Shahabuddin Medical College Hospital (SMCH) – A Birds Eye View

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1.1 About Organization:

Shahabuddin Medical College Hospital is well set for its methodical Medicare support and it is regarded as one of the best, modern private Hospitals in Dhaka Bangladesh. The physical set up of the Hospital is in a posh area of the Capital City. It is situated at Gulshan-2, the most prestigious and secured area of the city which is also a most convenient place where one can visit at any time of the hour.

A modern ten storied building having 120,000 sft. floor area housed with world class fittings, most modern technical supports, latest additions of brand new world marked it above the rest.

A 500 bed Hospital with 150 exclusive Cabins with all time communication and nursing supports stands as our speciality. It is a teaching based hospital. In this College 5^th batch MBBS enrolment is going on. Hospital is used for Clinical attachment of MBBS students of 3^rd year to 5^th/ final year. After passing the MBBS course the new doctors are also engage as internship in this hospital for 1 year to build up their professional skill on different subjects and patient management practically.

1.2 Governing Body of SMCH:

Aims and Objectives of SMCH

1.3 Location of SMCH

Shahab Uddin Medical College is being established in August 2002 at Plot #12, Road #113/A, Gulshan Model Town, Gulshan-2, Dhaka, Bangladesh. The College has been constructed by Mr. Mohd. Shahab Uddin the owner of the land. It is a 10 storied building with all the modern facilities. The collage already started a hospital with a capacity of 500 beds.

 

Location of Shahabuddin Medical College Hospita

The hospital is the laboratory of the college with all modern facilities. At the initial stage, the college had 100 students both male and female. The hospital is working with all disciplines required for a Medical College. Specialty service by skilled manpower would be available here

2.4 Organogram of Hospital

 

            
                                                           Outdoor                     Indoor              Support Service
                Office                          Emergency               Medicine                    Rediology & Ima
    Account & Finance       Medicine                 Surgery                      Pathology
    Customer Care             Surgery                       Gynae & Obs                       Medical Store
     Public Relation           Gynae & Obs                         Cardiology                Pharmacy
    Hospital Marketing      Paediatric                   Nephrology               Blood Trans
    MIS                                ENT                                      Paediatric
    Utility Service              Opthamology                         Anesthesia
     Maintenance               Skin & VD                 ICU/CCU/NICU
                                                    Dental & Physio      Neurology

 

1.5 Orgnanogram of College

Principal

 

Vice Principal

 

Academic Units                                                                                Administration

 

Secretary

 

Professor         Associate         Assistant          Registrar/         Lecturer
Professor         Professor         Curator

 

Asstt. Secretary            Accounts Officer

 

Academic                                       General
Administration

1.6 The Founder of the Organization:

Mr. Mohd. Shahabuddin had eager desire to establish a medical Institute in the name and style of “SHAHABUDDIN MEDICAL COLLEGE & HOSPITAL”. It was established at Gulshan-2, Dhaka in August 2003.

Mr. Mohd. Shahabuddin was born in an enlightened and reputed Muslim family on 01.01.1958 at village Andirpar, P.S: Sonaimuri, Dist. Noakhali. His father Late Naderer Zaman was associated with social, religious and humanitarian works in his area and used to patronize many organizations. He is being remembered by people, irrespective of caste and creeds. Because of his family tradition, Mr. Mohd. Shahabuddin from his boyhood developed himself as man of benevolent nature. He started his education from his village school and did his graduation from Dhaka University. After graduation, he fully engaged himself in business as well as continued his attachment with social and humanitarian services. For his immense services in diversified sector of Trade & Industry, he was rewarded with C.I.P for many years by the Government of the People’s Republic of Bangladesh. Mr. Mohd. Shahabuddin is founder member of Nandiapara Degree College, Begumgonj, Noakhali. He has also setup Madrasha with Hefjukhana and Atimkahna in the name of his beloved mother Late olapi Nessa in his Village.

Because of his continuous attachment with humanitarian & social works he was inspired to setup SHAHABUDDIN MEDICAL COLLEGE & HOSPITAL at Gulshan, Dhaka.

Besides, he has in his mind to start poverty alleviation projects for benefit of poor and needy in terms of economic apartment for the ignored community of the country future. He is a man of spirit and devotion. He works with untiring zeal and magnanimity as to achieve the objectives.

1.7 Vision of SMCH

The vision of shahabuddin Medical College Hospital is to support the total Medicare to the countrymen and specially to the needy patients.

To support the improvement of hearth and hygiene factors of the others Medicare institutions by maintaining strong liaison with the group

To support government endeavors of preventive health care needs of the country and to be the pioneer in case of technical supports.

To consult in our technical team for major medical and surgical decisions to go for final actions

To promote learn and advance to improve the quality of things we do.

To ensure safety and security out cheeks the honorable chairman of the Hospital is the head of quality control team.

1.8 Mission of SMCH:

Shahabuddin Medical College is a private Institute dedicated to developing individuals as valued contributors in national and international community by-

1.9 Goal of SMCH:

The Government of Bangladesh is committed to provide the basic medical requirements to all levels of the people in the society “[Article 15 (A)] and the improvement of nutrition of the people and public health [Article 18(A)]. The vision is outlined in PRSP.

The constitutional obligation of developing and sustaining a society in which the basic needs of all people are met and every person can prosper in freedom and cherish the ideas and values of a free society. The vision of poverty reduction strategy is to substantially reduce poverty for achieving the Millennium Development Goals (MDGs) by implementing Health, Nutrition and Population Sector Program (HNPSP) activities by strengthening, increasing and improving the public private partnership to render health services to people of the country through Private Hospital Services.

1.10 Specialty of SMCH:

A group of renowned doctors, surgeons, Technicians, well- trained group of Nurses and supports staff members have enriched the backbone of the Hospital.Apart from other facilities our online consultancy, mobile emergency Doctorssupport and other special service supports are in plan. The hospital is also committed to stand as the most hygienic health care center of the region.

The founder of the hospital Mr. Shahabuddin is a benevolent social worker thought of providing total Medicare support to the countrymen so that none would need to take the pain of going to foreign countries for medical treatment. To improve the level of treatment of the country Mr. Shahabuddin has devoted longtime research to find out the best and latest equipments of the world and also the best Doctors of the country.
The Shahabuddin Medical College has by now earned a reputation of providing special care and technical support to the students. The present students will become the renowned Doctors of the country and will serve the humanity in the days to come.

1.11 Facilities Available

1.11.1 Services
   Blood Bank
   Operation Theaters
   16 Beds Critical Care Units
   Fully Central Air Conditioned
   Fully Central Oxygen System
   24 Hours Trauma and Emergency
   24 Hours Pharmacy
   24 Hours Ambulance Service
   24 Hours Emergency Mobile Doctors Unit
   24 Hours Emergency Accidental Service
   24 Hours CCTV in Operation
   Physiotherapy Center
   Health Checkup Center
   Online Consultancy

1.11.2 Diagnostic
   Spiral CT Scanner
   Color Doppler
   4D Ultrasonogram
   Digital X-ray & CR
   Echo Cardiogram
   ECG-12 Channel
   ETT (Exercise Tolerance Test)
   Mammography
   Open Dental X-ray
   Video Clonoscopy
   Video Bronchospy
   Video Duodenoscopy
   ERCP
   Mobile X-ray
   X-ray 800mA
   Clinical Pathology
   Hematology
   Clinical Biochemistry
   Clinical Microbiology
   Immuno Assay
   Histopathology
   Cytology
   Immunology
   Serology
   ELISA
   HBsAg
   Drug Test

111.3 Clinical                                                             

   Allergy Diseases
   Anesthesiology
   Cardiology
   Cardiothoracic Surgery
   Chest Diseases
   Children’s Clinic
   Dental
   Dermatology
   Diabetology
   ENT & Head Neck Surtery
   Endocrinology-Surgery
   Emergency Care
   Gastroenterology

   General Medical General Surgery
   Gynaecology and Obstetrics
   Health Education
   High Dependency Care Unit (HBU)
   ICCU/ICU/NICU
   Internal Medicine
   Laproscopic Surgery
   Medicine
   Modernized Operation Theaters
   Neonatology
   Nephrology
   Neuro Medicine
   Neuro Surgery
   Ophthalmology
   Orthopedic Surgery
   Paediatric
   Paediatric Surgery
   Pain Clinic
   Physical Medicine
   Physiotherapy
   Post Operative Care Unit
   Psychiatry
   Respiratory Medicine
   Skin and Sexually Transmitted Diseases
   Specialist Consultency
   Stroke Unit
   Tropic Medicine
   Urology

1.12 Strategy of the Organization:

1.13 Hospital waste management:

Hospital infection control measure depends on bio-medical waste management. The categories of bio-medical waste and infection are given:

1.14 Color code of hospital wastes:

RED
Catheters, Tubings, Cannulae, Syringes, Plastic IV Bottles, used Gloves, IV sets, infected plastic waste, specimen containers, waste generated from laboratory, culture of micro organisms, used or discarded bags of blood/blood products, vaccines

YELLOW
Human tissues, organs, body parts, items containing blood and body fuid (cotton), soiled dressing, soiled plasters casts, beddings, discarded medicine, discarded cytotoxic drugs.

BLUE
Glass ware items, needles, syringes, scalpels, blades, used and unused sharps.

BLACK
General waste, non-infected plastic material (plastic papers), disposables, cardboards, metal containers, waste generated from office.

List of Private Medical Colleges and Hospitals

2.1 Human Resources Management of SMCH
Human resources is a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials ‘HR’.

Human resources is a relatively modern management term, coined in the 1960s.[citation needed] The origins of the function arose in organizations that introduced ‘welfare management’ practices and also in those that adopted the principles of ‘scientific management’. From these terms emerged a largely administrative management activity, co-ordination a range of worker related processes and becoming known, in time as the ‘personnel function’. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers.

2.2 Background

The use of the term ‘human resources’ by organizations to describe the workforce capacity available to devote to the achievement of its strategies has drawn upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production – although this perspective has shifted as a consequence of further ongoing research into more strategic approaches. This first usage is used more in terms of ‘human resources development’ of the individuals within an organization, although the approach can also be applied beyond the level of the organization to that of industry sectors and nations.

2.3 History of Human Resources

The early development of the function can be traced back to at least two distinct movements. One element has its origins in the late 19th century, where organizations such as Cadburys at its Bournville factory recognised the importance of looking after the welfare of the workforce, and their families. The employment of women in factories in the United Kingdom during the First World War lead to the introduction of “Welfare Officers”.

Meanwhile, in the United States the concept of human resources developed as a reaction to the efficiency focus of Taylorism or “scientific management” in the early 1900s, which developed in response to the demand for ever more efficient working practices within highly mechanised factories, such as in the Ford Motor Company. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts.

During the middle of the last century, larger corporations, typically those in the United States that emerged after the Second World War, recruited personnel from the US Military and were able to apply new selection, training, leadership, and management development techniques, originally developed by the Armed Services, working with, for example, university-based occupational psychologists. Similarly, some leading European multinationals, such as Shell and Phillips developed new approaches to personnel development and drew on similar approaches already used in Civil Service training. Gradually, this spread more sophisticated policies and processes that required more central management via a personnel department composed of specialists and generalist teams.

The role of what became known as Human Resources grew throughout the middle of the 20th century. Tensions remained between academics who emphasized either ‘soft’ or ‘hard’ HR. Those professing so-called ‘soft HR’ stressed areas like leadership, cohesion, and loyalty that play important roles in organizational success. Those promoting ‘hard HR’ championed more quantitatively rigorous management techniques in the 1960s.

2.4 Hoslital Decission Pathay

2.5 Human resources purpose and role

In simple terms, an organization’s human resource management strategy should maximize return on investment in the organization’s human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization’s ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organization’s human resource requirements effectively but also pragmatically, taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce.

2.6 Key functions

Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations:

Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations.

In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers.

External factors are those largely out-with the control of the organization. These include issues such as economic climate and current and future labor market trends (e.g., skills, education level, government investment into industries etc.). On the other hand, internal influences are broadly controlled by the organization to predict, determine, and monitor—for example—the organizational culture, underpinned by management style, environmental climate, and the approach to ethical and corporate social responsibilities.

2.7 Major Trends of Human Resources

To know the business environment an organization operates in, three major trends must be considered
Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.
Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of “baby-boomers” or older employees in comparison to thirty years ago. Advocates of “workplace diversity” simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc.
Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is “tight” (i.e., not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

2.8 Individual Responses

In regard to how individuals respond to the changes in a labour market, the following must be understood:
Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with the pay offered, and the transportation and infrastructure of the area also influence who applies for a post.Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).Generational difference: different age categories of employees have certain characteristics, for example their behaviour and their expectations of the organization.

2.9 Framework

Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, that ensures the continual improvement and growth of both the individual, the organization, and the national human resourcefulness. Adam Smith states, “The capacities of individuals depended on their access to education”.[3] Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organised processes, “with a specific learning objective” (Nadler,1984)[4] Within a national context, it becomes a strategic approach to intersectoral linkages between health, education and employment.

2.10 Structure

Human Resources Development is the structure that allows for individual development, potentially satisfying the organization’s, or the nation’s goals. Development of the individual benefits the individual, the organization—and the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees as an asset to the enterprise, whose value is enhanced by development, “Its primary focus is on growth and employee development…it emphasises developing individual potential and skills” (Elwood, Olton and Trott 1996) Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that develops the individual’s performance. At the level of a national strategy, it can be a broad intersectoral approach to fostering creative contributions to national productivity.

2.11 Training

At the organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, “organized learning over a given period of time, to provide the possibility of performance change” (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business, its human resource, by attaining or upgrading employee skills and attitudes at all levels to maximize enterprise effectiveness.

The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development, “development occurs to enhance the organization’s value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself”. The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience.

2.12 Recruitment

Employee recruitment forms a major part of an organization’s overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and onboarding strategies.

Recruitment Sub-Committee of SMCH

Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centres to review performance and assess employee development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centres or commercially run employment agencies.

Except in sectors where high-volume recruitment is the norm, an organization faced with sudden, unexpected requirements for an unusually large number of new recruits often delegates the task to a specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies, which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate, or ‘embed’, their resourcing team(s) in the client organization’s offices, but work in tandem with the senior human resource management team in developing the longer-term HR resourcing strategy and plan.

2.13 Recruitment Process of SMCH

2.13.1 Job analysis

The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search.[2] Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success.

2.13.2 Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).

2.13.3 Screening and selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume screening criteria may include length of service, job titles and length of time at a job. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing.

2.14 HiRePro

HiRePro offered the client a hosted & managed online contest which assisted the client to implement prospective Idea recruiting & branding methodologies.

The initiative aimed to reach out to the exceptional and the sharpest Engineering and Science students in the country through an all India online technical paper presentation contest, in-order to provide a platform to showcase their innovative and path-breaking ideas on various topics that focused on the products & methodologies related to client’s businesses. To actualize this HiRePro developed a seamless, user-friendly website that provided all the information about the contest, operated as a platform for abstract/presentation submission for the participants and connected HiRePro with the students.

2.15 Recruitment process for Consultants:
Candidates will take part in a two day selection process including clinical assessment of skills and techniques; competency based interviews; external clinical participation; chairing a multi-disciplinary discussion of complex cases; and pyschometric testing.

This in-depth method allows the interview panel to assess clinical understanding as well as interaction with colleagues. It also determines how well a candidate fairs against key competencies such as patient focus, leadership, teamwork, communication, quality, resilience and research knowledge.Alistair Flowerdew, medical director for the Golden Jubilee National Hospital, said: “This method allows us to look at candidates in different environments, ranging from looking at their clinical skills to how they react to real case studies. We believe that this process provides a full rounded view that would not be possible from a review of a CV and single interview panel for one hour.

“There is no doubt that we have arrived at a robust decision and the outcome provides us with the best person to look after our patients. It is our patients from across Scotland who will benefit most from this process.”
And Lindsey Ferries, HR director at the hospital, added: “NHS Scotland recently provided guidance on the use of external advisors in recruiting consultants and using other well tried methodologies in other professions. This provided us with an opportunity to completely redesign the way we select our senior medical staff.”This exercise appears to be considerably more thorough and we will be ensuring that all our senior medical staff are appointed in this way in the future.”

2.16 Other considerations
Despite its more everyday use terms such as “human resources” and similarly “human capital” continue to be perceived negatively and maybe considered an insulting of people. They create the impression that people are merely commodities, like office machines or vehicles, despite assurances to the contrary
Modern analysis emphasizes that human beings are not “commodities” or “resources”, but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires identifying the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionised nations such as France and Germany have adopted and encouraged such approaches. The International Labour Organization also in 2001 decided to revisit, and revise its 1975 Recommendation 150 on Human Resources Development. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting. Another view is that governments should become more aware of their national role in facilitating human resources development across all sectors.

2.17 Trans-national labor mobility
An important controversy regarding labor mobility illustrates the broader philosophical issue with usage of the phrase “human resources”: governments of developing nations often regard developed nations that encourage immigration or “guest workers” as appropriating human capital that is more rightfully part of the developing nation and required to further its economic growth.
Over time, the United Nations have come to more generally support the developing nations’ point of view, and have requested significant offsetting “foreign aid” contributions so that a developing nation losing human capital does not lose the capacity to continue to train new people in trades, professions, and the arts.

2.18 Ethical management
In the very narrow context of corporate “human resources” management, there is a contrasting pull to reflect and require workplace diversity that echoes the diversity of a global customer base.

Such programs require foreign language and culture skills, ingenuity, humour, and careful listening. These indicate a general shift through the human capital point of view to an acknowledgment that human beings contribute more to a productive enterprise than just “work”: they bring their character, ethics, creativity, social connections, and in some cases pets and children, and alter the character of a workplace. The term corporate culture is used to characterize such processes at the organizational level.

2.19 HRM strategy of SMCH

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization’s HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

An HRM strategy typically consists of the following factors:

“Best fit” and “best practice” – meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to accomplish such management by applying a firm’s personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization’s corporate objectives are devised. This is so, since it is a firm’s personnel who actually construct a good, or provide a service. The personnel’s proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.
The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.

An HRM strategy can be divided, in general, into two facets – the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.

2.20 Motivation

Motivation is the activation or energization of goal-orientated behavior. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism.[1] Motivation is related to, but distinct from, emotion.

2.20.1 Motivating individual employees

Spend time with each team member regularly, at least once a quarter if not every month. Ask questions like: ‘’What do you most/least enjoy doing?’’ What would you like to do more/less of in future?’’ What would you like to get exposure to or learn about?’’ ‘’How do you like to spend your time at work? What really gives you a buzz?’’

2.20.2 Motivational Factors

People are motivated by different things. Here is a list of some prominent factors:

Inspirational appeals, emotionally exp

The key to success in motivating employees is to avoid the ‘’one size fits all’’ mentality. Beware of assuming that all employees are motivated by the same things that drive you. If an employee is just coming to work and putting in minimum effort before dashing home, then it is not this person’s fault. It may be that nothing you have offered really excites this person. It’s imperative to avoid a blame approach. You need to think harder about what it will take to engage this person.

My experiences in professional sports and in business consulting have, or course, been very different in many ways, but there is a common feature that relates to the productivity tangle. The lesson I’ve learned both on the field and in the boardroom is this: People don’t change their behavior unless it makes a difference for them to do so.

It sounds simple, doesn’t it? It is simple, but it’s constantly being ignored, at all levels of management and in every industry. Managers who are looking at dipping productivity figures expect their people to “shape up,” to regain “pride in their work.” But they expect them to do this without being given any reason for doing so. To put it in psychological terms, they expect their people to change their behavior (so that productivity rises), but they are either unwilling or incapable of providing them with the motivation they need to make that necessary change.And without motivation, nothing happens. I firmly believe that the principal reason for the frequent poor showing of “human management” is the neglect, among managers who are in a position to influence people’s behavior, of that impulse toward change that goes under the name of motivation.

2.20.4 How to Create Motivated Employees

An organization is only as successful as the people who work there and today organizations throughout the hospitality industry understand this return of investment. Organizations know the importance of retaining employees and the added benefit of making them better regardless of position.

Communication is the key to connecting to staff at all levels which is critical to employee retention and growth. A performance review creates the opportunity to:

Typically, managers conduct performance reviews in person on an annual or semiannual basis. An employee evaluation form is the foundation for the review and it should be filled out by both the employee and the manager prior to the meeting. This form should outline the employee’s job responsibilities, skill requirements and goals and objectives. It is important to note that although all evaluation forms should have the same rating scale to ensure consistency, each form should be different to reflect each distinct job position to ensure accuracy and fairness.

SWOT Analysis of SMCH

3.1 SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.

3.1.1 Strength:

3.1.2 Weakness:

strategy is weak to create hospital image.

3.1.3 Opportunity:

         in service in time.

3.1.4 Threat:

Recommendation

Over all observation says patient service quality is the best but it forecast is not so good. In this regard following recommendations are set forth for improvement;

Conclusion

It is important that the qualities of the service provided by the hospital compare with other hospitals are better no doubt. If the quality issues are being compromise appropriate interventions is to be focused on improved hospital marketing. It is essential function of SMCH infection control by standard waste management. This hospital is using latest scientific equipments for better care to the patients. In this sense this hospital provides standard patient care. So it is the high standard low-cost hospital with available experts in different discipline.