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A Project Report on
A STUDY OF RECRUIMENT OF THE CANDIDATES AT ARTHA HEALTH OPTIONS PRIVATE LIMITED
Bangalore Submitted to
CHRIST COLLEGE PONDICHERRY UNIVERSITY BANGALORE
In partial fulfillment of requirement for the award of
MASTER OF BUSINESS ADMINISTRATION
Ms. T.D.MEENAKSHI 2005390075
Under the Guidance of
Prof. Geevarghees Senior Faculty, HAL Management Academy Bangalore
I the undersigned hereby declare that the project report entitled “RECRUITMENTS for ARTHA HEALTH OPTIONS“ has been prepared by me under the supervision and guidance of Mr. Geevarghees, Bangalore and now being submitted to CHRIST COLLEGE- Pondicherry University, Bangalore in partial fulfillment of the award of the degree of MBA.
I further declare that this project report is based on the original project study undertaken by me and has not formed a basis for award of any degree/diploma of Christ College.
Date: Place: Bangalore
Ms. T.D. Meenakshi 2005390075
I first bow to ‘THE ALMIGHTY’ for his boon and blessings. I owe an enormous intellectual debt to Mr. Arun Kumar (Chairman) and the management of Artha Health Options for granting me the permission and opportunity to undertake the project study. I am thankful to my academic guide Mr. GeeVarghees for providing me the necessary insight and guidance thought to my project work. The would also like to thank Mr. H.M. Amar Kumar and Mr. Shashekanth for their guidance and support without which this project would have not been so successful. I would also express my gratitude to all those noble souls who have directly or indirectly been a source of encouragement. And last but not the least my Friends, Family and the Department of Management studies of Christ College for their support and encouragement
CHAPTER NOPARTICULARS 1. INTRODUCTION 2. 3. 4. 5. 6. 7. Industrial profile Company profile Board of Directors Product profile
Research Design Data Analysis and Interpretation Findings and Conclusions Recommendations & Suggestions ANNEXTURES BIBLIOGRAPHY
Act of seeking prospective new employees or members for an organization. Recruitment is a vital function for an organization to maintain its personnel. Refers to the process of finding possible candidates for a job or function.
Methods: Internal recruitment:
Existing employees and volunteers are given an opportunity to apply for a new job opening. Considerations:
• • • • • • •
Rewards the employee/volunteer for past performance Gives the employee/volunteer an opportunity for career development Retains the organization's investment in the employee/volunteer Reduces the amount of time necessary to orient the person to the new position Reduces the costs of recruitment Provides a limited number of people to select from Reduces the opportunity for increasing diversity within your organization
Employees are asked to recommend a person for the job opening Considerations:
The quality of employee referrals is usually high. Employees usually only refer people that they are confident would be a good match for the position and organization. People tend to recommend others with similar backgrounds. Therefore it is important to ensure that the practice of employee referrals does not lead to a decrease in diversity within your organization. People recruited by your staff usually have some understanding of the work of the organization.
There can be a tendency to feel that you must hire someone who is referred by an employee even if your assessment is that the person is not the best match.
The job is posted in a newspaper or professional journal Considerations:
• • •
You can reach a large audience in a specific area The content of the advertisement will impact on the number of applicants; if the ad is general you will most likely receive more applications. If the ad is general, you may receive a significant number of applications from unqualified candidates
Executive search firms:
A private company that specialized in recruitment is hired to find suitable candidates. Considerations:
• • • •
This is a very expensive method of recruitment Hiring professional recruiter does not guarantee a positive result The firm will do most of the preparation for the posting and the preliminary screening May be an appropriate recruitment method for the most senior positions.
Individuals interest in working for your organization send in resumes Considerations: The percentage of resumes with skills appropriate for your organization may be small. How you treat unsolicited resumes may have an impact on the image of your organization. It is best to respond with courteous and frank information about whether or not the application will be kept for future reference
HR professional is having a big responsibility to hire a best person from the available talent pool. At the same time, one needs to be cost conscious. It is a good practice in recruitment to be objective and seek to identify the candidates' abilities. Judge on individual merits and set the same standards for all. Whereas generalized assumptions made about ability or ambition, based on applicant's sex, caste, age, religious belief, sexual orientation or any disability, is a bad practice. One need to use the technology, to get the best results from recruitment process.
1) 2) 3) 4) 5) Irrespective of the title being advertised, it is best to include in the clear job definitions to avoid receiving more applications than needed. On receiving applications, it is important to check work references. Some applicants glorify the work they did at specific jobs. Many applicants skip over jobs they had problems with. Gaps should be checked. Educational qualifications should also be checked. Multiple interviewing should take place either through panel interviewing or through a series of interviews with different persons.
6) On recruiting a person, it should be easy to find a short term project that the person can complete as a test of his or her capabilities. Projects in the order of one or two weeks should normally be sufficient to verify the competencies of the new recruit. 7) It should be a simple matter to setup a basic database of all CVs received. Very often, the Department may already have applications that they need on such a database thus avoiding time loss and additional advertising costs.
1. 2. 3. 4. 5. 6. 7. 8. Identify vacancy Prepare job description and person specification Advertise Managing the response Short-listing Visits References Arrange interviews
9. Conduct the interview 10. Decision making 11. Convey the decision 12. Appointment action
Purpose / Benefits:
Is to achieve improvement in four areas: quality, cost, service, and speed.
Recruitment is the process of searching for and attracting qualified candidates to apply for the positions that are available. Based on the job description for the position, develop the criteria that will be used to screen resumes and select the best person for the job
• • • • • • • • • • •
A brief description of your organization, its mission or purpose The title and a description of the position Duties and responsibilities Qualifications The supervising authority Mention the salary and benefits attached to the position. Specify the starting salary or salary range, or say the salary depends on experience. The application deadline Start date Request for references Indicate the format in which you would like to receive the information Give a contact name and address
Recruitment Standards: Methods of locating qualified job candidates job posting & bidding Limitations of recruiting from within Recruiting outside the organization Labor Market
(Area from which applications are to be recruited) Outside sources of recruitment
Effectiveness of recruitment sources Advertisements Unsolicited applications and resumes Internet recruiting Employee referrals • Up the ante • Pay for performance • Tailor the program • Increase visibility • Keep the data • Rethink your taboos • Widen the program • Measure results Executive search firms Educational Institutions Professional Organizations Labor Unions Public Employment agencies Private Employment Agencies Temporary Help Agencies Employee Leasing Improving the Effectiveness of External Recruitment Costs of Recruitment Organizational Recruiters
Develop selection criteria for the position: How will you ensure the new employee fits the culture of your organization? Ensure that your criteria are not discriminatory Ensure that they are specific, measurable and job-related What skills are essential to the position?
HR Recruitment: Recruitment Strategy Model –
Demonstrates the ability to create a Job Position Requisition and to select a recruitment strategy. For purposes of this sample model, Internal Posting is selected as the recruitment strategy.
Internal Posting Model –
Manages the steps to approve the job description and to post it to an internal Web site. Once posted, applicants can apply for the position where the workflow will monitor the incoming applications and automatically remove the posting and alert a recruiter, once the specified posting period has expired.
Screen Résumés Model –
Provides a process to screen the résumés submitted to the internal posting site. It assists HR in identifying suitable candidates by first ensuring the candidates'
information is complete and by helping to prepare a short list of applicants to be interviewed.
Interview Shortlist Model –
Manages interviews with short-listed applicants. It applies a two-stage interview approach where HR and the person requisitioning the position, each conduct separate interviews. It includes a step to check the selected candidate's qualifications and references before proceeding to the Employee Intake model. Overview: Business Information Delivery Solutions for Human Resources 2
Employee Intake Model –
Automates preparation and "letter of offer" processing and tracking the subsequent offer acceptance from the new hire. A "confirmation letter" establishes the starting date which is inserted into a "facilities work order" to ensure that the new hire's office, telephone, computer, pass cards, etc. are already in place on the employee's start date so they can become productive more quickly.
ARTHA HEALTH OPTIONS
Artha Health options (P) ltd is a Health Management company catering to both the corporate as well as the retail health sector. With an annual turn over of over 15 crores, Artha is making leaps and bounds bringing consumers never before imagined experiences and services. Housed within our corporate office at Nrupathunga road, we have over 200 employees promoting our products and services in the city. We currently have close to 20,000 customers and are also aggressively acquiring more than 2000 customers’ month on month from our 100 seater call center. In addition to our health related services, we also focus on the Lifestyle segment all as a part of an effort to offer all our customers better mileage. We do this through a select-network of establishments throughout the city wherein Artha card holders are entitled to privileges throughout the year. We provide solutions in Health Insurance to big corporate like ABB, Indian Institute Of Science, Daimler Chrysler, Informatica, Sage Designs, Tory Harris, Navnee Networks, BFW, Renac India, Namdharis, Natural Remedies, Yodlee, Ernst & Young, EMC2 etc… Artha is a 3 year old company. Situated at the central business district of Bangalore opposite to Reserve Bank of India. From the learning’s we had from our health insurance business we have come up with this unique product. Where we offer Preventive Health care and Better Life Style Management Solutions.
“WE WANT YOU TO GO TO THE DOCTOR WHEN
YOUARE FIT AND NOT WHEN YOU ARE SICK” OUR AIM.
“HEALTHY FUTURE” What is Artha? Are we a Health Insurance Company? No, we are a health management company with a difference. Our creed is to address Miscellaneous Health Expenses [MHE] of a family. MHE comprising of consultations, diagnostic services, medicines, regular health check-ups, treatments that do not require hospitalization etc. take away a sizable chunk of family savings,, sometimes even up to Rs. 25,000/- a year. This issue had to be addressed head-on and therein lies the genesis of our product which is truly unique. Allow yourself to make all your health worries passé. It is the least that you can gift yourself and your family as only Health can be your real Wealth. Introducing the most powerful and feature-rich card that will forever change the way you manage your health and lifestyle We believe in Preventive Healthcare and believe so thoroughly in it that it has almost become our creed. Periodical Evaluation of health is very necessary if only to prevent or at least delay the onset of illness. Why visit a doctor only when you are ill? Does it not make more sense to have regular check-ups and consult your doctor when you are fit to rule out all niggles? Will you not be more at peace with yourself if you know that your family is in the peach of health? Below listed are some alarming statistics compiled by the World Health Organization which indicate that a catastrophe is waiting to strike. The only way available for each one is timely recognition, diagnosis and treatments of ailments or in other words, emphasis on Preventive Healthcare. One in every eleven persons in urban India are afflicted by Type II Diabetes and by 2030, one in every five persons will be a diabetic. Another survey by WHO predicts that 60% of all cardiac patients in the world will be from India by 2010.
One more alarming survey by the National Cancer Registry Program predicts that there will be 8 lakhs new cancer cases in India. Alarming Statistics, right! We seem to be galloping towards total ruin without even realizing it. Gift yourself Preventive Healthcare. You deserve nothing less. And towards this, we bring you a unique and exclusive health bouquet that offers: • • • 1 Voucher worth Rs. 1000/- providing a free Total Wellness Check 16 Vouchers totally worth Rs. 5,000/- providing free Total Dental Care comprising of 4 consultations, 4 cleanings & polishing, 4 x-rays and 4 fillings 14 Vouchers totally worth Rs. 3,500/- providing 4 free consultations with doctors in the discipline of General Medicine and 2 free consultations each with doctors in the disciplines of Cardiology, Ophthalmology, Orthopedics, ENT and Dermatology 2 Vouchers of Master Health Checks redeemable by paying just Rs.1,700/on each check instead of the normal rates of Rs. 2,950/- each 6 Vouchers redeemable for 10% discount on diagnostic services at diagnostic centers/hospitals in the health panel By flashing the Artha Card, 4% discount can be availed on purchases at 19 Apollo Pharmacies across Bangalore
• • •
Artha is not only about Preventive Health Management. We also provide you a • • • • • 1 Voucher providing you free accommodation for 3 Days & 2 Nights worth over Rs.6,000/-* either at Kairali, the world’s first Ayurvedic Health Resort in Palakkad OR in Kadaltheeram, the beach paradise in Thiruvananthapuram 1 Voucher providing you free accommodation for 3 Days & 2 Nights worth over Rs.6,000/-* at destinations from out of Ooty, Kodai, Yercaud, Manali, Darjeeling, Munnar, Mussorie, Puri, Goa and Lonavala. 2 Redeemable Vouchers together worth Rs. 1,800/- from Sterling Resorts on travel packages to Ooty, Kodai, Yercaud, Manali, Darjeeling, Mussorie, Puri, Goa and Lonavala. An Ayurvedic experience at the divine spots of Gokarna and Karwar for just Rs. 3,000/- against the normal rack rates of Rs. 5,000/-. Up to 15% discount on Accommodation in Goa through Best Goa Deals across Budget Hotels to Star Properties offered straight over the Net. And much, much more……….
So, what is it that we have here! A truly unique and matchless product! A product that allows you to stay healthy and have the best holidays and also lets you save at least Rs. 100/- per day at a cost of just Rs. 8/- per day!
MANAGEMENT. Chairman Managing Director: : MR.H.M.ARUN KUMAR. MR. T.M.SHASHEKANTH. Mr. H M AMAR KUMAR
LET US TOGETHER BUILD A HEALTHY NATION.
Let us build a sustainable culture of Preventive Healthcare in all so that a healthy nation and citizenry can be built.
Emanating from the Company's mission statement, the strategic Human Resource Development (HRD) goal of ARTHA is to create an atmosphere of technological and managerial excellence to become a globally competitive Aerospace Industry. With the changing environment, rapid technological changes characterised by paradigm shift from license production to R&D based production duly balanced with co-development / co-production, technological up gradation etc. greater customer demand, focused diversification to civilian and export markets, the overall objective of Human Resource Development plan would be to build a vibrant and learning organization, so as to meet the challenges of quality and excellence, recruitment and retention of competent human resources and develop high commitment and sense of belongings to the Company. Accordingly, Company's HR Vision, Mission, Objectives, Strategies and Policies have been identified and indicated herein under:-
"To make Artha a dynamic, vibrant, value based learning organization with human resources exceptionally skilled, highly motivated & committed to meet the current & future challenges. This will be driven by core values of the Company fully embedded in the culture of the organization"
•Ensure availability of Total Quality People to meet the organizational goals & objectives. •Continuous improvement in Knowledge, Skill & Competence (Managerial, Behavioral & Technical). •Promote a Culture of Achievement & Excellence, with emphasis on Integrity, Credibility & Quality. •Maintain a motivated workforce through empowerment of Individual & Team building. •Enhance Organizational Learning; •As a strategic business partner, Human Resource to play a pivotal role directly & significantly to Productivity enhancement, Profitability & improve Quality of Work Life.
•To be in total alignment with Corporate Strategy. •Maintain Human Resource at optimum level to meet the objectives & goals of the Company. •Competence Mapping, Analysis & Upgradation of Knowledge & Skills including Training, Retraining, Multi Skilling etc.
•Create Leadership with Shared Vision at various levels in the Organization. •Focused Development of Core Competence in High-Tech areas. •Building Cross functional Teams •Bring Company wide awareness of Mission, Values & Organizational Goals. •Personnel policies on Performance based criteria, ensuring Growth, Rewards, and Recognition & Motivation.
FOCUS OF HUMAN RESOURCE POLICY
•Competence Building •Commitment •Motivation •Employee Relations In the backdrop of the above, focus of Human Resource Development initiatives at Artha emphasize on the following:
I) MAN POWER PLANNING
•Improving the existing qualification profile by focusing induction of professionally qualified personnel. Hence focus of recruitment would be to recruit people with combination of knowledge, skill, experience and attitude in line with organizational requirements through appropriate manpower plan both short term (contract appointments) and long term recruitment programme.
II) TRAINING & DEVELOPMENT
Training is one of the most important interventions for developing human resource. Hence, identification of training competency profile in terms of vision, mission of the Company would be the strategic point of the training and development strategy of the Company.
The following objective has been set in this regard:•To provide training to all employees •Training to become an integral component of individual professional evolution by; •updating knowledge to avoid obsolescence; •enhancing professional creativity •enabling employees to shoulder higher responsibility •to create a business bias and strategic thinking to take up new business challenges (creation of Centre of Excellence, etc) The goals of training will be to progressively achieve 5 days training Keeping the organizational requirement and the above goals and objective of training, the following has been identified as the key focus areas of training: •Attitude •Behavior •Knowledge •Potential On work Furthermore, to facilitate development of soft skills (change of mind set, managerial development etc.) training would be imparted on continuous basis. Excellence like for training would be given prime importance.
III) PERFORMANCE APPRAISAL:
Appraising people for meeting Company's goal would be the prime focus of performance management. The new Performance Appraisal System based on work planning and commitment (mutually agreed tasks), self review and performance analysis, performance review and feedback would ensure that the focus would be on value adding activities rather than on routine activities which bear no relationship with organizational goals and objectives. Identification of low performers and resultant corrective action through out the company would be given priority. Similarly, faster career growth opportunity would be provided to
IV) REWARD SYSTEM
Focus of the reward system in the Company would be to promote team work and culture of achievement and excellence in the organization. In addition to the mechanism of individual reward for making exemplary contribution in the key thrust area of the Company for overall excellence and for desirable attributes like creativity and innovation. Coupled with above, schemes like "Inter Divisional Competition" and proposed "Profit Sharing Schemes" etc. has been institutionalized in the Company for team reward.
V) SCHEME FOR LEARNING & CERTIFICATION FOR EXECUTIVES
A "Learning Organisation" is essential for survival in the present era of Liberalisation, Privatisation and Globalisation. Therefore, "Knowledge" is the only Core Competence of Organisations for coping with changes. Since, individual knowledge is the starting point for organizational knowledge, therefore, it is only the employees who can convert knowledge into efficient actions. Artha has also introduced the Scheme for Learning & Certification for executives as a starting point for building individual knowledge and the opportunity for the Junior & Middle Management Cadre Executives to broaden their perspective by not only learning about all functions and procedure in their respective disciplines but also in related areas and overall knowledge about the organization and its environment.). Lastly, HRD Plan will also include time-to-time OD Interventions to address specific requirements of the Company.
ARTHA HEALTH OPTIONS
Artha Health Options Private Limited is a private limited company incorporated in India on 6th May, 2005. It has two other directors, T. M. Shashe Kanth who is the Managing Director and H M Arun Kumar who is the Chairman of the company in addition to the undersigned who is in charge of operations. It currently deals in the marketing of Health Insurance by ICICI Lombard, Cholamandalam, HDFC Chubb and TATA-AIG General Insurance. In addition to this, AHO is also involved in the marketing of credit cards for HDFC bank and it has about 55 employees on its’ rolls currently. AHO is now in the process of launching a Health and Consumer Services Card which will be known in the market as the Artha Health Card.
Artha Health Card
AHO has tied up with Dining Plus, a leading consumer service discount card provider in India with presence in over 12 cities to bring to the customers of Bangalore a unique card co-branded as both a joint Dining Plus/Artha Health Card. In addition to the tie-up with Dining Plus, Artha has also tied up with PeopleHealth and Metropolis for providing Healthcare services to its cardholders. The consumer gets a discount of 10-15% depending on the agreement with the Merchant Establishment whenever he flashes this card. This Card offers free consultations with Dentists, Ophthalmologists, Cardiologists, Orthopaedists, etc., and additionally includes discounts at hospitals, diagnostic centres, pharmacies, hotels, restaurants, malls, beauty clinics, health spas, health resorts, departmental stores and lots more. The categories of privileges offered by this card are as of now unmatched in India and it is unique to that extent.
Given the card profile, Artha has priced it very competitively and conservatively at Rs. 799/- per card and is looking at sales of about 10,000 cards in its’ first year of operation, which is again a very conservative projection. An annual turnover of 80 lakhs is expected in the very first year of operation.
The customers that Artha is targeting cannot be expected to come to the office to swipe their credit cards as they are being essentially serviced by us at home. Hence, we require an EDC MOTO swiping machine, by which we can take their credit card number before a sale and then get their signature on the charge-slip. As we expect at least about 60% of our total sales to come through credit cards, such a machine is mandatory for our requirements. Artha Health Options is a sister concern of Nandaki Investments & Holdings, a leading channel partner for IDBI Bank for both its home loans and personal loans. The commission earned by Nandaki in 2004-2005 was 55 lakhs. Nandaki is a channel partner of IDBI for the past 2 years and consistently touches a target of 5 crores disbursement per month. Nandaki is being managed by the undersigned who is also in-charge of the operations part of Artha Health Card.
Enable all those working for Artha to give out their best to ensure their all round growth as well as that of the organization The mission is to deliver competitive products and services that meet or exceed our customers' expectations. We shall achieve our mission by: •Understanding customers' need
•Using systematic selection, development technical support and surveillance of our suppliers and sub-contractors
•Introducing product improvement based on customer feedback
Recruitment Process Recruitment is the process of generating a poll of qualified applicants for consideration of open positions. Company works closely with the hiring manager in order to make the recruitment process as simple and expeditious as possible, to ensure that Affirmative Action/Diversity goals are being met, and equity is maintained.
Procedures and Guidelines
Obtain appropriate management approval to fill the position. When planning to recruit for a vacant position, managers will need to determine the following: Will the position be career or casual? Will the position be full-time or part-time? How many people are needed to fill the position(s)? What special skills, knowledge and abilities are required? What recruitment methods would you like to utilize? Are there any time requirements in filling this position? Contact the department when the above information is determined. An Employee Requisition Form will be generated by the unit. The following information is required for the six-line summary of the position, and the required and preferred skills, knowledge and abilities. The appropriate job description form, data processing questionnaire must to be completed for all new positions and replacement positions with significant changes in duties.
The job will be posted in the Employee Opportunities and will remain open for two weeks unless it is a Management and Senior Professional Position which
has a posting period of four weeks. (The term “open” means that departments may not offer or hire anyone into the position until that time period as lapsed.) •
Selection of Candidate
All preferential rehire resumes along with a Recruitment Activity Report (RAR) will be forwarded to the recruiting manager and must be reviewed first; the RAR for preferential rehires must be returned to the company before the recruitment process can continue. The non-preferential rehire resumes will then be forwarded to the manager When selection of a candidate has been made: Inform department of selection before offering the position to the candidate. The Department will acquire approvals on proposed salary, effective date, etc. Approval and official offer letter will be forwarded to recruiting manager.
4. ANALYSIS & INTERPRETATION Indicating motivation level for a well paid job. % of Total respondents 2 4 10 66 18 100 2% 4% 10% 66% 18% 100%
Well paid job Greatly Reduces Tends to Reduce Has no Effect Tends to Increase Greatly Increase Grand Total
Count of QS1
QS1 Greatly Reduces Tends to Reduce Has no Effect Tends to Increase Greatly Increase
For 66% of our respondents “a well paid job” tends to increase their motivation
Indicating motivation level for being able to live up to people’s expectations Able to live up to people expectation Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase Grand Total % of respondents 1% 4% 19% 47% 29% 100%
Total 1 4 19 47 29 100
For 47% of our respondents “being able to live up to people’s expectations” tends to increase their motivation.
Count of QS2
QS2 Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase
Indicating motivation level for freedom of ideas Freedom for ideas Greatly Reduces Tends to Reduce Tends to Increase Greatly Increase GrandTotal % of respondents Total 6 12 40 42 100 6% 12% 40% 42% 100%
Count of QS3
QS3 Greatly Reduces Tends to Reduce Tends to Increase Greatly Increase
For 40% of our respondents “having the freedom to try out their own ideas” tends to increase their motivation, while for 42% it greatly increases the motivation.
Indicating motivation level for fun included in the job Fun oriented job Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase Grand Total % of Respondents 1% 7% 20% 32% 40% 100%
Total 1 7 20 32 40 100
Count of QS4
QS4 Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 40% of our respondents “having a job that is more like fun than work” greatly increases their motivation. Indicating motivation level for no bonuses being awarded No bonuses Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase Grand Total Total 14 36 38 10 2 100 % of Respondents 14% 36% 38% 10% 2% 100%
Count of QS5
QS5 Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 38% of our respondents “not being able to earn bonuses” has no effect on their motivation, while for 36% it tends to reduce their motivation.
Indicating motivation level for according no respect % of Total Respondents 26 44 24 6 100 26% 44% 24% 6% 100%
No Respect Greatly Reduces Tends to Reduce Has no effect Tends to Increase Grand Total
Count of QS6
QS6 Greatly Reduces Tends to Reduce Has no effect Tends to Increase
For 44% of our respondents “not being accorded respect” tends to reduce their motivation.
Indicating motivation level for no opportunity to grow and develop in the organization
No growth Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase Grand Total
% of Total Respondents 22 38 19 8 13 100 22% 38% 19% 8% 13% 100%
For 38% of our respondents “having a job that does not allow them to grow and develop” tends to reduce their motivation.
Indicating motivation level for opportunity to guide & inspire people in the organization To guide people Greatly Reduces Has no effect Tends to Increase Greatly Increase Grand Total % of Total Respondents 4 17 55 24 100 4% 17% 55% 24% 100%
Count of QS8
QS8 Greatly Reduces Has no effect Tends to Increase Greatly Increase
For 55% of our respondents “being expected to inspire and guide people” tends to increase their motivation.
Indicating motivation level when pay is linked to performance Pay linked to performance Tends to Reduce Has no effect Tends to Increase % of Total Respondents 22 47 28 22% 47% 28%
Greatly Increase Grand Total
Count of QS9
QS9 Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 47% of our respondents “pay linked to performance” has no effect on their motivation. Indicating motivation level for opportunity to succeed in front of others Succeed in front of others Tends to Reduce Has no effect Tends to Increase Greatly Increase Grand Total % of Respondents Total 1 19 44 36 100 1% 19% 44% 36% 100%
Count of QS10
QS10 Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 44% of our respondents “having the chance to succeed in front of others” tends to increase their motivation.
Indicating motivation level due to stability of job Stability of job Greatly Reduce Tends to Reduce Has no effect Tends to Increase % of Total Respondents 2 4 36 31 2% 4% 36% 31%
Greatly Increase Grand Total
Count of QS11
QS11 Greatly Reduce Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 36% of our respondents “knowing that there will always be a job for them” has no effect on their motivation, while for 31% it tends to increase. Indicating motivation level for a regular salary A regular salary Tends to Reduce Has no effect Tends to Increase Greatly Increase Grand Total % of Total Respondents 12 40 21 27 100 12% 40% 21% 27% 100%
Count of QS12
QS12 Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 40% of our respondents “a regular salary” has no effect on their motivation
Indicating motivation level for opportunities for development
Development opportunities Greatly Reduce Tends to Reduce Has no effect Tends to Increase
% of Total Respondents 2 10 3 53 2% 10% 3% 53%
Greatly Increases Grand Total
Count of QS13
QS13 Greatly Reduce Tends to Reduce Has no effect Tends to Increase Greatly Increases
For 53% of our respondents “having a job that provides development opportunities” tends to increase their motivation.
Indicating motivation level for no leadership opportunities No team leadership Greatly Reduces Tends to reduce Has no effect Tends to %of Total Respondents 15 48 29 6 15% 48% 29%
Increase Greatly Increases Grand Total
6% 2 100 2% 100%
Count of QS14
QS14 Greatly Reduces Tends to reduce Has no effect Tends to Increase Greatly Increases
For 48% of our respondents “not being in charge of a team” tends to reduce their motivation. Indicating motivation level for enjoying status in workplace
status Greatly Reduces Tends to reduce Has no effect Tends to
% of Total Respondents 1 5 16 45 1% 5% 16%
Increase Greatly Increases Grand Total
45% 33 100 33% 100%
Count of QS15
QS15 Greatly Reduces Tends to reduce Has no effect Tends to Increase Greatly Increases
For 45% of our respondents “having a status in the company” tends to increase their motivation. Indicating motivation level for job for life % of Total Respondents 2 8 42 25 2% 8% 42%
Job for life Greatly Reduces Tends to Reduce Has no effect Tends to
Increase Greatly Increase Grand Total
25% 23 100 23% 100%
Count of QS16
QS16 Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 42% of our respondents “having a job for life” has no effect on their motivation.
Indicating motivation level for no opportunity to create personal impact
No personal impact Greatly Reduces Tends to Reduce Has no effect % of Respondents 20% 36% 23%
Total 20 36 23
Tends to Increase Greatly Increase Grand Total
17 4 100
17% 4% 100%
Count of QS17
QS17 Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 36% of our respondents “not having the opportunity to make personal contact” tends to reduce their motivation.
Indicating motivation level linked with position & power Position and power Greatly Reduce Tends to Reduce Has no effect % of Total Respondents 1 5 15 1% 5% 15%
Tends to Increase Greatly Increase Grand Total
51 28 100
51% 28% 100%
Count of QS18
QS18 Greatly Reduce Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 51% of our respondents “having a position of power in the organization” tends to increase their motivation. Indicating motivation level for having autonomy in job % of Total Respondents 4 26 41 29 4% 26% 41%
Autonomy Greatly Reduce Has no effect Tends to Increase Greatly
Increase Grand Total
Count of QS19
QS19 Greatly Reduce Has no effect Tends to Increase Greatly Increase
For 41% of our respondents “having autonomy to decide how to do things” tends to increase their motivation.
Indicating motivation level for being given responsibility for important projects % of Responsibility Total Respondents Greatly Reduce 2 2% Tends to Reduce 2 2% Has no effect 16 16% Tends to 34
Increase Greatly Increase Grand Total
34% 46 100 46% 100%
Count of QS20
QS20 Greatly Reduce Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 46% of our respondents “being responsible for important projects” greatly increases their motivation.
Indicating motivation level for opportunity to make more money
Money making opportunity Tends to Reduce Has no effect
% of Respondents Total 3 31 3%
31% Tends to Increase Greatly Increase Grand Total 36 30 100 36% 30% 100%
Count of QS21
QS21 Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 36% of our respondents “opportunity to make a lot of money” tends to increase their motivation.
Indicating motivation level for jobs where they can be easily sacked
% of Total Respondents 33 32 14 33% 32% 14%
Sacked easily Greatly Reduces Tends to Reduce Has no effect
Tends to Increase Greatly Increase Grand Total
14 7 100
14% 7% 100%
Count of QS22
QS22 Greatly Reduces Tends to Reduce Has no effect Tends to Increase Greatly Increase
For 33% of our respondents “having a job where they can be sacked without much difficulty” greatly reduces their motivation.
Classification of respondent’s motivation level with reference to Maslow Needs Hierarchy Theory
Respondent in the age group of 18-25 yrs
27% PHYSIOLOGICAL SOCIAL SELF-ESTEEM SECURITY
From the graph above, we can ascertain that 27% of the respondents who lie between the age group of 18-25 years( 41 in number) prefer physiological benefits, 25% social benefits and 24% each for self esteem and security.
Chart depicts Table
Respondent for the age group of 26-35 yrs
25% PHYSIOLOGICAL SOCIAL SELF-ESTEEM SECURITY
From the graph above, we can ascertain that 26% of the respondents who lie between the age group of 26-35 years (40 in number) prefer social and self esteem benefits, 25% prefer physiological benefits and 23% security.
EMPLOYEE FORM We have been notified of your intent to leave our company to help us continue efforts to improve our work culture, please complete the following questions. Your honest and called answers are important to us. This questionnaire is for the Companies’ development and will not be filed in your personnel file. It will not be used in determining eligibility for future employment with AHO. Following receipt of your responses in Human Resources, you will be contacted for an exit interview.
_________________________________ _________________________________ _________________________________
Contact Number: _________________________________ Department: Date completed: _________________________________ _________________________________
Last day of work: ___ 2. How did you feel about your pay? Excellent Above average Average Below average Poor
How did you feel about your benefits? Excellent Above average Average Below average Poor Not Applicable
Did you receive adequate training to perform your job duties? Yes No If No: At what stage? Please explain. ________________________________________________________ _______________ ________________________________________________________ _______________
________________________________________________________ _______________ 5. Did you receive adequate orientation to: AHO? Yes No Your department? Yes No Your position? Yes No 6. Why did you choose this Artha Health Options? Better use of job skills Increase in salary Promotion Closer to home Flexible work schedule Not applicable Please Elaborate: ________________________________________________________ _______________ ________________________________________________________ _______________ 7. How would you describe the employment conditions at AHO?
Excellent Above average Average Below average Poor Please help us better it: ________________________________________________________ _______________ ________________________________________________________ _______________ ________________________________________________________ _______________ 8. How would you describe employee morale in your department? Excellent Above average Average Below average Poor 9. Would you refer a friend to work here? Yes No Yes, but not in my department 10. How supportive was your work environment to you in your role as an Employee? Excellent Above average Average Below average Poor
Not applicable 11. Did your performance evaluations provide feedback to assist you in the performance of your job? Yes No 12. Are you motivated by your Team Leader? Yes No 13. Why did you quit your previous company? Better use of job skills Increase in salary No Promotion Far from home Flexible work schedule Not applicable
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