Decrease in employees productivity in bir hospital nepal
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This document discusses decreasing employee productivity at Bir Hospital in Nepal and identifies potential causes and solutions. It finds that employee stress from inflexible work hours and restricted social interaction is lowering productivity. The document recommends implementing flexible scheduling, job simplification to reduce stress, and promoting informal employee social groups to improve engagement and productivity. Implementation plans include revising employee schedules, allowing job sharing and part-time options, and encouraging open communication and social interaction.
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Decrease in employees productivity in bir hospital nepal
- 1. Decrease in employee’s productivity in Bir Hospital Nepal Bishal Khadka
- 2. ▰ Introduction to company ▰ Understanding of employees’ productivity ▰ Causes to decrease in productivity ▰ Stress and Employees productivity ▰ Causes to Stress in workplace ▰ Stress factors in Bir Hospital ▰ Solution to the problems identified ▰ Implementation plan ▰ Conclusion and Recommendation 2 Table of content
- 3. Briefing about the company ▰ Established in 1947 BS by Bir Samsher Junga Bahadur Rana ▰ Inaugurated by 7 beds only. ▰ Undertaken by Nepalese Academy of Medical Sciences (NAMS) in 2003 ▰ Capacity of 458 beds ▰ Provides medical and education ▰ Currently 124 employees 3
- 4. Employee Productivity ▰ Efficiency and effectiveness ▰ Measures productivity for a group of worker performing same type of jobs 4
- 5. Casues to decrease in productivity 5 Causes to decrease in employee productivity No motivation Stress Lack of training & development Unhealthy working environment
- 6. Stress and Employees’ productivity Over stress causes lower productivity Inverse relationship between stress and productivity 6 Stress Employees’ productivity
- 7. Factors causing Stress in Work place ▰ Inflexible Working Hour ▰ Over and under work load ▰ Hazardous work environment ▰ Constant supervision ▰ Restriction in informal group ▰ Ambiguity of targets ▰ Multiple commands ▰ Frequent Supervision 7
- 8. Stress in Bir Hospital Inflexible working hours and workload Lack of engagement and restricted informal groups 8
- 9. Solution to the problems identified in Bir Hospital ▰ Creating flexible working opportunity • Part time job option • Elastic rostering • Job sharing • Compressed working hour • Task division • Emergency hour leave ▰ Promoting informal group and employees engagement Promotion of informal group in workplace through job simplification. 9
- 10. Plan Implementation chart 10 Re f Policy to Implement Actions to take Responsible person Time frame Status 1 Creating flexible working environment - Revising the application of employees who want to alter their shifts, reduce and add rostering, change part-time into full time and vice-versa. HR Manager 1 week - Making arrangement based on necessity of employees. Supervisor 3 days - Surveying to check whether the employees are relieving from stress and engaged in work. Supervisor 1 week - Checking whether the complaints are reduced and employees’ are productive HR Manager & Supervisor 15 days 2 Job Simplification and promotion informal groups - Identifying the vacant staffs in work place HR Manager 3 days - Allowing staffs the free movements from one unit to another & permitting open communication Supervis or Always - Breaking down the big jobs and sharing among colleagues Supervis or 2 days - Surveying to check whether the employees are relieving from stress and engaged in work with socially connected relationship HR Manager and Supervis or 15 days
- 11. Conclusion and Recommendation ▰ Employees’ productivity is low due to stress in workplace. ▰ Stress is result of inflexible working hour and restricted informal group. ▰ Solution is Job design (Flexible scheduled, job simplification) ▰ Shifting HR management concern to workplace stress. ▰ Welcoming and promoting informal association of staffs. ▰ People to Job fits. ▰ Human workforce are to be prioritized. 11 Conclusion Recommendation
- 12. References • Ahmed, K., Mehmood, N., Irum, S., & Sultana, A. (2012). Impact of training on employee performance: A study of telecommunication sector in Pakistan. Pakistan. • Bir Hospital. (2014). Retrieved from Bir Hospital website: http://www.nams.org.np/index.php • Blumenthal, J. A., & Claar, R. L. (2003). The Value of Stress-Management Interventions in Life- Threatening Medical Conditions, 133-137. • Dessler, G. (2000). Human Resource Management . New Jersey: Prentice-hall, Inc. • Dwamena, M. A. (2012). STRESS AND ITS EFFECTS ON EMPLOYEES. Takoradi. • Gleeson, B. (2017, 10 15). Forbes. Retrieved from 5 Powerful Steps To Improve Employee Engagement: https://www.forbes.com/sites/brentgleeson/2017/10/15/5-powerful-steps-to- improve-employee-engagement/#6bb1ef1c341d • Reitz, H. (1977). Behaviour in Organisation . Homevvood: R and D Irwin Inc Corp. • Robert Walter. (2019). Driving and implementing a flexibility-at-work. Robert Walter. 12