




































American International Journal of Multidisciplinary Scientific Research 

Vol. 1, No. 1; 2018  

                                            Published by Centre for Research on Islamic Banking & Finance and Business, USA 

 

 

7 

 

Work Place Related Issues in Health Sector: An Empirical Study 

With Reference To Selected Hospitals 
 

 

K. Roja
1
, G.D.V.Kusuma

2
 & B. Ravi Kumar

3 

 

1
Department of MBA - Godavari Institute of Engineering and Technology, India 

2
Research Scholar - Rayalaseema University, India 

3
Department of MBA - Amrita Sai Institute of Science and Technology, India 

 
Correspondence: B. Ravi Kumar, Department of MBA - Amrita Sai Institute of Science and Technology, India, 
Email: ravi9949418650@yahoo.com 
 

 

Received:  July 27, 2018                           Accepted: August 10, 2018                  Online Published: August 7, 2018                     

          

Abstract 

The condition of working women in India as well as in the entire world in general is considered to be very 

distressing. Working women in general are subject to discrimination at various levels. The problems and difficulties 

of working women are multi-dimensional, varying from woman to woman at personal level, and section to section at 

general level and hence need to be analyzed in depth. There are very serious problems of wages, employment, 

income and standard of living and sexual harassment among working women. They are not able to get any 

advantage of social security schemes. Due to their ignorance and illiteracy they are not benefited from present 

welfare schemes. There has indeed been a growing realization that the women workers form an integral part of the 

process of national development. This has made the government make continuous effort to give women workers a 

better deal in spheres of work and to recognize their contribution to the socio-economic development of the Country. 

However, what has been done remains a drop in the ocean and the women worker remain exploited and unprotected 

working hours, conditions of work, wages, types of job and other situation is still not favorable to women workers. 

Women workers have many problems and problems of working women are more serious and server. The present 

study is an attempt to portray the work related issues in selected hospitals (i.e. GEMS, KIMS, RIMS, GMR). 

 

Keywords: Appearance, Hospitals, Modern Equipment, Working Hours 

 

1. Introduction 

The Statement of the American Nurses Association for the Institute of Medicine's Committee on Work Environment 

for Nurses and Patient Safety reported that the conducive work environment should first enable nurses with 

decision-making authority and professional autonomy at the point of care delivery and in all areas where decisions 

related to care delivery are made. Second, provide safe and appropriate nurse staffing levels. Third, all healthcare 

facilities and agencies should be required to participate in the collection and external reporting of standardized 

nursing-sensitive data - both to assess the sufficiency of staffing and to quantify the safety and quality of care for 

consumers and payers. Fourth, it is time to actively invest in research around staffing, fatigue, safety, and outcomes.  

2. The Hospital has Modern Looking Equipment  

Modern Hospitals need to address improving the patient experience not as a short term fix but as a long term 

strategic goal that leads to continued growth. “Improving patient satisfaction is a key to future survival,” says Irwin 

Press (Improving the patient experience in healthcare organizations can lead to higher quality care, more satisfied 

staff, fewer preventable medical mistakes, fewer malpractice, law suits and an improved financial bottom line. It 

also can lead to significant competitive growth strategy word of mouth publicity about how a hospital maintains its 

relationships with patients can either increase visits or send potential patients to another hospital. The manner and 

environment in which care is delivered, how well a doctor explains the treatment, how a nurse administers 

medication, the level of noise, all contribute to a patients care experience. Thus, to promote change in the 



www.cribfb.com/journal/index.php/aijmsr           American International Journal of Multidisciplinary Scientific Research           Vol. 1, No. 1; 2018 

8 

 

performance of health care personnel strategies that focus on the environment in which the workers practice must be 

considered. The main challenge is to continue to maintain or improve the quality of the care provided and maintain, 
or even expand, the comprehensiveness of health service coverage, while simultaneously introducing changes in 

care delivery or service mix (Michael Pfeil 2003) necessitated by reduced budgets (Janne D, unham-Taylor and 

Joseph Z.Pinczuk, 2004, John R Welch and Brain H.Kleiner, 1995).  

 

Table 1. The Hospital Has Modern Looking Equipment 

From the above Table exhibits about the hospital has modern looking equipment has shown the results of four 

hospitals are GEMS, KIMS, RIMS, GMR. In the four hospitals strongly Disagree are 12.05%, Disagree are 15.29%, 

Neutral are 7.05%, Agree are 44.70%, Strongly Agree are 20.88%. In GEMS the respondents Strongly Agree are 

20%, Agree are 41.67%, Neutral are 8.33%, Disagree are 13.33% and strongly Disagree are 16.67%.  In KIMS the 

respondents Strongly Agree are 20%,  Agree with 30%,  Neutral are 10%, Disagree are 18%, and Strongly Disagree 

are 22%.  In RIMS  the respondents Strongly Agree are 24%,  Agree with 56.67%,  Neutral are 6%, Disagree are 

10% and Strongly Disagree are 3.33%.  In GMR the respondents Strongly Agree with 16.25%, Agree are 33.75%,   

Neutral 6.25%, Disagree are 25% and Strongly Disagree are 18.75% 

3. Personnel in the Hospitals Are Neat in Appearance  

"The Nursing Work Environment" Iowa Nurse Reporter states that some of the work related and patients related 

issues like duration of stay, nursing jobs have been restructured to reduce costs, including substitution of less skilled 

staff for bedside nurses; more frequent turnover of patients, which increases workload for nurses; high turnover of 

nursing staff, which results in employees who are less familiar with work processes; shifts longer than 8 hours in 

both hospitals and nursing homes, both due to then using staff’s desire to increase compensation and have more 

scheduling flexibility, and as a result of employers mandating overtime; more interruptions and paper work to meet 

insurance and regulatory requirements, as well as administrative and clinical requirements of health care 

organizations; an expanding array of treatments, interventions and drug therapies that are being introduced at an ever 

increasing pace. Further, these issues concentrated in terms of work design (what people do) and physical work 

environments; workforce capacity or how the workforce is deployed; the safety culture of heath care organizations, 

e.g. amount of vigilance related to detecting and redressing errors; and management practices and leadership. As 

hospitals face an increasingly complex list of challenges (e.g. aging population, cost pressures, and increasing 

concerns for patient safety) there is much to be gained by applying the rich knowledge base from the field of 

operations management to many of these problems. 

 

Table 2. Personnel in Hospitals Are Neat in Appearance  

From the above Table exhibits about Personnel in hospitals are neat in appearance has shown the results of four 

hospitals are GEMS, KIMS, RIMS, GMR. In the four hospitals strongly Disagree are 12.94%, Disagree are 11.76%, 

Neutral are 8.82%, Agree are 33.23%, Strongly Agree are 30.29%. In GEMS the respondents Strongly Agree are 

S. No. Opinion Public  Private  

Total  GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 10 16.67 11 22 5 3.33 15 18.75 41 12.05 

2. Disagree 8 13.33 9 18 15 10 20 25 52 15.29 

3. Neutral 5 8.33 5 10 9 6 5 6.25 24 7.05 

4. Agree 25 41.67 15 30 85 56.6 27 33.75 152 44.70 

 5. Strongly Agree 12 20 10 20 36 24 13 16.25 71 20.88 

 Total  60 100 50 100 150 100 80 100 340 100 

SL. No.  

Opinion 

Public  Private  

Total GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 10 16.67 07 14 17 11.33 10 12.5 44 12.94 

2. Disagree 08 13.33 06 12 16 10.67 10 12.5 40 11.96 

3. Neutral 08 13.33 05 10 11 7.33 06 7.5 30 8.82 

4. Agree 08 13.33 13 26 69 46 23 28.75 113 33.23 

 5. Strongly Agree 26 43.33 19 38 37 24.67 21 26.25 103 30.29 

 Total  60 100 50 100 150 100 80 100 340 100 



www.cribfb.com/journal/index.php/aijmsr           American International Journal of Multidisciplinary Scientific Research           Vol. 1, No. 1; 2018 

9 

 

43.33%, Agree are13.33%, Neutral are 13.33%, Disagree are 13.3% and Strongly Disagree are 16.67%.  In KIMS 

the respondents Strongly Agree are 38%, Agree are 26%, Neutral are 10%, Disagree are 12%, and Strongly Disagree 

are 14%.In RIMS the respondents Strongly Agree are 24.67%, Agree are 46%, Neutral are 7.33%, Disagree are 

10.67% and strongly Disagree are 11.33%.  In GMR the respondents Strongly Agree are 26.25%, Agree are 28.75%,   

Neutral 7.5%, Disagree are 12.5% and Strongly Disagree are 12.5%. 

4. There Is a Flexible Working Hour 

The employees prefer to work a fixed number of hours in a day /week/ month. This is because the staff would like to 

spend quality time with their family. However, it is not supported many a time due to heavy work load and shortage 

of staff. In this situation the staff has to work either over time or longer hours. Sometimes the staff does not get a 

weekly off or weekly holidays. All these issues have an influence on the work life. 

 

Table 3. There is a flexible working hours 

 

From the above Table exhibits about There is flexible working hours have shown the results of four hospitals are 

GEMS, KIMS, RIMS, GMR. In GEMS the respondents are Strongly Agree are 26.67%, Agree are 30%, Neutral are 

11.7%, Disagree are 28.3% and Strongly Disagree are 3.3%. In KIMS the respondents are Strongly Agree are 44%, 

Agree are 20%, Neutral are 10.0%, Disagree are 22%, and Strongly Disagree are 4%.  In RIMS the respondents are 

Strongly Agree are 20%, Agree are 31.33%, Neutral are 11.3%, Disagree are 28% and Strongly Disagree are 2.7%.  

In GMR the respondents are Strongly Agree are 40%, Agree are 18.75%,   Neutral 13.8%, Disagree are 25% and 

Strongly Disagree are 2.5%. 

5. The Hospitals Considers Their Best at Heart  

Organizational learning has been defined as a process of improving organizational actions through better knowledge 

and understanding. One can say that an organization has learned when it changes its activities in response to new 

knowledge or insight, typically resulting in improved performance An organization that establishes the environment 

where the knowledge shared mutually/continued professional development is ensured is called a learning 

organization. Healthcare is one of the most knowledge-intensive industries in any country. So it is essential that 

work environments support ongoing learning and the continuous development and use of employees’ knowledge. 

This expands our thinking beyond training programs to consider how skills and knowledge are continuously 

renewed on the job-what is often called a “learning based work environment: use of skills, knowledge, and abilities; 

being able to take initiative; and learning new ways to do one’s job better. 

 

Table 4. The Hospital Consider Their Interest Best At Heart  

 

From the above Table explicit about the hospital consider their interest best at heart has shown the results of four 

hospitals are GEMS, KIMS, RIMS, GMR. In the four hospitals strongly Disagree are 5.58%, Disagree are 12.94%, 

Neutral are 8.82%, Agree are 33.23%, Strongly Agree are 30.29%. In GEMS the respondents Strongly Agree are 

 

SL. 

No. 

 

Opinion 

Public   Private  

Total GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 02 3.3 02 4.0 04 2.7 02 2.5 10 2.94 

2. Disagree 17 28.3 11 22.0 42 28 20 25 90 26.47 

3. Neutral 07 11.7 05 10.0 17 11.3 11 13.8 40 11.76 

4. Agree 18 30 10 20 47 31.33 15 18.75 90 26.47 

 5. Strongly Agree 16 26.67 22 44 30 20 32 40 100 29.41 

 Total  60 100 50 100 150 100 80 100 340 100 

 

SL. 

No. 

 

Opinion 

Public  Private  

Total GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 0 0 06 12 13 8.67 0 0 19 5.58 

2. Disagree 10 16.67 08 16 17 11.33 09 11.25 44 12.94 

3. Neutral 06 10 07 14 10 6.67 05 6.25 28 8.23 

4. Agree 31 51.67 16 32 75 50 26 32.5 148 43.52 

 5. Strongly Agree 12 21.67 13 26 35 23.33 22 27.5 83 24.41 

 Total  60 100 50 100 150 100 80 100 340 100 



www.cribfb.com/journal/index.php/aijmsr           American International Journal of Multidisciplinary Scientific Research           Vol. 1, No. 1; 2018 

10 

 

21.67%, Agree are 51.67%, Neutral are 10%, Disagree are 16.67% and strongly Disagree are nil.  In KIMS the 

respondents Strongly Agree are 26%,  Agreeare32%,  Neutral are 14%, Disagree are 16%, and Strongly Disagree are 

12%.  In RIMS the respondents Strongly Agree are 23.33 Agree are50%, Neutral are 6.67%, Disagree are 11.33% 

and Strongly Disagree are 8.67%.  In GMR the respondents Strongly Agree are 27.5%, Agree are 32.5%, Neutral are 

6.25%, Disagree are 11.25% and strongly Disagree are nil. 

6. When the Employee Has a Problem the Hospital   Shows the Sincere Interest in Solving It 

In knowledge-based organizations, it is essential for managers to tap into employees’ ideas and provide 

opportunities for them to contribute to decisions affecting their work lives. Involving employees in these ways 

benefits performance and gives employees a much greater sense of “ownership” about their jobs and the 

organization’s goals particularly those that concentrate on workplace safety, service improvement, work process 

improvement, team effectiveness, workplace health promotion, and work-life improvement. 

Table 5. When the Employee Have a Problem the Hospital Shows a Sincere Interest in Solving It 

From the above Table explicit about the hospital consider their interest best at heart has shown the results of four 

hospitals are GEMS, KIMS, RIMS, GMR. In the four hospitals strongly Disagree are 6.47%, Disagree are 26.47%, 

Neutral are 14.70%, Agree are 35.29%, Strongly Agree are 17.64%.In GEMS the respondents Strongly Agree are 

36.7%, Agree are 18.3%, Neutral are 15%, Disagree are 25% and Strongly Disagree are 5%.  In KIMS the 

respondents Strongly Agree are 38%,  Agree are16%,  Neutral are 14%, Disagree are 26%, and Strongly Disagree 

are 6%.  In RIMS the respondents Strongly Agree are 35.3%, Agree are 18%, Neutral are 14%, Disagree are 26.7% 

and Strongly Disagree are 6%.  In GMR the respondents Strongly Agree are 32.5%, Agree are 17.5%,   Neutral 

16.3%, Disagree are 27.5% and Strongly Disagree are 6.3%. 

7. The Employee Have Freedom in Carrying Out Their Work Activities 

This refers to the number of people reporting to a single manager, supervisor or leader. Span of control may be 

influenced by the degree to which the staff performs similar functions, geographical proximity and the degree to 

which direction; control and co-ordination are required by staff. It describes the number of ‘layers’ in the hierarchy 

of an organization and has been the subject of debate among organizational theorists for many years concludes that 

there is evidence to suggest that span of control influences performance measures that have been found to affect 

patient outcomes. It also has a moderating effect between leadership and performance, with wider spans of control 

appearing as detrimental to the relationship between managers and staff. The review argues that there is a need to 

develop an instrument for measuring span of control.  

Table 6. The Employee Have Freedom in Carrying Out at Work Activities 

 

 

From the above Table describes about If the employee has freedom in carrying out at work activities has shown the 

results of four hospitals are GEMS, KIMS, RIMS, GMR. In the four hospitals strongly Disagree are 11.76%, 

Disagree are 17.64%, Neutral are 5.88%, Agree are 38.8%, Strongly Agree are 25.88%.In GEMS the respondents 

 

SL. 

No. 

 

Opinion 

Public Private  

Total 

 GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 03 05 03 6.0 09 6.0 05 6.3 22 6.47 

2. Disagree 15 25 13 26 40 26.7 22 27.5 90 26.47 

3. Neutral 09 15.0 07 14.0 21 14.0 13 16.3 50 14.70 

4. Agree 22 36.7 19 38.0 53 35.3 26 32.5 120 35.29 

 5. Strongly Agree 11 18.3 08 16.0 27 18 14 17.5 60 17.64 

 Total 60 100 50 100 150 100 80 100 340 100 

 

SL. 

No. 

 

Opinion 

Public  Private  

Total GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 08 13.3 05 10.0 18 12.0 09 11.3 40 11.76 

2. Disagree 09 15.0 10 20.0 25 16.7 16 20.0 60 17.64 

3. Neutral 04 6.7 02 4.0 10 6.7 04 5.0 20 5.88 

4. Agree 30 50 26 52 55 36.67 21 26.25 132 38.8 

 5. Strongly Agree 09 15 7 14 42 28 30 37.5 88 25.88 

 Total  60 100 50 100 150 100 80 100 340 100 



www.cribfb.com/journal/index.php/aijmsr           American International Journal of Multidisciplinary Scientific Research           Vol. 1, No. 1; 2018 

11 

 

Strongly Agree are 17%, Agree are 50%, Neutral are 6.7%, Disagree are 15% and Strongly Disagree are 13.3%.  In 

KIMS the respondents Strongly Agree are 14%, Agree are 52%, Neutral are 4%, Disagree are 20%, and Strongly 

Disagree are 10%.  In RIMS the respondents Strongly Agree are 28%,  Agree are 36.67%,  Neutral are 6.7%, 

Disagree are 16.7% and Strongly Disagree are 12%.  In GMR the respondents Strongly Agree are 37.5%, Agree are 

26.25%, Neutral are 5%, Disagree are 20% and strongly Disagree are 11.3%. 

8. Does the Employee Resolve Problem in Arising Their Work? 

The psychosocial work conditions has been defined as psychological work demands, influence and control over 

work, good contact with and support from supervisor and fellow workers, stimulation from work and opportunities 

for development. The major psychological conditions which affect the work environment are stress and emotional 

strain, physical strain, competence, work satisfaction, quality of care etc. The current work load, work distribution, 

duty scheduling shall create more or less physical strains for the staff. To address all these issues classic and 

contemporary theories of work motivation, can be taken as support. From social psychological, social cognitive, 

organizational behavior and nursing literatures, a meta-theoretical model of nurses work motivation can be 

developed.  

Table 7. Does the Employee Resolve the Problem in arising Their Work? 

From the above Table designs about the employee has to resolve the problem in arising their work has shown the 

results of four hospitals are GEMS, KIMS, RIMS, GMR. In the four hospitals strongly Disagree are 12.94%, 

Disagree are 12.35%, Neutral are 8.82%, Agree are 44.11%, Strongly Agree are 21.76%. In GEMS the respondents 

are Strongly Agree are 33.33%, Agree are 20%, Neutral are 10%, Disagree are 11.67% and Strongly Disagree are 

25%.In KIMS the respondents Strongly Agree are 20%,  Agree are 40%,  Neutral are 10%, Disagree are 16%, and 

Strongly Disagree are 14%.  In RIMS the respondents Strongly Agree are 17.33%, Agree are 56.67%,  Neutral are 

6%, Disagree are 13.33% and Strongly Disagree are 6.67%.  In GMR the respondents Strongly Agree with 22.5%, 

Agree are 41.25%,   Neutral 12.5%, Disagree are 8.75% and Strongly Disagree are 15%.  

References 

Allen D. (2007).What do you do at work? Profession building and doing nursing, International Nursing Review,54, 

41-48. 

Ellen G Lanser.(2001). A model workplace: creating an effective nursing environment-tips for maximizing nurses’ 

professional potential. Health care Executive,16(4). 

Garry Gelade and Patrick Gilbert.(2003).Work Climate and Organizational Effectiveness: The Application of Data 

Envelopment Analysis in Organizational Research.Organizational Research Methods, 6(482), Sage 

Publications. 

Graham S Lowe. (2006).Creating quality work environment: Results from the HSAA 2006 Work environment 

survey. The Graham Lowe Group INC. Alberta. 

Heather K Spence Lascbinger, Joan Almost and Donnalene Tuer-Hodes. (2003). Workplace empowerment and 

Magnet Hospital Characteristics making the link” Journal of Nursing Administration,33(7/8). 

Henna Hassan.(2006).Nursing Staff Competence, Psychosocial Work Environment and Quality of Elderly Care: 

Impact of an Educational Intervention” ICN/FNIF “The Global Nursing Shortage: Priority Areas for 

Intervention. International Council of Nurses, 3, place Jean-Marteau, 1201 Geneva (Switzerland). 

J Springett and L.Dugdill.(1995).Workplace health promotion programmes: towards a framework for 

evaluation.Health Education Journal,54(88). 

Karin Newman and Uvanney Maylor.(2002).Empirical evidence for the nurse satisfaction, quality of care and 

Patient satisfaction chain” ” International Journal of Healthcare Quality Assurance, 15(2) , 80-88. 

SL. 

No. 

Opinion Public Private  

Total  GEMS KIMS RIMS GMR 

F % F % F % F % F % 

1. Strongly Disagree 15 25 7 14 10 6.67 12 15 44 12.94 

2. Disagree 7 11.67 8 16 20 13.33 7 8.75 42 12.35 

3. Neutral 6 10 5 10 9 6 10 12.5 30 8.82 

4. Agree 12 20 20 40 85 56.6 33 41.25 150 44.11 

 5. Strongly Agree 20 33.33 10 20 26 17.33 18  22.5 74 21.76 

 Total  60 100 50 100 150 100 80 100 340 100 



www.cribfb.com/journal/index.php/aijmsr           American International Journal of Multidisciplinary Scientific Research           Vol. 1, No. 1; 2018 

12 

 

Karol Joenks.(2005). INR Features.The Nursing Work Environment. Iowa Nurse Reporter. 

Katherine H Shaver and Linda M Lacey. (2003). Job and career satisfaction among staff nurses” Journal of Nursing 

Administration,33 (3). 

L Dugdill and J Springett.(1994).Evaluation of Workplace health promotion: a review. Health Education Journal, 

53(337),Sage Publications. 

Melanie Lavoie-Tremblay.(2004).Creating Healthy Workplace, A participatory Organisational Intervention. 

Journal of Nursing Administration.34(10),469-474. 

 

 

Copyrights 

Copyright for this article is retained by the author(s), with first publication rights granted to the journal. 

This is an open-access article distributed under the terms and conditions of the Creative Commons Attribution 

license (http://creativecommons.org/licenses/by/4.0/) 

 


