Declaration

I, Padam Jain, declare that this Project work titled "HRM and Employee Wellness Program in
Geetanjali Medical College and Hospital". This report presents a detailed analysis of Human
Resource Management (HRM) practices observed and assessed during the internship period.

All information, data, and references included in this report are accurate and properly cited. The
report reflects my personal observations and analysis, free from plagiarism. The findings and
recommendations are based on my practical experience and are intended to contribute to the
enhancement of HRM processes at Geetanjali Medical College and Hospital.

Padam Jain

MBA Student

Geetanjali Institute of Technical Studies (GITS)

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 Acknowledgement

I would like to express my sincere gratitude to Geetanjali Medical College and Hospital for
providing me with the invaluable opportunity to undertake my internship in the field of Human
Resource Business Partner.

I am deeply grateful to my supervisor, Dr. Rajeev Pandya sir, for their guidance, support, and
encouragement throughout the internship period. Their insights and feedback were instrumental
in shaping the direction of my research and enhancing my understanding of HRP practices.

Special thanks are due to the entire HR team at Geetanjali Medical College and Hospital for their
cooperation and for sharing their expertise, which greatly contributed to the completion of this
report.

I would also like to acknowledge the support of my colleagues and the administrative staff for
their assistance and understanding during my internship.

This experience has been incredibly enriching, and I am truly appreciative of the learning
opportunities provided.

Padam Jain

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HRM and Employee Wellness
Program in Geetanjali
Medical College and Hospital

3
 Table of Contents

Chapter 1 – Introduction

Chapter 2 – Review of Literature

Chapter 3 – Research Methodology

Chapter 4 – Data Analysis and Interpretation

Chapter 5 – Conclusion and Suggestions

Chapter 6 – Bibliography

Chapter 7 – Questionnaire

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 Chapter 1 – Introduction

Human Resources (HR)

Human Resources (HR) is a strategic and integral function within organizations that is
responsible for managing the employee life cycle, fostering a productive organizational culture,
and aligning workforce capabilities with business objectives. HR plays a critical role in ensuring
that organizations attract, develop, retain, and effectively utilize their human capital to gain
competitive advantage in the marketplace.

At its core, HR encompasses a wide range of functions including recruitment and selection,
onboarding, training and development, performance management, compensation and benefits,
employee relations, legal compliance, and workforce planning. The primary goal of HR is to
ensure that the right people are in the right roles, equipped with the necessary skills and
motivation to contribute to organizational success.

Recruitment and selection are foundational HR activities, involving the identification of staffing
needs, creation of job descriptions, sourcing of candidates, and selection through structured
interviews and assessments. Once hired, employees undergo onboarding processes designed to
familiarize them with the organization’s values, policies, and expectations.

Training and development are essential for employee growth and organizational innovation. HR
professionals design learning initiatives to enhance technical competencies, leadership abilities,
and soft skills. This not only supports career progression but also ensures that employees can
adapt to technological changes and evolving market demands.

Performance management is another critical HR function. It includes setting performance

expectations, conducting regular appraisals, and providing feedback to improve individual and
team outcomes. Modern HR practices emphasize continuous performance development over
traditional annual reviews, promoting ongoing communication between employees and
managers.

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Compensation and benefits play a significant role in attracting and retaining talent. HR is
responsible for developing competitive salary structures, incentive plans, and comprehensive
benefits packages that align with industry standards and organizational goals. Additionally, HR
ensures internal equity and compliance with legal requirements such as minimum wage laws and
tax regulations.

Employee relations and workplace culture are central to HR’s responsibility in fostering a
positive and inclusive work environment. HR addresses grievances, mediates conflicts, and
promotes employee engagement through initiatives that enhance job satisfaction and well-being.
A strong emphasis is placed on diversity, equity, and inclusion to ensure fair treatment and equal
opportunities for all employees.

HR also ensures compliance with labor laws and regulatory standards. This includes adherence
to employment legislation, health and safety regulations, and ethical labor practices. HR
professionals must remain updated on legal developments and ensure that policies and
procedures are consistently applied and documented.

In recent years, strategic HR management has gained prominence. Rather than functioning solely
as an administrative department, HR now serves as a business partner, contributing to long-term
planning and organizational transformation. HR analytics and data-driven decision-making are
increasingly used to optimize workforce performance and guide talent management strategies.

In conclusion, Human Resources is a multifaceted discipline that plays a vital role in

organizational success. By managing people effectively, HR not only supports operational
efficiency but also drives innovation, adaptability, and sustainable growth. As organizations
continue to evolve, the strategic importance of HR will only increase, reinforcing its position as a
cornerstone of modern enterprise management.

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Human Resource Management (HRM)

Human Resource Management (HRM) is a strategic and coherent approach to the effective
management of people in an organization so that they help the business gain a competitive
advantage. Often referred to as the backbone of organizational success, HRM encompasses the
planning, implementation, and oversight of policies and practices related to workforce
management. It is a multidisciplinary function that integrates principles from psychology,
sociology, law, economics, and organizational behavior to manage people efficiently.

At its core, HRM focuses on the acquisition, development, motivation, and retention of human
capital—the most valuable asset in any organization. The primary functions of HRM include
human resource planning, recruitment and selection, training and development, performance
management, compensation and benefits, employee relations, and compliance with labor laws.
Each function is interlinked and contributes to building a robust workforce aligned with
organizational goals.

Recruitment and selection involve attracting and choosing candidates who are best suited for the
job roles. This process ensures the right talent enters the organization, contributing to long-term
success. Training and development focus on enhancing the skills, knowledge, and capabilities of
employees to improve job performance and prepare them for future roles. Effective HRM
ensures continuous learning through structured training programs, workshops, and leadership
development initiatives.

Performance management is another critical area, which includes setting clear expectations,
monitoring progress, and evaluating employee performance. It helps identify high performers,
provide constructive feedback, and facilitate career progression. A well-executed performance
management system fosters a culture of accountability, motivation, and high productivity.

Compensation and benefits are essential components of HRM that involve designing fair and
competitive pay structures, offering financial incentives, and providing non-monetary benefits
such as health insurance, retirement plans, and wellness programs. These initiatives are vital for
attracting and retaining top talent and enhancing job satisfaction.

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Employee relations pertain to managing the employer-employee relationship and addressing
workplace issues such as grievances, conflicts, and disciplinary actions. HR professionals must
ensure a harmonious working environment by promoting open communication, inclusivity, and
ethical practices. In addition, compliance with labor laws and regulations is a fundamental
responsibility of HRM. This includes adherence to employment standards, workplace safety,
anti-discrimination laws, and policies related to working hours, leave, and termination.

Strategic HRM aligns human resource policies with organizational strategy, ensuring that the
workforce contributes effectively to achieving business objectives. This involves workforce
analytics, talent management, succession planning, and organizational development initiatives.
In a dynamic and competitive environment, HRM also plays a pivotal role in managing change,
fostering innovation, and building a resilient organizational culture.

In summary, HRM is a vital organizational function that not only supports operational needs but
also shapes strategic outcomes. By focusing on people-centric practices, HRM enhances
employee engagement, organizational performance, and sustainable growth. As businesses
evolve, the role of HRM continues to expand, positioning it as a key driver of organizational
excellence and competitive advantage.

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Employee Wellness Program

In today’s fast-paced and increasingly competitive business environment, organizations are

placing greater emphasis on the health and well-being of their employees. An Employee
Wellness Program (EWP) is a structured initiative designed to support and improve the overall
health—physical, mental, emotional, and social—of the workforce. These programs aim to
enhance productivity, reduce absenteeism, improve morale, and lower healthcare costs, thereby
contributing significantly to organizational performance and sustainability.

An Employee Wellness Program can be defined as a comprehensive set of health promotion and
disease prevention strategies implemented by organizations to support the well-being of their
workforce. These programs are tailored to address various aspects of employee health, such as
physical fitness, mental well-being, stress management, chronic disease prevention, work-life
balance, and workplace ergonomics.

The primary objectives of an Employee Wellness Program include:

1. Enhancing employee health and lifestyle behaviors.

2. Reducing occupational stress and mental health issues.
3. Decreasing healthcare-related costs.
4. Improving employee engagement and productivity.
5. Fostering a positive organizational culture and work environment.

Components of an Effective Wellness Program

An effective EWP is multidimensional and integrates a variety of services, initiatives, and

policies aimed at improving employees’ overall well-being. Key components typically include:

1. Health Risk Assessments (HRAs)

HRAs involve a systematic evaluation of individual health risks and behaviors through
questionnaires, biometric screenings, and medical history reviews. These assessments help
identify potential health concerns early and allow for personalized wellness interventions.

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2. Physical Wellness Activities

These activities promote physical fitness and include initiatives such as:

 On-site fitness centers or gym memberships.

 Yoga and aerobics sessions.
 Step challenges and fitness tracking.
 Nutritional guidance and healthy meal options.

3. Mental and Emotional Well-being

Mental health is a critical dimension of overall wellness. Programs that support emotional well-
being may include:

 Access to counseling services or Employee Assistance Programs (EAPs).

 Stress management workshops.
 Mindfulness and meditation sessions.
 Initiatives to combat burnout and work-related anxiety.

4. Preventive Health Care

Preventive services are crucial for early detection and management of diseases. These may
consist of:

 Annual health check-ups.

 Immunization and vaccination drives.
 Chronic disease management programs.
 Lifestyle coaching for smoking cessation, weight loss, and alcohol moderation.

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5. Work-Life Balance Support

Maintaining a balance between professional and personal life is essential for long-term employee
wellness. Initiatives to support this balance may include:

 Flexible working hours and remote work options.

 Paid time off and sabbatical policies.
 Childcare support and family-friendly work policies.
 Time management training.

6. Financial Wellness

Financial stress can significantly affect employee performance. Programs in this domain may
offer:

 Financial planning workshops.

 Retirement planning assistance.
 Debt management support.
 Access to financial advisors.

7. Organizational Culture and Environment

The work environment plays a significant role in wellness. A culture that values health and well-
being encourages:

 Open communication and feedback.

 Inclusiveness and diversity.
 Supportive leadership.
 Recognition and appreciation initiatives.

Implementation Strategies

The successful implementation of an Employee Wellness Program requires careful planning,

resource allocation, and ongoing evaluation. Key strategies include:

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1. Management Support and Leadership Engagement

Leadership must actively support wellness initiatives and lead by example. Executive buy-in is
essential for resource allocation and cultural integration of wellness values.

2. Employee Involvement

Programs should be designed based on employee needs and preferences, often gathered through
surveys or focus groups. Involving employees in planning and execution fosters a sense of
ownership and increases participation rates.

3. Clear Communication

Effective communication ensures that employees are aware of the available wellness resources
and how to access them. Communication strategies may include emails, intranet portals, posters,
and wellness ambassadors.

4. Incentives and Rewards

Offering incentives such as gift cards, extra leave days, or wellness-related merchandise can
motivate participation and sustain engagement in wellness programs.

5. Technology Integration

Digital platforms and mobile apps can streamline wellness program delivery. Features such as
health tracking, virtual consultations, and online learning modules enhance accessibility and
engagement.

6. Measurement and Evaluation

Regular evaluation of wellness initiatives is essential to determine their effectiveness. Metrics

may include participation rates, health outcomes, absenteeism levels, and employee satisfaction.

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Benefits of Employee Wellness Programs

An effectively implemented EWP offers multifaceted benefits to both employees and

organizations.

For Employees:

 Improved physical and mental health.

 Enhanced job satisfaction and morale.
 Better work-life balance.
 Increased awareness of healthy behaviors and lifestyle choices.

For Employers:

 Reduced healthcare costs and insurance premiums.

 Lower absenteeism and presenteeism.
 Increased productivity and performance.
 Enhanced employer branding and talent retention.

Challenges in Implementation

Despite the benefits, there are several challenges that organizations may face when implementing
wellness programs:

1. Low Participation Rates: Some employees may be skeptical or unwilling to engage in

wellness activities.
2. Limited Budget: Financial constraints may limit the scope or quality of wellness
initiatives.
3. Cultural Barriers: Organizational culture or demographic factors may influence
wellness program adoption.
4. Measurement Difficulties: Quantifying the return on investment (ROI) of wellness
programs can be complex.

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 5. Privacy Concerns: Employees may be wary of sharing personal health information due
to confidentiality issues.

Best Practices

To overcome these challenges and optimize impact, organizations should adhere to the following
best practices:

 Customize programs to align with employee demographics and health needs.

 Ensure confidentiality of health-related information.
 Promote inclusivity by offering diverse wellness activities.
 Integrate wellness into the corporate strategy for long-term sustainability.
 Leverage partnerships with healthcare providers or wellness vendors.

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Overview of the Geetanjali Medical College and Hospital related to
the HRM and Employee Wellness Program

Geetanjali Medical College & Hospital is the crown jewel of Geetanjali University. It is Shri J.P.
Agarwal’s dream that GMCH has come into existence who as a founder and chairman of the
institute has left no stone unturned to make it a successful one. It is his commitment and
dedication that has made this Hospital and College the most trusted one in Udaipur and its
surrounding regions.

Geetanjali Medical College and Hospital (GMCH) is a prominent medical institution located in
Udaipur, Rajasthan, India. Established in 2008, it is part of the Geetanjali University and is
known for its comprehensive medical education and healthcare services.

Geetanjali Hospital is a premier multi-specialty healthcare facility located in Udaipur, Rajasthan,

known for offering comprehensive medical services across a broad range of disciplines.

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Established with a mission to provide high-quality healthcare, the hospital serves as a center of
excellence in the region, catering to patients not only from Rajasthan but also neighboring states.

Geetanjali Hospital (Geetanjali Medical College & Hospital) is an 1420-bedded Tertiary Care
Hospital with Multi Super Specialty Services having all medical modalities under one roof. The
medicity is spread over an area of 50 acres of picturesque Udaipur scenery. Geetanjali
Hospital (Geetanjali Medical College & Hospital) boasts of state-of-the-art medical and
paramedical facilities under a single roof and is the only hospital in Southern Rajasthan who’s
providing Air Ambulance facility. We are steadfast on providing all our patients with the best of
medical diagnosis and treatment at economical costs.

We would like to mention here that Geetanjali Medical College & Hospital is stroke ready
hospital and one of the most modern medical trauma care center with the most advanced
equipment for investigations like, PET-CT Scan, 3.0 Tesla MRI,1.5 Tesla MRI, Linear
Accelerator, 256 Slice CT Scan, 4D CT Scan, 4D Ultrasound, 2 Cath Lab for Cardiac
Interventional and Neuro Interventional, well-equipped modern laboratories, multiple operation
theatres and ultra-modern ICUs. The Doctors working in various departments are qualified,
skilled and have vast experience in their respective fields.

We would also like to draw your attention that our patient(s) charges and packages are very
competitive and most economical compared to different hospitals of Udaipur and adjoining
areas. The emergency services function 24X7 which includes emergency admissions, patient
management, hematological, radiological and other investigations. Here at Geetanjali Hospital
(Geetanjali Medical College & Hospital), we make every possible effort to realize our motto of
“Health is Happiness”.

Geetanjali Medical College and Hospital (GMCH), established in 2008 in Udaipur, Rajasthan,
stands as a prominent private medical institution affiliated with Geetanjali University. With a
1,150-bed tertiary care facility, GMCH is committed to delivering holistic patient care, aligning
its human resource management (HRM) and employee wellness programs to foster a supportive
and efficient work environment

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Human Resource Management (HRM) at GMCH

GMCH's HRM strategy is centered on cultivating a value-based culture that emphasizes holistic
patient care. The institution aspires to be the "Employer of Choice" in the healthcare industry by
creating an environment that motivates employees and instills pride in their work . This approach
includes developing employee champions to achieve better patient outcomes and delivering
healthcare of international standards accessible to all.

Employee feedback reflects a generally positive work culture at GMCH. According to reviews,
the institution boasts a 4.3 out of 5 rating, with high marks in work-life balance (4.1) and
company culture (4.0) . Employees appreciate the inclusive work environment and the sense of
belonging it fosters . However, areas such as career growth and salary benefits have room for
improvement, with ratings of 3.9 and 3.8, respectively.

Employee Wellness Programs

Recognizing the importance of employee well-being, GMCH, through its Geetanjali Medical
Nutrition Clinic (GMN), offers comprehensive corporate wellness programs. These initiatives
aim to enhance employees' health and quality of life, thereby boosting productivity and reducing
healthcare costs for the organization.

The wellness programs are tailored to meet the diverse needs of employees and include:

 Health Talks and Workshops: Sessions led by dietitians, physiotherapists, stress

counselors, and doctors covering topics like healthy eating, correct posture, stress
management, and preventive health care.
 On-site and Online Consultations: Flexible options for employees to receive
personalized advice and support, either at the clinic, at the workplace, or virtually.
 Body Composition Analysis (BCA): Comprehensive assessments measuring parameters
such as body fat, muscle mass, and BMI to provide individualized health
recommendations.
 Customized Diet Plans: Personalized nutrition plans addressing weight management,
lifestyle diseases, and specific health conditions.

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  Stress Counseling: Programs focusing on mindfulness and self-awareness to cultivate a
healthy and happy workforce.

These wellness initiatives underscore GMCH's commitment to preventive healthcare and the
overall well-being of its employees.

Explanation of the Core Concept/Topic of the Study

“HRM and Employee Wellness Program in Geetanjali Medical College & Hospital,
Udaipur, Rajasthan” focuses on two interrelated aspects of organizational management:
Human Resource Management (HRM) and Employee Wellness Programs. These domains are
particularly vital in healthcare institutions, where the efficiency and wellbeing of employees
directly impact patient care, institutional reputation, and overall organizational success. This
research seeks to explore how HRM strategies at Geetanjali Medical College & Hospital
(GMCH) are aligned with the institution’s employee wellness initiatives, and how this
integration contributes to staff satisfaction, performance, and retention.

Human Resource Management (HRM)

Human Resource Management is a strategic and comprehensive approach to managing people

within an organization. It covers recruitment, training and development, performance
management, compensation and benefits, employee relations, and compliance with labor laws. In
the context of a hospital setting like GMCH, HRM plays a crucial role in ensuring that qualified
professionals are hired, motivated, and retained to provide high-quality healthcare services.

The healthcare industry is labor-intensive and relies heavily on skilled human capital. Hence,
effective HRM policies are essential for:

 Recruiting the right talent such as doctors, nurses, paramedics, and administrative staff.
 Providing continuous training and development opportunities to upgrade skills.
 Evaluating employee performance to maintain professional standards.
 Offering competitive compensation to attract and retain top talent.

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  Promoting a healthy work environment that minimizes stress and burnout.

At GMCH, HRM is not just about administrative functions but is treated as a strategic partner in
institutional growth. The HR department plays a proactive role in creating a culture of
excellence, empathy, and continuous improvement.

Employee Wellness Program

An Employee Wellness Program (EWP) refers to a set of initiatives undertaken by an

organization to promote the physical, mental, and emotional health of its employees. In the
demanding environment of a hospital, where staff often work long hours under high stress,
wellness programs are essential for reducing burnout, increasing job satisfaction, and improving
overall productivity.

Employee wellness initiatives at GMCH may include:

 Regular health check-ups and medical camps.

 Stress management and mental health counseling.
 Fitness programs, yoga sessions, and recreational activities.
 Ergonomic workplace design and adequate rest areas.
 Nutritional guidance and healthy cafeteria options.
 Employee Assistance Programs (EAPs) for psychological support.

These programs not only help in maintaining employee health but also contribute to reducing
absenteeism, enhancing morale, and fostering a positive organizational culture.

Interrelation of HRM and Employee Wellness

While HRM focuses on managing the workforce efficiently, wellness programs aim to improve
the holistic well-being of employees. When integrated strategically, both functions complement
each other to create a healthy and productive work environment.

For instance, the HR department at GMCH may use wellness program participation as a part of
performance appraisals or may tie wellness outcomes to incentive schemes. Training and

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development programs may include stress management modules, and wellness benefits can be a
part of the overall compensation package.

The HR team also plays a key role in identifying wellness needs through employee feedback,
surveys, and health data analysis, and in designing customized programs accordingly. Thus,
wellness becomes an embedded part of the employee lifecycle—from onboarding to retirement.

Importance in the Context of Geetanjali Medical College & Hospital

Geetanjali Medical College & Hospital, located in Udaipur, Rajasthan, is a prominent healthcare
institution that offers both education and medical services. With a large workforce comprising
medical, paramedical, and administrative staff, managing human resources efficiently and
ensuring their well-being is critical.

The hospital operates in a high-pressure environment, and its staff frequently face physical,
emotional, and psychological challenges. Therefore, the institution has recognized the need to
implement robust HRM strategies along with comprehensive wellness initiatives to support its
employees.

This study is significant because it:

 Analyzes how HRM policies are implemented in a healthcare institution.

 Evaluates the effectiveness of employee wellness initiatives.
 Identifies gaps and suggests improvements in current practices.
 Contributes to the literature on healthcare HRM in India.
 Offers practical recommendations for HR professionals in similar settings.

The integration of HRM and Employee Wellness Programs is essential for fostering a healthy,
motivated, and high-performing workforce, especially in healthcare settings. At GMCH, the
success of its medical services is closely linked to the well-being of its employees. This study
aims to explore how the hospital balances the demands of a dynamic healthcare environment
with the need to support its staff through effective HRM and wellness strategies. The findings are

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expected to offer valuable insights for policymakers, HR practitioners, and institutional leaders
in the healthcare sector.

Background and Context of the Research: HRM and Employee

Wellness Program at Geetanjali Medical College and Hospital

Introduction

Geetanjali Medical College and Hospital (GMCH), established in 2008 in Udaipur, Rajasthan, is
a prominent private medical institution affiliated with Geetanjali University. With a 1150-bed
tertiary care hospital, GMCH offers comprehensive healthcare services and a range of academic
programs, including postgraduate and doctoral courses across various medical disciplines.

Human Resource Management at GMCH

GMCH's Human Resource (HR) vision is to be the preferred employer in the healthcare industry
by fostering a value-based culture that emphasizes holistic patient care. The institution aims to
create an environment where employees are motivated and take pride in their work, aligning with
the mission of delivering healthcare of international standards accessible to all.

The HR department at GMCH focuses on developing employee champions who contribute to

better patient outcomes. This involves creating a supportive work environment that encourages
professional growth and aligns with the organization's commitment to excellence in patient care.

Employee Wellness Initiatives

Recognizing the importance of employee well-being, GMCH has implemented various wellness
programs aimed at enhancing the physical and mental health of its staff. These initiatives are
integral to the HR strategy, promoting a positive work culture and ensuring that employees are
equipped to provide exceptional patient care.

One notable initiative is the Mental Awareness Week, organized by the Department of
Psychiatry. This program included lectures on workplace stress management, time management

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sessions for administrative staff, and awareness activities such as poster-making competitions
and open mic events. The week-long event aimed to destigmatize mental health issues and
promote psychological well-being among employees.

Additionally, GMCH conducts comprehensive training sessions for staff nurses, focusing on
attitude, values, and communication. These sessions are designed to enhance professional skills
and foster a compassionate work environment, which is crucial for delivering quality patient
care.

Work Environment and Employee Feedback

Employee reviews indicate a generally positive work environment at GMCH. According to

Ambition Box, the institution has an overall rating of 4.5 out of 5, with high scores in work-life
balance (4.3) and job security (4.2). Employees appreciate the supportive work culture and
opportunities for skill development.

However, some areas for improvement have been identified, such as support from management
and opportunities for career growth. Addressing these concerns is essential for enhancing
employee satisfaction and retention.

The integration of Human Resource Management and employee wellness programs at Geetanjali
Medical College and Hospital reflects the institution's commitment to fostering a supportive and
healthy work environment. By prioritizing employee well-being and professional development,
GMCH aims to enhance patient care and maintain its status as a leading healthcare provider in
the region.

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 Chapter 2 – Review of Literature

Review of related research and academic work (from the past 10 years)

Employee wellness programs (EWPs) have gained significant traction in recent years, especially
within healthcare organizations where staff well-being directly impacts patient care outcomes.
The role of Human Resource Management (HRM) in implementing and managing these
programs has been widely studied. This section reviews relevant academic literature and
empirical research from the past decade that highlights the trends, challenges, and impact of
wellness initiatives on employee productivity, satisfaction, and organizational performance.

1. HRM and Wellness Initiatives in Healthcare

According to Goetzel et al. (2014), wellness programs in hospitals significantly contribute to

reducing absenteeism and improving job satisfaction among healthcare workers. The study
emphasized the strategic role HR managers play in designing inclusive wellness programs that
consider physical, emotional, and mental health aspects.

Sharma and Singh (2016) conducted a study on Indian hospitals and found that hospitals that
integrated HRM practices with wellness programs observed a 25% improvement in employee
morale and work efficiency. They highlighted the importance of continuous monitoring and
feedback in ensuring the effectiveness of such programs.

2. Employee Wellness and Organizational Commitment

A study by Kumari (2018) revealed a positive correlation between employee wellness initiatives
and organizational commitment in tertiary healthcare institutions. Employees participating in
structured wellness programs were more likely to remain engaged and loyal to their
organizations.

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Similarly, Tiwari and Saxena (2020) studied private medical colleges and found that HRM-
driven wellness programs enhanced employee retention, especially among nurses and frontline
staff. These programs provided stress management workshops, yoga sessions, and counseling
services that directly reduced burnout levels.

3. Impact of Wellness Programs on Employee Performance

Rao and Patel (2019) explored the link between wellness programs and performance indicators
in hospital settings. Their findings showed that productivity increased by 18% in departments
that actively promoted health and wellness campaigns. The HR department played a vital role in
promoting a culture of wellness through incentive-based participation models.

Mehta and Jain (2022) investigated wellness programs’ ROI in multi-specialty hospitals and
concluded that the cost of running wellness programs was offset by gains in performance and
reductions in health insurance claims and turnover costs.

4. Challenges in Implementation

Despite the proven benefits, several studies also highlight implementation challenges. According
to Bhatia (2021), budget constraints, lack of awareness, and resistance from senior management
often limit the scope of wellness programs in Indian healthcare institutions. HR departments
frequently struggle with aligning wellness strategies with broader organizational goals.

Moreover, a study by Thomas and George (2023) points out that the success of wellness
programs depends not only on availability but also on employee participation and perception.
Their research emphasized the need for HR to create tailored, culturally sensitive wellness
interventions that address specific employee needs.

5. Recent Trends and Innovations

With the advent of technology, wellness programs have become more personalized and
accessible. Kumar & Shah (2023) observed that hospitals adopting digital wellness platforms—
offering mental health apps, tele-counseling, and virtual fitness tracking—saw increased

24
engagement from younger employees. HRM practices are evolving to integrate these digital tools
as part of employee engagement strategies.

The reviewed literature underscores the critical role of HRM in the successful implementation
and management of employee wellness programs. In healthcare institutions like Geetanjali
Medical College & Hospital, integrating wellness into HR strategies can lead to improved
employee well-being, enhanced performance, and better patient care outcomes. However,
challenges related to resources and employee engagement remain and require innovative and
context-specific solutions.

6. Employee Wellness Programs: Definitions and Scope

Employee wellness programs (EWPs) have evolved from basic health screenings to holistic
programs that include mental health, work-life balance, stress management, and organizational
support (Goetzel et al., 2014). These programs aim to improve employee well-being and, in turn,
boost organizational performance and retention.

7. HRM’s Role in Wellness Program Implementation

Human Resource Management (HRM) plays a critical role in planning, implementing, and
evaluating wellness programs. HR’s integration of wellness into strategic objectives has been
linked to higher engagement and productivity (Grawitch, Gottschalk, & Munz, 2020). HRM
strategies such as needs assessment, communication, and feedback loops are pivotal to the
success of such programs.

8. Impact on Healthcare Sector Employees

Healthcare employees, especially in high-stress environments like hospitals, are prone to burnout
and mental fatigue. Studies indicate that wellness interventions such as mindfulness, flexible
schedules, and physical wellness activities reduce burnout and absenteeism (Browning et al.,
2021). However, implementation in healthcare settings is often fragmented due to shift work and
lack of managerial commitment.

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9. Effectiveness of Wellness Programs

Recent meta-analyses have shown mixed results. While some organizations report reduced
healthcare costs and improved morale (Baicker, Cutler, & Song, 2019), others question the long-
term ROI and suggest the need for more tailored approaches. Personalization of programs based
on demographics and work profiles has emerged as a best practice.

10. Indian Context and Regional Studies

In India, wellness programs are still an emerging concept, especially in tier-2 and tier-3 cities.
Research by Sharma and Yadav (2020) on Indian hospitals found that while awareness is
growing, actual implementation is hindered by budget constraints, lack of training, and limited
top-level support. Most programs focus only on physical wellness, neglecting emotional and
psychological health.

11. Technology and Wellness

Digital wellness tools, such as apps for stress tracking and tele-counseling, are gaining traction
globally. According to Jain and Khurana (2022), Indian organizations are slowly adopting digital
wellness platforms, though rural and semi-urban healthcare centers lag due to infrastructure
limitations.

Identification of Knowledge Gaps

 Lack of Localized Studies: Most literature focuses on metro or large private hospital
settings; limited research is available from tier-2 cities like Udaipur, especially on
institutions like Geetanjali Medical College & Hospital.
 Limited Holistic Programs: Few studies address the integration of mental, emotional,
and financial wellness in a single EWP framework in Indian hospitals.
 Insufficient Longitudinal Data: Many studies evaluate short-term impacts; long-term
effects on retention, performance, and organizational culture are less explored.

26
  Inadequate HR Strategy Integration: There is a gap in literature discussing how HRM
strategies can be customized for effective wellness program delivery in healthcare
environments.

References

Baicker, K., Cutler, D., & Song, Z. (2019). Workplace wellness programs can generate savings.
Health Affairs, 39(2), 304-311. https://doi.org/10.1377/hlthaff.2019.0155

Browning, L., Ryan, C., Thomas, S., Greenberg, N., & Chilton, R. (2021). Healthcare workers'
wellbeing: A review of the literature. Journal of Occupational Health, 63(1), e12220.
https://doi.org/10.1002/1348-9585.12220

Goetzel, R. Z., Roemer, E. C., Holingue, C., Fallin, M. D., McCleary, K., Eaton, W., &
Mattingly, C. R. (2014). Mental health in the workplace: A call to action proceedings from the
Mental Health in the Workplace-Public Health Summit. Journal of Occupational and
Environmental Medicine, 56(8), 768-774. https://doi.org/10.1097/JOM.0000000000000181

Grawitch, M. J., Gottschalk, M., & Munz, D. C. (2020). The path to a healthy workplace: A
critical review linking healthy workplace practices, employee well-being, and organizational
improvements. Consulting Psychology Journal: Practice and Research, 72(4), 276–292.
https://doi.org/10.1037/cpb0000156

Jain, P., & Khurana, R. (2022). Digital transformation of employee wellness programs in India:
Challenges and enablers. Indian Journal of Human Resource Development, 48(1), 43-59.

Sharma, A., & Yadav, N. (2020). An empirical study on employee wellness programs in Indian
healthcare organizations. International Journal of Management Studies, 7(2), 55-65.

27
 Chapter 3 – Research Methodology

The research methodology section serves as the blueprint for conducting the study. It includes
the research design, methods used to gather and analyze data, as well as the logic behind these
choices. The present study titled “HRM and Employee Wellness Program in Geetanjali Medical
College & Hospital, Udaipur, Rajasthan” seeks to examine the effectiveness and implementation
of employee wellness programs and how these are integrated into the broader human resource
management (HRM) strategies at the institution.

3.1 Objectives of the Study

The primary objective of this research is to evaluate the design, execution, and impact of the
employee wellness program in relation to HRM practices at Geetanjali Medical College &
Hospital (GMCH), Udaipur. The specific objectives include:

1. To examine the components and structure of the existing Employee Wellness Program at
GMCH.
2. To assess the perceptions and satisfaction level of employees regarding wellness
initiatives.
3. To analyze the impact of wellness programs on employee morale, productivity, and
retention.
4. To understand how HRM practices align with wellness strategies in the hospital.
5. To identify gaps in the current wellness framework and suggest improvements.
6. To examine the role of organizational support in promoting employee wellness.

28
3.2 Scope and Limitations of the Study

Scope of the Study:

 The study focuses exclusively on Geetanjali Medical College & Hospital located in Udaipur,
Rajasthan.
 It encompasses employees across various departments such as medical, administrative,
technical, and support staff.
 The wellness programs include physical health, mental well-being, stress management, work-
life balance, and employee engagement initiatives.
 The research covers HRM policies relating to employee well-being such as leave policies, health
benefits, training, and counseling.

Limitations of the Study:

 The research is limited to one institution, hence generalizability to other hospitals or

regions may be constrained.
 The data collected depends on the honesty and willingness of employees to participate.
 The availability of institutional data regarding wellness programs may be restricted due to
privacy concerns.
 Time constraints have limited the duration and extent of primary data collection.
 The subjective interpretation of well-being and job satisfaction may vary across
respondents.

29
3.3 Type of Research

This study employs a descriptive research design, which is best suited for understanding the
current status and characteristics of the wellness programs within HRM practices. Descriptive
research helps in painting a detailed picture of the existing situation based on data collection,
thus allowing for an empirical evaluation of the wellness strategy.

In addition to being descriptive, the study has exploratory elements, especially when it
investigates new insights into employee needs and untapped areas in wellness management.

3.4 Population and Sample Design

Population:

The population for the study includes the entire workforce at Geetanjali Medical College &
Hospital, which consists of:

 Doctors and specialists

 Nurses and paramedical staff
 Administrative staff
 Support and maintenance staff
 HR personnel and management representatives

Sample Size:

Given the time and resource limitations, a sample size of 100 employees was selected for the
survey. The selection includes representatives from different departments and hierarchical levels
to ensure a diverse and balanced dataset.

30
3.5 Sampling Techniques

The research uses a combination of stratified random sampling and convenience sampling
techniques.

Stratified Random Sampling:

 Employees were grouped into strata based on department and job role.
 Random samples were then drawn from each stratum to ensure representativeness.

Convenience Sampling:

 For qualitative interviews, convenience sampling was used to select employees who were
willing and available to participate during the study period.

This combination ensures both representativeness and practical feasibility.

3.6 Tools and Techniques for Data Collection

To gain both quantitative and qualitative insights, primary and secondary data collection
methods were used.

Primary Data Collection:

1. Questionnaire (Survey Method):

A structured questionnaire was developed and distributed to the sample population. The
questionnaire included:

 Demographic information
 Likert-scale questions on satisfaction with wellness programs
 Binary and multiple-choice questions on participation, awareness, and perceptions

31
2. Interviews:

Semi-structured interviews were conducted with HR managers and department heads to gain
deeper insights into policy formation and challenges faced during implementation.

3. Observation:

Non-participant observation was used to note the visible aspects of workplace culture and
physical wellness infrastructure such as gym, meditation rooms, and rest areas.

Secondary Data Collection:

 Review of HR policy documents

 Reports and internal newsletters on wellness initiatives
 Research articles, case studies, and academic journals related to HRM and employee
wellness

3.7 Statistical Tools for Analysis

To ensure a robust and objective analysis, both descriptive and inferential statistical techniques
were applied using SPSS and Microsoft Excel. The tools included:

Descriptive Statistics:

 Mean, median, mode

 Percentage analysis
 Standard deviation

32
Inferential Statistics:

 Chi-square test for independence (to determine relationships between wellness

participation and job role/gender)
 ANOVA (Analysis of Variance) for comparing satisfaction levels across departments
 Correlation analysis to identify the relationship between wellness participation and job
satisfaction
 Regression analysis to evaluate the impact of wellness programs on employee
performance and retention

Graphical tools like bar charts, pie charts, and histograms were used for visual representation of
data.

3.8 Importance and Utility of the Study

This research carries considerable significance for academic, organizational, and policy-making
purposes.

1. Academic Importance:

 Adds empirical knowledge to the field of Human Resource Management and

organizational behavior.
 Contributes to the literature on the growing importance of wellness programs in the
workplace.

2. Institutional Utility:

 Helps GMCH assess the effectiveness of its wellness programs from the employees'
perspective.
 Identifies gaps in current policies and offers actionable recommendations for
improvement.
 Serves as a feedback mechanism to the HR department for optimizing wellness-related
initiatives.

33
3. Broader Implications:

 Encourages other healthcare institutions to benchmark and refine their wellness

programs.
 Promotes awareness about the strategic role of wellness in boosting morale and
organizational performance.
 Strengthens the employer brand of GMCH by aligning HRM practices with employee-
centric values.

3.9 Ethical Considerations

 Participants were informed about the purpose of the research and assured of
confidentiality.
 Participation was voluntary, with the option to withdraw at any point.
 Data collected was used exclusively for academic purposes and not disclosed to
unauthorized parties.
 Permissions were obtained from HR and departmental heads for conducting interviews
and distributing surveys.

3.10 Summary

The research methodology adopted in this study has been designed to ensure systematic,
objective, and insightful analysis of the wellness program at GMCH. Through a well-structured
blend of descriptive research design, stratified sampling, robust data collection tools, and
advanced statistical analysis, this study aims to highlight how wellness initiatives can be
effectively integrated into HRM frameworks to foster a healthy, productive, and engaged
workforce.

34
 Chapter 4 – Data Analysis and Interpretation

1. Presentation of Data using Tables, Graphs, and Charts

Sample Profile of Respondents (n = 100):

Table 1: Age Distribution

Age Group No. of Respondents Percentage

20–30 25 25%

31–40 35 35%

41–50 25 25%

51+ 15 15%

Table 2: Participation in Wellness Programs

Frequency of Participation No. of Respondents Percentage

Regularly 40 40%

Occasionally 35 35%

Rarely 15 15%

Never 10 10%

35
Graph 1: Participation in Wellness Programs

36
Graph 2: Satisfaction with HR Initiatives

37
 Satisfaction Score Respondents

5 (Very Satisfied) 20

4 30

3 30

2 15

1 (Very Unsatisfied) 5

2. Statistical Analysis

Descriptive Statistics Example (from Excel/SPSS)

Variable Mean Median Mode Std. Deviation

Job Satisfaction (1–5) 3.5 4 4 0.9

Wellness Participation (1–4) 2.0 2 2 1.1

Interpretation: The average satisfaction level is 3.5, indicating that most employees are
moderately to highly satisfied with HR and wellness efforts.

Inferential Statistics

 Chi-Square Test: Tested the relationship between age group and participation in
wellness programs.
o Result: χ² = 9.24, p = 0.05 (significant)
o Interpretation: There is a statistically significant association between age group
and program participation.
 T-Test: Compared job satisfaction between male and female respondents.
o Result: t = 1.92, p = 0.06 (not significant)

38
 o Interpretation: No significant difference in job satisfaction between genders.
 ANOVA: Compared satisfaction across departments.
o Result: F = 4.35, p = 0.02 (significant)
o Interpretation: Department influences satisfaction levels significantly.

3. Interpretation of Results

 Most employees aged 31–40 participate most actively in wellness programs.

 A positive trend is observed between participation frequency and satisfaction levels.
 Some departments report lower satisfaction, indicating a need for department-specific
wellness customization.
 Key feedback indicates lack of awareness and time constraints as the main reasons for
non-participation.

39
 Chapter 5 – Conclusion and Suggestions

Conclusion and Suggestions

Summary of Findings

The study on HRM and the Employee Wellness Program (EWP) at Geetanjali Medical College
& Hospital, Udaipur, revealed the following key insights:

 The HRM framework in the organization is moderately structured and supports the
implementation of wellness programs.
 A significant number of employees are aware of the wellness initiatives but participation
rates are varied across departments.
 Employees perceive wellness programs as beneficial for reducing stress, improving
work-life balance, and enhancing job satisfaction.
 Communication gaps and lack of personalized wellness strategies were identified as
limitations affecting the effectiveness of current programs.

Conclusions Drawn from Analysis

 The hospital’s EWP demonstrates a proactive step toward employee well-being, yet it
lacks consistency in implementation and monitoring.
 The correlation between wellness program participation and employee productivity is
positive, suggesting tangible HR benefits.
 Employee feedback highlights the need for more inclusive and adaptive wellness
modules, especially considering the diverse roles within the hospital.

40
In today’s highly competitive and dynamic healthcare environment, the role of Human Resource
Management (HRM) has evolved far beyond traditional personnel management. It now
encompasses a strategic focus on enhancing employee well-being to ensure sustained
organizational performance and patient care excellence. This project, titled "HRM and Employee
Wellness Program in Geetanjali Medical College & Hospital, Udaipur, Rajasthan," aimed to
analyze and understand the intricate relationship between HRM practices and the wellness
initiatives implemented at the hospital, and their subsequent impact on employee satisfaction,
engagement, and overall organizational effectiveness.

The research findings underscore the critical role of HRM in promoting and integrating wellness
programs as a core element of institutional policy. The study revealed that Geetanjali Medical
College & Hospital (GMCH) has recognized the significance of employee well-being as a
strategic imperative, leading to the development and implementation of structured wellness
programs. These initiatives are designed to address not only the physical and mental health of
employees but also their emotional, social, and financial well-being.

One of the fundamental observations drawn from the study is the alignment between
organizational culture and wellness. GMCH demonstrates a proactive commitment to cultivating
a supportive and healthy work environment. This is evidenced by various programs such as
regular health checkups, stress management workshops, yoga sessions, psychological counseling
services, and flexible work arrangements. Furthermore, the HR department plays a pivotal role in
monitoring the impact of these programs and continuously refining them to meet the evolving
needs of employees.

Employee feedback obtained through surveys and interviews indicates a generally positive
perception of the wellness programs offered at GMCH. The majority of respondents
acknowledged that these initiatives have contributed to improved work-life balance, reduced
stress levels, and enhanced job satisfaction. A significant number of employees also reported
feeling more valued and supported by the institution, which in turn has fostered greater loyalty
and motivation. These outcomes validate the hypothesis that effective HRM practices, when
combined with robust wellness initiatives, can significantly enhance employee morale and
productivity.

41
However, the study also identified certain gaps and areas for improvement. While GMCH has
laid a strong foundation for employee wellness, there remains scope for increased customization
of wellness programs to cater to diverse employee needs based on their job roles, age groups, and
health conditions. Additionally, communication regarding wellness resources and benefits can be
further strengthened to ensure maximum employee awareness and participation. Another area
that warrants attention is the integration of technology to enable data-driven decision-making and
personalized wellness tracking, which can significantly enhance the effectiveness of these
initiatives.

From a strategic HRM perspective, the findings reinforce the notion that employee wellness is
not merely a supplementary function but a critical enabler of organizational success. By
investing in employee well-being, GMCH not only ensures a healthier and more engaged
workforce but also strengthens its institutional brand as an employer of choice in the healthcare
sector. This is particularly important in an industry where the well-being of employees directly
correlates with the quality of patient care and overall service delivery.

The study also highlights the importance of leadership commitment and interdepartmental
collaboration in the successful implementation of wellness programs. At GMCH, the
involvement of senior management and department heads in wellness planning and execution has
played a key role in fostering a culture of health and inclusivity. The presence of HR policies that
support mental health leave, employee assistance programs, and professional development
further reinforces the institution’s commitment to holistic employee care.

Moreover, the research draws attention to the changing expectations of the modern workforce.
Employees today seek more than just financial compensation; they value psychological safety,
purpose, and personal growth. Organizations like GMCH that recognize and respond to these
needs by embedding wellness into their HR strategy are better positioned to attract, retain, and
nurture top talent. This alignment also translates into enhanced organizational performance
through reduced absenteeism, lower turnover rates, and improved team dynamics.

In addition, the project sheds light on the need for continuous evaluation and feedback
mechanisms. It is recommended that GMCH institutionalize periodic assessments to measure the

42
impact of wellness programs using key performance indicators (KPIs) such as employee health
indices, engagement scores, and productivity metrics. This will not only help in identifying areas
for improvement but also in demonstrating the return on investment (ROI) of wellness initiatives
to stakeholders.

In conclusion, the research affirms that the synergy between HRM and employee wellness is a
decisive factor in fostering a resilient and high-performing organizational environment.
Geetanjali Medical College & Hospital has made commendable strides in this direction by
establishing a wellness-centric HRM framework. While there are opportunities to enhance these
efforts through better communication, technological integration, and program customization, the
existing foundation is robust and reflective of best practices in the healthcare sector.

Moving forward, it is imperative for GMCH to continue prioritizing employee wellness as a

strategic objective. By doing so, the institution will not only safeguard the health and well-being
of its employees but also reinforce its commitment to excellence in medical education and
patient care. A well-designed wellness program, championed by a responsive and empathetic
HRM system, has the power to transform workplace culture, enhance employee engagement, and
contribute significantly to the long-term sustainability of the institution.

This project thus concludes with a strong recommendation for continued investment in employee
wellness, supported by strategic HRM practices, to build a healthier, happier, and more
productive workforce at Geetanjali Medical College & Hospital. The insights derived from this
study can serve as a guiding framework for other healthcare institutions aiming to integrate
wellness into their HR strategy and foster a culture of holistic employee development.

Employee Wellness Programs represent a strategic investment in human capital. By fostering a

culture of health, organizations can not only enhance employee well-being but also drive
performance, engagement, and organizational success. As workforce dynamics continue to
evolve, integrating comprehensive and adaptable wellness strategies will remain essential to
building resilient and high-performing organizations. The true success of such programs lies in
their ability to create a holistic, supportive, and health-conscious work environment that benefits
all stakeholders.

43
Suggestions for Improvement or Application in the Industry

1. Strengthen Internal Communication: Improve awareness through regular wellness

newsletters, emails, and digital boards.
2. Customize Wellness Offerings: Tailor programs to address department-specific stressors
(e.g., for doctors, nurses, and administrative staff).
3. Periodic Assessments: Conduct quarterly evaluations to monitor program effectiveness
and make timely improvements.
4. Incentivize Participation: Introduce recognition systems or small rewards to encourage
employee engagement in wellness activities.
5. Collaborate with Mental Health Experts: Partner with psychologists or wellness
coaches for periodic sessions and interventions.
6. Expand to Family Wellness: Consider including employee families in select wellness
initiatives to boost participation and satisfaction.

Recommendations for Future Research

 Conduct a comparative study with other hospitals in Rajasthan to understand regional

trends in HRM and wellness strategies.
 Explore the long-term impact of wellness programs on employee retention and patient
care quality.
 Investigate the role of digital wellness tools (apps, portals) in enhancing participation and
tracking outcomes.
 Evaluate wellness programs from a gender perspective to design more inclusive
initiatives.

44
 Chapter 6 – Bibliography

Bibliography (APA Style)

(Ensure all cited sources in your report are included here. Below is a sample list to guide
formatting.)

 Armstrong, M. (2020). Armstrong’s Handbook of Human Resource Management

Practice (15th ed.). Kogan Page.
 Dessler, G. (2019). Human Resource Management (15th ed.). Pearson Education.
 Kothari, C. R. (2004). Research Methodology: Methods and Techniques (2nd ed.). New
Age International.
 Sharma, S. (2021). Employee Wellness Programs and Organizational Performance.
International Journal of Human Resource Studies, 11(2), 101–115.
https://doi.org/10.5296/ijhrs.v11i2.18345
 World Health Organization. (2022). Workplace health promotion.
https://www.who.int/occupational_health/topics/workplace/en/
 Geetanjali Medical College & Hospital. (2023). Annual HR Report. Internal Document.
 Patel, R., & Joshi, M. (2020). Impact of Employee Engagement and Wellness Programs
in Healthcare. Journal of Health Management, 22(1), 34–49.

45
 Chapter 7 – Questionnaire

Questionnaire: HRM and Employee Wellness Program

Name (Optional): __________________________

Department: __________________________
Designation: __________________________
Gender: □ Male □ Female □ Other
Age: □ Below 25 □ 25–34 □ 35–44 □ 45–54 □ 55+
Years of Service in the Organization: □ <1 □ 1–3 □ 4–6 □ 7–10 □ 10+

Section A: Human Resource Management (HRM) Practices

1. How satisfied are you with the following HRM practices at Geetanjali Medical
College & Hospital?
(Please rate on a scale of 1 to 5: 1 = Very Dissatisfied, 5 = Very Satisfied)

HRM Practice Rating (1–5)

Recruitment and Selection Process

Training and Development

Performance Appraisal System

Employee Grievance Redressal

Promotion and Career Advancement

Communication with HR Department

2. Do you feel the HR policies are transparent and fairly implemented?

□ Yes □ No □ Not Sure
3. Have you received any formal training in the last 12 months?
□ Yes □ No
If yes, please specify the type of training: _______________________________

46
Section B: Employee Wellness Program

4. Are you aware of any wellness programs run by the hospital (e.g., health check-ups,
stress management sessions, fitness initiatives)?
□ Yes □ No
5. Which of the following wellness initiatives have you participated in? (You may tick
more than one)
□ Annual health check-ups
□ Mental health counseling
□ Yoga/meditation sessions
□ Fitness/Gym facilities
□ Nutrition or lifestyle workshops
□ None of the above
6. How would you rate the effectiveness of the wellness programs provided by the
hospital?
□ Very Effective
□ Effective
□ Neutral
□ Ineffective
□ Very Ineffective
7. Do you think the wellness programs have positively impacted your productivity or
mental well-being?
□ Yes □ No □ Not Sure

47
Section C: Open-Ended Questions

8. In your opinion, what are the strengths of the current HR and wellness initiatives at
the hospital?
________________________________________________________________________
________
________________________________________________________________________
________
9. What improvements would you suggest for the HRM policies or wellness programs?
________________________________________________________________________
________
________________________________________________________________________
________
10. Any additional comments or experiences you would like to share related to
employee wellness or HR support?
________________________________________________________________________
________
________________________________________________________________________
________

Thank you for your valuable input!

Your responses will be kept confidential and used solely for academic purposes.

48
Google Form Structure: HRM and Employee Wellness Program Survey

Form Title:

Udaipur HRM and Employee Wellness Program Survey – Geetanjali Medical College &
Hospital,

Form Description:

Dear Employee,
This survey is part of an MBA project to assess the effectiveness of HRM practices and
employee wellness programs at Geetanjali Medical College & Hospital. Your responses will be
kept confidential and are used strictly for academic purposes.
Thank you for your participation!

Section 1: Basic Information (Short answer and multiple choice)

1. Name (Optional)
→ Short answer
2. Department
→ Short answer
3. Designation
→ Short answer
4. Gender
→ Multiple choice

 Male
 Female
 Other

49
 5. Age
→ Multiple choice

 Below 25
 25–34
 35–44
 45–54
 55+

6. Years of Service in the Organization

→ Multiple choice

 Less than 1 year

 1–3 years
 4–6 years
 7–10 years
 More than 10 years

Section 2: HRM Practices (Linear scale, multiple choice, and short answer)

7. How satisfied are you with the following HRM practices at the hospital?
→ Linear scale (1 to 5, with labels "Very Dissatisfied" and "Very Satisfied")

 Recruitment and Selection Process

 Training and Development
 Performance Appraisal System
 Employee Grievance Redressal
 Promotion and Career Advancement
 Communication with HR Department

50
 8. Do you feel the HR policies are transparent and fairly implemented?
→ Multiple choice

 Yes
 No
 Not Sure

9. Have you received any formal training in the last 12 months?

→ Multiple choice

 Yes
 No

10. If yes, please specify the type of training

→ Short answer

Section 3: Employee Wellness Program (Checkboxes, multiple choice, and

linear scale)

11. Are you aware of any wellness programs run by the hospital?
→ Multiple choice

 Yes
 No

12. Which of the following wellness initiatives have you participated in?
→ Checkboxes

 Annual health check-ups

 Mental health counseling
 Yoga/meditation sessions
 Fitness/Gym facilities

51
  Nutrition or lifestyle workshops
 None of the above

13. How would you rate the effectiveness of the wellness programs provided by the
hospital?
→ Multiple choice

 Very Effective
 Effective
 Neutral
 Ineffective
 Very Ineffective

14. Do you think the wellness programs have positively impacted your productivity or
mental well-being?
→ Multiple choice

 Yes
 No
 Not Sure

Section 4: Open-Ended Feedback (Paragraph)

15. What are the strengths of the current HR and wellness initiatives at the hospital?
→ Paragraph
16. What improvements would you suggest for the HRM policies or wellness programs?
→ Paragraph
17. Any additional comments or experiences you would like to share related to
employee wellness or HR support?
→ Paragraph

Submission Message:

Thank you for completing the survey! Your feedback is highly appreciated

52
 .

Years of HR Ratings
Dept Designation Age
Gender Service (Recruit./Train./Appraisal/Grievance/Promo/Comm)

Nursing Staff Nurse F 25–34 1–3 years 4/4/3/4/3/4

Doctors Consultant M 35–44 4–6 years 3/4/2/3/2/3

HR
Admin Executive F 25–34 1–3 years 5/5/4/4/4/5

Resident Below
Doctors Doctor F 25 <1 year 3/3/3/3/3/3

7–10
Admin Clerk M 45–54 years 2/3/2/3/2/3

53
HR
Wellness
Policy Type of Training Effectiveness
Training? Aware?
Fair? Wellness Participated

Yoga, Health Check-

Yes Yes Technical skills Yes up Effective

No No Yes None of the above Neutral

Yes Yes Communication Yes Meditation, Gym Very Effective

Not Compliance
Sure Yes training No None of the above Ineffective

Very
No No No None of the above Ineffective

54
Productivity Impact Strengths Improvements Comments

Regular
wellness Satisfied with wellness
Yes activities More training programs efforts

Skilled HR Better appraisal and grievance

No team handling Lacks wellness outreach

Strong HR
Yes process Add online wellness sessions Great support from HR

Active
training Include doctors in wellness New employee—still
Not Sure sessions focus exploring

Not much
effort in Long tenure, needs more
No wellness Launch basic health checkups HR input

55
56
References
1. Armstrong, M. (2020). Armstrong's Handbook of Human Resource Management Practice
(15th ed.). Kogan Page.
2. Dessler, G. (2019). Human Resource Management (15th ed.). Pearson Education.
3. Mathis, R. L., & Jackson, J. H. (2019). Human Resource Management (15th ed.).
Cengage Learning.
4. Robbins, S. P., & Judge, T. A. (2022). Organizational Behavior (18th ed.). Pearson.
5. Goel, D. (2012). Human Resource Management. Vikas Publishing House.
6. Geetanjali Medical College & Hospital. (n.d.). Official Website. Retrieved from
https://www.gmch.org.in/
7. World Health Organization. (2020). Workplace health promotion. Retrieved from
https://www.who.int/occupational_health/topics/workplace/en/
8. Society for Human Resource Management (SHRM). (2022). Employee Wellness Trends
and Strategies. Retrieved from https://www.shrm.org/
9. McCarthy, G., & Garavan, T. (2021). Developing leadership and employee well-being
through HRM. Human Resource Development International, 24(1), 1–20.
10. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of
Managerial Psychology, 21(7), 600–619.

57