra, Principles and Practice of Management, Dhanpat Rai& Sons, Delhi. 1998.

Yoder D. Heneman. H.G. Tumbull. J.G. and Stone, C.H. Handbookof Personnel Management and Industrial Relations, McGraw-HillBook Co., New York. 1958

2. James, Erika; Roberts, J (2009). "In the wake of the HRM crisis: rebuilding the

image of the hospital industry through consultants ". Journal of MedicalTransformation. Retrieved 2010-:- This article intensively narrates the HR

management in the large size hospitals unaided by the govt.

3.Ulmer, R. R.; Sellnow, T. L., & Seeger, M. W. (2006), outcomes of HRMculture in hospitalsDepartment of Health Management and Policy,Faculty of Health Sciences, American University of Beirut, Beirut,Lebanon.:-Developing a patient safety culture with HR motivationwas one of the recommendations made by the author to assisthospitals in improving HRM. In recent years, a multitude ofevidences, mostly originating from developed countries, has beenpublished on HR culture. One of the first efforts to assess the
http://www.pen.k12.va.us/VDOE/Instruction/crisis-guide.pdfhttp://www.pen.k12.va.us/VDOE/Instruction/crisis-guide.pdfhttp://www.pen.k12.va.us/VDOE/Instruction/crisis-guide.pdfhttp://www.pen.k12.va.us/VDOE/Instruction/crisis-guide.pdf


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culture of HR in the Eastern Mediterranean Region was by El-Jardali et al. (2010) in Jordan

4. Smith, Larry; Dan Millar, PhD (2009). HR Management for Patients ; How toGain and Maintain Hospital Control , InaCom, London (2nd ed.). :- Sixty-

eight hospitals and 6,807 respondents participated in the study.The study which adopted a cross sectional research design utilizedan Arabic-translated version of the Hospital Survey on Patient HRCulture (HSOPHRC). The HSOPHRC measures 12 patient needcomposites. Two of the composites, in addition to a patient needgrade and the number of events reported, represented the fouroutcome variables. Bivariate and mixed model regressionanalyses were used to examine the association between thepatient Needs and HR culture predictors Significant correlationswere observed among all patient need and HR culture compositesbut with differences in the strength of the correlation.

5. Midriff, Ian I. (2005). Nurses' work environment: Seven EssentialLessons for Surviving Disaster. New York: AMACOM.-Event reporting,communication, Nursing leadership, staffing, and managementaccreditation were identified as major segment of HRM in a healthcare industry

6. El-Jardali F, Tchaghchagian V, Jamal D. (UK) in their thesis onhealth care services has glaringly reported in the survey analysisas A total of 96 respondents from 61 hospitals responded.Respondents had varying levels of expertise in the realm of HR

management. Thematic analysis revealed that challenges variedacross respondents and participating hospitals. The mostfrequently reported challenge was poor employee retention(56.7%), lack of qualified personnel (35.1%), and lack of a systemfor performance evaluation (28.9%). Some of the strategies usedto mitigate the above challenges included offering continuingeducation and training for employees (19.6%), improving salaries(14.4%), and developing retention strategies (10.3%). Mismatchbetween reported challenges and strategies were observed.

7.A Human Resource Systemin Community Hospital written by

Dr. Xavier from London (Cambridge University press) has broughtthe following Common Myths as respect to HR management incommunity hospital :

More Salary means happy workforce: After a point, salary nolonger improves work quality.
http://www.ncbi.nlm.nih.gov/pubmed?term=%22El-Jardali%20F%22%5BAuthor%5Dhttp://www.ncbi.nlm.nih.gov/pubmed?term=%22El-Jardali%20F%22%5BAuthor%5D


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Human Resource Management is for the corporate sector: Ifyou have more than four people on your team- you need HRmanagement.

HR means increased expenses- If you cost account your

business, you will realize HR systems will increase yourbottom line.

HR means HR manager - HR systems are not run by, nor dothey need HR managers. It is just a paradigm shift in howyou approach your team

If I do HR who will do my work? If you do HR for yourbusiness, your business will work for you. Otherwise, youwill end up working for your business.

8. Assessment of human resources management practices inLebanese hospitals under taken by the Lebanese Medical councilclearly comes to conclusion the management of technical andnon-technical force workforce shall be brought together in pursuitof a common goal - the vision and mission of the Hospital .

9. Steps towards a HR System a book written by Friedman,R.A. (1999),Minerva Publication Covers the following issues

Evolve a HR philosophy that aligns it to the overall strategy,vision and mission

Documentation: Organizational Chart, Job Design, JobProfile, Document Systems etc

Standardized Selection and Interview

Controlled Socialization

Embedded Data Collection and Analysis

Performance Evaluation

Reward & Incentive Systems

Enable Cost Centers and Self-Managed Teams

Career Planning

10. Hospital Administration And Human Resource Management--

fourth Edition (Paperback) byGoyal R. C. Publisher:Learning Private Ltd. (2008) :-

This is a largely revised and fully updated edition of the bookHuman Resource Management in Hospitals, third edition by theauthor. As in the previous editions, the text continues to discuss indetail the various methods of organizing a hospital's humanresource department and shows how the use of scientifictechniques would invariably improve the services of the hospital


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and ultimately benefit the patients as well as the hospital itself.What's New To This Edition? :-

Gives detailed description on the 10th Five Year Plan inrelation to the health system in India.

National Health Policy-2002.

Provides "Health for All in the 21st Century", which setsout global priorities and targets to realize the vision of"Health for All".

Gives distinction between HRD, HRM and PersonnelManagement.

Focuses on latest strategies in HRM.

Stresses the role and techniques of counseling.

Emphasizes the role of Hospital Administrator in legalmatters.

Gives, as Appendices, the Supreme Court judgments of2004 and 2000, respectively, in relation to applicability ofSection 304A of IPC to doctors and ESI Act 1948 tohospitals.

11.Disenthrall, E.; Weber, J. (2007) ,HRM in hospitals ,Oxford University Printing

press (2001):- A Book Intended primarily as a text for studentspursuing postgraduate courses in hospital administration (MHA)and nursing, the book would be equally useful to all thoseengaged in research on hospital administration, nursingadministration, and human resource management.1.History, Growth and Classification of Hospitals in India

2. Health Services through Five Year Plans3. National Health Policy 20114. Hospital Administration5. Administrative Steps Required to be taken in Establishing a NewHospital6. Human Resource Management in HospitalsAn Overview7. Evolution of Human Resource Management and its Role inHospitals8. Organizing the Human Resource Department9. Manpower Planning10. Recruitment, Selection & Induction

11. Training and Management Development12. Wage and Salary Administration13. Employees Performance Appraisal14. Working Conditions, Safety, Wel-fare and Employees HealthServices15. Promotions, Transfers and Dismissals/Resignations16. Communication17. Counselling


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18. Collective Bargaining in Hospitals19. Discipline and Disciplinary Action20. Human Resource Audit21. Organization Development22. Management by Objectives

23. Human Relations in Hospitals24. Importance of Teamwork in Hospitals25. Bio-medical Waste Management in Hospital26. Legal Tips for Hospital Administrators

a. Objectives of the research

Objectives Set For Study:

Highlighting the significant landmarks and Conceptual Base of HRPractices in the Health Care with special reference toHospitals

i. Investigating Chief Medical Officers (Dean) duties as aPersonnel and Academic head and assess his stresses andstrains in his work.

ii. Appraising the Rudiments of Recruitment, Selection,Training & Development, Motivation ,Job satisfaction,Discipline, performance evaluation and grievance Redressal

iii. Suggesting remedial measures, where ever necessary

b. Hypothesis

Hypothesis

H0. . Excellence depends upon good HRM practices and employeesatisfaction.

H1. The leadership of the Hospital Dean has concerned to thedevelopment of the Hospital and Medical Colleges attached to it .


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H3.The Dean of the medical institution is unable to look after hisown teachings and research due to number of HR assignments athis side.

Methodology:

The research methodology consists of

a. Survey literature

b. Experience surveyc. Sample Selectiond. Data Analysise. Statistical tools to be usedf. Limitations of the Study:-

a) Survey of Literature will be based on :-

Published, un-published reports,

Document and record of universities and institutes. Legal provisions relating to educational institutions.

Newspapers and magazines having concern to education.

Books, pamphlets, brochures, etc. relating to personnelin education.

B) Experience Survey:

There is a need to collect experiences of the people who aredirectly or indirectly have concern to the subject selected forthesis. As a consequence of this need, hospital Associates i.e.Members of Governing councils, Directors, teachers, medicalstudents, Nurses and other auxiliary staff, patients, non-technicalofficers, etc. will be contacted for collecting the information aboutworking of hospitals. All these persons or authorities are either


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working or controlling/supervising/coordinating/participating in thefunctioning of hospitals..

While selecting the respondents for interview, the care willbe taken to select only those who possessed a competence,

relevant experience and ability to communicate. Somerespondents will be contacted at their homes. Prior to contact,they will be provided with information about the objectives of theresearch study. The respondents to be selected for interviewingwill be from the different classes or from the different socialstatus. Efforts will be made to ensure an appropriaterepresentations of the different types of experiences, including therespondents from all categories i.e. teachers, non teachers,medical students, patients and govt. officers from the healthdepartment. During the course of interviewing, eachrespondent will be asked only the relevant questions; having due

regard to his relation with the institute functioning.

The number of persons to be contacted for enquiry was keptdifferent for different purposes. For example, the queries aboutmotivation will be made with about dozen numbers of employeesof different types. The queries about the role of Government inhospital development will be made with about two or threeofficers, working in Public health department of the state Govt.

The experience survey provides in-depth vision about thevarious HRM problems in hospitals that exists and also provides

vision over the matters of employees & patients having directconcern to affairs of hospital working . Another advantage ofexperience survey is that it facilitates the suitable formulation ofquestionnaire for descriptive study method.The tools under experience Survey to be used are as follows :-1. Questionnaires:-

Questionnaires for different levels /groups also technical andnon-technical will be different.

2. Field Interviews:-

Personal Interview

Telephonic Interviewsetc

(c) Sample SelectionIn order to have a scientific approach, the key segment of theexperience survey will be based on sampling technique asexplained ahead:-


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i) The total number of Govt. /Municipal Hospitals is 72 inMumbai which are properly listed along with the addresses

ii) All these hospital are classified as per the bed Patientsstrength in descending order

iii) From the list so prepared and arranged the hospitals havingPatients bed capacity 200 or more will be selected for thestudy. Thus there are 14 such hospital as listed below :-

Government / Municipal Hospitals in Mumbai Classified indescending order of Bed Strength

Hospital Location No. of Beds

Address

1) K. E. M. Hospital Parel 1439 Parel, F/S Ward

2) J. J. Hospital Byculla 1400 Nagpada, Mumbai - 8

3) INHS Asvini NavyNagar

870 Navy Nagar, Colaba,Mumbai - 5

4) Lokmanya Tilak MunicipalGen, Hopital & MedicalCollege

Sion 832 Sion, Mumbai 400 022

5) B.Y.L. Nair CharitableHospital & T. N. MedicalCollege

MumbaiCentral

796 Dr. Nair Road, MumbaiCentral, Mumbai 400 008

6) M. G. Memorial Hospital Parel 700

7) G. T. Hospital CrawfordMarket

521 L. T. Rd., Dhobi Talao,Mumbai - 1

8) E. S. I. S. Hospital Worli 500 Dr. A. B. Rd., Worli,Mumbai - 18

9) St. George Hospital C. S. T.(V.T.)

467 St. George's Road,Mumbai - 1

10)Cama Albless Hospital DhobiTalao

367 Mahapalika Marg, DhobiTalao

11)Central Railway Hospital Byculla 350 Opp. Victoria Garden,Byculla, Mumbai 400027

12) Jagjivan Ram Hospital(Railway)

Agripada 250 Railway Maratha MandirMarg, Mumbai - 8

13) Poddar Hospital Worli 215 Dr. A. B. Rd., Worli, umbai- 25


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14) MB. P. T. Hospital Wadala 210 Nadkarni Park Rd.,Wadala, Mumbai - 37

iv) A cross-sectional survey design of HR managers (and thosewho combine their role as HR manager with other duties) inGovt. hospitals so selected above numbering 14 will beundertaken in the first round of survey . The survey willinclude a combination of open- and close-ended questions.Questions included educational background, work

experience, and demographics, in addition to questionsabout perceived challenges and key strategies being used.Quantitative data analysis will include uni-variate analysis,whereas thematic analysis will be used for open-endedquestions.

v) In the second round of survey, the hospital incumbents ofdifferent types will be listed from all the hospitals and 5 % or100 employees , whichever is minimum in number will beselected for the detail enquiries.

vi) 10 patients from the each of the hospitals, thus total being140 will be selected at random for evaluating theirgrievances and satisfaction level related to HR in theirhospitals.

The reason for the selection of the large bed capacityhospitals is that such hospital are having large operationalfunctioning with the huge human resources ,This expansivenessfacilitates to study the a variety of HRM variables/practices.Conversely , the small hospital does not provide similaropportunity.

d)Data AnalysisData will be analyzed using both content analysis and

Statistical Package for Social Science (SPSS) analysis. TheStatistical Package for Social Science (SPSS) will be applied inprocessing information duly gathered using questionnaires. All ofthe information gathered during the survey will be entered intothe computer package. Once the data entries are completed,


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frequency distributions for all variables will be generated toenable basic understanding and analysis. Further grouping andanalysis of variables will also be done by using the samepackage.e) Statistical tools to be used

Averages

Frequency distribution

Correlation

Chi square tests

Graphs and charts

Regression

PERT

f) Limitations of the Study:-

This research project is an in-depth exploration based on

scientific methods of research for the purpose of understanding

the problems of personnel/human resources in hospitals, there

may be a number of hurdles in data collection on the growth

development of hospitals and its personnel management. If the

trustee or managers provide true and fair information about their

hospitals, the value of the work will be increased. However every

effort will be made to collect the data on the various aspects HR

including finance. The findings of this research may be

expediently universalized elsewhere where the analogous settings

exist on par with the selected research universe.

i. Tentative Chapter Scheme

Significant landmarks and Conceptual Base of HR Practices

in the Health Care Industry with special reference toGovt. Hospitals Segment

i) Appraisal and evaluation of Chief Medical Officers(Dean) duties as a Personnel and Academic HEAD

ii) Stresses and strains in the work of medical and nonmedical auxiliary Staff


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iii) HR Practices in Recruitment, Selection, Training &Development, Motivation, Job satisfaction, Discipline,performance Control/ evaluation and grievanceRedressal

iv) Suggesting remedial measures, where ever necessary

c. Hypothesis

H0. . Excellence depends upon good HRM practices and employeesatisfaction.

H1. The leadership of the Hospital Dean has concerned to thedevelopment of the Hospital and Medical Colleges attached to it .

H3.The Dean of the medical institution is unable to look after hisown teachings and research due to number of HR assignments athis side.

j. Preliminary Bibliography

1. A.F. Slkula. Personnel Administration and Human ResourceManagement, 1976.

2. B.P. Singh and T.N. Chhabra, Management Concepts and Practice,Dhanpat Rai & Sons, Delhi, 1987,

3. B.P. Singh and T.N. Chhabra, Organization Theory and Behaviour,Dhanpat Rai & Co., Delhi, 1998,.

4. Bass. Bernard M-. and Vaughn. James A. Training InIndustry: TheManagement of learning. Wordsworth.California. 1966.

5. Beach. Dale S.. Perftonnel: Management of People at Work.Macmillan. N'ew York. 1976


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6. Boris Blal. A Job Satisfaction Predictor. Personnel. U.S.A. Oct. 1963.7. Breach. E.F.L., Principles and Practice of .Management, Longmans,

London, 1959.

8. Bruce P. Coleman, An Integrated System of Manpower Planning.Business Horizon, Vol. 13, 1970.

9. C.B. Mackey. Human Resource Planning: A Four Phased Approach,Management Review, May 1981,10. Calhoon, Richard. Managing the Personnel,11. Dale S. Beach. Personnel; the Managemnet of People at Work.

MacMillan. New York. 1975.

12. Dale Voder. Personnel Management and industrial Relations.Prentice-Hall of India. New Delhi. 1972

13. Dale. Yoder. Personnel Management and Industrial Relations,Prentice-Hall of India, New Delhi. 1972.

14. Dalton E. McKarland. Management: Foundations and Practices. TheMacMillan Co.. New York. 1979

15. David W. Ewing, The Knowledge of an Executive. The Educational

Development Series.16. Douglas McGregor. The Human Side of Enterprise. McGraw-Hill.

New York. 1960.

17. E.. Geisler, Manpower Planning: An Emerging Staff Function. A.M.A..New York. 1967.

18. Edwin B. Flippo, Personnel Management, McGraw-Hill, New York,1989,

19. Edwin B. Flippo, Personnel Management, pp. 5-7; Michael J. Jucius.Personnel Management, pp. 3-4; Chhabra T.N., Jain S.P. and AhujaK.K., Managing People at Work. Dhanpat Rai & Sons, Delhi. 1977.

20. Edwin B. Flippo.

21. Edwin B. Flippo. Personnel Management, McGraw-Hill. 198122. Edwin B. Flippo. Personnel Management. McGraw-Hill. Tokyo, 198923. Edwin B. Flippo. Personnel Management. McGraw-Hill. Tokyo. 1981.24. Elton Mayo. The Human Problems of an Industrial Civilization (New

York: Macmillan. 1953) and F.J. Roethlisberger and W.J. Dickson,Management and the Worker (Cambridge, Mass, Harvard UniversityPress, 1939). Also see Roethlisberger's autobiography. The ElusivePhenomena, ed. by George F.F. Lombard (Boston: Division ofReserach, Graduate School of Business Administration. HarvardUniversity. 1977).

25. Eric Berne. Transactional Analysis in Psychotherapy (New York:Grove Press 19611: Eric Berne. Game People Play (New York: Grove

Press. 1964); Thomas A. Harris. I'm O.K. Yon* are O.K. (New York:Harper & Row. 1967); Muriel James and Dorothy Jongeward. Born toWin (Reading. Mass: Addison-Wesley. 1971).

26. Eric W. Vetter, Manpower Planning for High Talent Personnel.Bureau of Industrial Relations, 1967.

27. F.W. Taylor. Scientific Management. Harper & Brothers, New York,1947.

28. Flippo. Edwin 13.. Personnel Management, McGraw Hill. New York.


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1984.

29. French Wendell, The Personnel Management Process, HoughtonMifflin Co., New York.

30. French Wendell. "The Personnel Management Process. HoughtonMifflin & Co.. Boston. 1974

31. French Wendell. The Personnel Management Process, 1970.32. G.R DaM. Syndicate Method In Management Edocatlon and Training

in India,

33. George Strauss and Leonard R- Saylcs. Personnel, Prentice-Hall.New Delhi. 1980.

34. Giri, V. V. Labour Problems ID Indian Industry, Asia PublishingHouse, Bombay, 1972,

35. Gorden, R.L.. Interviewing Strategy. Techniques and Tactics, DorseyPress, Homewood in. 1995.

36. Hencman, H.Q. Schwab. D,P.. Fossum. J.A. and Dyer. L.D.. PersonnelHuman Resource Management. Irwin Publications. New Delhi, 1989.

37. I [aire Ghisell and Porter, Cultural Pattern In the Role of the

Manager. Industrial Relations. Feb. 1963.38. I.L.O., Job EvaluationStudies and Reports. New Series No. 56.

Geneva. I960

39. IIPM, Personnel Management in India. Asia Publishing House.Bombay, 1973.

40. Indian Institute of Personnel Management Personnel Managementin India. Asia Publishing House, Bombay, 1973,

41. Jack Hailoran. Applied Human Relations An OrganizationalApproach. Prentice-Hall, Englewood Cliffs. 1978

42. Julius Michael, Personnel Management, Richard D. Irwin, HomewoodIllinois. 1973.

43. K.R Andrews 'Towards Professionalisation in BusinessManagement'. H.B.R.. XLVII (March-April 1969).44. Keith Davis. Human Behaviour at Wort. Tata McGraw-Hill. New

Delhi. 1975.

45. Kimbal D.S. and Kimbal D.S. (Jr) Principles of IndustrialOrganization. Vakils. Pfeffer and Simons. Bombay. 1971

46. Lawrence A. Appley, Management the Simple Way,47. Leon C. Megginson, Personnel and Human Resource Administration,

Irwin, Homewood, 1977,

48. Management Foundations and Practices. Macmillan. New York.1979.

49. Michael. J. Jucius. Personnel Management. Richard D, Irwin.Homewood. 1971.

50. Muggings. Leon C. Personnel and Human Resource Administration.Richard D. Irwin. Illinois, Homewood. 1977,

51. National Industrial Conference Board. The Management RecordMarch. 1961

52. Odiorne George S.. Personnel Management by Objectives. McGraw-Hill. New York, 1971.

53. Paras Nath Singh and Robert J. Wheny. Ranking of Job Factors by


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Factory Workers in India, Personnel Psychology. Spring. 1963.

54. Paul E. Torgersen and Irwin T. Weinstock, ManagementAnIntegrated Approach

55. Paul Pagers and Charles A. Myers, Personnel Administration inHospitals.

56. R.S. Tarneja, Planning Human Resources for Efficient Managementin R.S. Dwivedi (Ed.) Manpower Management. 1980.

57. Rakesh Gupta. Organizational Behaviour. Kitab Mahal. Allahabad.1998.

58. Rensis Likert, The Human Organization. McGraw-Hill. New York.1967.

59. Richard W. Bearty and Gralg Eric Schneider. A Case for PositiveReinforcement. Business Horizons. April. 1975.

60. Robert L. Mathis and John H. Jackson. Personnel: ContemporaryPerspective and Applications, West Publishing Company,

61. Robert M. Guion. Industrial Morale: The Problem of Terminology,Personnel Psychology. 1958.

62. S. Chatterjee and Manjula Mukherjee, Modem Objective Tests andSelections in Industry in R.S. Dwivedi (Ed.), ManpowerManagement. 1980.

63. S. Deep. Human Relations in Management, Glence Publishing Co.,California, 1978

64. Scott, W.G., Clothier. R.C., and Spriegel, W.R.. PersonnelManagement-Principles, Practices and Point of View. Tata McGraw-Hill. New Delhi, 1977.

65. Strauss George and Sayles Leonard. Personnel, The HumanProblems in Management, Prentice-Hall of India, New Delhi, 1971.

66. T.N.Chhabra, Principles and Practice of Management, Dhanpat Rai

& Sons, Delhi. 1998.67. Technically, these objectives are known as internal consistency andexternal consistency respectively.

68. Tiffin. J. and E.J. McCormick. Industrial Psychology. Prentice-Hall ofIndia. New Delhi, 1971,

69. Victor H. Vroom. Work and Motivation. John Wiley and Sons Inc..New York. 1964.

70. W.F. Caslco. Managing Human Resources. McGraw-Hill. New York.1989.

71. W.G. Scott, Organisation Theory. Richard D. Irwin. Homewood.1967.

72. Yoder D. Heneman. H.G. Tumbull. J.G. and Stone, C.H. Handbook of

Personnel Management and Industrial Relations, McGraw-Hill BookCo., New York. 1958.

Appendix IMaster List of Government / Municipal Hospitals in

Mumbai/Navi Mumbai

Hospital Location No. Address


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ofBeds

1) Jagjivan RamHospital (Railway)

Agripada 250 Railway Maratha MandirMarg, Mumbai - 8

2) E. S. I. S. Hospital Andheri

3) MIDC HospitalCenter

Andheri(E)

MIDC, Center Road,Andheri (E), Mumbai

4) Kasturba Hospital ArthurRoad

Sane Guruji Marg,Mumbai 400 011

5) K.B. BhabaHospital

Bandra R. K. Patkar Marg,Bandra (W), Mumbai 50

6) Harilal BhagwatiMun. GeneralHospital

Borivali(W)

Borivali (W), Mumbai400 091

7) Central Railway

Hospital

Byculla 350 Opp. Victoria Garden,

Byculla, Mumbai 4000278) J. J. Hospital Byculla 1400 Nagpada, Mumbai - 8

9) Municipal EyeHospital

Byculla Trimbak ParshuramStreet, Opp. DurgadeviUdyan, Mumbai 400 008

10) St. GeorgeHospital

C. S. T.(V.T.)

467 St. George's Road,Mumbai - 1

11) SaifeeHospital CharniRoad Near Charni RoadStation, M. K. Road,Mumbai

12) B. A. R. C.Hospital

Chembur

13) MangalAnand Hospital

Chembur Swastik Park, 48, Sion-Trombay Road,Chembur,Mubai - 71

14) RCF Hospital Chembur R.C. Marg, Chembur,Mumbai 400074

15) Smt.

Diwaliben M.Mehta (Maa) Mun.Gen. Hospi.

Chembur Postal Colony, Chembur,

Mumbai 400071

16) BhabhaHospital

Chembur

17) FamilyPlanning Hospital

Colaba 8 Madam Cama Road,Colaba, Mumbai 400005


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18) G. T.Hospital

CrawfordMarket

521 L. T. Rd., Dhobi Talao,Mumbai - 1

19) B. J. Sangarhospital

Deonar Anushakti Nagar,Deonar, Mumai 400094

20) Cama

Albless Hospital

Dhobi

Talao

367 Mahapalika Marg, Dhobi

Talao21) E. S. I. S.

HospitalDhobiTalao

22) GodfreyClinic

Fort 27 Dr. D N Road, Mumbai400001

23) Seth A. J. B.Mun. Ear, Nost,Throat Hosiptal

Fort Maharshi Dadhichi Marg,Fort, Mumbai - 400 001

24) RajawadiHospital

Ghatkopar

Ghatkopar , Mumbai

25) SantMuktabai Mun.Gen. Hospital

Ghatkopar (W)

Barve Nagar, Ghatkopar(W), Mumbai 400 084

26) SiddharthHospital

Goregaon

Goregaon, Mumbai

27) CentenaryGen. Hospital

Govandi Govandi, Mumbai 400089

28) Haji AliChildren.Orthopedic

Hospital.

Haji Ali

29) CooperHospital

Juhu Juhu, Vile Parle (W),Mumbai 400 056

30) E. S. I. S.Hospital

Kandivali Kandivali (W), Mumbai67

31) CentenaryGen. Hospital

Kandivali(W)

Kandivali (W), Mumbai400 067

32) Khar T. B.Hospital

Khar

33) Bhabha

Hospital

Kurla Belgarsi Road, Kurla (W)

34) AgarwalTrust Eye Hospital

Kurla (W) Trust Bldg, New MillRoad, Kurla (W), Mumbai400070

35) K. B. BhabhaHospital

Kurla (W) Belgrami Road, Kurla(W), Mumbai 400 070


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36) M. W. DesaiMun. Gen. Hospi.

Malad Govind Nagar, Haji BapuRoad, Malad (E),Mumbai - 97

37) S.K. PatilMunicipal General

Hospital

Malad (E) Malad (E), Mumbai


Marol


Mulund L.B.S. Marg, Mulund (W),Mumbai - 400 080

40) MunicipalHospital

Mulund(E)

41) SwatantraVeer SawarkarMun. Gen. Hosp.

Mulund(E)

M. P. Road, Mulund (E),Mumbai 400 081

42) Manasdevi T.Agarwal Muni.Gen. Hospi.

Mulund(W) Mulund (W), Mumbai400 080

43) B.Y.L. NairCharitable Hospital& T. N. MedicalCollege

MumbaiCentral

796 Dr. Nair Road, MumbaiCentral, Mumbai 400008

44) PoliceHospital

Nagpada 114 Nagpada, Mumbai - 8

45) PoliceHospital

Naigaon

46) INHS Asvini NavyNagar

870 Navy Nagar, Colaba,Mumbai - 5

47) Health Unit(Railway) Hospital

Parel 7 N M Joshi Marg, LowerParel, Mumbai

48) K. E. M.Hospital

Parel 1439 Parel, F/S Ward

49) M. G.Memorial Hospital

Parel 700

50) TataHospital

Parel

51) TataMemorial Hospital

Parel

52) WadiaHospital (Female)

Parel

53) WadiaHospital (Children)

Parel Acharya Donde Marg,Parel, Mumbai - 12

54) I.I.T. Hospital Powai Powai, Mumbai 400076


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55) NavalDockyard Hospital

Powai L.B.S. Marg, Powai,Mumbai

56) MumbaiGeneral Hospital

Santacruz (E)

Santacruz (E), Mumbai400055

57) V. N. Desai

Mun. Gen. Hospital

Santacruz

(E)

Santacruz (E), Mumbai

400 05558) Sewree T. B.

HospitalSewree Sewree, Mumbai 400

015

59) LokmanyaTilak MunicipalGen, Hopital &Medical College

Sion 832 Sion, Mumbai 400 022

60) Sion Hospital Sion


Thane

62) MentalHospital

Thane

63) TurbheHospital

Turbhe

64) K. M. J. PhuleMun. Gen. Hospital

Vikhroli(E)

Kannamwar Nagar,Vikhroli (E), Mumbai 83

65) AcworthMun. Gen. HospitalFor Leprosy

Wadala Wadala, Mumbai 400031

66) B. P. T.Hospital

Wadala 183 Nadkarni Park Rd.,Wadala, Mumbai - 37


Worli 500 Dr. A. B. Rd., Worli,Mumbai - 18

68) Mata BalSangopan Hospital

Worli 34 BDD Chawl, R. DeliseRoad, Worli, Mumbai

69) PoddarHospital

Worli 210 Dr. A. B. Rd., Worli,Mumbai - 25

70) PoliceHospital

Worli 35 Police Camp, Sea Face,Worli, Mumbai - 8

71) Civil Hospital72) Municipal

Hospital

thesis subject

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