Ijm 12 03 003

International Journal of Management (IJM)
Volume 12, Issue 3, March 2021, pp.22-42, Article ID: IJM_12_03_003

Available online at http://iaeme.com/Home/issue/IJM?Volume=12&Issue=3
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.12.3.2021.003
© IAEME Publication Scopus Indexed
AN EMPIRICAL STUDY ON MANAGERIAL

ISSUES IN APOLLO PREVENTIVE HEALTH
CHECK DEPARTMENT (CASE OF APOLLO
HOSPITAL, GANDHINAGAR, GUJARAT-INDIA)
Dr. Pramod Kumar Mishra
Associate Professor, Symbiosis Institute of Health Sciences, Pune, Maharashtra, India
Dr. Jagadeesha M
Assistant Professor, Symbiosis Institute of Health Sciences, Pune, Maharashtra, India
ABSTRACT
Purpose – This study aims to identify and solve the managerial issues in the
Preventive Health Check Department and also to indicate that the solving of those
issues is strongly linked to client satisfaction and credibility of the hospital.
Design/Methodology/Approach – The study was conducted by the primary research
in the form of questionnaire and secondary data was used from the management.
Appropriate literature reviews and studies of client satisfaction and managerial issues
were also identified along with the primary and secondary research.
Findings – There is a strong link between the managerial issues and client
satisfaction. Lower the managerial issues, higher will be the client satisfaction.
Practical Implications – There is an effect on client satisfaction and also the
credibility of the care by solving of managerial issues persisting in the department. In
a department like Preventive Health Check the managerial aspect is to be largely
focused along with the clinical aspects as this department majorly deals with healthy
individuals and many corporates.
Originality/Value – The study indicates that there is an urgent need to focus on the
managerial aspects of the health services along with the good clinical approach to
attain the expected client satisfaction that directly contributes to the quality service and
credibility of the organization.
Key words: Preventive Health Check; Health Services; Client expectations and
perceptions; Quality Gaps; Client Satisfaction; Quality Management
http://iaeme.com/Home/journal/IJM 22 editor@iaeme.com
An Empirical Study on Managerial Issues in Apollo Preventive Health Check Department (Case
of Apollo Hospital, Gandhinagar, Gujarat-India)
Cite this Article: Pramod Kumar Mishra and Jagadeesha M, An Empirical Study on
Managerial Issues in Apollo Preventive Health Check Department (Case of Apollo
Hospital, Gandhinagar, Gujarat-India), International Journal of Management (IJM),
12(3), 2021, pp. 22-42.
http://iaeme.com/Home/issue/IJM?Volume=12&Issue=3
1. INTRODUCTION
Health care is a complex network of numerous professional groups, departments and specialists.
There are several factors that determine the quality of the healthcare service provided and one
of the most important factors is the patient satisfaction. However, it is difficult for the maximum
health care organizations to inculcate innovation in the work culture and the managerial system.
To be successful in the ever growing and changing competition, the required change needs to
be incorporated timely. There is a crucial leadership gap in the current health care system. A
lot number of theories, cases, and models have influenced the current leadership strategies that
can be connected to the healthcare setting. The research provides the impact of different
leadership styles in organizational performances in health care management and pursue to
measure health care services like laboratory or diagnostic care in preventive healthcare
facilities.”
For delivery a qualitative service efficient protocols are necessary and technology is playing
a pivotal role in every hospital as it relies on the medical equipment for diagnosis and treatment.
Moreover, health care system presents many complex issues that could benefit from statistical
models, applications and operation research (OR) analysis. “Health is commonly neglected by
the people in our country. Some visit when they experience a new problem or when they are
faced with inexplicable health concerns. Some visit as per the requirement of the follow up care
for a chronic illness. Few are who see their doctors regularly as a routine follow-up to keep
their health in top order. People are becoming more vulnerable nowadays towards chronic
illnesses, non-communicable diseases like type II diabetes, cancer, obesity etc. Services
provided by the hospitals vary from one hospital to another. Some hospitals give a priority to
the medical education, training and research whereas others concentrate their attention on
medical treatments.”
Below are the different aspects of the hospitals:
Line Services – includes emergency, outpatient, in patient, intensive care and operation.
Supportive services – includes central sterile supply, laboratory, radiology, nursing, diet
services, laundry and pharmacy services.
Auxiliary services – includes registration, records, stores, transport, mortuary, engineering
and security.
2. REVIEW OF LITERATURE
Touchstones of discontent included: the influence and involvement of clinicians in hospital
management; perceptions of the quality of managerial staff; clinical confidence in management
leadership; and the balance between clinical and financial priorities. Communication and
resourcing issues also often provoked significant disagreement (Davies and others, 2003a, b).”
As Reynolds, 1997 right put it forth that hospitals managed to have information systems for
the collection of data and reporting from the staff who collect the registration and admissions
data and they are well positioned to collect the patients’ demographic data and are also familiar
with the tools of quality improvement. In the current study data management and timely report
submission is one of the issues.”
Pramod Kumar Mishra and Jagadeesha M
In a study on patient satisfaction of Johansson et al., (2002) investigated the

sociodemographic background of the patients, their expectations of nursing care, physical
environment, communication and information, contribution and participation, interpersonal
relationship, technical competence, and structural dimensions of healthcare organization. The
findings showed that these eight factors affected patient satisfaction with the offered in health
care systems (Dzomeku et al., 2012).
The statutory mandate for equal access to and desegregation of hospitals was put forth by
passing the Civil Right Act, 1964 and Medicare Legislation, 1965. As per AHA, 2008, it is not
astonishing that 89% of hospitals report collected data on people and society and 79% collected
data on the primary language. Since hospitals collect information in various ways like self-
report & observer report are less systematic (Regenstein and Sickler, 2006; Romano et al.,
2003; Siegel et al., 2007).”
As per Regenstein and Stickler, 2006, many challenges are associated for hospitals while
accumulate accurate data and using the same for the improvement in the quality and reduction
of disparities. A survey conducted by National Public Health and Hospitals Institute (NPHHI)
in 2006, the hospitals were asked to collect data on race and ethnicity was used to assess and
compare quality of care, utilization of health services, health outcomes, or patient satisfaction
across different patient populations. Very few hospitals who have collected these data used
them for any of these purposes and only half of the hospitals collected data on the primary
language that they could track over time. Due to changes in the government regulations or
technological advances, a competent leadership in the health care has never been in demand in
the past as it has been in the present days (Saha, 2016).”
Furthermore, Pihlainen et al. (2015) indicate that the health care workforce of today is
different from past, this might be the fact that health care sector have become demanding in
today’s changing environment and requires good leadership to motivate health care workers to
deliver excellent services to the patients. As per Chatterjee et al. (2017) leadership in the health
care is a specialized skill and defined it as an ability to be moved by others well-being and
desired to change the situation of all the preventive health check-up departments for the
betterment. Present study focus on managerial issues in the preventive health check-up
department as the managerial aspects along with the clinical aspects to achieve complete
satisfaction.”
Zhu Z. C., Heng B. H., Teow, K. L. (2009) has right put for the simulation study of the
maximum appointment number for Outpatient Clinics in all the departments, International
Journal of Simulation Modeling, Volume 8, No. 3, ISSN 1726-4529. This document study the
appointment scheduling systems in outpatient clinics of the departments to determine the
maximum number of appointments to be scheduled in a session with different measures of
performance indicators and consult room formations. The present case indicates the problem of
walk-in clients without prior appointment that creates problem for the other clients as well as
the management to finish the process for all the clients in time.”
Abhijit Chakravarty (2011): “Evaluation of Service Quality of Hospital Outpatient
Department Services”, Medical Journal Armed Force India, Volume 67, issue 3, In this article,
the main aim was to identify the gap between consumer expectations and perceptions in the
Outpatient Department. Present study client satisfaction is studied and the factors that affect the
perception and satisfaction are identified and various recommendations to improve the quality
are given.”
Srividya Bhat, Nandini S. Sidnal, Ravi S. Malashetty, Sunilkumar. S. Manvi (2011)
incorporated the assessing of distributed health services in multi-level environment to achieve
better quality of service by using java platform and this develops a structure to schedule the
meeting with the patients and the relevant doctors in an efficient and effective way for routine
and emergency services.”
As per G. Mageshwari and E. Grace Mary Kanaga (2012): “Literature Review on Patient
Scheduling Techniques”, International Journal on Computer Science and Engineering (IJCSE),
Volume 5, No. 05, ISSN: 0975-3397. This study focuses on the various challenges in patient
scheduling and the techniques involved in it.
Neelu Puri, Anil Gupta, Vipin Kaushal, (2012) has put forth the theory of outpatient
satisfaction and quality relating to health care in North Indian Medical Institute", International
Journal of Health Care Assurance Quality and the purpose of this study is to attempt to fulfill
the need to monitor the patient satisfaction and continuous improvement of the quality. The
current study supports that with the improvement in service quality, increases the client
satisfaction that ultimately helps maintaining the brand value and credibility.”
Dr. Sandesh Kumar Sharma, Dr. Sudhinder Singh Chowhan (2013) : “Patient Survey to
Measure the Quality of Care Provided by Health care Providers in OPD of Tertiary Care
Hospitals”, Indian journal of research, Volume 2,Issue 2, ISSN: 2250- 1991. This research
paper studied a set of parameters that affect hospital management and sequential hospital
operations. With the process, the gaps were identified between the expected performance of
Outpatient Department and the obtained results."
Dr. Sandesh Kumar Sharma, (2013) through the Patient Survey to Measure the Quality of
Care Received by Health Care Providers at Tertiary Care Hospitals OPD explored a set of
dimensions that lead to effective hospital management and its operations. The study
acknowledged the same.
Another research done by Fatma Poni Mardiah and Mursyid Hasan Basri (2013) on the
major causes of patients long waiting time for the medical treatment in an OPD clinic at one of
Indonesian public hospital and also provide recommendation the best strategy to improve the
appointment system so as to maximize the effectiveness and efficiency of resource and
capacity.”
Sam Afrane, Alex Appah (2014):”Queuing Theory and the Management of Waiting Time
in Hospitals: The case of Anglo Gold Ashanti Hospital in Ghana”, International Journal of
Academic Research in Business and Social Sciences, Volume 4, No. 2 ISSN: 2222-6990. This
paper identifies the factors for dissatisfaction in the Outpatient department by investigating the
application of queuing theory and modeling to the queuing problem. The result obtained is huge
waiting time for the process to be completed is the major dissatisfier for the department process
and services.”
Ayanthi Saranga Jayawardena (2014) has written an article on the Electronic Hospital
Information System Implemented at the District General Hospital Trincomalee and in this
article, the researcher has described various ways of building and maintain a patient database
for the analysis of data via computer based electronic information system to and to simplify the
evidence-based decision making process.
Aswar Nandkeshav R, Jain Akanksha, Barure Balaji S (2014) has described the
improvement of the patient satisfaction towards health care services in their journal “Waiting
time of Patients’ and Their Satisfaction of Health Care Services Provided at Outpatient
Department of Government Medical College, Maharashtra, Volume 5, Issue 5, ISSN: 2249-
9572 by reducing their waiting time, attending the patient in time and sympathetic approach as
this will create a positive image of hospital in the mind of people and also help hospital to build
up their positive impression in the community.”
Adebayo Peter Idowu, Olajide Olusegun Adeosun, Kehinde Oladipo Williams (2014)
presents an online outpatient medical appointment booking system where patient can easily
book, access and view any available doctor and schedule an appointment with corresponding
time as specified by the availability of the doctor.”
Another researcher, Dr Nirmalya Manna, Dr Md Samsuzzaman, Dr Saikat Das (2014) has
conducted a time motion study in order to know the time taken in different service delivery
point in OPD and to assess the perception of patients regarding the total time spent in the OPD.
This study is required for proper time management in different health care delivery system and
subsequent remedial steps can be taken accordingly.”
Swabik Musa Abdulla Wani, Suresh Sankaranarayanan (2014) in their research on
Intelligent Mobile Hospital Appointment Scheduling and Medicine Collection stated that for
optimum patient appointments, android based patient scheduling and medicine collection
system has been developed but this system is not supporting for walk in patients, cancellation
and rescheduling of appointment.”
Further, Sreekala P, Arpita Dan, Elizabeth M Varghese (2016) has put it forth the study on
the determining the average waiting time of patients reported in the emergency department and
to evaluate the factors responsible for the waiting period of patients in emergency department.
S. Sri Gowthem (2015) via his research has represented an electronic paper less application
design with high flexibility and ease of usage for patients to book appointment within the
scheduled appointment slots according to their preference.
Nidhi Malik, O. K. Belwal (2016) has given a complete idea about the patients' demographic
characteristics, nature of their illness and time that they spent before reaching the hospital, on
the queue to see the doctor and with the doctor. It also describe the patient’s view about queue
and their behavior in the queue.”
Generally, many doctors continue to express a low regard for managers and observe that
they fail to show sufficient respect to medical staff (Marshall, 2009; Brown and others, 2011;
British Medical Association, 2012). Managers are often observed by doctors as failing to
acknowledge clinical expertise, clinical responsibilities or the importance of the clinical
perspective, and of failing to recognize that doctors are already making efforts to improve the
quality of care (Levenson and others, 2008; Kippist and Fitzgerald, 2012; Lipworth and others,
2013; Rodrigues and Bladen, 2013).”
Moreover, interactions between doctors and managers are often characterized by defensive
and oppositional behaviors (MacIntosh and others, 2012) and by ‘strategic’ behavior which
seeks to achieve particular goals through impression management and other strategies (Greener,
2005).”
Disagreements between doctors and managers are cited as one of the challenges that doctors
in management (Ireri and others, 2012) and are perceived as one of the factors acting as a
disincentive to doctors who might be considering going into management roles. Both groups
tend to stereotype the other as ‘management’ or as ‘clinicians’ or ‘consultants’ and to generalize
about their behavior (e.g. Hoque and others, 2004; Klopper-Kes and others, 2009).”
A study in Dutch hospitals (Klopper Kes and others, 2009) found that managers saw doctors
as stubborn, ruthless, arrogant and convinced of their superiority over other groups. In turn,
doctors characterized managers as poor leaders who were determined to ‘push the limits’ as far
as possible and who were unaware of what was important to doctors. Managers’ report
frustration at dealing with consultant managers who see themselves as autonomous and not part
of the management structure who present a major barrier to change (Hoque and others, 2004;
von Knorring and others, 2010).”
Patient satisfaction is an indispensable aspect of quality of care in any healthcare setup. One
of the fastest growing industries in the service sector is the healthcare industry. Patient
satisfaction is affected by the degree of agreement between the patient’s preconceived
expectations (formed before hospitalization) and perceptions of the actual care (Senti &
LeMire, 2011).”
Factors associated with satisfaction are thought to include the structure, process and
outcome of care as well as patient socio-demographic, physical and psychological status,
attitudes and expectations concerning medical care (Cleary et al., 1988; Minnick, Roberts,
Young, Kleinpell, & Marcantonio, 1997; Williams, 1994). According to Donabedian (1980),
the evaluating of effective medical service system is described in terms of structure, processes,
and outcomes.”
3. AIM AND OBJECTIVES

3.1 Aim
To study the importance of addressing the managerial issues to achieve client satisfaction and
various factors that affect client satisfaction in a tertiary hospital (Apollo Hospitals International
Ltd.) in Gandhinagar, Gujarat.
3.2 Objectives
• To study the level of satisfaction of the clients in the health check-up department.
• To identify the major managerial issues in the Health Checkup Department.
• To identify the different factors affecting the client satisfaction.
• To suggest measures for improvement of the efficiency of the management leading to
better client satisfaction.
4. RESEARCH METHODOLOGY
4.1 Materials and Methods
Study Area: Tertiary healthcare organization (Apollo Hospitals International Ltd.,
Gandhinagar) India.
Study Design: Since the aim of the study is to assess the client satisfaction in the Health Check-
up Department and the impact of key determinants of client satisfaction, an assessment tool i.e.
5 scale questionnaire was developed to assess these aspects. The tool was validated by the Head
of the Health Check-up Department (Ms. Taruna Ahuja). Parameters included in the
questionnaire.
Table 1
Serial No. Parameters No. of related questions
1 Demographic Details 6
2 Health Check Lobby Experience 5
3 Departmental Service Experience 9
4 Report Collection 1
5 Consultation Experience 3
6 Waiting Time for the Services 1
The questions were framed according to the guidelines given by the Departmental head.
The questionnaire included 25 questions to assess client satisfaction
Each question had 5 options. (1- Strongly Unsatisfied 2- Unsatisfied, 3- Moderately

Satisfied, 4- Satisfied and 5- Strongly Satisfied)
Sample Design:
Sample Unit: Clients visiting health check-up department in Apollo Hospitals International
Ltd.
Sample Area: Gandhinagar
Sample Size: 300
Sampling Method: Random Sampling
The general term analysis refers to a search for knowledge. It can also be called a scientific
research craft. Few people regard research as a movement from the known to the unknown, it
is in fact an innovation journey. We all have the feeling of curiosity to explore and fully
understand the unknown. This curiosity is the mother of process and know-how. Further, the
knowing of the unknown can be termed as research.
5. DATA SOURCES
5.1 Primary Data
The researcher undertakes the primary data collection as an essential part of the study. The
method of data collection is unique for each study. The current explorative study is conducted
at Tertiary Care Hospital (Apollo Hospitals, Gandhinagar) of 350 beds providing services to
the outpatient as well as inpatients with almost 25 specialty departments as well as preventive
health checkup department. The study is conducted for 2 months’ time from May, 2019 - June,
2019.
5.2 Questionnaire Method
A set of questions was personally given to the respondent in a definite format. The respondent
responded by himself to the questions in the questionnaire without being helped or supervised.
5.3 Secondary Data

“The researcher makes use of existing sources of data that are available wherever appropriate
which is also known as secondary sources of data. Secondary data is related to the data that has
been originally collected for some other purpose or research. This secondary data includes
company and industry specific organizational websites (internal secondary data), as well as any
previous and relevant research papers or journal articles or websites (external secondary data).”
Study Method:
Step 1: The parameters for preparing the questionnaire were obtained from published literature.
Step 2: An appropriate tool was developed (questionnaire) for assessing the client satisfaction.
Step 3: The prepared questionnaire, after validation from the head of department (Ms. Taruna
Ahuja), was distributed to the clients visiting the department for the health check-up services
in a random manner (approx. 10 clients per day).
Step 4: The questionnaires were collected back from the respondents and the data was entered
in the excel sheet on a daily basis.
Step 5: Data Analysis Method:
Microsoft Excel version 2019 was used to analyze and plot the graphs for the questions.
Six stations have been identified in the health checkup services, which are mentioned below:
S1 – Registration
S2 – Billing
S3 – Consultation
S4 – Sample Collection Laboratory
S5 – Diagnostics
S6 – Collection of files
6. ANALYSIS FRAMEWORK
The main purpose of the study is to determine the client satisfaction with the healthcare services
which includes several factors. The satisfaction in a health check-up department is a combined
effort of several other departments such as laboratory and diagnostic, cardio-pulmonology care,
gynecology, ENT, Dental, Ophthalmology etc. and the management as a team. Along with the
clinical services, the aspects like communication, staff behavior, coordination with the
departments also play an important role in improving the client satisfaction. The participants of
this study are the clients visiting the health check-up department.”
The sampling technique has been used to collect the data, 350 questionnaires were
distributed out of which 300 has been received back and the interpretation has been done using
bar & pie diagrams.
The client satisfaction in the health check-up department depends on the other departments
that are related like Laboratory and Diagnostics, Gynecology, Ophthalmology, ENT, Dental,
Cardiology, Pulmonology etc.
6.1 Gender of Clients

• Male
• Female
Table 2 Responses for Gender from the clients

Question Male Female No. of
Respondents
1 199 101 300
Percentage 66.33 33.60
Figure 1 Chart showing the percentage of Gender of the clients.

Interpretation: Based on the above analysis it is clear that 66.3% of the clients visited the
health check-up department are males and 33.6% are females.
6.2 Age Group

• “25-35 years”
• “35-45 years”
• 45-55 years”
• 55 and above years”
Table 3 Responses for Age from the clients

Question “25-35 “35-45 “45-55 “55 and above “No. of
years” Years” years” years” Respondents
2 130 72 58 40 300
Percentage 43 24 19 13
Figure 2 Chart showing the percentage of the Age Groups of the clients.
Interpretation: From the above chart it can be seen that out of 300 clients, the clients in age
group of 25 to 35 years is 43%, that of 35 to 45 years group is 24%, 45 to 55 years age group
is 19% and the clients falling under age group of 55 years and above is 13%.
6.3 Background of The Clients

• Rural
• Urban
Table 4 Responses for Background from the clients

Question Rural Urban No. of Respondents
3 174 126 300
Percentage 58 42
BACKGROUND
100%
58%
42%
50%
0%
Rural Urban
Rural Urban
Figure 3 Chart showing the percentage of the Background of the clients.
Interpretation: Above analysis reflects, that 58% clients are from rural areas and 42% are from
urban areas.
6.4 Education of the Clients

• “No Education”
• “Elementary Education”
• “High School”
• “Bachelor’s Degree”
• “Master’s Degree”
Table 5 Responses for the Education from the clients

Question “No “Elementary “High “Bachelor’s “Master’s “No. of
Education” Education” School” Degree” Degree” Respondents”
4 42 69 78 54 57 300
Percentage 14 23 26 18 19
Interpretation: It is clear from the above analysis, that 14% of the patients are uneducated,
23% are elementary school pass out, 26% are high school pass outs, 18% hold bachelor’s degree
and 19% holds master’s degree
Education Level
26%
23%
18% 19%
14%
NO EDUCATION ELEMENTARY HIGH SCHOOL BACHELORS MASTERS

SCHOOL DEGREE DEGREE
Figure 4 Chart showing the percentage of the Education of the clients.
6.5 Income Group

• “Lower group”
• “Middle group”
• “Upper group”
• “Elite group”
Table 6 Responses for Income Group from the clients

Question “Lower” “Middle “Upper” “Elite “Respondents”
5 38 72 122 68 300
Percentage 13 24 41 23
Figure 5 Chart showing the percentage of Mode of Payment of the clients.

Interpretation: From the above chart it can be said that from the clients visiting the health
check-up department, 56% clients are corporates and 44% clients are self-paying clients
6.6 Mode of Payment

• Corporate Clients
• Self-Financed Clients
Table 7 Responses for the Mode of Payment from the clients

Question Corporate Clients Self-Financed No. of Respondents
6 167 133 300
Percentage 56 44
Mode of Payment
56%
44%
CORPORATE SELF
Figure 6 Chart showing the percentage of Mode of Payment of the clients.

Interpretation: From the above chart it can be said that from the clients visiting the health
check-up department, 56% clients are corporates and 44% clients are self-paying clients.
6.7 Client Satisfaction Towards Health Check Lobby Experience

• “Highly Satisfied”
• “Satisfied”
• “Moderately Satisfied”
• “Unsatisfied”
• “Highly Unsatisfied”
Table 8 Responses for satisfaction towards the Health Check Lobby Experience from clients
Question “Highly “Satisfied” “Moderately “Unsatisfied” “Highly “No. of
Satisfied” Satisfied” Unsatisfied” Respondents”
7 57 126 45 66 6 300
Satisfaction Towards Health Check

Lobby Experience
42%
19% 22%
15% 2%
HIGHLY SATISFIED MODERATLEY UNSATISFIED HIGHLY

SATISFIED SATISFIED UNSATISFIED
Figure 7 Chart showing the percentage of client satisfaction towards Health Check Lobby Experience.
Interpretation: It is evident from the above study that 19% of clients are highly satisfied with
the Health check Lobby experience, 42% are satisfied, 15% are moderately satisfied, 22% are
unsatisfied and 2% are highly unsatisfied.
6.8 Client Satisfaction Towards Report Collection

• “Satisfied”
Table 9 Responses for satisfaction towards Report Collection from clients

Question “Highly “Satisfied” “Moderately “Unsatisfied” “Highly No. of
Satisfied” Satisfied” Unsatisfied” Respondents
9 33 87 93 75 12 300
Satisfaction Towards Report Collection
29% 31%
25%
11% 4%
HIGHLY SATISFIED SATISFIED MODERATELY UNSATISFIED HIGHLY

SATISFIED UNSATISFIED
Figure 8 Chart showing the percentage of client satisfaction towards Report Collection.
Interpretation: 11% of clients visiting the health check-up department are highly satisfied with
the reports being made available as per the time committed, 29% of clients are satisfied, 31%
of clients are moderately satisfied, 25% of clients are unsatisfied with the report collection and
4% of clients are highly unsatisfied.
6.9 Client Satisfaction Towards Consultation Experience

• “Satisfied”
Table 10 Responses for satisfaction towards Consultation Experience from clients

Question Highly Satisfied Moderately Unsatisfied Highly No. of
Satisfied Satisfied Unsatisfied Respondents
10 72 138 48 39 3 300
Satisfaction Towards Consultation

Experience
46%
24%
16%
13%
1%
HIGHLY SATISFIED MODERATELY UNSATISFIED HIGHLY

SATISFIED SATISFIED UNSATISFIED
Figure 9 Chart showing the percentage of client satisfaction towards Consultation Experience.
Interpretation: It is evident from the above study that 24% of clients are highly satisfied with
the hospital's consultation services, 46% are satisfied, 16% are moderately satisfied with the
hospital's consultation services, 13% are unsatisfied and 1% are extremely unsatisfied.
6.10 Client Satisfaction Towards the Waiting Time in The Hospital for the
Services
• “Satisfied”
• “Highly Unsatisfied
Table 11 Responses for satisfaction towards Waiting Time for the services from the clients
Question “Highly “Satisfied” “Moderately “Unsatisfied” “Highly “No. of
Satisfied” Satisfied” Unsatisfied” Respondents”
11 12 24 36 96 132 300
Satisfaction Towards Waiting Time
44%
32%
4% 8% 12%
HIGHLY SATISFIED SATISFIED MODERATELY UNSATISFIED HIGHLY

SATISFIED UNSATISFIED
Figure 10 Chart showing the percentage of client satisfaction towards Waiting Time for the services.
Interpretation: 4% of clients visiting the hospital for health check-up services are highly satisfied with
the waiting time, 8% clients are satisfied, 12% clients are moderately satisfied, 32% clients are
unsatisfied with the waiting time and 44% clients are highly unsatisfied with the waiting time.
6.11 Client Satisfaction Towards Preventative Health Check-Up Departments

Table 12 Responses for satisfaction towards Preventive Health Check-up departments
Question 8 Highly Satisfied Moderately Unsatisfied Highly No. of
Satisfied Satisfied Unsatisfied Respondents
Laboratory 110 125 53 12 0 300
Radiology 3 32 80 93 39 247
Cardiology 20 90 93 42 2 247
Pulmonology 70 115 53 9 0 247
Gynecology 21 34 19 1 0 101
ENT 53 106 81 7 0 247
Dental 61 115 58 13 0 247
Ophthalmology 39 108 82 13 5 247
Table 13 Table showing the percentage of responses for satisfaction towards Preventive Health
Check-up departments
“Highly “Moderately “Highly
Percentage “Satisfied” “Unsatisfied”
Satisfied” Satisfied” Unsatisfied”
Laboratory 37% 51% 18% 4% 0%
Radiology 1% 13% 32% 38% 16%
Cardiology 8% 36% 38% 17% 1%
Pulmonology 28% 47% 21% 4% 0%
Gynecology 28% 45% 25% 1% 0%
ENT 21% 43% 33% 3% 0%
Dental 25% 47% 23% 5% 0%
Ophthalmology 16% 44% 33% 5% 2%
Highly Satisfied
37%
28% 28%
25%
21%
16%
1% 8%
Figure 11 Chart showing the percentage of Highly Satisfied clients towards Preventive Health check-
up departments.
Interpretation: 37% clients are highly satisfied with the Laboratory department, 28% clients
are highly satisfied with the Pulmonology and Gynecology departments, 25% clients are highly
satisfied with the Dental department, 21% clients are highly satisfied with ENT department,
16% with Ophthalmology department, 8% clients are highly satisfied with Cardiology
department and 3% clients are highly satisfied with Radiology department.
Satisfied
51%
47% 45% 47% 44%
43%
36%
13%
Figure 12 Chart showing the percentage of Satisfied clients towards Preventive Health check-up
departments.
Interpretation: 51% clients are satisfied with the services of Laboratory department, 47%
clients are satisfied with Dental & Pulmonology departments, 45% clients are satisfied with
Gynecology department, 44% clients are satisfied with Ophthalmology department, 43% clients
are satisfied with ENT department, 36% clients are satisfied with Cardiology department and
13% clients are satisfied with Radiology department.
Moderately Satisfied
38%
32% 33% 33%
25% 23%
21%
18%
Figure 13 Chart showing the percentage of Moderately Satisfied clients towards Preventive Health
check-up departments.
Interpretation: 18% clients are moderately satisfied with Laboratory department, 21% clients
are moderately satisfied with Pulmonology department, 23% clients are moderately satisfied
with Dental department, 25% clients are moderately satisfied with Gynecology department,
32% clients are moderately satisfied with Radiology department, 33% clients are moderately
satisfied with ENT and Ophthalmology departments and 38% clients are moderately satisfied
with Cardiology department.
Unsatisfied
38%
17%
4% 4% 1% 3% 5% 5%
Figure 14 Chart showing the percentage of Unsatisfied clients towards Preventive Health check-up
departments.
Interpretation: 38% clients are highly unsatisfied with the Radiology department, 17% clients
are highly unsatisfied with Cardiology department, 5% clients are unsatisfied with Dental and
Ophthalmology department, 4% clients are unsatisfied with Pulmonology and Laboratory
departments, 3% clients are unsatisfied with ENT department and 1% clients are unsatisfied
with Gynecology department.
Highly Unsatisfied
16%
0% 1% 0% 0% 0% 0% 2%
Figure 15 Chart showing the percentage of Highly Unsatisfied clients towards Preventive Health
check-up departments.
Interpretation: 16% clients are highly unsatisfied with Radiology department, 2% clients are
highly unsatisfied with Ophthalmology department, 1% clients are highly unsatisfied with
Cardiology department and no clients are highly unsatisfied with Laboratory, Pulmonology,
Gynecology, ENT and Dental departments.
7. OBSERVATIONS
• 66.33% of the clients visited the Health check-up department were males and 33.6%
were females.
• 58% patients are from rural areas who have the hospital and 42% are from urban areas.
• 14% of the patients are uneducated, 23% are elementary school pass out, 26% are high
school pass outs, 18% hold bachelor’s degree and 19% holds master’s degree.
• 19% of clients are highly satisfied with the Health check Lobby experience and 2
percent are highly unsatisfied.
• 11% of clients visiting the health check-up department are highly satisfied with the
reports being made available as per the time committed and 4% of clients are highly
unsatisfied.
• 24% of clients are highly satisfied with the hospital's consultation services and 1% are
extremely unsatisfied.
• 4% of clients visiting the hospital for health check-up services are highly satisfied with
the waiting time and 44% clients are highly unsatisfied with the waiting time.
• 37% clients are highly satisfied with the Laboratory department, 16% clients are highly
unsatisfied with the Radiology department.
• 38% patients are unsatisfied with the Radiology department and 51% clients are
satisfied with Laboratory department.
• The Pulmonology, Laboratory, ENT, Dental, Cardiology and Gynecology departments
has an overall good satisfaction rate in terms of both the services provided and the staff
behavior and communication.
• The Ophthalmology department has a moderate satisfaction rate because of the services
provided and the rate of unsatisfaction prevailing is because of no client privacy and
time management.
• The radiology department provided great consultant services but the coordination and
staff behavior need to be given the priority so as to reduce the overall TAT of a client
for full health check processes and increase the satisfaction rate.
• The satisfaction rate is dependent on several factors as mentioned below:
• “Age is one of the most important background factors for causing difference of maturity
on thinking, behavior and emotion.
• Gender is also a factor that affects the satisfaction rate. Males and females have different
physical and psychological status.”
• Education is a crucial factor of health care services. Education creates expectations in
receiving medical care in the accurate method and technique and need of information
about symptom and treatment program.”
• Staff communication is the most important factors which manipulate of patient
satisfaction with health care services in a health care organization. Communication with
patients can greatly affect the healing process. Clear, communication is vital to
delivering service satisfactions in the hospital setting.”
• Waiting time is another important factor in a higher level of patient satisfaction with
better health care services.
8. LIMITATIONS OF THE STUDY

• The time period for the study was short (two months).
• The restriction to accessibility of data.
• Clients by and large were reluctant to express their opinions in the questionnaire. Hence
attaining accurate results was difficult.
• Some of the clients from rural area were unable to understand the language of the
questionnaire (English) and so had to spend extra time to make them understand each
question.
• Few respondents have answered the questions in a pattern wise manner and not
seriously.
• A lot of the respondents lost the questionnaire or retuned an incomplete questionnaire.
9. RECOMMENDATIONS
• The major concern for the overall low satisfaction rate for the departments is TAT for
the clients.
• Documentation and Database management should be proper and on a daily basis.
• Prior appointments need to be strictly taken for the check-up so as to avoid the chaos.
• All the processes and tests should be properly and clearly explained to the clients
beforehand and full-time assistance should be available in case of queries or problems.
• Adherence to the various guidelines and standards strictly.
• The inter-departmental coordination and cooperation should be improved.
• Develop indicators and measures to evaluate cost and quality results obtained after the
implementation of the project.
10. CONCLUSION
Hospitals are the major & essential component of service delivery and is a cornerstone of efforts
to build effective and sustainable health systems. The hospital planning and management can
be improved through a range of policies and suitable action plans. Efforts is to be made to
improve the client safety and quality improvement by the management part by the medical as
well as the non-medical team of the organization. The mandatory requirements and the set
standards by various accreditations should also be followed in order to improve the quality of
the service and the care provided that leads to increased client satisfaction. This applies to all
the line of services. Preventive Health Check-up Department can be considered to be important
for revenue generation as it includes tie-ups with corporates. With correct diagnosis and
consultation the clients can be converted into outpatients and in severe cases they may avail the
inpatient services. Thus, it plays an important role in the revenue cycle of a hospital. So
considering this factor proper management of the services included in the health check
department is very crucial.”
Word of mouth has a greater effect on the marketing strategy and the satisfaction rate of the
clients visiting the health check-up department can play an important part. Higher the
satisfaction rate, higher will be the fame spread and the brand value maintained.”
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International Journal of Management (IJM)

Volume 12, Issue 3, March 2021, pp.22-42, Article ID: IJM_12_03_003

© IAEME Publication Scopus Indexed

AN EMPIRICAL STUDY ON MANAGERIAL

In a study on patient satisfaction of Johansson et al., (2002) investigated the

3. AIM AND OBJECTIVES

Each question had 5 options. (1- Strongly Unsatisfied 2- Unsatisfied, 3- Moderately

5.3 Secondary Data

6.1 Gender of Clients

Table 2 Responses for Gender from the clients

Figure 1 Chart showing the percentage of Gender of the clients.

6.2 Age Group

Table 3 Responses for Age from the clients

6.3 Background of The Clients

Table 4 Responses for Background from the clients

Figure 3 Chart showing the percentage of the Background of the clients.

6.4 Education of the Clients

Table 5 Responses for the Education from the clients

NO EDUCATION ELEMENTARY HIGH SCHOOL BACHELORS MASTERS

Figure 4 Chart showing the percentage of the Education of the clients.

6.5 Income Group

Table 6 Responses for Income Group from the clients

Figure 5 Chart showing the percentage of Mode of Payment of the clients.

6.6 Mode of Payment

Table 7 Responses for the Mode of Payment from the clients

Figure 6 Chart showing the percentage of Mode of Payment of the clients.

6.7 Client Satisfaction Towards Health Check Lobby Experience

Satisfaction Towards Health Check

HIGHLY SATISFIED MODERATLEY UNSATISFIED HIGHLY

6.8 Client Satisfaction Towards Report Collection

Table 9 Responses for satisfaction towards Report Collection from clients

Satisfaction Towards Report Collection

HIGHLY SATISFIED SATISFIED MODERATELY UNSATISFIED HIGHLY

6.9 Client Satisfaction Towards Consultation Experience

Table 10 Responses for satisfaction towards Consultation Experience from clients

Satisfaction Towards Consultation

HIGHLY SATISFIED MODERATELY UNSATISFIED HIGHLY

Satisfaction Towards Waiting Time

HIGHLY SATISFIED SATISFIED MODERATELY UNSATISFIED HIGHLY

6.11 Client Satisfaction Towards Preventative Health Check-Up Departments

8. LIMITATIONS OF THE STUDY

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