Devashish Acharya - DR V Pailwar PDF

A Report on Human Resources Services offered by Techno Air Systems
SIP project report submitted in partial fulfillment of the requirements for the PGDM Programme
By: Devashish Acharya

Roll No: 2013088
Supervisors:
1. Company Guide: Mrs. Geetanjali Sharma Gaur
2. Faculty Guide: Dr Veena K Pailwar
Institute of Management Technology, Nagpur

2013-2015
DEVASHISH ACHARYA 2013088 Page | 1

ACKNOWLEDGEMENT
My summer internship training (SIP) experience has been filled with interesting challenges and
people who I will appreciate forever; numerous people have contributed in varying capacities
which permitted completion of this project. I would like to begin by thanking my project guide
Mrs. Geetanjali Sharma Gaur, my coordinator during the course of the project, for her
guidance, constant inspiration & keen interest shown during the project.
I would like to thank Mr. Vijay Sahdev for continued support and guidance towards selecting
the project which is going to help me in long run in my career and for the way I was mentored by
him during the project. I deliberate my profound sense of gratitude to him.
I owe my thanks to my faculty guide Dr. Veena K Pailwar for her guidance, inspiration and
constant help in improving my way of presenting the work.
Lastly, I would like to extend my gratitude to the various department heads and employees from
the three organizations, where this project took place. It would not have been possible without
their help, support and constant cooperation.

CONTENTS
1 Introduction ............................................................................................ Error! Bookmark not defined.
2. Objectives…………………………………………………………………………………………………………………………………………...8
3.1 Company Analysis- Techno Air Systems ............................................................................................. 9

3.2 Company Analysis- Organizations where the project was conducted: .............................................. 12
3.2.1 Organization 1: ......................................................................................................................... 12
3.2.2 Organization 2: ......................................................................................................................... 13
3.2.3 Organization 3 ............................................................................... Error! Bookmark not defined.
4 Concepts and Descriptions....................................................................... Error! Bookmark not defined.
4.1 Concepts- Fundamental Interpersonal Relationship Orientation (FIRO-B) ............... 16
4.2 Concepts- Job Satisfaction ........................................... Error! Bookmark not defined.
4.3 Credentialing & Privileging…………………….……………………………………………………….……...23
5 Findings and Results ................................................................................ Error! Bookmark not defined.

5.1 Organization 1 (FIRO-B) ............................................................ Error! Bookmark not defined.
5.2 Organization 2..................................................................................................................... 25
5.2.1 Reviewing of HR Manual and Policies ................................................................... 25
5.2.2 Credentialing and Privileging................................................................................ 26
5.2.3 Job Satisfaction Survey………………………………………………….………………………………..…..27
5.3 Organization 3..................................................................................................................... 28

5.3.1 Job Satisfaction Survey......................................................................................... 28
5.3.2 FIRO-B ................................................................................................................. 30
6 Interpretations and Conclusions ............................................................ Error! Bookmark not defined.1
7 Recommendations.............................................................................................................................. 32
8 Limitations………………………………………………………………………………………………………………………………………….33
9 Scope for future Improvement……………………………………………………………………………………………………..…….34
10 Appendices……………………………………………………………………………………………………………………………………….34
11 Bibliography……………………………………………………………………………………………………………………………………..42

EXECUTIVE SUMMARY
Many organizations outsource their HR and related activities to consultancy firms to save time
and other resources for their core activities. Techno Air Systems provides such services to its
clients. The company works as an HR consultant for organizations with no or low level of HR
department.
This project encompasses the few services offered to, and studies conducted on three clients of
Techno Air Systems during the course ten weeks. These clients are all small-size healthcare
organizations. The services offered to all the three organizations were: i) Review of HR policies
ii) Standardization of HR policies according to NABH (National Accreditation Board for
Hospitals) standards iii) Maintenance of employee records and credentialing through interviews
and documentations.
Job satisfaction surveys were conducted in two of the organizations. The process involved three
steps. Also, FIRO-B (Fundamental Interpersonal Relations Orientations) study was conducted in
two organizations by means of distribution of questionnaires, collection of responses and
analysis of the data and findings. The findings of FIRO-B study was used to re-engineer the team
structures in the organizations.
Certain limitations were also faced during the course of the project. One of the biggest
limitations is the Time Line. A period of ten weeks is not sufficient to explore such vast pool of
knowledge. Another limitation is the availability of data and information which cannot be
shared; keeping in view, the confidentiality in interest of the clients.

1. INTRODUCTION
1.1. Human Resources Outsourcing in India
India in 2020 is predicted to be something that the world will be turning its face to, because of its
vast population size of 1.3 billion, out of which 0.8 billion will be working population size. And
with that, the role of outsourcing and consulting becomes more required than ever to manage
such a vast talent resource.
In the past few years the HR Outsourcing industry has shown a significant growth as many
companies are turning towards Outsourcing in order to save time and other resources and to keep
their focus on their focus on their core activities. Between FY08 and FY11, the industry grew at
a CAGR of 21%. This sudden growth can be mostly attributed to two major reasons:
1. Increasing involvement of consultants in the companies’ HR requirements when it comes

to balancing good business and talent management.
2. Maintaining smaller bench strength to fight global crisis by employing temporary staff.
It is argued that HR Outsourcing is only a way to reduce costs but it itself comes with some
costs. These costs majorly include: selection of consultant, legal costs, service costs, transition
costs, costs to hold back the consultant etc.
In India, the industry is more centralized towards transactional services such as: Payroll Systems,
Appraisal and Benefits Consultancy, Scheduling and Attendance. As per a 2012 skills report, the
industry can be roughly broken into three major segments:
i) Permanent recruitment services with a market size of INR23–25 billion

ii) Temporary recruitment services with a market size of INR 167-170 billion
iii) Other segments with a market size of INR 33-38 billion
Figure 1 shows the HR Solutions industry according to these segments and Figure 2 shows the
distribution of these segments in Indian Market.
Permanent recruitment companies face challenges of attrition and competition. The other
services are solutions provided in terms of Payroll, HR related benefits, Policy formulations etc.

Figure1: Structure of HR Solutions Industry
(Source: Human Resource Solutions Industry, Ernest and young)
Figure 2: Market Size of HR Solutions Industry in FY11

(Source: Human Resource Solutions Industry, Ernest and young)
The industry is very competitive in nature and is predicted to continue its astonishing growth
over the next decade as with the increasing global complexities, more and more companies are
opening up to outsourcing and are making outsourcing firms their business partners.

1.2. HR Outsourcing in Healthcare Sector
Healthcare is one sector where conventionally there has been no or a very low level of Human
Resources unit and activities. The reason is that they have always focused on their core
operations. Activities like staffing have conventionally been taken care of by doctors and other in
house staffs only. This sector never felt the need of some core HR activities like performance
appraisal, employee development programs etc until recently. With the advent of global and
local competition and the need to capture and retain better talent, this sector is now trying to
include HR along with marketing, operations and other units in its strategy formulation. This
definitely encompasses their need to provide better service.
Now while some big players are maintaining there on HR unit, most of them have turned
towards HR consultants. Now these consultants not only provide them core HR solutions and
services but also help them in various strategy formulations and also, some provide
administration related services as well. One of such services is preparing the organizations for
various national and international accreditations, which in turn would gain the organizations a
competitive advantage.
Human Resources in Healthcare sector is not yet a fully accepted concept in India but with time
more and more such organizations are understanding the role and importance of human
resources. In fact several national and international accreditations have made certain human
resources activities and requirements compulsory for healthcare organizations.
1.3. National Accreditations Board for Hospitals (NABH)

National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a constituent
board of Quality Council of India, set up to establish and operate accreditation program for
healthcare organizations. The board is structured to cater to much desired needs of the consumers
and to set benchmarks for progress of health industry. The board while being supported by all
stakeholders including industry, consumers, government, has fully functional autonomy over its
operations.

Benefits of accreditation:
1. Accreditation means that the organization has qualified certain quality standards which
would mean that patients can rely upon the institute when it comes to quality of service.
2. Patient satisfaction is periodically monitored.
3. The staff in a accredited health care organization are satisfied lot as it provides for
continuous learning, good working environment, leadership and above all ownership of
clinical processes.
4. Accreditation provides an objective system of empanelment by insurance and other third
parties. Accreditation provides access to reliable and certified information on facilities,
infrastructure and level of care.
NABH defines a clinic as a standalone healthcare facility that provides allopathic services by
Doctors registered with Medical Council of India or State Medical Council. A Polyclinic is a
clinic which provides services in two or more specialties, working in cooperation and sharing the
same facilities and a Dispensary is a clinic, which in addition to patient care, provides facilities
for dispensing medicines.
In addition, a clinic may have add on services like

• Diagnostic services
• Therapeutic services
• Support services
2. OBJECTIVES
Techno Air System required me to provide the following services (in parts) to the
aforementioned three client organizations:
1. To conduct a FIRO-B study in organizations in order to understand the employees that

would lead to better team buildings
2. To conduct Job Satisfaction surveys in organizations and analyze the results and findings.
3. To review HR policies of healthcare organizations and compare them with the NABH
standards.
4. To perform Credentialing and Privileging by means of documentations and interviews.

3. COMPANY ANALYSIS
3.1. Techno Air Systems

Techno Air Systems (TAS) is a consortium of consultants established in the year 1988,
specializing in functional areas of human resource development, quality management, quality
certification, environmental health safety practices, business process re-engineering, six sigma,
industrial-engineering and productivity services, industrial design; automation; machine building
and in house software development. Clients look at them as an extension of their departments
and they have the right blend of skills for being just that. TAS expertise is honed on some of the
most challenging projects in the corporate world.
Techno Air Systems’ Quality Services helps organizations put the pieces together for a
smoother running, more profitable manufacturing operation.
Using three key services components, the company helps transforming quality initiative into
more fluid, productive processes.
1. Integration adds new analytical tools for unparalleled efficiency and accuracy without
compromising the integrity of present system.
2. Customization enhances productivity and uses resources wisely by accommodating
everyone on quality team with system customized for application.
3. Implementation spends less time getting started and maximizes the value of investment
from installation to employee training.
Services Offered:
1. Six Sigma /Business Process Re-Engineering
With businesses striving to focus on the customer and achieve competitiveness through
consistently reliable products and services, it should be no surprise that the issue of six sigma
quality is now attracting increasing attention from manufacturers and service providers all over
the business world.

Six Sigma is a disciplined methodology for improving organizations' processes, based on
rigorous data gathering and analysis. The approach focuses on helping organizations produce
products and services better, faster and cheaper by improving the capability of processes to meet
customer requirements. Six Sigma identifies and eliminates costs, which add no value to
customers. Unlike simple cost-cutting programmes, however, six sigma delivers cost cuts whilst
retaining or improving value to the customer.
Six Sigma is not a new technique, its roots can be found in TQM and SPC, but it is more than
TQM. With the TQM philosophy, most practitioners promised long-term benefits, 5 to 10 years,
as the programmes began to change hearts and minds. Six Sigma is about delivering benefits now
and is distinguished from TQM by the intensity of the intervention and the pace of change. Like
all successful major change programmes, six sigma requires very strong leadership from the top.
Excellence approaches such as the excellence model and six sigma are complementary vehicles
for achieving better organisational performance.
Approach to six sigma is the implementation of a measurement-based strategy that focuses on

process improvement and variation reduction, often through the application of improvement
projects. In this way, waste and cost are driven out of the organisation as quality improves, and
customer satisfaction is increased through the continuous improvement in quality. Moreover,
while efforts have concentrated on Design for six sigma or project-based manufacturing
improvements, there is a growing realization that six sigma is effectively applicable in every
process and transaction within a company. Using the common measurement index of 'defects per
unit', where a unit can be virtually anything including a line of code or an administrative form,
companies have started to utilize the approach to reduce defects in non-manufacturing
operations.
Implementing Six Sigma
• Systematic approach.
• Define and establish roles and responsibilities throughout the organization
• Identify methods and techniques for the defining of processes and customer requirements,
and the identification of critical steps and key measures

• Benchmark performance and processes for prioritizing improvement opportunities
• Standard format to identify, reduce and control the sources of variation, allowing
individuals or project teams to focus on reducing the standard deviation within the process,
rather than obsessing over method. This also helps ensure the correct application of the
powerful tools - such as statistical analysis, experimental design and project management -
that speed up the execution of improvement activities
A Six Sigma company generates and substantially saves money by focusing on key customer
critical issues and functioning on a higher level of efficiency. Reduced defects, scrap and re-work
lead to immediate bottom-line benefits, and as production line waste drops off the company can
make more efficient use of all resources. Improved design processes lead to better quality and
more reliable products with reduced lead times, and better transactional processes reduce errors
and increase productivity. As a result new customers begin purchasing from a company known
for its high quality goods, and so revenues increase.
We offer total solutions for integrating market-oriented strategy for manufacturing or service
industry. This involves comprehensive application of 6-Sigma/Business Process Re-Engineering.
We organize exhaustive seminars and workshops for all employees followed by on the job
problem solving through group work for changing the mindset.
It is a business process that allows companies to drastically improve their bottom line by
designing and monitoring everyday business activities in ways that minimize waste and
resources while increasing customer satisfaction.
2. Human Resource Development
The TAS is best known for our human resources consulting, particularly in the areas detailed
below.
• Clarification and communication of strategy.

• Selection and development of leaders.
• Enhancement of culture and values.
• Assessment and development of emotional intelligence.

• Creation of performance-enhancing reward strategies for executives and employees.
• Creation of integrated human resource systems, including selection, development and
performance management.
• Design of new and more effective organizational structures, work processes, and roles.
Relevance of the Project to the Organization:
As mentioned above, the company provides service to its clients in areas of Human Resource
Development while also acting as a strategy partner. In all the three organizations, mentioned in
this report, the company has been doing the same. All the objectives mentioned, have a direct
relation with either strategy (accreditation) or HR services like team building (FIRO-B) and
employee development (Job Satisfaction Survey).
3.2. Organizations where the project was conducted:
3.2.1. Organization 1:
The organization is a manufacturing company established in 1996 with its head office located in
New Delhi. It also has three manufacturing units in Haryana. The company claims to be the
leading exporter of pet products and food service product in India. It is ISO9001: 2008 certified
and manages its manufacturing process using the concepts of Total Quality Management.
It Exports to over thirty countries covering the whole of North America, Europe, Asia, Middle-
east, Far East, Australia and New Zealand and serves to fortune 500 companies, departmental
stores, chain stores, specialty stores, mail order companies and also wholesale importers across
the globe.
Part(s) of project conducted in the organization:
1. Conducting a FIRO-B study for the production team.
The study was conducted on thirty four employees and the results were used in team building.

Relevance to the organization:
The organization is a production oriented organization where teamwork is considered to be a

foremost requirement for smooth running of processes. A team with individuals who lack
compatibility with each other can end up as a bottleneck for some processes. FIRO-B study helps
in identifying the individual relationship needs and can help in creating the right teams.
3.2.2. Organization 2:
The organization is a two decades old company which works with a vision of providing quality
and reliable diagnostics and diagnostic imaging services at an affordable cost. Since
incorporation, the organization has focused all its goals towards the attainment & benchmarking
best Industry Standards.
Currently, the company plans to expand its horizons globally, in order to help diagnose patients
for proper cure. This objective is to be achieved by a selection of latest and technologically
advanced equipment, high quality reagents, strict internal & external quality assessment, and
control backed up by professionals who are not only qualified, but also diligent. Constant up-
gradation and introduction of latest technology, has also developed as one of our major aims.
Vision
“To be the first choice for healthcare services and to introduce latest medical technologies to
India”
Mission
“To tender excellent diagnostic and prognostic services to patients with conducive environment,
passionate staff and ethical serving”
Part(s) of project done in the organization:
1. Reviewing HR Manual and HR Policies of the organization and comparing it with the
NABH standards to make it at par with the required Standards for NABH accreditation.

Relevance to the Organization:
The company seeks to get NABH Accredited and it would require qualifying certain standards in
its policies for the same. This was an important step as it revealed certain shortcomings in the
company’s policies. The corrections are bound to take place before NABH audit.
2. Employee Job Satisfaction Survey:
The survey revealed the areas where the company was lacking in terms of employee satisfaction,
this would encourage taking corrective measures for the same. It aligns with one of the company
objectives to take care of its employees.
3.2.3. Organization 3
The organization is a multi-specialty centre for a comprehensive health care in Noida. It has
opened doors to one and all to access a wide array of tertiary health care with a highly
competitive pricing. Pursuit of excellence is the theme which guides them in treating any of their
patients. It is conceptualized to be a premier health care institution to set ever-new standards in
patient care. The company has the ambition and attitude to improve and will endeavor untiringly
to achieve excellence in all disciplines it offers. Strategically located in Noida, it is easily
accessible from all quarters of the city. Designated as a 50 bedded hospital, It provides a whole
spectrum of services from preventive to critical care under one roof, with special emphasis on
pediatrics and neonatal medicine, Orthopedics and trauma care Obstetrics Gynecology and
pulmonary and chest medicine. The organization has a team of well qualified highly committed
professional to man all specialty sections, supported by a trained and highly motivated group of
paramedics.

Part(s) of project done in the organization:
1. Employee Job Satisfaction Survey:
The survey revealed the areas where the company was lacking in terms of employee satisfaction,
this would encourage taking corrective measures for the same. It aligns with one of the company
objectives to take care of its employees.
2. Conducting a FIRO-B study for the Nursing team.
The study was conducted on 25 staffs and the results were used in team building.
A healthcare organization like this is driven by the work of nursing team (including others like
ward boys). While Doctors and paramedics look after the core services, it is the nursing team that
takes care of the most hospital activities from pre-treatment to post-treatment. In such a scenario,
teamwork becomes a driving factor. FIRO-B helps building the right teams for the same.

4. CONCEPTS AND DESCRIPTIONS
4.1. Fundamental Interpersonal Relationship Orientation (FIRO-B)
Fundamental Interpersonal Relationship Orientation or FIRO is an interpersonal need

theory developed by William Schutz in 1958. The theory was developed to measure what an
individual in a group feels when it comes to inclusion, control and affection. The major
objectives of the theory were:
• To understand how an individual acts in an interpersonal situation in a group

• To construct a measure to understand and predict how people with interact with each
other in a group.
Three Areas of interpersonal Interactions:
• Inclusion (I): The amount of belongingness, recognition and attention that an individual
desires in an interpersonal setting
• Control (C): The level of structure, responsibility and influence demanded by an individual.
• Affection (A): The level of rapport, support and warmth desired by an individual.
Expressed v/s Wanted behavior:
Schutz noted that in each of the above mentioned, three areas of interpersonal need, two types of
behaviors existed i.e. Expressed Behavior and Wanted Behavior.
Expressed Behavior: The way an individual acts towards others in an interpersonal setting is
that individual’s expressed behavior.
Wanted Behavior: The actions or behaviors that an individual desires or expects from others in
order to satisfy their own interpersonal needs is that individual’s wanted behavior.
Combining the three areas of interpersonal needs and expressed and wanted behaviors, Schutz
came up with the six dimensions of interpersonal needs.
Table 1 shows the six dimensions of interpersonal needs used in FIRO analysis.

DIMENSION EXPRESSED BEHAVIOR (E) WANTED BEHAVIOR (W)
INCLUSION Individual starts interaction Individual wants to be included
(I) (EI) (WI)
CONTROL Individual wants to control Individual wants to be controlled
(C) (EC) (WC)
AFFECTION Individual acts close and personal Individual wants people to be close and personal
(A) (EA) (WA)
Table 1: Dimensions of interpersonal needs
Methodology used in FIRO--B study
Questionnaire: A standard FIRO-B

FIRO questionnaire has 54 questions (Appendix
Appendix 1.1
1.1). There are
nine questions each to measure the six dimensions of Expressed Inclusion (eI), Wanted Inclusion
(wI), Expressed Control (eC), Wanted Control (wC) Expressed Affection (eA) and Wanted
Affection (wA).
On the basis of a standard scoring key, scores are graded on scales of 0 to 9 in the areas of
Expressed and Wanted Behaviors to measure
mea how much a person expresses to others and how
much he desires from others. On the basis of the scores, each of the interpersonal areas show
three types of behaviors, as categorized by Schutz. Figure 3 shows the interpretations of the
three types of behaviors and Figure 4 shows the three evident behaviors based on the scores.
Deficient Excessive
indicating that an indicating that an Ideal
individual is not trying to individual is constantly satisfaction of the need
directly satisfy the need trying to satisfy the need
Figure 3: The three types of evident behavior

Figure 44: Interpretation of scores on eI, wI, eC, wC, eA, wA
Basedd on these obtained scores, interpersonal relations are then categorized into four different
types. These are; Desired interpersonal Relations, Ideal Interpersonal Relations, Anxious
Interpersonal Relations and Pathological Interpersonal Relations. Figure 5 gives a brief
description of each of these relations.
Pathological
Desired Ideal Interpersonal Anxious Interpersonal
Interpersonal Relations Interpersonal relations
Relations •correspond
correspond to Relations -Psychotic
Psychotic
•denoted "moderate" •Too much activity or Schizophrenia
"satisfactory expressed and •Too little activity -Obsessive
Obsessive
relations" in each wanted scores Compulsive
area
-Neurotic
Neurotic
Figure 5: Different Dimensions of interpersonal relations based on the FIRO-B

FIRO Scores
For final scores, FIRO-B

B scoring Matrix is used as shown in Figure 6.

Figure 6: FIRO-B Scoring Matrix
Interpreting Total Scores:
Inclusion:
• 0 to 5: Individual generally has a low preference of being with others, no matter who initiates
it.
• 6 to 12: Individual prefers a balance between time alone and time with others, no matter who
initiates it.
• 13 to 18: Individual prefers being involved in social situations, no matter who initiates it.
Control:
• 0 to 5: Individual usually prefers less structured settings and have a laid-back

laid attitude
towards authority, generally preferring neither giving nor receiving or
orders
ders
• 6 to 12: Moderate amount of structure and clarity about the authority preferred.
• 13 to 18: Highly structured situations with clear lines of authority and responsibilities are
preferred by the individual to get work done
Affection:
• 0 to 5: Individual prefers keeping impersonal and formal relations with others

• 6 to 12: Realistic amount of warmth and closeness preferred
13 to 18: High and Important because this area tends to be the individual’s priority; Individual
prefers a lot of warmth and rapport in her/his one to one relationships.
relationships

Expressed Behavior:
• 0 to 7: Individual usually does not initiate activities with others
• 8 to 19: Individual only sometimes initiates activities with others
• 20 to 27: Individual usually initiates activities with others
Wanted Behavior:
• 0 to 7: Individual usually does not want others to initiate activities
• 8 to 19: Individual only sometimes wants others to initiate activities
• 20 to 27: Individual usually wants others to initiate activities
Total Score:
• 0 to 15: (Low) Interaction with others in all areas is not likely to be strongly felt need. One
may have a strong preference for the current company, independent decisions and is close to
only a selective few.
• 16 to 26: (Medium-Low) Interaction with others in all areas appeal on a selective basis.
Choosy about how, when and where one associates with others.
• 27 to 38: (Medium-High) Interacting with others in all areas is found to be a source of
satisfaction. Interpersonal needs help one attain her/his goals.
• 39 to 54: (High) Frequently engaged with others in all the areas, involving others in all
activities (e.g. decision making) and working on to build more interpersonal relationships.
On the basis of the final scores, the six dimensions can be interpreted as shown in Table 2.
E,W Low High
EI Under social Over Social
WI Counter -Social Social -Compliant
EC Abdicrat Autocrat
WC Rebellious Submissive
EA Under-Personal Over-Personal
WA Counter-Personal Personal-compliant
Table2: Dimensions of interpersonal needs on the basis of scores

4.2. Job Satisfaction
Though the actual definition of job satisfaction is debatable but it is mostly referred to as ‘how
content an employee is with his work’. The other school of thought argues, though, that the
measurement of satisfaction level is not so simple and that it is multidimensional and requires a
total psychological study of employees. These psychological factors are bound to have an impact
on the work output of the employees as well and thus it is necessary to study these factors time to
time.
There are many factors that can cause dissatisfaction amongst employees, of these, the most
common factors are:
1. Compensation/Appraisal Related Factors: Now the effect of compensation on job

satisfaction is one of the most discussed issues in workplace. Dissatisfaction in this field is
usually caused when an individual feels that she/he is not being paid in accordance with the
work done i.e. the input is not equitable to the output.
Also, according to equity theory, an individual tends to compare his own input output
ratio with other individuals, and in case they are not equitable, dissatisfaction is likely to
arise.
2. Work Environment Related Factors: Sometimes, it is not just about the salary and
position; it is the work related factors that cause dissatisfaction. These factors include the
physical environment of work, individual’s interest in the domain of work itself, schedules
and timings of work, cooperation from colleagues, challenges and flexibilities in work etc.
3. Belongingness: Every individual seeks respect and recognition in an organization. And more
and more organizations are working to make their employees feel ‘belonged’ in their
organizations. It is seen that organizations scoring high on this area witness organizational
citizenship behavior and employees are more loyal.

4. Other factors: Apart from the aforementioned factors, there are other factors as well which
influence employee satisfaction levels. These include career opportunities, trainings, skills
development etc.
Individual Scoring
The total score for each employee was calculated by summing up the scores on her/his responses
and the same was used to calculate Individual Job Satisfaction Index (IJSI).
IJSI = Individual Total Score/Maximum Score
The whole set of questionnaire was divided under the following four areas:
a) Compensation Factors
b) Work Environment Factors
c) Belongingness Factors
d) Other Factors
Scores were calculated for each of the four areas by summing up scores on the responses on the
respective questions for each individual.
C-Score Compensation Factors Satisfaction Score

B-Score Belongingness Factors Satisfaction Score
W-Score Work Environment Factors Satisfaction score
O-Score Other Factors Satisfaction Score
These Scores were then used to calculate individual job satisfaction indices in the four given
areas:
Individual Compensation Job Satisfaction Index (ICJSI) = C-Score/Max. Compensation Score
Individual Belongingness Job Satisfaction Index (IBJSI) = B-Score/ Max. Belongingness Score
Individual Work Environment Job Satisfaction Index (IWJSI) = W-Score/ Max. Work
Environment Score

Individual Other Factors Job Satisfaction Index (IFJSI) = O-Score/ Max. Other Factors Score
Overall Scores
Total Scores of all employees were added to find out the Overall Job Satisfaction Score
(OJSS).
This overall score (OJSS) was used to calculate the Overall Job Satisfaction Index (OJSI).
OJSI = OJSS/Maximum Score
Similarly, overall job satisfaction Scores and Indices were calculated for the aforementioned four
areas of job satisfaction.
OC-Score Overall Compensation Factors Satisfaction Score

OB-Score Overall Belongingness Factors Satisfaction Score
OW-Score Overall Work Environment Factors Satisfaction score
OO-Score Overall Other Factors Satisfaction Score
4.3. Credentialing and Privileging

1. Credentialing: It is a term applied to processes used to designate that an individual,
program, institution or product have met established standards set by an agent
(governmental or non-governmental) recognized as qualified to carry out this task. The
standards may be minimal and mandatory or above the minimum and voluntary. Licensure,
registration, accreditation, approval, certification, recognition or endorsement may be used
to describe different credentialing processes
2. Privileging: Clinical privileging is defined as the process by which a practitioner is granted
permission by the facility to provide the psychiatric, medical, or other patient care services,
within well defined limits, based on an individual’s clinical competence as determined by
peer review, training, licensure, and registration.

5. FINDINGS AND RESULTS
5.1. Organization 1:
FIRO-B Study
Scores and Interpretations
The total scores for each employee were evaluated and on the basis of that, the following
interpretation was made for each employee as shown in Table 3.
Employee INTERPERSONAL RELATIONSHIP ORIENTATION

E001 ES WS ED RBL UP WP
E002 ES CS ED SBM UP CP
E003 ES SC ED WD EP PC
E004 ES CS ATCT WD EP CP
E005 ES WS ATCT RBL EP WP
E006 US WS ED WD UP CP
E007 ES WS ED WD OP WP
E008 ES WS ED WD EP WP
E009 ES CS ED RBL UP CP
E011 US CS ABD RBL UP CP
E012 ES CS ATCT WD UP CP
E013 ES CS ABD WD UP CP
E014 ES CS ATCT SBM UP CP
E015 ES WS ED WD UP CP
E017 ES CS ED WD UP WP
E018 ES WS ATCT SBM EP WP
E019 ES SC ED WD OP WP
E020 ES CS ABD WD UP CP
E021 ES WS ED RBL UP WP
E022 ES WS ATCT WD UP CP
E023 US CS ED WD UP CP
E024 ES SC ED WD UP PC
E025 ES CS ABD WD EP CP
E026 US CS ABD RBL UP CP
E027 ES CS ATCT SBM EP CP
E028 ES WS ATCT SBM UP WP
E029 OS SC ATCT WD UP WP
E030 ES CS ABD RBL UP CP
E031 ES CS ABD WD EP CP
Table 3: Personality Types of Employees based on their FIRO-B Scores

Table 4 shows the details of the keywords used for the personality types in Table 3.
Expressed Inclusion Wanted Inclusion Expressed Control

US UNDER SOCIAL CS COUNTER-SOCIAL ABD ABDICRAT
SOCIAL-
OS OVER SOCIAL SC COMPLIANT ATCT AUTOCRAT
EXPRESSED EXPRESSED
ES SOCIAL WS WANTED SOCIAL ED DEMOCRAT
Wanted Control Expressed Affection Wanted Affection
COUNTER-
RBL REBELLIOUS UP UNDERPERSONAL CP PERSONAL
PERSONAL-
SBM SUBMISSIVE OP OVERPERSONAL PC COMPLIANT
WANTED EXPRESSED WANTED
WD DEMOCRAT EP PERSONAL WP PERSONAL
Table 4: Key for Table 6 and Table 12
5.2. Organization 2
5.2.1. Review of HR Manual and Policies:
During the review of HR Manual and Policies of the company, some shortcomings were
indentified and following corrective implementations were suggested according to NABH
Standards:
NABH gives clear instructions for the following HR Policies, which were included in the
organization’s HR policy:
a. Recruitment
1. Staffing Needs
2. Qualifications of Staff
3. Applicable licensure, Certification, laws and Regulations relative to the required
staffing complement.
4. Staffing Plans should be assessed on an ongoing basis in response to outcome
measures.
5. Staffing Plans should be accessible to staff that are making changes in staffing levels.
b. Manpower Plans
c. Internal Sourcing

d. External Sourcing
1. External References
2. Employee Referrals
3. Advertisements
e. Selection
1. Scrutiny of Applications
2. Call Letter
3. Preliminary Screening/Verification
4. Personal Interview/Selection
f. Pre-Employment Health Check-up
1. Blood Group, Blood Sugar
2. Physical Examination by Doctor
3. Costs of these check-ups are to be Bourne by the organization
4. A Medically Unfit candidate is not allowed to join the company
5.2.2. Credentialing and Privileging:
For the Credentialing Purpose, individual interviews were conducted and documentation was
done. Job Descriptions were developed for all functional departments for Privileging. NABH
standards require an Imaging Healthcare Organization to maintain the following documents of
each employee, which were collected and recorded during the process:
Application Form With Bio-Data

Testimonials
Selection Process Performa
Offer Letter
Pre-Employment Health Check-Up
Joining Report
Appointment Letter
Job Responsibilities / Job Description
Induction Training Performa

Individual Training Record
Penalties And Disciplinary Action / Grievance
Training Evaluation Sheet
Confirmation Sheet
Performance Appraisal
Increment Format
Vaccination And Health Card
Job Satisfaction Survey
5.2.3. Job Satisfaction Survey:
Department Wise Satisfaction Level:
Based on the scores on the responses by Employees, following result was obtained for job
satisfaction level.
USG
IT Electricians Housekeeping Technician Wardboy Guard Marketing Driver Typist Co FOE
Least Satisfied Most Satisfied
Figure 7 shows Satisfaction level distribution in the organization as evaluated through the
survey.
Job Satisfaction Level

0%
19% 18% Highly Dissatisfied

Dissatisfied
15% Neutral
Satisfied
48% Highly Satisfied
Figure 7: Satisfaction level of all departments

5.3. Organization 3:
5.3.1. Job Satisfaction Survey
Figures 8 to 12 show the different job satisfaction indices as discussed in the concepts part of
this report.
1 Individual Job Satisfaction Index

0.8
0.6
Index
0.4
0.2
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Figure 8: Individual Job Satisfaction index for all employees
Compensation Job Satisfaction Index

1.5
1
INDEX
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Figure 9: Compensation Job Satisfaction index for all employees
Belongingness Job satisfaction Index

1.5
1
INDEX
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Figure 10: Belongingness Job Satisfaction index for all employees
1.5
Work Environment Satisfaction Index
1
INDEX
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Figure 11: Work Environment Job Satisfaction index for all employees
Other Factors Satisfaction Index

1
INDEX
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Figure 12: Other Factors Job Satisfaction index for all employees
Summing up the individual scores for each area gives us the overall
overall company scores for all
employees. The overall scores for the organizations have been shown in Table 5. Also, overall
indices for each job satisfaction parameter were compared as shown in Figure 13.
Overall Scores
Overall OC- OB-- OW- OO- OB OW

OJSI OCJSI OO JSI
Score Score Score Score Score JSI JSI
969 194 276 311 188 0.646 0.646667 0.69 0.622 0.626667
Table 5: Overall scores and indices for the organization

Job Satisfaction Indices
0.7
0.68
0.66
Values
0.64
0.62
0.6
0.58
OJSI OC Index OB Index OW Index OO Index
Indices
Figure 13: Overall Job Satisfaction indices for the organization
Satisfaction Level Distribution

4%
8%
24% Highly Dissatisfied
Dissatisfied
16%
Neutral
Satisfied
Highly Satisfied
48%
Figure 14: Job Satisfaction level distribution in the organization
Figure 14 shows the overall satisfaction level distribution in the organization.
5.3.2. FIRO-B Study
Total Scores and Interpretation
The total scores for each employee were evaluated and interpersonal relationship orientations for
each employee was generated as shown in Table 6. Table 4 shows the keywords used for this
Table 6.

EMPLOYEE INTERPERSONAL RELATIONSHIP ORIENTATION
EBh01 ED WS ATCT SBM UP WP
EBh02 OS SC ATCT WD UP WP
EBh03 ED CS ABD RBL UP CP
EBh04 ED CS ABD WD EP CP
EBh05 US CS ED WD UP CP
EBh06 ED CS ABD SBM EP WP
EBh07 ED CS ABD SBM EP WP
EBh08 ED WS ED WD EP WP
EBh09 ED SC ATCT WD UP CP
EBh10 OS WS ATCT WD EP WP
EBh11 ED CS ED WD UP CP
EBh12 OS CS ABD WD EP WP
EBh13 ED CS ABD RBL UP WP
EBh14 ED WS ATCT RBL UP CP
EBh15 ED WS ED WD UP CP
EBh16 ED SC ED WD OP WP
EBh17 ED CS ED RBL EP CP
EBh18 ED SC ED WD OP WP
EBh19 ED WS ED WD UP CP
EBh20 OS WS ED WD UP WP
Table 6: Personality Types of Employees based on their FIRO-B Scores
6. INTERPRETATIONS AND CONCLUSIONS
Organization 1
1. A surprising result was revealed as some of the top executives also could not qualify as a
successful leader according to the interpersonal need assessment, as they turned out to be
‘abdicrats’ as revealed by FIRO-B scores.
2. Flaws in the team were revealed as people with incompatible interpersonal relationship needs
were originally teamed together.
3. Corrective measures for team re-building and reallocation of roles and responsibilities are
being done.
Organization 2
1. Corrective measures and policies were suggested for the HR department of the organization.
2. These policies are likely to be implemented before the NABH audit takes place.

3. ‘Compensation’ is the area where the employees are mostly dissatisfied and ‘Work
Environment’ is the area where the organization scores highest. So a revised compensation
plan is likely to be implemented.
Organization 3
1. Flaws in the team were revealed as people with incompatible interpersonal relationship needs
were originally teamed together.
2. Corrective measures for team re-building and reallocation of roles and responsibilities are
being done.
3. ‘Work Environment’ is the area where the employees are mostly dissatisfied and
‘Belongingness’ is the area where the organization scores highest. So a revised compensation
plan is likely to be implemented.
4. Overall satisfaction level is 64.6 %.
7. RECOMMENDATIONS
Organization 1:
1. The organization can conduct some leadership development programmes and activities for its
executives.
2. FIRO-B can be combined with MBTI to get better results on leadership.
3. FIRO-B should be conducted on all the functional departments which are driven by
teamwork.
Organization 2:
1. Employee data can be maintained in electronic form as well which will be accessible to
respective employees and can be updated by them only. This will save a lot of time and will
free the HR department for other activities. The system will also alarm the HR in case of
some discrepancy in terms of employee records. This will also facilitate credentialing and
privileging.
2. Revised performance appraisal and compensation plans should be developed and
implemented.

Organization 3:
1. FIRO-B can be combined with MBTI to get better results on leadership.

2. Organization should work on work flexibility through job rotations and cross-functional
skills development.
3. The organization may employ some training programs to facilitate workplace harmony
amongst the employees.
Techno Air Systems
1. TAS can use a centralized electronic system to monitor all the clients simultaneously because
monitoring them separately consumes time and other resources.
2. FIRO-B can be combined with other personality tests like MBTI to yield better results.
8. LIMITATIONS OF THE PROJECT
1. Time: A time period of ten weeks is not enough to understand any industrial process
completely. It only gives a glimpse of it and a basic idea of how it works. Moreover, several
other activities could not be taken care of and many other clients remained untouched
because of lack of time.
2. Data: Information like names of client companies, employee details etc have not been shared
in this report to safeguard interests of TAS’s clients in terms of legal nature of
confidentiality.
3. Small Study Sample: Because of non availability of most of the employees (owing to the
strict nature of schedules and their continued involvement with ongoing works), the study
was conducted only on few teams.
4. Human Error: Some discrepancies/errors might have occurred because of errors during
collection or analysis of data.

9. SCOPE FOR FUTURE IMPROVEMENT
1. The FIRO-B study can be continued in other functional teams of the organizations to get a
better picture.
2. FIRO-B study can be combined with MBTI and other personality tests to develop leadership
amongst employees.
3. Job Satisfaction Surveys should be conducted on a semi-annually or quarterly basis to
continuously monitor employee needs.
Appendices
1. Job Satisfaction Survey 1 (Organization 2)

Q.1 OVERALL, HOW SATISFIED ARE YOU WITH ………..ORGANIZATION AS AN EMPLOYEE?
VERY SATISFIED NEUTRAL DISSATISFIED
Q. 2 EMPLOYEE PERFORMANCE EVALUATION ARE FAIR AND APPROPRIATE
AGREE NEUTRAL DISAGREE
Q. 3 EMPLOYEE IDEAS AND OPINIONS COUNT AT WORK
Q. 4 MANAGEMENT DELIEVERS ON ITS PROMISES
Q. 5 INCREMENTs AND APPRAISALS ARE TIMELY

Q. 6 MANAGEMENT INFORMS ABOUT IMPORTANT ISSUES AND CHANGES
Q. 7 THEIRE IS A STRONG SPIRIT OF TEAMWORK AND CO-OPERATION AMONG EMPLOYEES
Q. 8 EMPLOYEES RECEIVE MUCH DESERVE PRAISE AND RECOGNITION
Q. 9 COMPLAINT REDRESSAL SYSTEM IS FAIR
Q. 10 SATISFACTION LEVEL
A. COMPENSATION AND OTHER BENEFITS ARE ADEQUATE
B. CO-WORKER ARE CO-OPERATIVE
C. DUTY SCHEDULES ARE FAIR

D. GOOD HEALTH BENEFITS PROVIDED
E. PHYSICAL WORK ENVIRONMENT IS GOOD
F. SUPERVISOR IS EFFICIENT
G. TRAINING AND DEVELOPMENT FACILITIES ARE PROVIDED
H. SALARY IS FAIR
I. WORKLOAD IS REASONABLE
J. WOULD YOU ENCOURAGE ANYONE TO APPLY FOR THE POST IN ………………………….
YES NO NO ANSWER
K. DID YOU APPLY FOR A JOB OUTSIDE HOSPITAL FROM THE LAST SIX MONTH
YES NO NO ANSWER

2. Job Satisfaction Survey 2 (Organization 3)
Date:
For Questions 1 to 9, choose the most appropriate options according to your opinion:
1. Employee Ideas and opinions count at work
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
2. Increments and Appraisals are timely
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
3. Management informs about changes and other important issues on time
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
4. Employees receive the deserved level of praise and recognition.
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
5. Co-Workers are co-operative.
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE

6. Compensation Benefits are adequate
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGRE
7. Training and Development Facilities are provided
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
8. New ideas and suggestions are always welcome in the organization
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
9. Employees are given chance to learn new skills/technologies
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
HIIGHLY DISAGREE
On a scale of 1 to 5, how much do you rate the following (1: Lowest, 5: Highest):
10. The current Performance Evaluation System
11. The Complaint and Grievance System
12. The Physical Environment of Work
13. Your Duty Schedule and timings
14. The amount of workload on you
15. The amount of flexibility in your work

3. FIRO-B Questionnaire
NAME: _____________________________
DEPARTMENT: _____________________
Directions: Answer the questions keeping in mind different situations not just in your workplace but also social and
personal life. Please place the NUMBER corresponding to the answer that best applies to you in the space at the left
of the statement.
- -PLEASE BE AS HONEST AS YOU CAN --
-- From Nos. 1 - 16, answer according to:
(1) USUALLY (2) OFTEN (3) SOMETIMES (4) OCCASIONALLY (5) RARELY (6) NEVER
_______ 1. I try to be with people.
_ _____ 2. I let other people decide what to do.
_______ 3. I join social groups.
_______ 4. I try to have close relationships with people.
_______ 5. I tend to join social organizations when I have an opportunity.
_______ 6. I let other people strongly influence my actions.
_______ 7. I try to be included in informal social activities.
_______ 8. I try to have close personal relationships with people.
_______ 9. I try to include other people in my plans.
_______ 10. I let other people control my actions.
_______ 11. I try to have people around me.
_______ 12. I try to get close and personal with people.
_______ 13. When people are doing things together, I tend to join them.
_______ 14. I am easily led by people.
_______ 15. I try to avoid being alone.
_______ 16. I try to participate in group activities.

- -PLEASE BE AS HONEST AS YOU CAN --
-- From Nos. 17 - 40, answer according to :
(1) MOST PEOPLE (2) MANY PEOPLE (3) SOME PEOPLE (4) FEW PEOPLE (5) ONE OR TWO PEOPLE (6)
NOBODY
_______ 17. I try to be friendly to people.
_______ 18. I let other people decide what I do.
_______ 19. My personal relationships with people are cold and distant.
_______ 20. I let other people take charge of things.
_______ 21. I try to have close relationships with people.
_______ 22. I let other people strongly influence my actions.
_______ 23. I try to get close and personal with people.
_______ 24. I let other people control my actions.
_______ 25. I act cool and distant with people.
_______ 26. I am easily led by people.
_______ 27. I try to have close, personal relationship with people.
_______ 28. I like people to invite me to things.
_______ 29. I like people to act close and personal with me.
_______ 30. I try to influence strongly the actions of other people.
_______ 31. I like people to invite me to join in their activities.
_______ 32. I like people to act close towards me.
_______ 33. I try to take charge of things when I am with people.
_______ 34. I like people to include me in their activities.

_______ 35. I like people to act cool and distant towards me.
_______ 36. I try to have other people do things the way I want them done.
_______ 37. I like people to ask me to participate in their discussions.
_______ 38. I like people to act friendly towards me.
_______ 39. I like people to invite me to participate in their activities.
_______ 40. I like people to act distant towards me.
-- PLEASE REMEMBER TO BE AS HONEST AS YOU CAN --
-- From Nos.41 - 54, answer according to:
(1) USUALLY (2) OFTEN (3) SOMETIMES (4) OCCASIONALLY (5) RARELY (6) NEVER
_______ 41. I try to be the dominant person when I am with people.
_______ 42. I like people to invite me to things.
_______ 43. I like people to act close towards me.
_______ 44. I try to have other people do things I want done.
_______ 45. I like people to invite me to join in their activities.
_______ 46. I like people to act cool and distant towards me.
_______ 47. I try to influence strongly other people’s action.
_______ 48. I like people to include me in their activities.
_______ 49. I like people to act close and personal with me.
_______ 50. I try to take charge of things when I am with people.
_______ 51. I like people to invite me to participate in their activities.
_______ 52. I like people to act distant towards me.
_______ 53. I try to have other people do things the way I want them done.

_______ 54. I take charge of things when I am with people.
4. FIRO-B Scoring Key
BIBLIOGRAPHY
• PeopleStrong, Wheebox and CII (2014), India Skills Report

• Ernest and Young (2011), Human Resource Solutions Industry
• FIRO-B
B Analysis (2014), http://www.psychometrics.com/en-us/assessments/firob.htm
us/assessments/firob.htm
• FIRO Assessment (2014), http://www.citehr.com/437251-importance-firo
firo-b-interpersonal-
skills.html
• FIRO-B
B and MBTI (2014), http://www.typologycentral.com/forums/showthread.php?t=408

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A Report on Human Resources Services offered by Techno Air Systems

By: Devashish Acharya

Institute of Management Technology, Nagpur

DEVASHISH ACHARYA 2013088 Page | 1

DEVASHISH ACHARYA 2013088 Page | 2

3.1 Company Analysis- Techno Air Systems ............................................................................................. 9

5 Findings and Results ................................................................................ Error! Bookmark not defined.

5.3 Organization 3..................................................................................................................... 28

9 Scope for future Improvement……………………………………………………………………………………………………..…….34

DEVASHISH ACHARYA 2013088 Page | 3

DEVASHISH ACHARYA 2013088 Page | 4

1.1. Human Resources Outsourcing in India

1. Increasing involvement of consultants in the companies’ HR requirements when it comes

i) Permanent recruitment services with a market size of INR23–25 billion

DEVASHISH ACHARYA 2013088 Page | 5

Figure 2: Market Size of HR Solutions Industry in FY11

DEVASHISH ACHARYA 2013088 Page | 6

1.3. National Accreditations Board for Hospitals (NABH)

DEVASHISH ACHARYA 2013088 Page | 7

In addition, a clinic may have add on services like

1. To conduct a FIRO-B study in organizations in order to understand the employees that

DEVASHISH ACHARYA 2013088 Page | 8

3.1. Techno Air Systems

DEVASHISH ACHARYA 2013088 Page | 9

Approach to six sigma is the implementation of a measurement-based strategy that focuses on

Implementing Six Sigma

DEVASHISH ACHARYA 2013088 Page | 10

2. Human Resource Development

• Clarification and communication of strategy.

DEVASHISH ACHARYA 2013088 Page | 11

Relevance of the Project to the Organization:

3.2. Organizations where the project was conducted:

Part(s) of project conducted in the organization:

1. Conducting a FIRO-B study for the production team.

DEVASHISH ACHARYA 2013088 Page | 12

The organization is a production oriented organization where teamwork is considered to be a

Part(s) of project done in the organization:

DEVASHISH ACHARYA 2013088 Page | 13

2. Employee Job Satisfaction Survey:

Relevance to the organization:

DEVASHISH ACHARYA 2013088 Page | 14

1. Employee Job Satisfaction Survey:

Relevance to the organization:

2. Conducting a FIRO-B study for the Nursing team.

Relevance to the organization:

DEVASHISH ACHARYA 2013088 Page | 15

4.1. Fundamental Interpersonal Relationship Orientation (FIRO-B)

Fundamental Interpersonal Relationship Orientation or FIRO is an interpersonal need

• To understand how an individual acts in an interpersonal situation in a group

Three Areas of interpersonal Interactions:

Expressed v/s Wanted behavior:

DEVASHISH ACHARYA 2013088 Page | 16

INCLUSION Individual starts interaction Individual wants to be included

(I) (EI) (WI)

CONTROL Individual wants to control Individual wants to be controlled

(C) (EC) (WC)

(A) (EA) (WA)

Table 1: Dimensions of interpersonal needs

Methodology used in FIRO--B study

Questionnaire: A standard FIRO-B

Figure 3: The three types of evident behavior

DEVASHISH ACHARYA 2013088 Page | 17

Figure 5: Different Dimensions of interpersonal relations based on the FIRO-B