DOI: http://dx.doi.org/10.18203/2320-6012.ijrms20200782

Employee recognition policies and programs for medical and non medical staff in a public and a private hospital in a metropolitan city of India: a comparative study

Vijay Kumar Tadia, Harikant Singh

Abstract


Background: Employee recognition has been linked to such positive outcomes as job satisfaction, organizational and career commitment, cohesion and collaboration, and perceived organizational support. A lack of meaningful recognition has been linked to negative outcomes such as absenteeism and turnover, stress and burnout, and decreased quality of patient care.

Methods: A comprehensive descriptive and comparative cross-sectional study on employee recognition policies and programs for medical and non-medical staff in a public and a private hospital in India was conducted from April 2012 to October 2012. A 200 bedded public hospital with the staff strength of 140 and a 110 bedded private hospital with total staff strength of 160 participated in the study.

Results: There were no doctors or technicians who did not enjoy their job. There were small number of nurses who didn’t enjoy the job (8% and 10% in public and private hospital respectively). For housekeeping staff, there was much variability in the option for, “Somewhat Enjoy” from 14% to 45% in public and private hospital respectively. Majority of doctors (87.5% and 80%) in public and private hospital respectively, were unhappy with the workload of their job. Also, significant number of nurses (44% and 27.5%) and technicians (20% and 20%) in public and private hospital respectively, were unhappy with the workload of their job.

Conclusions: It is well established that good salary structure, good promotion opportunities and good training is important for employee satisfaction, but employee recognition also plays an important role.


Keywords


Employee recognition, Feedback, Job Satisfaction, Motivation

Full Text:

PDF

References


Psychological Associates and DAISY Foundation. Literature Review on Meaningful Recognition in Nursing. 2009.

Yafe SA. Assessing job satisfaction level of employees in a tertiary care hospital-a tool for talent retention. Inter J Multidiscipl Res. 2011;1(8):494-507.

Job Satisfaction. Available at: https://shodhganga.inflibnet.ac.in/bitstream/10603/142720/10/10_chapter-4.pdf. Accessed 3 January 2020.

Nagabhaskar M. Motivational factors of employee retention and engagement in organizations. Inter J Develop Res. 2014;4(2):221-4.

Alshmemri M, Shahwan-Akl L, Maude P. Herzberg’s Two-Factor Theory. Life Sci J. 2017;14(5):12-6.

Damij N, Levnajić Z, Skrt VR, Suklan J. What motivates us for work? Intricate web of factors beyond money and prestige. PLoS One. 2015 Jul 15;10(7).

John-Franklin N, Mandela N. Job satisfaction as experienced by doctors in public sector hospitals in Port Elizabeth. 2006. Available at: https://pdfs.semanticscholar.org/0175/a3b0ed0737fd00be807605c4748c3616f46f.pdf. Accessed 3 January 2020.

AACN standards for establishing and sustaining healthy work environments A Journey to Excellence. 2nd ed. 2016. Available at: www.aacn.org. Accessed 5 January 2020

Daniel TA, Metcalf GS. The fundamentals of employee recognition: Introduction-Rewards Get Results. 2005.

Singh AP, Dangmei J. Acquiring employee engagement to achieve high quality of care in primary health care of India. Inter J Manage Soc Sci. 2016;4(5):165-8.