A

PROJECT REPORT ON A STUDY OF EMPLOYEE

ENGAGEMENT

KOLHAPUR CANCER CENTRE, HOSPITAL

SUBMITTED TO
SHIVAJI UNIVERSITY, KOLHAPUR
IN PARTIAL FULLFILMENT OF THE DEGREE
OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY
MISS GOPIKA SHIVAJI SUTAR
UNDER THE GUIDENCE OF
Mrs. S. A. GHATAGE
(B.Sc. M.A. M.B.A. M.Phil.)

THROUGH
THE DIRECTOR
KOLHAPUR INSTITUDE OF TECHNOLOGY'S
INSTITUDE OF MANAGEMENT EDUCATION AND
RESEARCH
KOLHAPUR- 416234
 2023-2024

DECLARATION

I, Gopika Shivaji Sutar, hereby declare that the project titled “A STUDY OF
EMPLOYEE ENGAGEMENT AT KOLHAPUR CANCER CENTRE, KOLHAPUR”. It
is an original piece of research work carried out by me. I assure that the contents in
same have not been copied from any other Project Report submitted to institute.
I understand that, any such copy is liable to be punished in way the
institute authorities deem it. The work has been submitted in partial fulfillment
of the requirement for the award of the degree of Master in Business
Administration to KIT’s, Institute of Management Education and Research
(IMER), Gokul Shirgaon, Kolhapur.

Place: Kolhapur

Date:

(Gopika Shivaji Sutar)

(Research Student)
 ACKNOWLEDGEMENT
It is indeed a pleasure to acknowledgement the contribution of those who have
helped me in preparation of this report.
I would like to take this opportunity to convey my gratitude and thanks to
the management, officers, & staff of the KOLHAPUR CANCER CENTRE,
KOLHAPUR and especially to Miss, Meenakshi Lavekar (HR HEAD) and to Dr.
Reshma Powar (Executive Director) for their kind co-operation and permission to
undertake the study at their esteemed organization.
I sincerely thank to S.A.GHATAGE , KIT IMER, Kolhapur M.B.A Program
for providing all facilities and help to caring out the project successfully.
I am greatly indebted to my research guide Mrs. S.A.Ghatge mam for this
constant inspiration and guidance in making this report meaningful.
I would also like to express my sincere gratitude to honorable faculty
members and library staff KIT,IMER for their constant guidance and support.
Finally, I wish to acknowledgement the support given by family and friends
during the course of study.

Place:
Date: Ms. Gopika S. Sutar
 CERTIFICATE

This is certify that the project report entitled “A STUDY OF EMPLOYEE

ENGAGEMENT AT KOLHAPUR CANCER CENTRE, KOLHAPUR”. With
special reference with Kolhapur Cancer Centre PVT.LTD(KCC)” KOLHAPUR
during the academic year 2023-2024 is genuine and field work prepared by Miss.
Gopika Shivaji Sutar in partial fulfilment of the Award of Degree Of Master Of
Business Administration (M.B.A) Kolhapur Institute of Technology IMER,
Kolhapur has completed under supervision and guidance.
To the best of my knowledge and belief the work prescribed in his report is
authentic work and is authentic work and is not reproduced from any source.

Place:
Date: (GuideName)
 INDEX

CHAPTER NO CHAPTER NAME PAGE.NO

1 Introduction to the study
2 Theoretical background
3 Company profile
4 Analysis and interpretation
of data
5 Finding, suggestion and
conclusion
 CHAPTER NO-1
INTRODUCTION TO THE STUDY AND METHODOLOGY
INTRODUCTION AND RESEARCH METHODOLOGY:
India has a multi-payer universal health care model that is paid for by a combination of
public and private health insurance funds along with the element of almost entirely tax-funded
public hospitals.[1] The public hospital system is essentially free for all Indian residents except for
small, often symbolic co-payments in some services.[2]
Since the country's independence, the public hospital system has been entirely funded through
general taxation
Healthcare industry in India comprises of hospitals, medical devices, clinical trials, outsourcing,
telemedicine, medical tourism, health insurance, and medical equipment. The Indian healthcare
sector is growing at a brisk pace due to its strengthening coverage, services, and increasing
expenditure by public as well private players.
India’s healthcare delivery system is categorized into two major components - public and private.
The government, i.e., public healthcare system, comprises limited secondary and tertiary care
institutions in key cities and focuses on providing basic healthcare facilities in the form of
Primary Healthcare Centers (PHCs) in rural areas. The private sector provides majority of
secondary, tertiary, and quaternary care institutions with major concentration in metros, tier-I,
and tier-II cities.
"Health is a state of complete physical, mental and social wellbeing and not merely an absence of
disease or infirmity."
“Health is the condition of being sound in body, mind and spirit, especially freedom from
physical disease or pain."

Cancer refers to any one of a large number of diseases characterized by the development
of abnormal cells that divide uncontrollably and have the ability to infiltrate and destroy normal
body tissue. Cancer often has the ability to spread throughout your body. Cancer is the second-
leading cause of death in the world. But survival rates are improving for many types of cancer,
thanks to improvements in cancer screening, treatment and prevention.

In recent years, the Oncology Market has been driven by several factors, including advances in
treatment options, an aging population, and increased awareness of the disease. The incidence of
cancer is increasing globally, due to factors such as an aging population and lifestyle choice.
This is leading to more people being diagnosed with cancer, and thus, a greater demand for
Oncology treatments. However, one of the most important drivers of this market is the changing
preferences of consumers and key players. The Oncology Market is rapidly evolving with new
therapeutics, technologies, and treatments being developed and commercialized at an
unprecedented.

OBJECTIVES OF THE STUDY:

1. To study the employees perception towards organization.
2. To identify the factors that motivates the employee.
3. To study the parameter for engaging employee.
4. To give suggestion for the growth & perspective of the company.
RESEARCH METHODOLOGY:
RESEARCH: Research is a systematic process of inquiry that aims to discover new knowledge,
insights, and understanding about a particular topic or question. It involves the exploration of
existing information, data, and literature, as well as the collection and analysis of new data to
generate novel findings and conclusion. Research can be conducted in various fields, including
science, social sciences, humanities, technology, and more.
METHODOLOGY:
Methodology refers to the systematic and structured approach or set of procedures that are used
to conduct research, gather information, solve problems, or achieve specific goals. It provides a
framework for how tasks or processes should be carried out in order to ensure consistency,
reliability, and validity of result. Methodology is often associated with academic and scientific
disciplines, but it’s also used in various fields, industries, and everyday activities.
RESEARCH PROCESS:
1. Identify the problem.
2. Reviewing the literature.
3. Setting the question, objective and hypothesis.
4. Choosing the study design.
5. Deciding on the sample design.
6. Collection of research data.
7. Analyze the data.
8. Writing research report

DATA COLLECTION:
The data are collected through – 1. Primary Data & 2. Secondary Data
Primary Data:
Primary data are information collected or generated by the research for the purpose of the project
immediately at hand. When the data are collected for the first time, the responsibility for the
processing of data also rests with the original investigators.
Primary Data for present study is collected through Questionnaire method. The Question size is
12. The question ware asked through the employee of all the departments of the Kolhapur Cancer
Centre.
The department is as follow:-
ADMINISTRATIVE DEPARTMENT NURSING DEPARTMENT
FRONT OFFICE DEPARTMENT OT DEPARTMENT
HUMAN RESOURCE DEPARTMENT CT DEPARTMENT
QUALITY DEPARTMENT RADIATION DEPARTMENT
CRC DEPARTMENT CONSULTANCE DEPARTMENT
IT DEPARTMENT OUT SOURCES:-
MAINTAINANCE DEPARTMENT HOUSEKEEPING
BIOMEDICAL & MRD DEPARTMENT SEQURITY
TPA DEPARTMENT PCA
PHARMACY DEPARTMENT
CSSD DEPARTMENT
COUNSELLERS DEPARTMENT
HOUSEKEEPING IN HOUSE
DEPARTMENT
PATHALOGY LAB DEPARTMENT
RMO DEPARTMENT
BILLIING & PURCHASES DEPARTMENT

SECONDARY DATA:
The Secondary data is data collected by someone other than the actual user. It means that the
information is already available, and someone analyses it. The secondary data includes
magazines, newspapers, books, journals, etc.
The necessary secondary data is collected through the hospital brochures, hospital website :
https://www.kolhapurcancercentre.com/ . The necessary theoretical material is collected from
Human Resource Management test books and varies web sites.

SAMPLING:
Sample population:
There are totally 260 employees working in the organization.
Sampling area:
The research was conducted at KCC, Kolhapur.
Sample size:
Sample size denoted the number of elements selected for the study. Sample of 189 respondents
were obtained from the population 260 by simple random sampling.
Sample Method:
The research was made by the survey in accordance to the convenience of the employees, so the
sample type is convenient sampling.
Data Analysis Techniques:
The data is analyzed through simple random technique. The data tool is percentage
method.
Percentage method is used in making comparison between two or sense of data. This
method is used to describe relationship.
(%) Percentage of respondents = No. of Respondents/Total No. of Respondents*100
RESEARCHH TYPE:
QUANTITATIVE:
Quantitative research is descriptive and provided hard data on the numbers of people exhibiting
certain behaviors, attitude etc. Gathering numerical information that can be analyzed statically
through survey. Quantitative data is more efficient, able test hypothesis, but may miss contextual
detail. Closed-ended questions are used in quantitative research.
QUALITATIVE:
Gathering descriptive information, usually representing verbal or narrative data through open-
ended interview or focus group.
SOURCE OF DATA:
Data is collected from primary and secondary sources. Collection of the data is of primary
importance in the research process. Data which is collected for research helps in proper analysis
which is helpful to conduct research effectively. The data source, which is very important in the
collection of data, is primary data and secondary data. Both primary and secondary data are
taken into consideration for the study of roles and responsibilities in project management.
CHAPTER SCHEME
Chapter no 1.
Introduction to the study: This chapter deals with the introduction part which comprises
objective, research methodology, needs.
Chapter no 2.
Theoretical Background: This chapter deals with the theoretical background gives the detail
information about the basis concept operation.
Chapter no 3.
Introduction to the organization: This chapter deals introduction to the organization which covers
information about KCC i.e. Kolhapur Cancer Centre, Kolhapur.
Chapter no 4.
Data interpretation and analysis: This chapter deals with the data interpretation and analysis
calculated with true help of statistical tools regarding Kolhapur Cancer Centre, Kolhapur.
Chapter no 5.
Finding Suggestion and Conclusion: This chapter includes the conclusion derived by the
researcher after doing the analysis of the data. It also include suggestions for organization.
 CHAPTER NO: 2
THEORETICAL BACKGROUND
INTRODUCTION OF HUMAN RESOURCE MANAGEMENT
Human resource management, or HRM, involves coordinating, managing, and allocating human
capital, or employees, in ways that move an organization's goals forward. HRM focuses on
investing in employees, ensuring their safety, and managing all aspects of staffing from hiring to
compensation and development.
HRM careers may specialize in compensation, training, or managing employees. Most HRM
professional hold a bachelor's degree and some go on to pursue a master's degree, HRM
professionals at all levels can also earn professional certifications to help build knowledge and
increase earning potential. HRM's goals is to build a company culture and carry out its mission
and overall goals through the management of employees.
Meaning of human resource management (HRM)
Human resource management is organizing, coordinating, and managing an organization's
current employees to carry out an organization's mission, vision, and goals. This includes
recruiting, hiring, training, compensating, retaining, and motivating employees.

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT:

Performance Management:
HRM establishes performance management system to set clear performance expectations,
provide feedback, and evaluate employee contributions. This process helps aling individual goals
with organizational objectives and supports continuous improvement.
Employee Engagement and Motivation:
Engaged and motivated employees are more likely to be productive and committed to their work.
HRM initiatives such as recognition programs, wellness initiatives, and a positive work
environment and prevents potential disruptions.
Conflict Resolution and Employee Relations:
HRM addresses workplace conflicts and employee grievances. By providing a fair and
transparent process for resolving issues, it helps maintain a harmonious work environment and
prevents potential disruptions.
Compensation and Benefits:
HRM is responsible for designing competitive compensation structures and benefits packages
that attract, retain, and motivate employees. This includes salary, bonuses, healthcare, retirement
plans, and other perks.
Employee Development and Training:
HRM is responsible for designing and implementing training and development and development
programs that enhance' skills and knowledge. This not only improves individual performance but
also contributes to the overall capability of the organization.
Diversity and Inclusion:
HRM promotes diversity and inclusion within the workplace. A diverse workforce fosters
creativity, innovation, and a broader range of perspectives, which can lead to better decision-
making and problem-solving.

SCOPE OF HUMAN RESOURCE MANAGEMENT:

Recruitment and Selection:
HRM involves identifying the staffing needs of the organization and attracting qualified
candidates through various channels. This includes creating job descriptions, advertising job
openings, conducting interviews, and selecting the best-fit candidates.
Performance Management:
HRM oversees the process of evaluating employee performance, setting goals, providing
feedback, and conducting performance appraisals. This ensures that employees are meeting
expectations and contributing effectively to the organization.
Compensation and Benefits:
HRM manages the establishment of fair and competitive salary structures, benefits packages, and
incentive programs to attract, retain, and motivate employees.
Health and Safety:
HRM ensures that the workplace is safe and adheres to health and safety regulations. This
includes implementing safety policies, providing training on safety procedures, and addressing
any potential hazards.
Talent Management:
HRM focuses on identifying high-potential employees, developing leadership pipelines, and
succession planning to ensure the organization has the right talent for future leadership roles.
Employee Engagement and Well-being:
HRM promotes employee well-being and engagement by implementing programs that support
work-life balance, mental health, and overall job satisfaction.
HR Technology:
The use of technology in HRM has become increasingly important, including the adoption of HR
software for managing employee information, payroll, benefits administration, and more.
Change Management:
HRM helps manage organizational change by facilitating communication, addressing employee
concerns, and guiding the workforce through transitions.

FUNCTIONS ON HUMAN RESOURCE MANAGEMENT:

Training and development
Appraisal
Placement
Compensation
Assessment
Employee relation
Selection
Benefits
HR Planning
Union management

INTRODUCTION Of EMPLOYEE ENGAGEMENT:

Employee engagement is the emotional and professional connection employees feel

toward their organization, colleagues and work. High engagement leads to increased job
satisfaction, performance, employee retention and is a reflection of a positive overall
employee experience. It is a measure of how committed, enthusiastic, and motivated
employees are in their roles. When employees are engaged, they are more likely to be
productive, satisfied with their jobs, and willing to go the extra mile to contribute to the
success of the organization.

WHAT IS EMPLOYEE ENGAGEMENT ?

Employee engagement is a human resources (HR) concept that describes the level of enthusiasm
and dedication a worker feels toward their job. Engaged employees care about their work and
about the performance of the company, and feel that their efforts make a difference. An engaged
employee is in it for more than a paycheck and may consider their well-being linked to their
performance, and thus instrumental to their company's success.

DEFINITION OF EMPLOYEE ENGAGEMENT:

A definition of employee engagement is how much an employee is committed to helping their
organization achieve its goals. It’s demonstrated by how employees think, feel, and act, as well
as the emotional connection employees, feel towards their organization, their work, and their
team.
According to Gallup: - “Employee engagement as the involvement and enthusiasm of
employees in their work and workplace”

WHY EMPLOYEE ENGAGEMENT IS SO IMPORTANT:

Improved Productivity: Engaged employees are more likely to be productive and committed to
their work. When employees feel a strong connection to their jobs and the organization's
mission, they tend to put in more effort and work more efficiently.

Higher Quality of Work: Engaged employees are often more focused on delivering high-
quality work. They take pride in what they do and are more likely to pay attention to detail,
resulting in better outcomes for the organization.

Increased Innovation: Engaged employees are more likely to come up with innovative ideas
and solutions. They feel comfortable sharing their thoughts and are motivated to find better ways
of doing things, which can lead to continuous improvement within the organization.

Better Employee Retention: Organizations with engaged employees tend to have lower
turnover rates. When employees are satisfied and committed to their work, they are less likely to
seek employment elsewhere, reducing recruitment and training costs.

Enhanced Customer Satisfaction: Engaged employees often provide better customer service.
Their enthusiasm and commitment to the organization's goals translate into positive interactions
with customers, leading to higher customer satisfaction and loyalty.

Increased Profitability: Studies have shown a positive correlation between employee

engagement and organizational profitability. Engaged employees contribute more to the bottom
line through increased productivity and reduced costs associated with turnover.

Stronger Organizational Culture: Engaged employees help build a positive organizational

culture. Their attitudes and behaviors can influence the workplace environment, making it more
inclusive, collaborative, and supportive.
Employee Well-Being: Employee engagement is not just about benefiting the organization; it
also improves the well-being of employees. Engaged employees tend to experience lower levels
of stress and higher job satisfaction, leading to better mental and physical health.

Talent Attraction: Organizations known for high employee engagement are more attractive to
potential job candidates. A positive reputation for employee satisfaction can help in recruiting
top talent.

Compliance and Safety: Engaged employees are more likely to adhere to safety protocols and
compliance regulations. They take their responsibilities seriously and are less likely to engage in
risky behaviors that could harm themselves or the organization.

COMPONENTS OF EMPLOYEE ENGAGEMENT:

1. Leadership
Employees are desperate to have meaningful relationships with their managers. Did you know
that praise from a direct manager is almost twice as effective at motivating employees as giving
them stock options? And praise is free! In fact, the single greatest predictor of employee
commitment — whether those employees will continue working at your company – is their
relationships with their managers. We can’t overstate this: when it comes to engagement, good
management is critical.
2. Communication
Wondering what makes a good manager? Start with good communication. Make sure you
communicate with your employees openly, honestly, and often. Don’t shield your employees
from news of business failures — they’ll only hear about it elsewhere, and hearing it from you
will engender trust.
3. Culture
A positive corporate culture results in happy employees who want to come to work every
morning. Not only that, but the better the culture, the more profitable the company. If you aren’t
convinced, researchers at the University of North Dakota determined that investing in companies
from “Fortune’s 100 Best Companies to Work For” consistently yields a larger return than the
overall market — larger, even, than investing in the S&P 500.
4. Rewards and recognition
More than three quarters of employees say they would work harder if they were recognized
more. This includes formal recognition, like years of service or employee-of-the-month
programs, as well as informal programs like company “points” or thank-you cards. A well-
defined recognition and reward system allows employers to effectively differentiate between
good and poor performers and tie recognition and rewards directly to the behavior that matters
for the success of the organization. What gets recognized gets repeated.
5. Professional and personal growth
The opportunity to develop new skills and capabilities is critically important to ambitious
employees. Most employee development occurs on the job in the form of new projects or
responsibilities, but could also include regional conferences, new reading materials, or
certification courses. Keep your employees engaged by finding out how they’d like to stretch and
giving them appropriate opportunities for growth in that direction.
6. Accountability and performance
Everyone wants to be part of a winning team. People who perform well feel good about
themselves – and where they work. But like any team, they need coaches who can provide honest
feedback. Immediate praise reinforces desired behaviors, and timely criticism can help avert
future problems before they snowball.
7. Vision and values
Engaged employees understand the big picture and how they fit into it. A clearly communicated
vision and statement of core values give employees something to rally around. If employees feel
like a part of something bigger than themselves, they are much more likely to go above and
beyond to contribute to that greater purpose.
8. Corporate social responsibility
Employee engagement levels are twice as high among employees who say they are proud of the
contributions their organization has made to the community. Successful companies tend to be
deeply connected with their communities, committed to social outreach, and they encourage
employees to participate in worthy causes that make the world a better place.

There are three types of employee engagement:

TYPES EXPLANATION
Engaged These are the employees who are
passionate about what they do on a
daily basis.
Not Engaged These are the employees who are not
proactive, complete only the tasks
required, and do not generally show an
interest in what is going on within the
 organization.
Disengaged These are the unhappy employees who
underperform, spread negativity, and
often encourage others to avoid their
work.

C’s of Employee Engagement:

Connect The extent to which management conveys
that it cares for and values the Employees.
Carver The extent to which the management provides
to the workers work that is challenging and
meaningful’ and fostering one’s career
growth.
Clarity The extent to which the goals, rules and the
organizational operations are transparent and
understood by the employee.
Convey The extent to which the management
communicates goals and provides feedback.
Congratulate The extent to which good performance brings
praise and recognition.
Contribute The extent which one contribution to the
success and future of the company is
understood.
Control The extent which the management allows the
worker to participate in decision making and
drive initiatives.
Collaborate The extent which the organization upholds
team work over pursuance of self-interests.
Credibility The extent which the management
demonstrates transparency and high ethical
standards.
Confidence The extent which the organization
demonstrates high ethical and performance
standards, creating a sense of positive
identification among the employees.
Maslow’s employee engagement model
Perhaps one of the most famous employee engagement theories, Maslow’s hierarchy of needs,
focuses on the human needs that have to be met to create a positive workplace experience.
Abraham Maslow first published his theory in 1943 in “A Theory of Human Motivation.”
Maslow’s theory of employee engagement posits that fulfilling each of the five basic human
needs – physiological, safety, love and belonging, esteem and self-actualisation – leads to higher
employee engagement and motivation.
The Maslow model lists human necessities in a hierarchical pyramid. This sets out that needs in
the first level of the pyramid must be met before moving up to the next level. The necessities
ascend from basic needs to higher-level needs and are categorised as follows:

Hierarchy of needs by Maslow:

PHYSIOLOGICAL:

These refer to basic physical needs like drinking when thirsty or eating when hungry. According
to Maslow, some of these needs involve our efforts to meet the body’s need for homeostasis; that
is, maintaining consistent levels in different bodily systems (for example, maintaining a body
temperature of 98.6°)
Maslow considered physiological needs to be the most essential of our needs. If someone is
lacking in more than one need, they’re likely to try to meet these physiological needs first.For
example, if someone is extremely hungry, it’s hard to focus on anything else besides food.
Another example of a physiological need would be the need for adequate sleep.
SAFETY:
Once people’s physiological requirements are met, the next need that arises is a safe
environment. Our safety needs are apparent even early in childhood, as children have a need for
safe and predictable environments and typically react with fear or anxiety when these are not
met. Maslow pointed out that in adults living in developed nations, safety needs are more
apparent in emergency situations (e.g. war and disasters), but this need can also explain why we
tend to prefer the familiar or why we do things like purchase insurance and contribute to a
savings account.
LOVE AND BELONGING:
According to Maslow, the next need in the hierarchy involves feeling loved and accepted. This
need includes both romantic relationships as well as ties to friends and family members. It also
includes our need to feel that we belong to a social group. Importantly, this need encompasses
both feeling loved and feeling love towards others. Since Maslow’s time, researchers have
continued to explore how love and belonging needs impact well-being. For example, having
social connections is related to better physical health and, conversely, feeling isolated (i.e.
having unmet belonging needs) has negative consequences for health and well-being.

ESTEEM:
Our esteem needs involve the desire to feel good about ourselves. According to Maslow, esteem
needs include two components. The first involves feeling self-confidence and feeling good about
oneself. The second component involves feeling valued by others; that is, feeling that our
achievements and contributions have been recognized by other people. When people’s esteem
needs are met, they feel confident and see their contributions and achievements as valuable and
important. However, when their esteem needs are not met, they may experience what
psychologist Alfred Adler called “feelings of inferiority.”
SELF-ACTUALIZATION:
Self-actualization refers to feeling fulfilled, or feeling that we are living up to our potential. One
unique feature of self-actualization is that it looks different for everyone. For one person, self-
actualization might involve helping others; for another person, it might involve achievements in
an artistic or creative field. Essentially, self-actualization means feeling that we are doing what
we believe we are meant to do. According to Maslow, achieving self-actualization is relatively
rare, and his examples of famous self-actualized individuals include Abraham Lincoln, Albert
Einstein, and Mother Teresa.
How People Progress Through the Hierarchy of Needs

Maslow presented his needs in a hierarchy, he also acknowledged that meeting each need is not
an all-or-nothing phenomenon. Consequently, people don’t need to completely satisfy one need
in order for the next need in the hierarchy to emerge. Maslow suggests that, at any given time,
most people tend to have each of their needs partly met—and that needs lower on the hierarchy
are typically the ones that people have made the most progress towards. Additionally, Maslow
pointed out that one behavior might meet two or more needs. For example, sharing a meal with
someone meets the physiological need for food, but it might also meet the need of belonging.
Similarly, working as a paid caregiver would provide someone with income (which allows them
to pay for food and shelter), but can also provide them a sense of social connection and
fulfillment.
AON-Hewitt’s employee engagement model:
AON-Hewitt, as a leading consultant on human capital management, has developed its own
employee engagement model. This revolves around the idea that business outcomes are a core
driver and result of effective employee engagement that impacts customer satisfaction and profit.

The model theorizes that there are six main drivers of employee engagement, namely:

Quality of life basics. This includes safety, job security and a good work-life balance.
Work. A person feels more engaged when their job aligns with their core beliefs and adds value
to their lives. This includes important elements such as collaboration, autonomy and
empowerment.
People. Satisfaction in work centres around meaningful connections with others, including our
teammates and managers.
Company practices. Business policies and practices underpin engagement. This concerns
practices around diversity and inclusion, communication and innovation.
Rewards. How appreciated an employee feels plays a huge role in how valued they feel and how
motivated they are. Factors such as rewards, recognition, pay and benefits are all important.
Opportunities. All of us feel more engaged when we’re challenged and encouraged to grow.
Learning and development opportunities, training and promotion all help with staff engagement.
According to AON-Hewitt, if all of these drivers are addressed, you’ll see higher levels of
employee engagement that result in:
Say. Workers speaking positively about your organisation to other potential employees, their
peers and customers.
Stay. Staff feeling proud to work for you and committed to staying for the long haul.
Strive. Employees who perform well, are happy to go above and beyond and contribute to your
company’s success.
In turn, all of this leads to better business outcomes, including greater productivity and financial
growth, higher employee retention rates, lower absenteeism and more satisfied customers.
Benefits of employee engagement
Employee engagement programs provide a range of benefits:
 Better business outcomes. Organizations with highly engaged workforces are more
profitable, resulting in higher stock prices, shareholder returns and customer satisfaction
ratings than organizations with low levels.
 Less turnover. High employee engagement results in less absenteeism, burnout and
turnover. In a competitive hiring market, engaged staff members who feel they have good
work-life balance and high levels of employee satisfaction are less likely to leave.
 Increased productivity. Engaged employees are more motivated and invested in their
work, leading to better performance and increased day-to-day discretionary effort at
work.
 Good for employee health. Highly engaged employees often have healthier levels of
work-life balance, well-being and physical health.
 Better work culture. Engaged employees often have a positive effect on other co-
workers, leading to strong, positive work environments.
 Attractive to top talent. Demonstrable high employee engagement and positive
company cultures are attractive to top talent.
 Faster onboarding. A culture of engagement can make onboarding easier, leading to
new employees becoming productive faster.
 CHAPTER NO- 3

COMPANY PROFILE
 INTRODUCTION OF HOSPITAL:
Kolhapur Cancer Centre (KCC) hospital was established in 2003 by a very proficient,
dedicated and focused young professional Surgical Oncologist, Dr. Suraj Pawar, with a vision of
building a Comprehensive Cancer Care Centre providing cancer treatment & services to the
patients under one roof. Kolhapur cancer center has performed over more than 30000 successful
cancer surgeries, 9000 radiation therapies, and 10 Bone marrow transplants till now.

Today Kolhapur Cancer Centre (KCC) is a leading name with comprehensive cancer care
under one roof in South-West Maharashtra. Along with Kolhapur, patients from Satara, Karad,
Sangli, Miraj, Konkan and interior parts of Maharashtra, Goa & North Karnataka have benefitted
from the treatment services. Kolhapur Cancer Centre (KCC) has broken the geographical
boundaries in successfully treating patients from cross-country borders.

Kolhapur Cancer Centre (KCC) takes care of almost all aspects of Cancer Care primarily
from Prevention, Cancer Awareness creation, Screening programmes, Cancer Diagnosis, Cancer
Treatment Viz. Surgery, Radiotherapy, Chemotherapy, Immunotherapy, etc. to patient
Rehabilitation. These services are provided by fully equipped, departments like Surgical
Oncology, Medical Oncology, Radiation Oncology, Hemat- Oncology, Bone Marrow
Transplant, Onco-pathology, Onco-Anaesthesia, Pain and Palliative care & Immuno-therapy
amongst others, with the accurate diagnosis & best possible treatment with the intention to cure
has been KCC’s forte. In Radiation, very advanced therapies like Image Guided Radiation
Therapy, Stereotactic Radiosurgery (SRS), stereotactic Body Radiotherapy (SBRT), linear
accelerator has helped in precise therapy with less side-effects & revolutionized radiation therapy
as a whole.

A team of highly qualified professionals covering all aspects of Cancer Care viz. from
Prevention to End-of-life Care serving the patients as full time professionals. All doctors and
other professionals have received their qualifications and training from renowned institutes like
Tata Memorial Hospital. The patients here receive treatment that is the latest and the most
advanced and scientific.
UNIFORM:
Uniform will be provided to the employees who are working in the hospital & this facility is
extended to only up to the cader of technical officer.
HOSPITAL MISSION STATEMENT:

To transform lives of our patient by giving them standard of care treatment ensuring same quality for all
giving the opportunity to re-invent their healthy lives.

HOSPITAL VISSION STATEMENT:

To become the best comprehensive Cancer Care Centre.

HOSPITAL VALUES:
Patient Cantered Care
Safety of Patients
Constant up-gradation of self & institute
 ORGANISATION STRUCTURE

Kolhapur cancer centre

Chairman

Managing director

Executive
director

Director Director

Medical Matron
Manager Sr. admin &
superintend purchase head
ent Infection Nursing operations
Control In-charge
Nurse Accoun Purchas Pharmac Quality &
Medical HR Facility
Surgical Radiation Imaging Allied Pathology Clinical Ward In- ts e safety
oncology y maintenance
oncology oncology branches research charge
NABH
HOD HOD Housekeepin
HOD Radiolo MSW CRC Nursing g
gist staff
HOD RMO Technicia Front
Consultants Dieticia ns office Gardner
technici n AYYA
ans Softwar Driver
RMO e & IT
Radiation Ward
technologis psychol boy
t ogy Security
Marketi
ng
Laundry
Medical IPRO
physicist

Claims
RMO
Counsel
ors

MRD

Cancer
registry

Cantee
n

Externa
l Affairs
 HOSPITAL PROFILE:

NAME:

Kolhapur Cancer Centre.

ADDRESS:

A/p. R. S. No. 238, Gokul Shirgaon, Karveer.

TYPE:

Private

INDUSTRY:

Healthcare Industry

FOUNDED:

2003

HEADQUARTERS:

Kolhapur.

AREA SERVED:

Maharashtra, Goa & North Karnataka

KEY PEOPLE:

Dr. Suraj Powar.

(Chairman and managing director)

WEBSITE:

https://www.kolhapurcancercentre.com/

PIN CODE:

416 234

TELEPHONE:
(0231) 2677 990/ 91/ 92 /93

CITY:

Kolhapur

STATE:

Maharashtra

COUNTRY:

India

TREATMENT PROVIDED IN KCC:

Versa HD Radiation Machine

Surgical Oncology

Medical Oncology

BMT

Hemat-Oncology & Haematology

Radiation Oncology

Radiation and Imaging

Onco Pathology

Pain & Palliative Care Services

Anesthesiology & Critical Care

Onco-psychiatry

Nutrition, Diet & Cancer

Onco Robotic Surgery

Onco Immunotherapy

FACILITIES PROVIDED IN KCC:

Dormitory Services:
The majority of patients coming to Hospital for surgery or post-surgical treatment need a place to
stay while undergoing treatment. In order to make the relatives & patients have a comfortable
stay with all the facilities, Kolhapur Cancer Centre offers the dormitory service at a very nominal
cost. A free dormitory hall is also available for those who cannot afford to pay.
Ambulance Service:
Kolhapur Cancer Centre has two ambulances 24/7 deployed for any emergencies. The service is
made available at a very nominal cost to make it affordable for everybody. Our motto is to
provide medical care to anybody & everybody in need, nobody should be denied the right to
avail any medical service due to financial problems.
Canteen Service:
A canteen that caters the need of our cancer patients as well as their relatives at a very nominal
cost is available in the premise of the hospital.
Hope Van: - Health Check Up Camps & Awareness of Cancer:
Indian Cancer Society (ICS) has donated the “Hope Van” to Kolhapur Cancer Centre which is
used to arrange health checkup camps in the rural areas of Western Maharashtra, Karnataka &
Goa. These camps are used to spread awareness about Cancers, deliver lectures as well as
checkup and detect cancer at an early stage and then give proper guidance to the suspects.
Social Media Awareness:
Every alternate Wednesday, our consultants and specialists deliver cancer awareness lectures in a
very simple and understandable language. Anybody having access to internet and a mobile
device can attend the lectures and get the most updated knowledge on different cancers.
Kolhapur Cancer Centre has also started an educational series on YouTube Live on alternate
Saturdays for all the doctors who want to update their knowledge in the new trends in Cancer
diagnosis & treatments. This will not only help the doctors themselves in updating their own
knowledge but also benefit the society as this may help in early detection of cancer. All the
knowledge hub is available on our YouTube channel
Annual trip.
Employee of the Month.
Employee Medical Insurance.
For Nursing: Hostel Facilities.
Birthday Celebration.
21St May Annual Day.
Provident Fund.
Medical Checkup.
Pharmacy & Other Investigation Concession.

MY OBSERVATION IN HOSPITAL
1. The National Anthem was played every morning in the hospital.
2. Every employee do their work.
3. All employee in hospital are in proper uniform & ware their ID cards.
4. Nurses are doing work well. I.e. care of patient. The nurse are working on shift basis.
5. All the cleaning staff (Housekeepers) clean every floor 3-4 times in a day. This includes
assessing the cleanliness of patient rooms, common areas, & equipment.
6. For any meeting all employee are came on time.
7. Every new person arrive in hospital are communicated well by the employee.
8. In hospital there are Govt. yojana i.e. AB-Ark (Ayushman Bharat- Arogya Karnataka
Scheme) & MJPJAY (Mahatma Jyotirao Phule Jan Arogya Yojana.)
9. There are kids play area in female general ward. Total number of bed in female general
ward is 16, & male general ward is 16.
10. Too much crowd in front of male & female general ward.
11. In the hospital there are security measures in place, including fire exits, emergency
evacuation plans, security personnel, surveillance cameras, and access control system.
12. In hospital there are implementation of infection control protocols, including the proper
use and disposal of personal protective equipment (PPE), hand hygiene practices, and
isolation procedures are done.
13. Patient rooms cover aspects such as the availability of essential medical equipment,
proper lighting, ventilation, and patient privacy.
14. Proper disposal of medical waste, including hazardous materials, is critical. The hospital
do proper medical waste management.
15. Hospital also cover administrative aspects, such as the organization and maintenance of
patient records, billing processes, and compliance with regulatory requirements.
16. All employee details are recorded in modern as well as traditional way. Each employee
detail are store in separate file, and that is store in storage area which is located in 3 rd
floor.
 17. Every employee has a telephone connection on the desk.
18. In hospital the work environment is safe, this includes monitoring for issues such as
harassment, discrimination, and ergonomic concerns.
19. In hospital HR monitors the hospital's compensation structure, benefits packages, and
adherence to salary guidelines.
20. The hospital suspend the employee who are not behaving good with patient and who are
not follow the rules and regulation in the hospital.
21. If a complaint is made against an employee, the hospital sends a memo letter to that
employee.
22. The hospital takes performance appraisal of every employee in the month of May every
year.
23. Each floor of the hospital has a sign board of a department which is on that floor.

HOSPITAL TEAM
Dr. Suraj B. Pawar
M.S, FICS, FAIS, FMAS, FIAGES
Chief Surgical Oncologist & Managing Director, Kolhapur Cancer Centre
Dr. Suraj Pawar started Kolhapur Cancer Centre, a state-of-art Cancer Centre with all advanced
Cancer treatment facilities under one roof and is the Chief Surgical Oncologist and Managing
Director at Kolhapur Cancer Centre. He is the Founder Vice-President, Maharashtra Oncology
Group consisting of over 200 Oncologists in Maharashtra.
Dr. Reshma Pawar
MBBS, DGO, MBA, PGDHHM, PGDCR, PGDMLS
Executive Director, Kolhapur Cancer Centre

Dr. Yogesh S. Anap

MD, DNB (Radiation Oncologist)

Chief Radiation Oncologist & Medical Director, Kolhapur Cancer Centre
Dr. Yogesh is Clinical Oncologist and specialized in the field of Radiation Oncology with
emphasis on Evidence Base Management in Oncology and newer techniques in radiotherapy in
Cancer management.

Dr. Parag J. Watve

MS, DNB (ENT), Fellow (IFHNOS)

Consultant and Chief, Department of Head & Neck Cancer Surgery and Medical Director
Kolhapur Cancer Centre
The Organization has a well-documented disciplinary and grievance handling procedure.
A document procedure with regard to these is in place.
The document procedure is known to all categories of employee in the organization.
Action are taken to redress the grievance.
Grievance is a complaint related to work. It can be filled against any employee.
Grievance from is available from HR.
Action will be taken within 7 days by HR, & will be addressed by management within 20 days.
Disciplinary action is taken against any employee relating to work or misbehavior.
Verbal warning is given once, after 2 memo’s 5 days’ pay is deducted.
 CHAPTER NO. 4
ANALYSIS AND INTERPRITATION
OF DATA
INTRODUCTION:
In this present chapter, the researcher has presented the analysis of data collected through
questionnaires method.

Q1. YOU KNOW WHAT IS EXPECTED FROM YOU AT WORK.

Strongly disagree 2 1.08%
Disagree 1 0.54%
Neutral 9 4.84%
Agree 78 41.94%
Strongly agree 96 51.61%
Total 186 100.00 %

60.00%

51.61%
50.00%

41.94%
40.00%
1
2
30.00% 3
4
20.00% 5

10.00%
4.84%
1.08% 0.54%
0.00%
Total

Analysis:
50% employee are strongly agree that they know about their work. But less than 10% are not
agree that know their work. It could be happen because of Communication breakdown, Uneven
Performance and Wasted Potential.

Interpretation:
Overall, the interpretation is that a large portion of the respondents in this survey (particularly
those who strongly agree and agree) have a clear understanding of what is expected of them at
work. This can be indicative of effective communication and role clarity in their workplace.
However, there is still a small percentage of respondents who are neutral, disagree, or strongly
disagree, indicating room for improvement in terms of communication and job role clarification
for this group.

Q2. YOU HAVE THE MATERIALS AND EQUIPMENT YOU NEED TO

DO YOUR WORK RIGHT?
Strongly disagree 5 2.65%
Disagree 23 12.17%
Neutral 18 9.52%
Agree 79 41.80%
Strongly agree 64 33.86%
Total 189 100.00%

45.00%
41.80%
40.00%

35.00% 33.86%

30.00%
1
25.00% 2
3
20.00%
4
15.00% 5
12.17%
9.52%
10.00%

5.00% 2.65%

0.00%
Total

Analysis:
64 employees are strongly agree means 33.86% employee have the materials and equipment to
do their work. 41.80% are only agree. But 12.17% & 2.65% employee don’t have the correct
equipment to do the work well.

Interpretation:
Overall, the majority of respondents (75.66%) either agree or strongly agree that they have the
materials and equipment they need for their work. However, it's essential to pay attention to the
14.82% who either disagree or strongly disagree, as their concerns should be addressed to ensure
that they can work effectively and efficiently. Additionally, further investigation is needed to
understand why some respondents are neutral, as this might point to potential areas of
improvement or uncertainty in the workplace. This data can be used to inform decision-making
and potentially lead to improvements in the availability of materials and equipment for
employees.

Q3. AT WORK, I HAVE THE OPPORTUNITY TO DO WHAT I DO BEST

EVERY DAY?
Strongly disagree 6 3.19%
Disagree 10 5.32%
Neutral 20 10.64%
Agree 61 32.45%
Strongly agree 91 48.40%
Total 188 100.00%

60.00%

50.00% 48.40%

40.00%
1
32.45%
2
30.00% 3
4
20.00% 5

10.64%
10.00%
5.32%
3.19%
0.00%
Total

Analysis:
More than 50% employee are have the opportunities to do what they best do in every day. &
8.51% are not agree that they get that opportunities. Where 10.64% are neutral about this
opportunities.

Interpretation:
Overall, the majority of respondents (around 81.85%) either agree or strongly agree with the
statement, which is a positive sign. However, there is still a significant portion (8.51%) that
either disagrees or strongly disagrees, suggesting room for improvement in aligning job roles
with employees' strengths and abilities. It's essential for organizations to understand and address
these concerns to enhance employee engagement and job satisfaction, potentially leading to
increased productivity and well-being in the workplace.

Q4. IN THE LAST SEVEN DAYS, YOU HAVE RECEIVED

RECOGNITION OR PRAISE FOR DOING GOOD WORK?
Strongly disagree 41 22.16%
Disagree 32 17.30%
Neutral 30 16.22%
Agree 38 20.54%
Strongly Agree 44 23.78%
Total 185 100.00%

25.00% 23.78%
22.16%
20.54%
20.00%
17.30%
16.22%
15.00% 1
2
3
10.00% 4
5

5.00%

0.00%
Total

Analysis:
Here 23.78% & 20.54% are agree that they got any recognition or praise for their work. 16.22%
are neutral about this. And 17.30% & 22.14% are not agree with this because they don’t get any
recognition or praise for their work.

Interpretation:
Overall, the responses are quite varied, with a significant portion of respondents falling into the
"Agree" and "Strongly Agree" categories, indicating they have received recognition or praise.
However, a substantial portion also falls into the "Strongly Disagree" and "Disagree" categories,
which might indicate that there are some individuals who feel underappreciated.
Q5. YOU’RE SUPERVISIOR OR SOMEONE AT YOUR WORK, SEEMS
TO CARE ABOUT YOU AS A PERSON?
Strongly disagree 14 7.41%
Disagree 22 11.64%
Neutral 22 11.64%
Agree 59 31.22%
Strongly agree 72 38.10%
Total 189 100.00%

45.00%

40.00% 38.10%

35.00%
31.22%
30.00%
1
25.00% 2
3
20.00%
4
15.00% 5
11.64% 11.64%
10.00% 7.41%
5.00%

0.00%
Total

Analysis:
38.10% employee are strongly agree that their supervisor or someone at work care about them.
But 11.64% & 7.41% are not agree that . It could be happen because of Behavioral Difference
and past Experience.

Interpretation:
Overall the majority of respondents (69.32%) either agree or strongly agree that someone at their
workplace cares about them as a person. This is generally a positive result and suggests a
workplace where employees feel valued and supported on a personal level. However, there is
still a notable minority (19.05%) who either disagree or strongly disagree, indicating that
improvements may be needed in fostering personal connections or support within the
organization.

Q.6 THERE IS SOMEONE AT WORK, WHO ENCOURAGES YOUR

DEVELOPMENT?

Strongly disagree 16 8.56%

Disagree 16 8.56%
Neutral 26 13.90%
Agree 64 34.22%
Strongly agree 65 34.76%
Total 187 100.00%

40.00%

34.22% 34.76%
35.00%

30.00%

25.00% 1
2
20.00% 3
4
15.00% 13.90%
5

10.00% 8.56% 8.56%

5.00%

0.00%
Total

Analysis:
Here 50% of employees are agree that they are encourages from someone for their development.
13.90% are neutral about this. & 17.12% of employees are not agree with this they feel that they
don’t encourages with any one.

Interpretation:
Overall, the data suggests that a substantial portion of employees feel encouraged in their
development at work, with nearly 70% expressing agreement. However, it's important for
organizations to pay attention to the 17% who disagree or strongly disagree and work on
providing more support for their development. Additionally, the neutral responses may signal a
need for further investigation into the specifics of the support and encouragement provided in the
workplace to understand why some employees are ambivalent.

Q7. AT WORK, YOUR OPINIONS ARE SEEMS TO COUNT?

Strongly disagree 14 7.57%
Disagree 31 16.76%
Neutral 34 18.38%
Agree 72 38.92%
Strongly agree 34 18.38%
Total 185 100.00%

45.00%

40.00% 38.92%

35.00%

30.00%
1
25.00% 2
3
20.00% 18.38% 18.38%
16.76% 4
15.00% 5

10.00% 7.57%

5.00%

0.00%
Total

Analysis:
In this question more than 50% of employee are agree that they had that opportunities to share
their opinion & their opinion is count. There are 18.33% are neutral about this. But 7.57% and
16.76% are not agree for their opinion are get count in the hospital.

Interpretation:
Overall, the data suggests a relatively positive outlook, with a majority of respondents feeling
that their opinions are valued at work (combining the "Agree" and "Strongly Agree" responses).
However, there is still a significant minority who either disagrees or is neutral about the
importance of their opinions, which may indicate room for improvement in some workplaces to
ensure that all employees feel heard and valued.
Q8. THE MISSION / PURPOSE OF YOUR HOSPITAL MAKES YOU FEEL
YOUR JOB IS IMPORTANT?
Strongly disagree 4 2.14%
Disagree 5 2.67%
Neutral 12 6.42%
Agree 77 41.18%
Strongly Agree 89 47.59%
Total 187 100.00%

50.00% 47.59%
45.00%
41.18%
40.00%

35.00%

30.00% 1
2
25.00% 3
20.00% 4
5
15.00%

10.00%
6.42%
5.00% 2.14% 2.67%
0.00%
Total

Analysis:
Here more than 60% of employees are strongly agree and only agree because they well known
about vision & mission of the hospital, and they also feel that their job role is important. 6.42%
employees are neutral about this question. And less than 10% of employees are didn’t know the
vision and mission of the hospital and they also don’t know about their job responsibilities and
job importance.

INTERPRETATION:
Overall, the majority of respondents (nearly 89%) agree or strongly agree that the hospital's
mission or purpose makes them feel their job is important. This suggests that the hospital's
mission is effective in motivating and engaging its employees. However, it's important for the
hospital to pay attention to the smaller percentages of respondents who disagree, as their
perceptions may have a negative impact on their job satisfaction and performance. It may be
beneficial to explore ways to better communicate and connect the hospital's mission to these
employees.

Q9.YOUR ASSOCIATE (FELLOW EMPLOYEES) ARE COMMITTED TO

DOING QUALITY WORK?
Strongly disagree 5 2.70%
Disagree 11 5.95%
Neutral 15 8.11%
Agree 86 46.49%
Strongly agree 68 36.76%
Total 185 100.00%

50.00%
46.49%
45.00%

40.00%
36.76%
35.00%

30.00% 1
2
25.00% 3
20.00% 4
5
15.00%

10.00% 8.11%
5.95%
5.00% 2.70%
0.00%
Total

Analysis:
Here also more than 60% of employees are agree on that their associate or fellow employees are
doing quality work. 8.11% of employee are neutral about this question. And less than 10% of
employees are disagree on this question.

INERPRETATION
Overall, the data suggests that a significant portion of the employees (both "Agree" and
"Strongly Agree" combined) feel that their fellow employees are committed to doing quality
work. This is a positive sign for the organization as it indicates that a substantial part of the
workforce believes in the quality of work produced by their colleagues. However, there is a
minority that is either dissatisfied or neutral on this matter, and it may be important for the
organization to address their concerns and gather feedback to improve overall employee
satisfaction and quality of work.

Q10. YOU HAVE A BEST FRIEND AT WORK?

Strongly disagree 10 5.32%
Disagree 9 4.79%
Neutral 29 15.43%
Agree 51 27.13%
Strongly agree 89 47.34%
Total 188 100.00%

50.00% 47.34%
45.00%

40.00%

35.00%

30.00% 1
27.13%
2
25.00% 3
20.00% 4
15.43% 5
15.00%

10.00%
5.32% 4.79%
5.00%

0.00%
Total

Analysis:
Most of the employees are strongly agree on that they have a best friend on their work place.
That percentage is 27.13% & 47.34%. And 5.32% & 4.79% are not agree on that. It is happen
because of individual differences and work environment.

Interpretation:
Overall, it's apparent from the responses that a significant portion of the surveyed individuals
either has a best friend at work or values the concept of forming close friendships in the
workplace. Having strong workplace relationships can have several benefits, such as increased
job satisfaction, better collaboration, and improved overall well-being. It's also important for
organizations to recognize and promote positive workplace relationships to foster a healthy and
productive work environment.

Q11. IN THE LAST 6 MONTHS SOMEONE AT WORK HAS TALKED TO

YOU ABOUT YOUR PROGRESS?
Strongly Disagree 37 19.68%
Disagree 27 14.36%
Neutral 33 17.55%
Agree 50 26.60%
Strongly Agree 41 21.81%
Total 188 100.00%

30.00%
26.60%
25.00%
21.81%
19.68%
20.00%
17.55% 1
2
15.00% 14.36%
3
4
10.00% 5

5.00%

0.00%
Total

ANALYSIS:
37 respondents (19.68%) strongly disagree that someone at work has talked to them about their
progress in the last 6 months. This suggests a significant lack of communication or feedback. 27
respondents (14.36%) disagree, indicating that they feel their progress has not been discussed
adequately. 33 respondents (17.55%) are neutral, suggesting that they neither agree nor disagree
with the statement. 50 respondents (26.60%) agree that someone has discussed their progress. 41
respondents (21.81%) strongly agree, indicating a high level of satisfaction with the level of
communication and feedback about their progress.
Positive Sentiment: 48.41% of respondents are satisfied with the communication about their
progress.
Negative Sentiment: 34.04% of respondents express dissatisfaction with the communication
about their progress.

INTERPRETATION:
Interpreting these results, it's essential for the organization to consider improving communication
and feedback processes to ensure that employees are more engaged in discussions about their
progress, as this can lead to increased job satisfaction and performance.
Q12. AT WORK YOU HAVE/HAD OPPORTUNITIES TO LEARN AND
GROW?
Strongly disagree 9 4.76%
Disagree 10 5.29%
Neutral 16 8.47%
Agree 56 29.63%
Strongly agree 98 51.85%
Total 189 100.00%

60.00%

51.85%
50.00%

40.00%
1
29.63% 2
30.00% 3
4
20.00% 5

10.00% 8.47%
4.76% 5.29%

0.00%
Total

ANALYSIS:
Strongly Disagree (4.76%): A small percentage of respondents strongly disagree that they have
or had opportunities to learn and grow at work. This suggests that a small portion of employees
in the surveyed group feel that their workplace doesn't provide them with chances to develop or
advance in their careers. Neutral (8.47%): A significant portion of respondents is neutral,
indicating that they are unsure or have mixed feelings about the opportunities for learning and
growth at work. This could mean that the organization's efforts in this area might not be very
clear or consistent. Strongly Agree (51.85%): The largest portion of respondents strongly agrees
with the statement. This indicates that a majority of employees feel that their workplace offers
them ample opportunities for learning and growth. It suggests that the organization is doing a
good job in this aspect.

INTERPRETATION:
The majority of employees in this survey appear to be content with the opportunities for learning
and growth at their workplace. However, the organization should not ignore the small percentage
of negative responses and should work on addressing any areas of concern to create a more
inclusive and engaging work environment.
 CHAPTER NO-5
FINDING, SUGGESTION AND CONCLUSION
FINDING
 Most surveyed individuals understand their job expectations, reflecting positively on
organizational communication and management.

 A majority have the necessary materials and equipment for work, but a minority lacks
access.

 Many feel they can do their best every day at work, though some do not share this
sentiment.

 While many feel acknowledged and appreciated, some still feel unnoticed or partially
recognized.

 A significant majority feel cared for by supervisors or colleagues, but some express
dissatisfaction.

 Some employees do not feel their opinions are valued at work, highlighting the need for a
culture that respects all inputs.

 The hospital's mission is closely linked to the importance of most employees' jobs.

 A portion of employees does not find their job's importance connected to the hospital's
mission.

 There is generally a positive perception of employee commitment to quality work, but

room for improvement exists.

 The findings provide insights into the prevalence of best friendships among employees in
the workplace.

 Communication and feedback on progress at work could be improved to enhance

employee engagement and support.
  Many employees have a positive view of opportunities for learning and growth,
indicating strong support for professional development.

SUGGESTION
Based on the observations and findings, the researcher would like to suggest the following
improvements in the hospital.
Improve Clarity of Job Expectations: Address concerns from employees who are neutral or in
disagreement about their understanding of job roles and responsibilities. This can be achieved
through better communication and management of job expectations.
Enhance Job-Role Alignment: Explore ways to enhance job-role alignment to ensure that
employees can leverage their strengths and do what they do best every day at work.
Recognize and Appreciate Employees: Take steps to address the feelings of being unnoticed or
only partially recognized among some employees. This can include recognition programs and
efforts to boost workplace morale and satisfaction.
Improve Care and Support: Identify areas where support from supervisors or colleagues can be
improved to ensure that all employees feel cared for as individuals. Conduct follow-up surveys
or interviews to better understand the dynamics at play.
Foster a Culture of Inclusivity: Focus on fostering a workplace culture that values and respects
the input of all employees, as there is a significant portion that doesn't feel their opinions are
valued at work.
Enhance Communication and Feedback: Improve communication and feedback mechanisms
to ensure that all employees feel engaged and supported in their roles. Address concerns related
to discussions about progress at work and work-related feedback.
These suggestions aim to enhance employee satisfaction, engagement, and productivity while
promoting a positive and inclusive workplace culture.
 CONCLUSION
Kolhapur Cancer Centre is an esteemed hospital in cancer treatment in Kolhapur. Employee
engagement in hospitals is a critical factor that directly impacts the quality of patient care and
overall organizational success. In conclusion, fostering a culture of employee engagement in
healthcare settings is not only beneficial but essential. When hospital employees are engaged,
they are more likely to provide better patient care, demonstrate increased job satisfaction, and
contribute to improved operational efficiency. The benefits of employee engagement extend
beyond the hospital walls, positively impacting patient outcomes, staff retention, and the
hospital's reputation within the community.

To promote employee engagement in hospitals, healthcare organizations should focus on

providing opportunities for professional development, open communication channels, and
recognition programs. Investing in employee well-being, ensuring a safe and supportive work
environment, and involving staff in decision-making processes can further enhance engagement
levels.

In a hospital environment, where the well-being and lives of patients are at stake, the importance
of employee engagement cannot be overstated. It is an investment that not only benefits the
employees themselves but, most importantly, the patients who depend on the quality of care
provided by a dedicated and engaged healthcare workforce.
 BIBILOGRAPHY
Reference Books:
1. Guptha C.B, Human Resource Management, Sultan Chand & New Delhi, 2005.
2. Aquinas P.C Human Resource Management: Principles & Practice, Vikas Publishing House
Indian PVT.LTD, New Delhi, 2013.

Websites:
https://www.kolhapurcancercentre.com/
APPENDICES
 QUESTIONNAIRE
Q1. YOU KNOW WHAT IS EXPECTED FROM YOU AT WORK.
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very Agree

Q2. YOU HAVE THE MATERIALS AND EQUIPMENT YOU NEED TO

DO YOUR WORK RIGHT?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q3. AT WORK, I HAVE THE OPPORTUNITY TO DO WHAT I DO BEST

EVERY DAY?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q4. IN THE LAST SEVEN DAYS, YOU HAVE RECEIVED

RECOGNITION OR PRAISE FOR DOING GOOD WORK?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree
Q5. YOU’RE SUPERVISIOR OR SOMEONE AT YOUR WORK, SEEMS
TO CARE ABOUT YOU AS A PERSON?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q.6 THERE IS SOMEONE AT WORK, WHO ENCOURAGES YOUR

DEVELOPMENT?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q7. AT WORK, YOUR OPINIONS ARE SEEMS TO COUNT?

1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q8. THE MISSION / PURPOSE OF YOUR HOSPITAL MAKES YOU FEEL

YOUR JOB IS IMPORTANT?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q9.YOUR ASSOCIATE (FELLOW EMPLOYEES) ARE COMMITTED TO

DOING QUALITY WORK?
1. Very disagree
2. Disagree
3. Neutral
 4. Agree
5. Very agree

Q10. YOU HAVE A BEST FRIEND AT WORK?

1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q11. IN THE LAST 6 MONTHS SOMEONE AT WORK HAS TALKED TO

YOU ABOUT YOUR PROGRESS?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree

Q12. AT WORK YOU HAVE/HAD OPPORTUNITIES TO LEARN AND

GROW?
1. Very disagree
2. Disagree
3. Neutral
4. Agree
5. Very agree