Employee Retention and Engagement Practices in the Healthcare Sector: A Study On Medica Super-specialty Hospital, Kolkata

Prof. Indranil Mutsuddi

doi:https://doi.org/10.51768/dbr.v17i1.171201616

Submit Manuscript Login / Register Subscribe

Home Page

Editorial Board Members

Mission, Aims & Scope

Current Issue

Employee Retention and Engagement Practices in the Healthcare Sector: A Study On Medica Super-specialty Hospital, Kolkata

Indranil Mutsuddi

Vol 17 , Issue 1 , January - June 2016 | Pages: 65-78 | Research Paper

https://doi.org/10.51768/dbr.v17i1.171201616

Published Online: January 04, 2016

Author Details ( * ) denotes Corresponding author

1. * Indranil Mutsuddi, Assistant Professor, Department of Human Resources, Amity Global Business School, Amity University, Noida, Uttar Pradesh, India (indranil.mutsuddi74@gmail.com)

Purpose: Employee retention and engagement had attracted tremendous attention in management research in recent times. Although research evidence are abundant in sectors like IT/ITEs,

retail, financial services comprehensive studies with respect to the healthcare sector are yet to be presented for policy makers and management researchers. Taking this perspective into consideration, an attempt had been made in the present study to identify the casual factors influencing employee retention and engagement in the healthcare sector with special reference to Medica Super Specialty Hospitals, Kolkata, a leading healthcare service provider and hospital chain in Eastern India. The study establishes a model based on empirical findings depicting interrelationships between employee job engagement and factors like job attractiveness, employee participation, fair compensation and supervisor relations.

Design/Methodology/Approach: The study had used the descriptive research design. Regarding the population 100 employees (working in the Medica Super Specialty Hospital, Kolkata) were considered. The sample size constituted 31 employees from various departments. Data regarding employee perceptions on employee retention and engagement practices were collected by using Convenience Sampling method.

Findings: The study had shown that employee participation was considered to have had the highest impact on respondent perception regarding employee retention and engagement. This was followed by, fair Compensation and Supervision Relations. Perception on job engagement is having significant correlation with job attractiveness and employee participation. Fair compensation had significant correlation with participation supervision relations had significant correlations with Participation.

Research Limitations/Implications: Due to time constraint and administrative issues of the organization, the sample size had to be restricted to 31. With Medica Super Specialty Hospitals spreading its operations across the state of West Bengal and other cities in the Eastern India, the study could be extended on a wider scale in order to have a clear map of the organization’s retention and employee engagement perspective.

Practical Implications: The study could form the basis of a wider research in emerging issues of employee retention like social antecedents and organizational culture perspectives which had remained under researched till date.

Originality/Value: The paper being truthfully original could be deemed to be a valuable input in terms of adding knowledge in employee retention research literature particularly in the Indian Context.

Keywords

Job Engagement, Job Attractiveness, Participation, Fair Compensation, Supervisor Relations, Health Care Sector, Medica Super-specialty hospital.

Blessing White (2008). The employee engagement equation in India. Presented by Blessing White and HR Anexi. Retrieved on from http://www.blessingwhite.com. Accessed on June 15, 2015.
Chartered Institute of Personnel and Development (CIPD) (2006). Reflections on employee engagement: Change agenda. CIPD: London. Retrieved from http://www.cipd.co.uk/changeagendas. Accessed on June 10, 2015.
Dernovsek, D. (2008). Creating highly engaged and committed employee starts at the top and ends at the bottom line Credit Union Magazine, May 2008. Credit Union National Association, Inc.
Development Dimensions International (DDI) (2005). Predicting Employee Engagement MRKSRR12-1005 Development Dimensions International, Inc., MMV. Retrieved from http://www.ddiworld.com. Accessed on July 03, 2015.
Ellis, C.M., & Sorensen, A. (2007). Assessing employee engagement: The key to improving productivity. Perspectives, 15(1), The Segal Group, Inc.
Erickson, T.J. (2005). Testimony submitted before the US Senate Committee on Health, Education, Labour and Pensions, May 26. Retrieved from www.help.senate.gov/imo/media/doc/loonin1.pdf. Accessed on June 15, 2015.
Fernandez, C.P. (2007). Employee engagement. Journal of Public Health Management and Practice, 13(5), 524-526.
Ford, R.N. (1973). Job enrichment lessons for AT&T. Harvard Business Review. 51(1), 96-106.
Human Resources (2007). Research: Employee engagement ROI-rules of engagement. Retrieved from http://global.factiva.com/ha/default.aspx. Accessed on June 28, 2015.
Kumar, V., & Singh, A.K. (2013). Spiritually aligned employee engagement scale and its impact applying structural equation modeling, DSM Business Review, 5(1), 53-84.
Macey, W.H., & Schneider B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3-30.
Markos., S., & Sridevi, M.S., (2010). Employee engagement: The key to improving performance, International Journal of Business and Management, 5(12), 89-96.
Pareek, U., & Rao, T.V., (1990). Performance Coaching, Annual Handbook for Group Facilitator. La Jola, CA: University Associates, 249-263.
Penna (2007). Meaning at Work Research Report. Retrieved from http:// www. e-penna.com/ newsopinion/research.aspx. Accessed on July 10, 2015.
Perrin, T. (2003). Working Today: Understanding What Drives Employee Engagement The 2003 Towers Perrin Talent Report U.S. (2008). Report. Retrieved from http://www.towersperrin.com/tp/getwebcachedoc? Webc = HRS/USA/2003/200309/Talent_2003.pdf. Accessed on June 30, 2015.
Rafferty, A.M., Maben J., West E., & Robinson D. (2005). What makes a good employer? Issue Paper 3, International Council of Nurses Geneva.
Rao, T.V. (1998). Survey Feedback as OD Intervention: Some experiences in Ramnarayan, S., Rao, T.V., & Singh, K. (Eds.), Organization Development Interventions and Strategies, Response Books, New Delhi, 196-210.
Robinson D., Perryman S., & Hayday S. (2004). The Drivers of Employee Engagement Report 408, Institute for Employment Studies, UK. Retrieved from www.employment-studies.co.uk/system/files/resources/files/408.pdf. Accessed on June 30, 2015.
Singh, A.K. (2002). Accounting for human resource: Acquisition, development and retention, Delhi: Society for Human Transformation & Research.