Employees Attrition Rate at Gleneagles Global Hospital

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EMPLOYEES ATTRITION RATE IN GLENEAGLES GLOBAL
HOSPITAL, LAKDI-KA-PUL, HYDERABAD
A Project Report (BHM (N)-581 Summer Training Evaluation) Submitted in Partial
Fulfilment of the Requirements for the Award of the Degree of
(14th
December – 14th
February)
BBA Hospital Management
Presented By:
Koushik Dey
(College Reg. No. 18149030173)
(University Roll No. 14903318083)
Under the Guidance of
JUSTIN BABU
Assistant Professor
Department of Hospital Management
NSHM College of Management & Technology
NSHM Knowledge Campus
Durgapur, West Bengal
Affiliated to
Maulana Abul Kalam Azad University of Technology
West Bengal
February 2021

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APPROVAL OF THE REPORT
The project report entitled EMPLOYEES ATTRITION RATE IN GLENEAGLES
GLOBAL HOSPITAL by Koushik Dey, Reg. No 18149030173, Roll No: 14903318083 is
approved for the award of the degree of BBA Hospital Management.
Examiners:
1. ___________________ ___________________
2. ___________________ ___________________
3. ___________________ ___________________
Supervisor(s):
___________________ ___________________
Principal:
___________________ ___________________
Date:
(Seal)
Place: Durgapur, WB

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DECLARATION
I Koushik Deyhereby declare that the project report, entitled EMPLOYEES ATTRITION
RATE IN GLENEAGLES GLOBAL HOSPITAL is a record of original work undertaken
by me for the award of the degree of BBA in Hospital Management. I have completed this
study under the supervision of Hospital HR head Manager Mrs. Sumaiya Khan & Senior
Hr Executive manager Mrs N. Mounika during the period from 14th December2020 to 13th
February 2021.
I also declare that this project work has not been submitted for the award of any degree,
diploma, associateship, fellowship or other title. It has not been sent for any publication or
presentation purpose. I hereby confirm the originality of the work and that there is no
plagiarism in any part of the dissertation.
Place: Durgapur
Date: .................
Student Signature:
Student Name: Koushik Dey
Reg No. 18149030173
Roll No. 14903318083
Department of Hospital Management
NSHM College of Management & Technology

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ACKNOWLEDGEMENT
The success and final outcome of this project required a lot of guidance and assistance from
many people and I am fortunate to have got this all along the completion of my project work.
Whatever I have done is only due to such guidance and assistance and I would not forget to
thank them.
I take this opportunity to express my profound gratitude and deep regards to Dr. Alok Satsangi
Principal of NSHM Knowledge Campus Durgapur, my mentor Prof. Mrs. Aaheli Dutta, Asst.
Prof. Justin Babu, Asst. Prof. Satadal Mallik & all my faculty members in the dept. of hospital
management for their exemplary guidance, monitoring and constant encouragement throughout
the course of assignment. The blessing, help and guidance given by them time to time helped
to carry me a long way in the journey of life on which I am about to embark.
I am highly thankful to my external guidance Head of Human Resource Manager Ms
Suamiya Khan, Sr. Executive of Hr Manager Ms. N. Mounika, Gleneagles Global Hospital,
Lakdi-ka-pul, Hyderabad for giving me an opportunity to pursue my training in this institute.
year of 2019For this insightful guidance throughout my training, I will always be indebted.
I would also like to thank Dr. Ashwini Amareshwar (Head of the Medical Operation), Mr.
Guna Sekhar Chowdhary (AGM), Mr. Koushik Guha (Associate General Manager), Mr. Ravi
(Deputy. Manager of Business Office), Shiva Sai (Conversion Manager) for providing me all
the facility that was required.
Nextly, I would like to thank my college, NSHM Knowledge Campus, Durgapur, West Bengal
for giving me this opportunity to learn and work with the best personnel in the hospital industry.
I would like to extend my thanks to the Almighty, my parents, friends, seniors and juniors for
their constant encouragement without which this project would not have been successful.
Lastly and most importantly, I would like to thank all the Staffs (Doctors, Nurses, Para medical
& Non para medical staffs) visiting the HR department of the Gleneagles Global hospital for
their huge contribution in collecting all the data and for making the project successful.
I perceive this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way and I will continue to work on their
improvement, in order to attain my desired career objectives.

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TABLE OF THE CONTENTS
Chapter
No
Title Page
No
Approval of Report ii.
Declaration iii.
Certificate iv.
Acknowledgement v.
Table of Contents vi.
List of Tables vii.
List of Figures viii.
List of Images & Abbreviations ix.
Executive Summary
1 Chapter 1 - Profile of the Hospital
1.1 Overview of the Global Hospital 1
1.2 Vision, Mission of the Hospital 2
1.3 Journey and Location of Global Hospital 3-4
1.4 Achievements & Chairman’s Message 5-6
1.5 About Gleneagles Global Hospital 7-11
1.6 Infrastructure of Gleneagles Global Hospital 12-15
2 Chapter 2 – Introduction
2.1 Introduction of HR 16-19
2.2 Introduction of Attrition 20
3 Chapter 3 - Objective of the study
3.1 Objective of the Attrition 21
4 Chapter 4 - Methodology – Collection of Data from Primary
and Secondary sources
4.1 Methodology & Data collection of the project 22
5 Chapter 5 - Review of Literature
5.1 Scope of the Study & Attrition Formula 23-24
5.2 Types & Causes of Attrition 25-31
5.3 Impact of the Attrition 32
5.4 Model of Attrition 33-34
6 Chapter 6 - Results and Observations (Analysis)
6.1 Result and Discussion of the Study in the 36-48
7 Chapter 7 - Discussion and Recommendations
7.1 Limitations of The Study 49
7.2 Findings of the study 50
8 7.3 Recommendation of the study 51
Chapter 8 – Conclusion
8.1 Conclusion 52
9 List of References/Bibliography 53

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LIST OF THE TABLES
SL. NO. CONTENTS PAGE NO.
1. Specialties of the Hospital 8
2. Types of Attrition 25
3. Causes of Attrition 28
4. Attrition Data of January’19 36
5. Attrition Data of February’19 37
6. Attrition Data of March’19 38
7. Attrition Data of April’19 39
8. Attrition Data of May’19 40
9. Attrition Data of June’19 41
10. Attrition Data of July’19 42
11. Attrition Data of August’19 43
12. Attrition Data of September’19 44
13. Attrition Data of October’19 45
14. Attrition Data of November’19 46
15. Attrition Data of December’19 47
16. Total Attrition Rate in the Year of 2019 48

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LIST OF FIGURES
SL. NO. CONTENTS PAGE NO
1. Process of HRM 17
2. Causes of Attrition 31
3. A Model of Attrition 33
4.
Total Attrition & Broad group-wise Attrition rate in
Jan’19
36
5.
Feb’19
37
6.
Mar’19
38
7.
Apr’19
39
8.
May’19
40
9.
June’19
41
10.
July’19
42
11.
Aug’19
43
12.
Sep’19
44
13.
Oct’19
45
14.
Nov’19
46
15.
Dec’19
47
16. Total Attrition Rate in the Year of 2019 48

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LIST OF IMAGES
SL. NO. CONTENT PAGE NO.
1. Global Hospital Logo 2
2. Dr. K. Ravindranath
Founder & Chairman
6
3. Gleneagles Global Hospital, Lakdi-ka-pul 7
4. NABH & NABL Logo 10
LIST OF ABBREVIATIONS
AGM Associate General Manager
NABH National Accreditation Board for hospitals and health care
providers
NABL National Accreditation Board for Testing and Calibration
Laboratories
HRM Human Resource Management

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EXECUTIVE SUMMARY
This report is about my internship program with HUMAN RESOURCE DEPARTMENT at
GLENEAGLES GLOBAL HOSPITAL, HYDERABAD In this comprehensive report, I
have discussed about every major aspect about the operations and functioning of the
GLENEAGLES GLOBAL HOSPITAL, HYDERABAD hospital. which I observed and
perceived during my internship program.
This report will describe about the interpretations of study conducted about following
objectives ……………………. Along with it the process, policies, and procedure of the
hospital are also discussed in detail.
During my internship program, I mainly worked in HUMAN RESOURCE departments and
the day-to-day functioning is discussed and described thoroughly.
As the main purpose of internship is to learn by working in practical environment and to apply
knowledge acquired during the studies in a real-world scenario in order to tackle the problems
using the knowledge and the skill learned during the academic process. In this report the
detailed analysis of the organisation has been done and all the technical, managerial and
operational aspects has been evaluated to analyse the current position of the organization.
This internship report covers many important aspects which are basically related with the day
to day functioning and operations the hospital.
In the end the learning and experiences section consists of all the policies, processes, practices
and procedures which I have undergone through and learned during my internship programme.
This report also contains my perceptions about Employees Attrition Rate working
environment of the organization

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CHAPTER -1
1.1 OVERVIEW OF THE GLENEAGLES GLOBAL HOSPITAL
Gleneagles global hospital started out as a 45-bed nursing home in 1957.The British
Association was the original founder of Gleneagles global hospital, during a time where
Singapore was slowly gaining independence from the British.
On 16 January 1958 Gleneagles Nursing Home was incorporated as a private company that
came to be known as Gleneagles Global Hospital Limited. The hospital first opened its doors
to the public on 8 June 1959.In 1979, it evolved into 126 bed hospitals that provides a wider
range of medical services. From 1979 to 1980, the small 45 bed nursing home was slowly
expanded into a 126 bed ‘medical canter’.
Parkway Holding then acquired Gleneagles Hospital on May 1987.Parkway Holdings
continued the expansion from 1988 to 1991.Gleneagles Hospital was transformed into a
modern hospital. The new additions were a new 10 story hospital block, 14 operating theatres
and 150 consulting suites. Parkway Holdings did not stop at superficial improvements.
Gleneagles Hospitals also expanded of services to include hospital management and
consultancy services.
In 1993, Gleneagles transformed into a tertiary care hospital. a year later, Gleneagles
Hospital was commissioned with 150 medical specialists. In 1997, the hospital had expanded
to a 380-bed institution. At present, there are more than 160 specialists specializing in more
than 30 specialties. It is renowned for attracting many foreigners around the region due to its
excellent patient care record.
Global Hospitals Group was founded by Dr. K. Ravindranath in 1999 with a focus on
complex multi-organ transplantation. The hospital has achieved several milestones by
performing pioneering surgeries like India's ﬁrst successful Split & Auxiliary History, Liver
Transplant, and the ﬁrst combined Heart & Kidney transplant.
Gleneagles Global Hospitals, located at Lakdi-ka-pul, was the first Gleneagles Global
Hospitals facility opened in Hyderabad. The facility is known as one of the best tertiary care
multi-super specialty hospitals in India.
Gleneagles Global Hospitals has multi-super specialty hospitals in Bangalore, Hyderabad,
Chennai and Mumbai. The brand is the most preferred hospital group for multi-organ
transplants in the Asia region.
The parent entity of Gleneagles Global Hospitals is IHH Healthcare, a leading premium
integrated healthcare provider with a network of 84 hospitals and more than 16,000 licensed
beds. It is one of the largest healthcare groups in the world by market capitalization and is listed
in the Main Market of Bursa Malaysia and Main Board of SGX-ST. IHH is a leading player in
the home markets of Malaysia, Singapore, Turkey and India, and in their key growth markets
of China and Hong Kong.

2
1.2 VISION, VALUE AND MISSION STATEMENT
1.2.1 VISION AND VALUE:
“To be the global leader in value-based integrated Healthcare.
We know that in our business, when we provide the best quality patient
experience, everything else takes care of itself. Above all, our people
are called to do their best to achieve the highest quality care to those
entrusted to us.”
1.2.2. MISSION:
“To make a difference in people’s lives through excellent patients care.
Our sights are set on establishing ourselves to be leaders in providing seamless,
comprehensive healthcare of the highest quality, based on specific values, as well as to focus
on creating and maintaining value for our people, patients and shareholders.
1.2.3 MOTTO:
To deliver the health care services at an affordable cost.
Image 1: Gleneagles Global Hospital Logo

3
1.3 GLENEAGLES GLOBAL HOSPITAL JOURNEY
1999
Global Hospital opened
its door to the city of
Hyderabad
2008
Global Hospitals launch
Bengaluru operations
2009
Global Hospitals launch
Chennai operations
2015
Parkway Pantai
Enterprise acquires
Global Hospital

4
1.3.1 GLOBAL HOSPITAL’S IN INDIA

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1.4 Achievements for Gleneagles Global Hospital
1st Heart Transplant in the state of erstwhile
Andhra Pradesh and Telangana.
1st Bone Marrow transplant in the erstwhile
State of Andhra Pradesh
1st Twin Kidney Transplant in the erstwhile state of
Andhra Pradesh and Telangana
 First Successful Liver transplant in India.
 First split liver transplant in India
 1st Auxiliary liver transplant in India
 First Hospital in south Asia to perform the nucleus Replacement in spine
 1st hospital to offer free liver transplantation for children in India
 Largest Multi- Organ Transplant center in India
 Largest minimal access Surgery/Bariatric Surgery programmed.

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1.4.1 Chairman’s Message:
Dr. K. Ravindranath (Founder & Chairman)
“At Global Hospitals, we measure progress by the number of people in whom we restore the
of a healthy tomorrow. For us to do well, we know, we must help the world do well. Keenly
focusing on quality, affordability and accessibility, we have established performance
benchmarks that are difficult to surpass.
Global Hospitals has carved out a niche for itself in India’s healthcare industry
by excelling area ranging from diagnosis to multi-organ transplantation, simple procedures to
complex surgeries, international expertise to sate of the art infrastructure. It is today a one stop
healthcare destination for the people across the country. I am proud of the utter dedication
that’s so much a part of all that Team Global Hospitals takes up”

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1.5 About Gleneagles Global Hospital, Lakdi-ka-pul, Hyderabad
Hospitals facility opened in Hyderabad. Gleneagles Global Hospitals, situated in Lakdi-ka-
pul has earned the reputation for being one of the best tertiary care multi-super specialty
hospitals in India. With world-renowned doctors and the best of medical facilities, the
hospital has performed rare surgeries including Andhra Pradesh are first Heart transplant, and
many Liver and Kidney transplants.
Hospitals facility opened in Hyderabad. The facility is known as one of the best tertiary care
multi-super specialty hospitals in India. With world-renowned doctors and the best of
medical facilities, the hospital has been at the forefront of performing rare and complex
surgeries including the first Heart Transplant in the region, Liver and Kidney Transplants
amongst others. Expert care and advanced surgical procedures are offered at the facility for a
wide range of specialties such as Hepatology, Nephrology, Bariatrics, Gastroenterology,
Multi-Organ Transplants and others.
In the hospital there have 250 licensed beds. Global hospital is a second largest healthcare
provider. In this hospital there are specialty which is helped to famous, this are Cardiology &
Cardiothoracic Surgery, Hepatology & Liver Disease, Minimal access & Bariatric Surgery,
Medical & Surgical Gastroenterology, Cancer & Bone Marrow Transplantation, Trauma &
Emergency Care any many more.

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There have 30 specialties mention under below
1.5.1 SPECIALITIES
Arthroscopy&
Sports Medicine
Endocrinology Medical
Oncology
Pulmonology Bariatric Surgery
General
Medicine
Cardiology Spinal Surgery Minimal Invasive
Surgery
ENT
Nephrology Surgical
Gastroenterology
Cardiothoracic &
Vascular Surgery
Gynecology Neurology
Surgical
Oncology
Critical Care Hepatology Neurosurgery Transfusion
Medicine
Dentistry HPB & Liver
Surgery
Obstetrics Urology Dermatology
Kidney
Transplantation
Orthopedics &
Joint
Replacement
Vascular &
Endovascular
Surgery
Diabetology Liver
Transplantation
Plastic Surgery Emergency
Medicine &
Trauma
Medical
Gastroenterology
& Endoscopy
Psychiatry
Table no: 1

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Although here have many patient care facilities like Radiology services (Digital X-ray
& Ultrasound, MRI, 3D Reconstruction, Virtual
Endoscopy, Bronchoscopy), Laboratory Services (Clinical
Bio-chemistry & Molecular Diagnostics, Clinical
Microbiology & Serology, Clinical Pathology &
Haematology, Cytopathology, Histopathology, Blood
Bank & Transfusion Medicine)
In this Hospital there have 66 Doctors are available in the OP. Although here have
Emergency, Diagnostic facility services available any time.
1.5.2 POLICY:
Gleneagles Global Hospital, Lakdi-ka-pul, Hyderabad accords the highest priority to
the concerns of privacy of their patients, their caregivers and visitors to their various
portals, including but not limited to the domain www.globalhospitalsindia.com. The
hospital, and its representatives, take all reasonable and possible measures to ensure
the data furnished by the users of this website remains confidential and is used as per
the user consent and within the purview of the applicable laws & regulations in India.
The hospital may collect and process relevant information about you via forms on the
website in addition to forms given as hard copies form or by any other means. This
information is stored with us for varied purposes which may or may not be explicitly
shared at the outset. Some of the information may or may not be shared with doctors
and other relevant service providers on a need-to-know basis.
The information you provide to them will be used for the purposes of treatment,
payments and other processes in addition to being used for internal data processing,
such as compiling statistical information about your interests and the use of our
website.
1.5.2.1QUALITY POLICY:
 Be a centre excellence in healthcare through commitment to continuous
quality improvement and adopting industry leading practices in safety.
 Meet and exceed international healthcare standards through our integrated
model of healthcare quality system and evidence-based medicine.
 Surpass patients’ expectations by delivering healthcare service that is caring
and compassionate.
 Develop team work and communication through encouraging multi-
disciplinary collaborative practice.

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1.5.3 ACCREDITATION
 National Accreditation Board for hospitals and health care providers (NABH) -
Standards for Hospitals:
Gleneagles Global Hospital, Lakdi-ka-pul, Hyderabad is accredited by NABH which is a
national body for health care accreditation. It contributes to the NABH database on quality
indicators.
 National AccreditationBoard for Testing and CalibrationLaboratories
(NABL)- Standards for Hospitals:
An autonomous body under the aegis of Department of Science & Technology,
Government of India, NABL has accredited the laboratories at Gleneagles Global
Hospitals for adherence to set benchmarks and delivery of quality blood and blood
products to patient

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1.5.4 INTERNATIONAL PATIENTS CARE SERVICES
We have taken the legacy of healthcare innovation beyond the India frontiers by delivering
unparalleled experience of international standard care to people from across the world.
Connect with our international patient Relations to understand more about how we can bring
you closer to personalized, coordinated health care and world-renowned medical solutions.
1.5.4.1 The services include:
 Medical referrals and appointment booking.
 Evacuation and repatriation assistance.
 Travel-related assistance (flight reservation, visa application and extension)
 Accommodation arrangement (hotel, serviced hospitalization)
 Airport Meet and Greet service and domestic transfer arrangement
 Direct admission arrangement
 Assistance before, during and after the hospitalization
 Multi-language translation and interpreter service
 Hospital billing and financial enquiries
 Sightseeing arrangements in India.
1.5.4.2 International Patients Care Goals:
 Identify patients correctly
 Improve effective communication
 Improve the safety of High-Alert Medications.
 Ensure correct-site correct-procedure, correct-patient surgery.
 Reduce the Risk of health Care-Associated Infections.
 Reduce the Risk of Patient Harm Resulting from Falls.

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1.6 INFRASTRACTURE OF GLENEAGLES GLOBAL HOSPITAL,
LAKDI-KA-PUL, HYDERABAD
This hospital has 2 buildings. One is Main hospital building which is five storied building,
another one is lab building which 7 storied building.
Main Hospital Building:
Basement-2:
 Material Entry office,
 Time office
 parking area
Basement-1:
 Admission Desk
 Corporate Desk
 Business operations office
 OP & IP Billing
 Dietetics & Nutrition
 Consult Lounge
 Telecommunications
 OP Clinics
i. Nephrology
ii. Neurosurgeon consultant
iii. ENT, Neuro, plastic surgeon, Dermatology
iv. International Medicine & Critical care
v. Gynaecology
vi. Diabetology
vii. Dept. of Orthopaedics
viii. Consultant of Bariatric Surgery
 Ultra Sound
 EEG & ENMG
 CRM Department
 IT Department
 Sample Collection
 Blood Bank & Transfusion Medicine
 Kitchen

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Ground Floor:
 Reception & Registration
 Report Dispatch
 Emergency
 Endoscopy & ERCP
 OP Pharmacy
 Transport Desk
 International Patient Services
 CT- Scan
 X-Ray
 Cath Lab Complex
 ECG
 2D Echo
 ERCP
 TMT
 Facility Management
 OP Clinics
I. Dept. of Gastroenterology
II. Hepatology
III. Pulmonology
IV. Consultant of Liver Transplant & Intentional Gastroenterology
V. Dept. of Cardiology
VI. Dept. of Cardiothoracic & Vascular Surgery
1st Floor:
 OT Complex,
 Physiotherapy
 Recover area
 CTVS,
 ICU
 SICU
2nd Floor:
 Dialysis
 MICU
 Security Office
 PFT

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 LICU
 MHDU
 Patient Counselling
 Post Cath Ward
 Anaesthesia Lounge
3rd Floor:
 Patient Room (301-310)
 Cubical A
 SHDU
 CTHDU
 Typing Pool
 Endo Trainer Room
 CT-OT Complex
 CTICU
 Consultation Lounge
4th Floor:
 Patient Rooms (401-410,421-430,444)
 Housekeeping Room
 Medical Record Department
 Nursing Office
5th Floor:
 Patients Room (501-516)
 Board Room
 Administration Block
 Medical Services Desk
 Bio medical Engineering
 GCRS
 Library
Lab Buildings:
1st Floor:
 Stores Department
 HR Department
 Accounts & Business Process Control Department
 Materials & Purchase Department

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2nd Floor:
 Quality
 Stores
3rd Floor & 4th Floor:
 Lab Services
5th Floor:
 Corporate Office
6th Floor:
 GCERS

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Chapter- 2
2.1 INTRODUCTION
Internship form a part of the course curriculum, providing a practical and first-hand exposure
of the health care industry to the final year student. It is meant to be a preparatory tool
towards making a future health care leader who can manage initiate and innovative changes
in the evolving sector of the Indian economy and provide it with standards that are accepted
at the best intentionally. I consider myself to be fortunate to have this exposure in the largest
corporate.
The learning that I extracted from the experience not only enriched me in terms of providing
knowledge as to how a corporate hospital runs but also gave me insights into my own selves,
imparting priceless lessons of patience dedication and importance of good communication.

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2.1.2 INTRODUCTION OF HR DEPARTMENT
HR is primarily concerned with the management of people within organisations, focusing on
policies and on systems. HR departments are responsible for overseeing employee benefits
design, employee recruitment, training and development, performance appraisal, and
rewarding.
Human resource management is the strategic approach to the effective management of people
in an organisation, so that they help the business gain a competitive advantage. It is designed
to maximize employee performance in service of an employer’s strategic objectives.
Human resources overall purpose is to ensure that the organisation is able to achieve success
through people.HR professionals manage the human capital of an organisation and focus on
implementing policies and processes.
Figure 1: A process of HRM

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2.1.3 SCOPEOF SERVICES
 Human resource or manpower planning.
 Recruitment, selection and placement of personnel.
 Training and development of employees.
 Performance appraisal for employees.
 Job description, key responsibility area & goal setting for
each job post.
 Remuneration of employees.
 Social security and welfare of employees.
 Setting general and specific management policy for
organizational relationship.
 Contract negotiations (outsourced manpower) &
supervision.
 Grievances handling & conducting disciplinary procedures.
 Developing and maintaining motivations for workers by providing incentives and by
conducting various programs & engagement activities.
 Reviewing and auditing manpower management in the organizations.
 Quality circle, organization development and quality of working life.
 Employee engagement & welfare activities.
 Credentialing & privileging of medical professionals & nursing staffs.
 Policy making for health benefit of the employees.
 Seeing pay roll of all the employees.

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2.1.4 OVERSEE ALL THE HR ACTIVITIES OF UNIT
 WORK FORCE PLANNING: update job description for all employees.
 RECRUITMENT AND SELECTION: recruiting and staffing logistics (full time/
part time/ contract staff). Maintain quality recruitment process. To oversee recruitments
and to ensure that unit is adequately staffed.
 PERFORMANCE APPRAISAL: performance management and improvement
systems. Managing performance management cycle end to end. Set up and manage
performance management process to maintain a high-performance culture (competency
framework and compensation matrix).
 EXIT FORMALITIES: handling exit formalities. Full & final settlement and exit
process. Conducting exit interview process for resigned, quit / terminated employees.
Coordinate & manage the full & final settlement.
 TRAINING AND DEVELOPMENT: plan, organize and track training and
development program based on organization needs. Coordinating training requirements
and programmes.
 LEAVE AND TIME MANAGEMENT: handling employee leave & time
management. Attendance tracking system. Checking the in & out records of employees.
Maintain the employee attendance and generate the attendance report by online system
for the salary process.
 HR MASTER DATA DETAILS: employees master data & personal file to be
maintained.
 EMPLOYEE ACTIVITIES: managing employee relation activities, handling
employee grievance. Employment and compliance to regulatory concerns and
reporting.
 PAYROLL DETAILS: handling payroll inputs. Coordinate with the finance for
monthly payroll systems; make necessary entries for new joiners, separation cases,
unpaid leave etc.

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2.2 INTRODUCTION OF ATTRITION
 Attrition is a critical issue and pretty high in the industry these days. It’s the major
problem which highlights in all the organizations. Though the term ‘ATTRITION’ is
common, many would be at a loss to define what actually Attrition is, “Attrition is
said to be the gradual reduction in the number of employees through retirement,
resignation or death. It can also be said as Employee Turnover or Employee
Defection” Whenever a well-trained and well-adopted employee leaves the
organization, it creates a vacuum. So, the organization loses key skills, knowledge and
business relationships. Modern managers and personnel administrators are greatly
interested in reducing Attrition in the organization, in such a way that it will
contribute to the maximum effectiveness, growth, and progress of the organization.
 Job Attrition can be very costly to the organization as a whole. Therefore, managers
should constantly be on the lookout to reduce job Attrition. Basically, if the
employees are not interested in their jobs, they will leave. Being unhappy is not the
only reason why workers leave their jobs. There are several other reasons that can
contribute to Attrition in the companies. Sometimes, individuals leave their
companies because their skills are in demand, and therefore they are lured away by
other companies for highly pay and better benefits.
 Unfortunately, there are not much that companies can do to keep their employees
from leaving for higher pay and better benefits. However, if unhappiness is the
primary reason why employees leave, there is a lot that companies can do to prevent
the turnover. The solutions will be discussed later in this research. In this section, the
primary focus will be on the causes of turnover.
 Retaining employees is a critical and ongoing effort. One of the biggest challenges in
having managers in the place that understands it is their responsibility to create and
sustain an environment that fosters retention. Self requires reinforcement, direction
and recognition to grow and remain satisfied in their positions. Managers must
recognize this and understand that establishing such fundamentals demonstrates
their objectives to support nature and motivate their employees.

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Chapter- 3
3.1 OBJECTIVES OF THE ATTRITION
 To find out the Attrition Rate for the year 2019 in the organisation.
 To determine the causes of employee’s attrition in the organization.
 To analyse measures put in place by organization to reduce employee’s attrition.
 To assess the effect of employee’s attrition on organization.
 To give suitable suggestions in order to reduce attrition rate.
Objective
of
Attrition
Find out
Organisition
Attrition Rate
Determine of
the causes of
employese's
Attrition
Assess the effect
of employee's
attrition on
organisition
To give the
sutible
suggestions in
order to reduce
attrition rate

22
Chapter- 4
4.1 METHODOLOGY
Type of study:
The type of my improvement in Attrition Rate of Employees in the organization in a year of
2019, this study is mainly the analytical study and I did that survey using Sampling Technique.
4.1.2 DATA COLLECTION
4.1.2.1 Primary data
I have collected data from the personal files of 296 employees.
4.1.2.2 Secondary data
I have collected the data from Monthly review reports.
Duration of study: 60 days
Sample Size: 296 Employees

23
Chapter- 5
5.1 SCOPE OF THE STUDY
The study throws light on the Attrition level in organization. It has a very wide scope in any
kind of organization since “attrition” is general one and makes employees to put forth their
practical difficulties and need factors in the organization.
For study purpose the scope was extended to the entire hospital area. It can help the
management to know for which reason employees tend to change their job, through
dissatisfaction factors faced in the organization and also help to recover by providing the
optimum suggestions or solutions.

24
5.1.1 ATTRITION RATE FORMULA:
NO. OF EMPLOYEES LEAVING DURING PERIOD
ATTRITION RATE= 100
AVERAGE NO. OF EMPLOYEES FOR THE PERIOD
5.1.2 CALCULATION OF ATTRITION RATE
1. Calculate the average number of employees who worked at the company during the year.
To calculate a simple average, add the number of employees who began the year with the
company to the number of employees remaining at the end of the year and divide this sum by
two.
2. Determine the number of employees who left the company during the year by examining
the past year's employment records. If your company does not keep a running tally of
employee attrition, physically count the number of employees who left the company over the
year.
3. Divide the number of employees who left the company during the year by the average
number of employees employed by the company during the year to arrive at an employee
attrition rate.
The most common formula to calculate the rate of attrition used by many
organizations is:
Attrition Rate = (Number of employees who left in the year /Average employees in the
year) * 100

25
5.2 TYPES OF ATTRITION:
Table 2: A types of Attrition
ATTRITION
INTERNAL
&
EXTERNAL
TURNOVER
SKILLED &
UNSKILLED
EMPLOYEE’
TURNOVER
FUNCTIONAL
&
DYSFUNCTIO
NAL
VOLUNTARY
&
INVOLUNTARY
PULL’ AND
“PUSH”
FORM OF
TURNOVER

26
TYPES OF ATTRITION:
Employee attrition is classified into five types, namely: (1) Internal & External turnover, (2)
Skilled & Unskilled Employee’ Turnover, (3) Functional and Dysfunctional, (4) Voluntary &
Involuntary, and (5) Drag and Drive type or “Pull’ and “Push” form of turnover.
(1)Internal & External Turnover:
Like recruitment, turnover can be classified as 'internal' or 'external'. Internal turnover
involves employees leaving their current positions and taking new positions within the same
organization. Both positive (such as increased morale from the change of task and
supervisor) and negative (such as project/relational
disruption) effects of internal turnover exist, and
therefore, it may be equally important to monitor this
form of turnover as it is to monitor its external
counterpart. Internal turnover might be moderated
and controlled by typical HR mechanisms, such as an
internal recruitment policy or formal succession
planning. On the other hand, external turnover refers
to employees leaving the organization and joining another organization for better terms of
employment or preferring non-employment status (not engaged in any
work/job/employment). It is this form of turnover with which the employer is really
concerned.
(2)Skilled & Unskilled Employee Turnover:
Unskilled positions often have high turnover, and
employees can generally be replaced without the
organization incurring any loss of performance. The ease
of replacing these employees provides little incentive to
employers to offer generous employment contracts;
conversely, contracts may strongly favor the employer
and lead to increased turnover as employees seek, and
eventually find, more favorable employment.

27
However, high turnover rates of skilled professionals may pose a risk to the business or
organization, due to the human capital lost - skills, training, and knowledge lost. Notably,
given the natural specialization of skilled professionals, these employees are likely to be re-
employed within the same industry by a competitor. Therefore, turnover of these individuals
incurs both replacement costs to the organization, as well as a competitive disadvantage to
the business.
(3) Functional & Dysfunctional Turnover:
From the organizational perspective, may be functional where the employee’s departure
produces a benefit for the organization especially when he is less productive and less
committed to the job and the organization, or it could be dysfunctional where the departing
employee is highly productive and committed and the management is very much interested in
retaining him/her.
(4) Involuntary Attrition:
Involuntary termination is the employee’s departure at the hands of the employer. There are
two basic type of involuntary termination, known often as being “fired” and “laid off.” To be
fired, as opposed to being laid off, is generally thought of to be the employee’s fault, and
therefore is considered in most cases to be dishonorable and a sign of failure.
Voluntary Attrition:
Voluntary attrition is the employee’s departure on his own. This happens when an employee
resigns from an organization for personal or professional reasons. Voluntary attrition is one of
the major pain points for companies in growing economies. In India – voluntary attrition of 20-
40% is fairly common in IT/ITES/Retail/Hospitality industries.
(5) Drag and Drive forms of Employee Turnover:
The employee turnover is also interpreted in terms of causes arising from which aside – the
employee side or the employer side? When an employee leaves his job/employment in an
organization for his own reasons it is labeled as the Drag or Pull form of Turnover – the
reasons for leaving drag the employee out of his job and the organization. On the other hand,
the turnover is labeled as Drive or Push form of Turnover when the employer takes the
initiative to ask the employee to quit the job and the organization. This classification of
employee turnover does not make any distinction between the employees – anyone can be
affected by the drag or drive factors.

28
5.2.1 CAUSES OF ATTRITION IN HOSPITAL SECTOR
Employees do not leave an organization without any significant reason. There are various
reasons for employees to leave the organization. These are following reasons:
Table 3: Causes of Attrition
CAUSES OF ATTRITION
Demand of
Higher Pay
Job on
Workplace Is
Not What They
Expected
Less Growth
Opportunities
Better
Opportunities
Another
Organization Lack of
Decision-
Making Ability
Feeling
Undervalued
Lack of Trust
and Support
Compensation
Plans for
Further
Studies
Women
Workers

29
1). Demand of higher pay:
The most obvious reason for employees leaving any organization is higher salaries offered by
other organization with better job opportunity.
2). Job on workplace is not what they expected:
Sometime the job responsibilities don’t come out to be the same as expected by the candidates.
Unexpected job responsibilities lead job dissatisfaction.
3.Less growth opportunities:
No or less learning and growth opportunity in the current job will make candidate’s job and
career stagnant only 20% of employees are able to go to senior levels. Look for other
organization where they can get opportunities for growth.
4). Better Opportunities Another Organization:
An attractive job offers which an employee thinks is good for him with respect to job
responsibility compensation, growth and learning, etc. can lead an employee to leave the
organization.
5). Lack of decision-making ability:
If the work is not appreciated by the supervisor the employee feels de- motivated losses interest
in job.
6). Feeling Undervalued:
Everyone wants to be recognized and rewarded for a job well done. It’s part of our nature.
Recognition does not have to be monetary. The most effective recognition is sincere
appreciation.
7). Lack of trust and support in co-workers, senior and management:
Trust is the most important factor that is required for an individual to stay in the job. Non-
supportive, co- workers, seniors and management can make office environment unfriendly and
difficult to work in. When employees are happy with their superiors they choose to stay.
8). Compensation:
Better compensation package being offered by other companies may attract to employees
towards themselves.

30
9). Plans for further studies:
These days in much organization, employees are joining at very young age because of
lucrative salaries being offered. But with time, they apply for higher studies and try to move
on to other organization or sector to occupy to positions.
10). Women workers:
The percentage of women workers is very high, around 30%. Generally, women workers leave
the organization after marriage to take up their house hold duties, irregular work hours. Even
when someone will relocate with their spouses or partners. It comes outside the control of an
employer.

31
OVERVIEW THE CAUSES OF ATTRITION THROUGH PIE CHARTS
Figure 2: Causes of Attrition
Demandof HighPay
22%
Better Opportunities
another Organisation
21%
Less Grow
Opportunities
15%
Lack of Decision
MakingAbility
10%
Women Workers
21%
Lack of Support &
Trust
11%
ATTRITION
Demand of High Pay Better Opportunities another Organisation
Less Grow Opportunities Lack of Decision Making Ability
Women Workers Lack of Support & Trust

32
5.3 IMPACT OF ATTRITION
Attrition normally brings decreased productivity. People leave causing others to work harder.
Thes contributes to more attrition, which contributes to increasing costs, lower revenue. This
often forces additional cost reductions and austerity measures on an organization. This in turn
makes working more difficult, causing the best performance with the most external
opportunities, to leave.
1. Direct Impact
2. Indirect Impact
1. DirectImpact:
A high attrition indicates the failure on the company’s ability to set effective HR
priorities. Clients and business get affected and the company’s strengths and
weaknesses get highlighted. New hires need to be constantly added, further costs in
training them, getting them aligned to the company culture, etc., all a challenge. It
would somehow affect the company’s reputation. It can also give rise to unspoken
negativity among the existing workforce.
2. Indirect Impact:
Difficulty in the company retained remaining employees. Problem for the company is
inn attracting potential employees. Typically, high attrition also led to chronic or
systemic cycle attrition brings decreased productivity, people leave causing others to
work harder and this contributes to more attrition. All this has a significant impact on
the company’s strength in managing their business in a competitive environment.

33
5.4 MODEL OF EMPLOYEE ATTRITION:
Several attrition models emphasize the role of dissatisfaction in the decision to look for
alternatives, and it is seen as a necessary first step in the decision to leave. Two major streams
of research have proposed models incorporating these ideas, and the basic concept of these
models is presented in the following figure:
Figure 3: A model of Attrition
Job dissatisfaction
Causes of job
dissatisfaction
Thinking about leaving
Looking for alternatives
Intention to quit
Compare
alternatives
Actual attrition

34
The process begins with factors leading to job dissatisfaction such as nature of the work, pay
and benefits, supervision and co-workers. If job dissatisfaction makes the employee to begin
thinking about quitting, that leads to a search for alternatives. Only when those alternatives
look better the employee decides to leave his/her present job a decision first manifested by an
intention to quit.
It is best to stop the attrition before the employee begins searching for alternatives because
he/she might find an alternative that is more attractive. Once an employee begins searching for
alternatives, it may still be possible to retain him/her by convincing that the present job is really
better than the alternatives.
This model, state, includes other aspects of cognitive processing, but the shocks include events
such as winning the lottery or losing a loved one, as well as job related events such as missing
a promotion or receiving an offer from another company.

35
Chapter- 6
RESULTS & DISCUSSIONS OF THE STUDY

36
ATTRITION ON JANUARY'19
PARTICULARS Total No. of Employees Attrition Attrition Rate
Doctors 169 2 1.18%
Nurses 319 10 3.13%
Paramedical Staff 81 0 0.00%
Administration Staff 186 2 1.08%
Total 755 14 1.85%
Table: 4
Figure: 4
Interpretation:
This figure shows that, among the 98.18% employees 1.82% employees left the organization
in the month of January.
Figure: 5
Interpretation:
This figure shows that, in the month of January 1.18% doctors left, 1.08% administration
staffs left and the maximum employees left in nursing department. But no paramedical staffs
left in the organization.
1.18%
3.13%
0.00%
1.08%
Broad Group Wise Attrition Breakup
Doctors
Nurses
Paramedical Staff
Administration Staff
98.18%
1.82%
TotalAttrition - Jan`19
Total No. of Employees

37
ATTRITION ON FEBRUARY'19
PARTICULARS Total No. Of Employees Attrition Attrition Rate
Doctors 175 4 2.29%
Nurses 317 19 5.99%
Total 764 27 3.53%
Table: 5
Figure: 6
Interpretation:
This figure shows that, among the 99% employees 1% employee left in the organization in
the month of February’19.
Figure: 7
Interpretation:
This figure shows that in the month of February, 1.07% administration staffs, 2.29% doctors,
2.35% paramedical staffs and 5.99% nurses left in the organization. Attrition rate was high in
the nursing department.
2.29%
5.99%
2.35%
1.07%
Doctors
Nurses
Paramedical Staff
99%
1%
Total Attrition - Feb`19
Total No. Of Employees
Attrition

38
Table: 6
Figure: 8
Interpretation:
This figure shows that, among the 97% employees 3% employees left the organization in the
month of March’18.
Figure: 9
Interpretation:
This figure shows that, 2.26% doctors, 2.33% paramedical staffs, 2.62% nurses and 3.24%
administration staffs left in the organization in the month of March. The highest attrition rate
was in the administration staff in the month of March.
97%
3%
Total Attrition - mar`19
Total No. of Employees Attrition
ATTRITION ON MARCH'19
Doctors 177 4 2.26%
Nurses 344 9 2.62%
Total 792 21 2.65%
2.26%
2.62%
2.33%
3.24%
Broad Group wise Attrition Breakup
Doctors
Nurses
Paramedical Staff

39
Table: 7
Figure: 10
Interpretation:
This figure shows that, among 97% employees 3% employees left in the organization in the
month of April.
Figure: 11
Interpretation:
This figure shows that in the month of April, 1.64% administration staffs, 2.92% nurses,
4.88% paramedical staffs and 6.29% doctors left in the organization. The highest attrition rate
was in the doctors.
ATTRITION ON APRIL'19
Doctors 175 11 6.29%
Nurses 343 10 2.92%
Total 783 28 3.58%
97%
3%
Total Attrition - APR`19
Attrition
6.29%
2.92%
4.88%
1.64%
Doctors
Nurses
Paramedical Staff

40
Table: 8
Figure: 12
Interpretation:
This figure shows that, among 98% employees 2% employees left in the organization in the
month of May’19.
Figure: 13
Interpretation:
In this figure shows that in the month of May, among all the employees 0.56% doctors,
1.72% nurses, 3.24% administration staffs left in this organization. There was no attrition in
the paramedical staffs.
ATTRITION ON MAY'19
Doctors 178 1 0.56%
Nurses 349 6 1.72%
Total 798 13 1.63%
98%
2%
TotalAttrition - May`19
Attrition
0.56%
1.72%
0.00%
3.24%
Doctors
Nurses
Paramedical Staff

41
Table: 9
Figure: 14
Interpretation:
This figure shows that, among 97% employees 3% employees left in the month of June’19.
Figure: 15
Interpretation:
This figure shows that in the month of June, 2.12% administration staffs, 2.17% doctors,
2.38% paramedical staffs and 5.03% nurses left in the organization. The highest attrition rate
was in the nursing department.
97%
3%
Total Attrition - June`19
Attrition
2.17%
5.03%
2.38%
2.12%
Doctors
Nurses
Paramedical Staff
ATTRITION ON JUNE'19
Doctors 184 4 2.17%
Nurses 338 17 5.03%
Total 795 27 3.40%

42
Table: 10
Figure: 16
Interpretation:
This figure shows that, among 94% employees 6% employees left in this organization in the
month of July’19.
Figure: 17
Interpretation:
In this figure shows that in the month of July’19, 2.14% administration staffs, 2.40%
paramedical staffs, 4.76% nurses and 19.40% doctors left in the organization. The highest
attrition rate was in the doctors.
94%
6%
Total Attrition - July`19
Attrition
19.40%
4.76%
2.40%
2.14%
Doctors
Nurses
Paramedical Staff
ATTRITION ON JULY'19
Doctors 134 26 19.40%
Nurses 336 16 4.76%
Total 782 49 6.27%

43
ATTRITION ON AUGUST'19
Doctors 136 4 2.94%
Nurses 344 9 2.62%
Total 796 21 2.64%
Table: 11
Figure: 18
Interpretation:
month of August’19.
Figure: 19
Interpretation:
In this figure shoes that in the month of August’19, 2.62% nurses, 2.94% doctors and 4.23%
administration staffs left in this organization. There was no attrition in paramedical staffs.
97%
3%
Total Attrition - Aug`19
Attrition
2.94%
2.62%
0.00%
4.23%
Broad Group Wise AttritionBreakup
Doctors
Nurses
Paramedical Staff

44
Table: 12
Figure: 20
Interpretation:
This figure shows that, among 96% employees 4% employees left in the organization.
Figure: 21
Interpretation:
In this figure shows that in the month of September’19, 3.03% doctors, 4.66% nurses, 4.86%
administration staffs left in the organization. There was no attrition in paramedical staffs.
96%
4%
Total Attrition - Sep`19
Attrition
3.03%
4.66%
0.00%
4.86%
Doctors
Nurses
Paramedical Staff
ATTRITION ON SEPTEMBER'19
PARTICULARS TotalNo. of Employees Attrition Attrition Rate
Doctors 132 4 3.03%
Nurses 343 16 4.66%
788 29 3.68%

45
Table: 13
Figure: 22
Interpretation:
In this figure shows that, among 97% employees 3% employees left in the organization in the
month of October’19.
Figure: 23
Interpretation:
In this figure shows that in the month of October’18, 0.74% doctors, 1.61% administration
staffs, 3.08% paramedical staffs and 4.66% nurses left in this organization. The highest
attrition was in the nursing department.
97%
3%
Total Attrition - Oct`19
Attrition
0.74%
4.66%
3.08%
1.61%
Doctors
Nurses
Paramedical Staff
ATTRITION ON OCTOBER'19
Doctors 135 1 0.74%
Nurses 343 16 4.66%
Total 794 24 3.02%

46
Table: 14
Figure: 24
Interpretation:
month of November’19.
Figure: 25
Interpretation:
This figure shows that in the month of November’18, 0.76% paramedical staffs, 1.06%
administration staffs, 3.13% nurses and 7.03% doctors left in this organization. The highest
attrition rate was in the doctors.
97%
3%
Total Attrition - Nov`19
Total No. of
Employees
7.03%
3.13%
0.76%
1.06%
Doctors
Nurses
Paramedical Staff
ATTRITION ON NOVEMBER'19
Doctors 128 9 7.03%
Nurses 351 11 3.13%
Total 799 23 2.88%

47
Table: 15
Figure: 26
Interpretation:
This figure shows that, among the 98% employees 2% employees left in this organization in
the year of December’19.
Figure:27
Interpretation:
This figure shows that in the month of December’19, 0.75% doctors, 1.05% administration
staffs, 1.53% paramedical staffs and 4.32% nurses left in this orgnization. The highest
attrition rate was in the nursing department.
98%
2%
Total Attrition - Dec`19
Attrition
0.75%
4.32%
1.53%
1.05%
Doctors
Nurses
Paramedical Staff
ATTRITION ON DECEMBER'19
Doctors 133 1 0.75%
Nurses 347 15 4.32%
Total 802 20 2.49%

48
TOTAL ATTRITION RATE IN THE YEAR OF 2019
Table:16
ATTRITION RATE IN THE YEAR OF 2019
Figure: 28
Interpretation:
 overall attrition rate was highest in the month of july’19.
 The doctors attrition rate was also high in the month of july’19.
 The nurses attrition rate was high in the month of february’19.
 The paramedical staffs attrition rate was high in the month of april’19.
 The administration staffs attrition rate was high in the month of september’19 &
october’19.
PARTICULARS Jan Feb March april May June July August September October November December
Doctors 1.18% 2.29% 2.26% 6.29% 0.56% 2.17% 19.40% 2.94% 3.03% 3.03% 7.03% 0.75%
Nurses 3.13% 5.99% 2.62% 2.92% 1.72% 5.03% 4.76% 2.62% 4.66% 4.66% 3.13% 4.32%
Paramedical Staff 0.00% 2.35% 2.33% 4.88% 0.00% 2.38% 2.40% 0.00% 0.00% 0.00% 0.76% 1.53%
Administration Staff 1.08% 1.07% 3.24% 1.64% 3.24% 2.12% 2.14% 4.23% 4.86% 4.86% 1.06% 1.05%
Total 5.39% 11.70% 10.45% 15.73% 5.52% 11.70% 28.70% 9.79% 12.55% 12.55% 11.98% 7.65%

49
Chapter - 7
7.1 LIMITATIONS OF THE STUDY
1) Lack of prior research studies on the topic.
2) Lack of scope of discussions as due to large size the scope & depth of discussion is
compromise.
3) Large sample size.
4) Limited span of time to conduct project on such a vast topic.

50
7.2 FINDINGS OF THE STUDY
1) Employee attrition is maximum among the nursing staff.
2) In the month of November, the attrition was highest for doctors due to the upcoming PG
exams.
3) In the month of January, there was no attrition in paramedical staff.
4) In the month of March, the attrition was almost equal among all the broad groups.
5) In the month of July, the attrition was highest in overall employees.
6) The overall attrition was lowest in the month of February.

51
7.3 RECOMMENDATIONS OF THE STUDY
1] The only reasons that contribute for attrition are demand of high pay and better elsewhere.
To reduce the attrition rate, increase in pay as par with the competitive institutes should be
done as per the affordability of hospital so that employees won’t leave the job.
2] As plan for higher studies also stand as a reason for attrition, Hospital should consider
sponsoring students for higher studies so when they complete their education. they would have
the opportunity to get higher position and it will be a growth opportunity for the sponsored
students that would help reducing attrition.
3] Even though the employees are satisfied with their nature of job and work environment, it
is identified in study that many employees change job due to lack of opportunities. Therefore,
workshop and seminars on career guidance should be arranged.
4] Every Department in the Hospital should conduct regular meetings to know about what
exactly employee expects. So, it would make employees feel that they are important part of the
Hospital.

52
Chapter - 8
CONCLUSION
Attrition is an issue that can be found in many companies today, but escaping this issue is not
a concept that is unattainable. Organizations should create an environment that growth
opportunities, appreciation for the work accomplished and a friendly cooperative atmosphere
that makes an employee feel connected in every respect to the organization. When Attrition is
suspected within an organization, an accurate measure of past and existing attrition and cost
associated with turnover must be analyzed. Once both issues have been studied organization
can decide on proper solution according to their analyses, the ultimate one being the attainment
of employee loyalty and commitment. The only reasons that contribute for attrition are demand
of high pay and better opportunities elsewhere. To reduce the attrition rate, increase in pay at
per with the competitive institutes should be done as per the affordability of hospital so that
employees won’t leave the job.
My study reveals that some employees were leaving the organization because they have
aspiration to go for higher studies for their career development and the organization addressed
these issues, which helps reduce the attrition rate. This organization provides safety & security
for the women employees; this also helps to reduce the attrition rate. If any employee interested
to resign his/her job, then the organization provides more salary to retain him/her.

53
BIBLIOGRAPHY
1. P. Subha Rao, “Essential of human resource management and industrial relation”, 2008,
Mumbai, PG-270-271.
2. Dr. K. Malar Mathi and Mrs. G. Malathi, “Analyzing the concept of attrition”, APJR,
Vol-1, PG-3-5.
3. Gleneagles Global Hospitals Lakdikapul - Book Appointment Online, Check Reviews
and Contact Number | Credihealth
4. https://www.gleneaglesglobalhospitals.com/best-hospital-in-hyderabad/lkp-about-us
5. https://www.gleneaglesglobalhospitals.com/hospitals-in-hyderabad-lkp
6. https://www.investopedia.com/terms/a/attrition.asp#:~:text=Attrition%20is%20
a%20process%20in,and%20reduce%20payroll%20than%20layoffs.
7. https://www.scribd.com/document/29278371/Attrition

Employees Attrition Rate at Gleneagles Global Hospital

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