Chapter-1:Introduction

Background Of The Report

This report has been prepared for partial fulfillment of internship period for MBA program. Organizational attachment period is from August 1, 2006 to October 30, 2006. During the organizational attachment period the report named “Service Marketing and Competency Based Medical Services of Brighton Hospital, Dhaka” was  approved by internee supervisor Rafiuddin Ahmed at Department of marketing , University of Dhaka.

Introduction

As being one of the moders hospitals in Bangladesh, Brighton hospitals Dhaka is at the forefront of medical technology and expertise and provides a complete range of the latest diagnostic, medical and surgical facilities for the care of its patients. The hospital is having all the characteristics of a complete one stop service hospital with wide range of services and specialists, equipment, & technology, ambience and service quality.

But the quality of a hospital service is not defined by the appearance of its facility. Rather the service quality depends more on the sincerity of the hospital and its human resources to serve the patients.

In Bangladesh, the health care sector is not yet developed. A large number of people go abroad for treatment due to low quality of medical facilities in Bangladesh. On the other hand   the middleclass people are deprived for better treatment. And the main target market of Brighton hospitals Dhaka is the people who want to get better treatment inside the country with affordable cost.

To ensure the proper customer satisfaction, the hospital management has to employ the right people in right place. Prior to this a detailed job Analysis is almost essential. With Job Descriptions and a sophisticated Job Evaluation system, management will be able to recruit and determine pay levels better, determine the types of training the hospital staff should go on and have a basis to appraise them. Job Descriptions furnished by business units are current and accurate so that the Job Evaluation exercise will produce the desired outcome. With proper Job documentation, HR will be able to integrate their initiatives towards the personal and career development of employees. Greater organizational efficiency can be expected when everyone is clear about their roles, responsibilities, and accountabilities to the Company.

Objectives Of The Report

The objective of the internship program is to explore real life business situation to business graduates so that they can utilize theoretical learning in the real life situations. It helps internee students to integrate their five years academic learning with real life business problems. For this particular report, the objectives are:

1. Define the service marketing and its related factor.
2. The activities of a service provider organization and its connection with theory.
3. To review all job descriptions for the medical and non-medical staff and finalize the format of job descriptions.
4. To identify the measurable performance standards of each designation.
5. To know the clients choosing factors on hospital.

Scope Of Study

The scope of the report is covered the medical, non- medical category of employees as well as patients Brighton hospitals Dhaka. The medical side comprised of Consultant Physicians, Nurses and paramedics are supervised by the Medical Service Department. In non-medical side it covers H.R, Marketing, Accounts. The report covered the administrative side of the hospitals. On clients part it covers their expectation, idea, liking, and judgement on medical service.

Limitation

• As being a relatively new organization, all the information regarding the Job Analysis and Performance management is not readily available.
• As the hospital is in almost at its beginning stage, there exist role conflict and role ambiguity among the staff. So the true picture of the job is not so easy to identify.
• No prior study has been done in any section, so very less number of documents is available.
• In direct person to person interview, it was not that convenient to have free time from the person as everyone is occupied with hospital development

Chapter-2 : Service marketing

Introduction

Services are important and structured economic activities in all over the world. About 80%of economic contribution comes from service in USA. Varying definitions of the meaning of world service differing methods of measuring service employment output and consumption, concealed movements and changes underlying official data that are available all leads to conflicting views on precise size scale and growth of service economy.

Definition of service

Any activity or benefit that one party can offer to another that is essentially intangible and does not result in the ownership of anything is called service.

Definitions of services are given by many economist in many time. Fundamentally the economist approaches to services have been institution based or activity based.

The Physiocrat: (1750) All activities other than agricultural production.

Adam smith:     (1723-1790) All activities that does not end in tangible products.

J.B.Say:            (1767-1832) All non manufacturing activities that add utility to goods.

Alfred Marshall (1842-1924)Goods service that pass out the existence at the moment of creation.

Western countries (1925-1960):Service do not lead to change in the form of a good.

Contemporary: An activity that does not lead to a change in the form of a good.

Service ORGANIZATION

Work by Narver and Slater has sought to define and measure the extent of marketing orientation and analysis identified three important components:

Customer orientation, meaning that an organization has a sufficient understanding of its target buyers that allows it to create superior value for them. This comes about through increasing the benefits to the buyer in relation to the buyer’s costs or by decreasing the buyer’s costs in relation to the buyer’s benefits. A customer orientation requires that the organization understands value to the customer not only as it is today, but also as it will evolve over time.

Competitor orientation, defined as an organization’s understanding of the short­ term strengths and weaknesses and long-term capabilities and strategies of current and potential competitors.

Interventional co-ordination, referring to the manner in which an organization uses its resources in creating superior value for target customers. Many individuals within an organization have responsibility for creating value, not just marketing staff, and a marketing orientation requires that the organization draws upon and integrates its human and physical resources effectively and adapts them to meet the customer’s needs. There has been extensive research into the internal barriers that prevent companies developing a marketing orientation (e.g. Harris, 2002; Morgan, 2002). This aspect of marketing is crucial to the service sector, where production and consumption are inseparable. Emergence of service marketing emphasize on the importance to a company of satisfying customer needs through the integration of marketing, human resource management and operations management.

Marketing orientation is used to describe both the basic philosophy of an organization as well as the techniques it uses.

As a business philosophy, marketing puts the customer at the centre of all the organization’s considerations. Basic values such as the requirement to identify the changing needs of existing customers and the necessity to constantly search for new market opportunities are instilled in all members of a truly marketing-oriented organization, covering all aspects of the organization’s activities. For a fast-food retailer, the training of serving staff would emphasize those items – such as the standard of dress and speed of service – which research had found to be par­ticularly valued by existing and potential customers. The personnel manager would have a selection policy that sought to recruit staff who fulfilled the needs of customers rather than simply minimize the wage bill. The accountant would investigate the effects on customers before deciding to save money by cutting stock-holding levels, thereby possibly reducing customers’ choice. It is not sufficient for an organization to merely appoint a marketing manager or set up a marketing department – viewed as a philosophy, marketing is an attitude of mind that pervades the whole organization.

Marketing orientation is associated with a range of techniques. For example, mar­ket research is a technique for finding out about customer needs and advertising is a technique to communicate the service offer to potential customers. However, these techniques lose a lot of their value if they are conducted by an organization that has not fully embraced the philosophy of marketing. The techniques ofmarketing also include, among other things, pricing, the design of channels of distribution, and new product development.

Of course, there are many service organizations that operate- in an environment with very little competitive pressure, so they can afford to pursue a production orientation rather than a marketing orientation. Sometimes, local or temporary shortages of service providers may bring this about. During the boom in property prices that occurred in the UK during 2000-2004, the services of builders were in short supply, especially in south-east England. Stories abounded of builders `selecting’ customers and delaying the completion of jobs because they knew that customers had very little choice.

Characteristics of services

A number of characteristics have been suggested to help distinguish goods and services. It is the combination of these characteristics that create the specific context in which a service organization must develop its marketing policies. The more commonly stated characteristics of a service organization are:

Intangibility

Inseparability

Heterogeneity

Perish ability

Ownership

Intangibility

Services are essentially intangible. It is often not possible to taste, feel, see, hear or smell services before they are purchased. Wilsom suggest the concept of tangibility may be divided further, although somewhat arbitrarily into

vservice providing pure intangibles like Security service, museum service

vService providing added value to a tangible like launderettes.

vService make that available a tangible like financial, retailing services.

Inseparability

Service often cannot be separated from the service provider. Goods are produced sold and consumed where as services are sold and then produced and consumed. We can say it according to the following figure:

Heterogeneity

Every service is different from others. It is difficult to achieve standardization of services. But consumer will find difference from one service to another and it is difficult to judge to him and its output will not similar to him because it will depend on judgment and criteria of judgment is not fix as well as it will affected by personal knowledge experience emotion and other environmental forces.

Perish ability

Services are perishable and cannot be stored. Spare seats on a package tour or an empty hotel room represent capacity lost forever. In addition with some services, there is fluctuating demand which may aggravate the perish ability feature. Key decisions have to be taken on what maximum capacity level should be available to cope with surges in demand before service level suffers.

 Ownership

Service cannot different from service provider. If a man provide the service like medical service, the client can consume the service not get the ownership of the doctor. If he gets the service from any hotel or a train he get the ownership of getting service for the limited period of time.

Lack of ownership is a basic difference between service and product industry. In service a customer may only have access to or use of a facility. Payment is for the use of access to or hire of the items.

Classification of service

Service can be classified in different ways .We are going to show the difference that generate from the variation of company offerings:

1.A pure tangible goods

2. A tangible goods with accompanying services.

3.Mix service

4.Service with accompanying goods and service

5.Pure service

A pure tangible goods

In this case it offers a tangible product. Buyer can handle the goods, he can observe, test and finally judge how much benefit they are getting from the product. Product like salt, biscuits is in this category.

A tangible goods with accompanying services

Some tangible goods offer for providing service. The goods may be a tool for service providing. Like automobile is a tangible goods it offers to provide some sort of services.

Mix service

Some sort of product offers a certain benefit as well as some services. In a restaurant it offers tangible food as well as intangible sitting arrangement ,air condition and other services with the product .It is called mixed service.

Service with accompanying goods and service

In this case service sector dominant where tangible product exist with service. This sector is mainly the service oriented like advertising firm they serve many companies as the output of their service they provide tangible product like advertisement.

Pure service

Teaching is the best example for pure service where the teacher teaches his students and gives no assurance of any tangible goods.

Service marketing

The marketing mix is the set of tools available to an organization to shape the nature of its offer to customers. Goods marketers are familiar with the 4Ps of product, price, promotion and place. Early analysis by Borden (1965) of marketing mix elements was based on a study of manufacturing industry at a time when the importance of services to the economy was considered to be relatively unimportant. More recently, the 4Ps of the marketing mix have been found to be too limited in their application to services. Particular problems that limit their usefulness to services are as follows.

The intangible nature of services is overlooked in most analyses of the mix

lthe product mix is frequently analyzed in terms of tangible design prop­erties that may not be relevant to a service.

lphysical distribution manage­ment may not be an important element of place mix decisions.

lThe price element overlooks the fact that many services are produced by the pub­lic sector without a price being charged to the final consumer.

lThe promotion mix of the traditional 4Ps fails to recognize the promotion of services which takes place at the point of consumption by the production personnel, unlike the situation with most fast-moving consumer goods which are normally produced away from the consumer and therefore the producer has no direct involvement in promoting the good to the final consumer. For a bank clerk, hairdresser or singer, the manner in which the service is produced is an important element of the total promotion of the service.

As well as throwing up ambiguities about the meaning of some of these four elements of the marketing mix, this simple list also fails to recognize a number of key factors which marketing managers in the service sector use to design their service output. Particular problems focus on:

ldefining the concept of quality for intangible services, and identifying and measur­ing the mix elements that can be managed in order to create a quality service

l the importance of people as an element within the service product, both as producers and co-consumers

l the over-simplification of the elements of distribution that are relevant to intangible services.

These weaknesses have resulted in a number of attempts to redefine the marketing mix in a manner that is more applicable to the service sector. While many have sought to refine the marketing mix for general application, the expansions by Booms and Bitner (1981) and Christopher et al. (1991) provide useful frameworks for analysis, although they are not empirically proven theories of services marketing. In addition to the four traditional elements of the marketing mix, both frameworks add the addi­tional elements of people and process. In addition, Booms and Bitner talk about physical evidence making up a seventh `P’ while Christopher et al. add customer service as an additional element.

The principle of the extended marketing mix (as indeed with the traditional mar­keting mix) is to break a service offering down into a number of component parts and to arrange them into manageable subject areas for making strategic and tactical decisions. Decisions on one element of the mix can be made only by reference to other elements of the mix in order to give a sustainable product positioning. The importance attached to each element of the extended marketing mix will vary between services. In a highly automated service such as vending machine dispensing, people will be a less important element of the mix than in a people-intensive business, such as a restaurant.

A brief overview of these marketing mix ingredients is given below, with fuller dis­cussion following in subsequent chapters.

Products

Products are the means by which organizations seek to satisfy consumer needs. A product in this sense is anything that the organization offers to potential customers, whether it be tangible or intangible. After initial hesitation, most marketing managers are now happy to talk about an intangible service as a product. Thus bank accounts, insurance policies and holidays are frequently referred to as products, sometimes to the amusement of non-marketers, while pop stars or even politicians are referred to as a product to be marketed.

Product mix decisions facing a services marketer can be very different from those dealing with goods. Most fundamentally, pure services are best defined using process descriptions rather than tangible descriptions of outcomes. Elements of the product mix such as design, reliability, brand image, and product range may sound familiar to a goods marketer. There is also a significant difference with goods in that new service developments cannot be pro­tected by patent.

Price mix decisions include strategic and tactical decisions about the average level of prices to be charged, discount structures, terms of payment and the extent to which price discrimination between different groups of customers is to take place. These are very similar to the issues facing a goods marketer. Differences do, however, occur where the intangible nature of a service can mean that price in itself can become a very significant indicator of quality. The personal and non-transferable nature of many services presents additional opportunities for price discrimination within service markets, while the fact that many services are marketed by the public sector at a subsidized or no price can complicate price setting.

Promotion

The traditional promotion mix includes various methods of communicating the benefits of a service to potential consumers. The mix is traditionally broken down into four main elements: advertising, sales promotion, public relations and personal selling. The promotion of services often needs to place particular emphasis on increasing the apparent tangibility of a service. Also, in the case of services marketing, production personnel can themselves become an important element of the promo­tion mix.

Place decisions refer to the ease of access that potential customers have to a service. Place decisions can therefore involve physical location decisions (as in deciding where to place a hotel), decisions about which intermediaries to use in making a service accessible to a consumer (e.g. whether a tour operator uses travel agents or sells its holidays direct to customers) and non-locational decisions which are used to make services available (e.g. the use of Internet-based delivery systems). For pure services, decisions about how to physically move a good are of little strategic relevance. However, most services involve movement of goods of some form. These can either be materials necessary to produce a service (such as travel brochures and fast-food packaging material) or the service can have, as its whole purpose, the movement of goods (e.g. road haulage, plant hire).

People

For most services, people are a vital element of the marketing mix. Where production can be separated from consumption – as is the case with most manufactured goods – management can usually take measures to reduce the direct effect of people on the final output as received by customers. Therefore the buyer of a car is not concerned whether a production worker dresses untidily, uses bad language at work or turns up for work late, as long as there are quality control measures that reject the results of lax behaviour before they reach the customer. In service industries, everyone is what Gummesson (2001) calls a’part-time marketer’ in that their actions have a much more direct effect on the output received by customers.

While the importance attached to people management in improving quality within manufacturing companies is increasing – for example, through the development of quality circles – people planning assumes much greater importance within the service sector. This is especially true in those services where staff have a high level of contact with customers. For this reason, it is essential that service organizations clearly specify what is expected from personnel in their interaction with customers. To achieve the specified standard, methods of recruiting, training, motivating and rewarding staff cannot be regarded as purely personnel decisions – they are important marketing mix decisions.

People planning within the marketing mix also involves developing a pattern of interaction between customers themselves, which can be very important where service consumption takes place in public. An important way in which drinkers judge a pub might be the kind of people who frequent the pub. An empty pub may convey no atmosphere while a rowdy one may convey the wrong impression to important segments. As well as planning the human input to its own production, marketing management must also develop strategies for producing favourable interaction between its customers – for example, by excluding certain groups and developing a physical environment which affects customers’ behaviour.

Physical evidence

The intangible nature of a service means that potential customers are unable to judge that service before it is consumed, thereby increasing the riskiness inherent in a pur­chase decision. An important element of marketing planning is therefore to reduce this level of risk by offering tangible evidence of the nature of the service. This evidence can take a number of forms. At its simplest, a brochure can describe and give pictures of important elements of the service product – a holiday brochure gives pic­torial evidence of hotels and resorts for this purpose. The appearance of staff can give evidence about the nature of a service – a tidily dressed ticket clerk for an airline gives some evidence that the airline operation as a whole is run with care and attention. Buildings are frequently used to give evidence of service nature. Towards the end of the 19th century, railway companies outbid each other to produce the most elaborate station buildings. For people wishing to travel from London to Scotland, a com­parison of the grandeur of the three terminals in London’s Euston Road could give some clue to the ability of the railway to provide a substantial service. Today, a clean, bright environment used in a service outlet can help to reassure potential customers at the point where they make a service purchase decision. For this reason, fast-food and photo-processing outlets often use red and yellow colour schemes to convey an image of speedy service.

Processes

A service firm has no products, only interactive processes’ (Gronroos, 2001). Production processes are usually of little concern to consumers of manufactured goods, but can be of critical concern to consumers of `high contact’ services where consumers can be seen as a co-producer of the service. Visitors to a restaurant are deeply affected by the manner in which staff serve them and the amount of waiting that is involved during the production process. Issues arise as to the boundary between the producer and consumer in terms of the allocation of production func­tions – for example, a restaurant might require customers to collect their meals from a counter, or expect them to deposit their own rubbish. With services, a clear dis­tinction cannot be made between marketing and operations management.

Customer service

The meaning of customer service varies from one organization to another. Within the service sector, it can best be described as the total quality of the service as perceived by the customer. As such, responsibility for this element of the marketing mix cannot be isolated within a narrowly defined customer services department, but becomes a con­cern of all production personnel, both those directly employed by the organization and those employed by suppliers. Managing the quality of the service offered to the customer becomes closely identified with policy on the related marketing mix elements of product design and personnel.

THE PRICING process SERVICE MARKETING IN

Within the service sector, the term `price’ often passes under a number of names, sometimes reflecting the nature of the relationship between customer and provider in which exchange takes place. Professional service companies therefore talk about fees, while other organizations use terms such as fares, tolls, rates, charges and sub­scriptions. The art of successful pricing is to establish a price level which is sufficiently low that an exchange represents good value to buyers, yet is high enough to allow a service provider to achieve its financial objectives.

The importance of pricing to the development of marketing strategy is reflected in the diverse range of strategic uses to which it is put.

v At the beginning of the life of a new service, pricing is often used to gain entry to a new market. As an example, a firm of estate agents seeking to extend its operations to a new region may offer initially very low commission rates in order to build volume in a new market.

v Price is used as a means of maintaining the market share of a service during its life and is used tactically to defend its position against competitors.

vUltimately, for organizations working to profit objectives, prices must be set at a level which allows them to meet their financial objectives.

Services are more likely than goods to be made available to consumers by methods where price is not the focal point of the exchange. Many public-sector services are provided to the end consumer at either no charge or at a charge that bears little relation to the value of a service to the consumer or producer. Public services such as museums and schools which have sought to adopt marketing principles often do not have any control over the price element of the marketing mix. The reward for attract­ing more visitors to a museum or pupils to a school may be additional centrally derived grants, rather than income received directly from the users of the service.

Organizational influences on pricing decisions

Organizations show a wide variation in the objectives which they seek to achieve. An analysis of corporate objectives is a useful starting point for understanding the factors that underlie price decisions. Some commonly found organizational objectives and their implications for price decisions are analyzed below.

Profit maximization. It is often assumed that all private-sector organizations exist primarily to maximize their profits and that this will therefore influence their pricing policies. In fact, the notion of profit maximization needs to be qualified with a time dimension, for marketing strategies which maximize profits over the short run may be detrimental to achieving long-term profits.

THE COMMUNICATION PROCESS in service marketing

Well-developed marketing strategies and tactics should have the effect of reducing reliance on promotion as a means of achieving customer take-up of a service. A well-formulated service offer, distributed through appropriate channels at a pricewhich represents good value to potential customers, places less emphasis on the promotion element of the marketing mix. Nevertheless, few services – especially those provided in competitive markets – can dispense with promotion completely. The purpose of this chapter is to examine the nature of the strategic and tactical decisions which service organizations must take in formulating this element of the marketing mix.

The dis­tinctive needs derive from the distinguishing characteristics of services, in particular:

v the intangible nature of the service offer often results in consumers perceiving a high level of risk in the buying process, which promotion must seek to overcome

vpromotion of a service offer cannot generally be isolated from promotion of the service provider

v visible production processes, especially service personnel, become an important

element of the promotion effort

vthe intangible nature of services and the heightened possibilities for fraud result in their promotion being generally more constrained by legal and voluntary controls than is the case with goods.

The promotion function of any service organization involves the transmission of messages to present, past and potential customers. At the very least, potential customers need to be made aware of the existence of a service. Eventually, in some way, they should be influenced towards purchase and subsequent repurchase.

It should not be forgotten that the promotion industry is a major service sector in its own right. Public relations agencies, direct mail operators and advertising agencies not only provide vital inputs to other firms’ marketing efforts, but they themselves have to develop promotional plans for their own business.

The communication process

Promotion involves an ongoing process of communication between an organization and its target markets. The process is defined by the answers to the following ques­tions.

v To what EFFECT was the communication made?

v WHO is saying the message?

vTO WHOM is the message addressed?

vHOW is the message communicated?

Marketing impacts of services employees

Consider a weekend leisure break in a hotel and the things which, typically, are most likely to go wrong:

vthe checking-in procedure is slow and unfriendly

vfacilities in the room are not as promised and the hotel is slow to put things right

vThe promised wake-up call doesn’t materialize

v The bill is wrongly made up and it takes a lot of effort by the customer to put it right.

All of these instances illustrate the importance of employee management as a means of meeting customers’ quality expectations. Appropriate actions by front-line employ­ees, and effective management of these employees could have avoided many of these problems. Of course, employees can also be responsible for particularly good service encounters, such as the hotel receptionist who spends considerable time in trying to find a Japanese-speaking babysitter for guests who request one.

The importance of people as a component of the service offering has been stressed on many occasions in previous chapters of this book. Most service production processes require the service organization’s own personnel to provide significant inputs to the service production process, both at the front-line point of delivery and in those parts of the production process which are relatively removed from the final consumer. In the case of many one-to-one personal services, the service provider’s own personnel constitute by far the most important element of the total service offer­ing. The focus of this chapter is on personnel employed by the service organization. The management of this input, in terms of recruiting the best personnel, and training, motivating, rewarding and controlling them becomes crucial in influencing the per­ceived quality of service.

Services management has often been described as the bringing together of the prin­ciples of marketing, operations management and human resource management, in which it can sometimes be difficult – and undesirable – to draw distinctions between the three approaches. In this way, methods to improve the service pro­vided by staff of a fast-food restaurant can be seen as a marketing problem (e.g. the need to analyse and respond to customer needs for such items as speed, variety and cleanliness), or an operations management problem (scheduling work in a manner which reduces bottlenecks and allows a flexible response to patterns of demand), or a human resource management problem (selecting and motivating staff in a way that maximizes their ability to deliver a specified standard of service).

It can be almost a cliche to say that for some businesses, the employees are the busi­ness – if they are taken away, the organization is left with very few assets with which it can seek to gain competitive advantage in meeting customers’ needs. Numerous studies have demonstrated the effects of employees’ customer orientation on service performance (e.g. Donavan et al., 2004). While for some organizations the management

Customer Service and Support in service

customer service and support to the long term success of the organi­zation so the organization should consider the following factors:

vEnsuring that the requirements of service and support receive sufficient priority in product design and manufacturing

vDeveloping a source of information about customer need and per­ceptions for business development

vCommunicating the changing nature of the service and support task to the business

vIn many cases, managing the service and support function as a business in its own right.

The customer service triangle

We have found the customer service triangle developed by Albrecht and Zemke to be useful in providing a framework for the first review of support activities.

The customer is at the center of this triangle, because every activity must be seen in terms of its impact on customer satisfaction, understand­ing how the customer views the organization’s performance rather than accepting an internal view. The three points are as follows:

Strategies

Systems                                                                                 People

                        Figure  The Service Triangle (Albrecht and Zemke)

Chapter -3:Organizational profile

Introduction

Brighton Hospital and Diagnostic center is an health care  center service based organization  with a strong combination of skills and resources that provides a platform for delivering better service in today’s rapidly changing health care service  industries. The principal activities of the organization are providing hospital , diagnostic and consultancy services.

Brighton Hospital and Diagnostic center was established in September 2004 as a sole proprietor firm.

The hospital has over 230 employees with an efficient management team.  It has about 40 doctors 50 nurses and other stuffs and officers who deal the daily administration, finance, HR and marketing activities.

Company name

Brighton Hospital & Diagnostic Center (Pvt) Ltd

Organization’s LOCATIONS

Information regarding Brighton Hospital is as following:

Brighton Hospital and Diagnostic center

163-164, Sonargaon Road, Hatirpul

Dhaka-1205.

MISSION SPIRIT of the organization

“Every activity of the company must benefit and add value to the society. Our mission defines our purpose and opportunity. We are accountable with every person of our organization. Our mission will give us the opportunity and guide us towards the future.”

To build a strong service marketing organization with efficient work force, strong service management, business relations and highest customer satisfaction. Our value system and operating principles will provide better health care services and ensure sound health of the people. The key to our success will be our desire and passion to provide highest customer satisfaction by the business drivers.

We focus on building long-term customer relations and satisfaction by providing one stop service.

Figure: Mission Spirit of the Company

The major objectives of Brighton Hospital and Diagnostic center are as follows:

• Provide one stop medical service combination of Hospital ,Diagnostic Center , Consultancy ,Pharmacy.
• Build strong relations with customers.
• Provide highest efficiency
• Design plan and policy for long term.
• Responsibility and accountability to its partners.

Chapter -4: MARKETING MIX OF THE ORGANIZATION

Brighton Hospital and Diagnostic center

PRICE:

Brighton Hospital and Diagnostic center takes modest price their services. Their target consumer is lower middle class to upper class. Company sets competitive price, which is, based on the prices that competitor charges for similar service.In competition  bases pricing charged comparing with Lab Aid ,Medinova, Mordern.

PLACE:

Brighton Hospital and Diagnostic center situated in the center point of Dhaka city beside Elephant road .Its location is suitable for coming from every parts of Dhaka city. Its 14storied building provides all kinds of medical services.

PROMOTION

Brighton Hospital and Diagnostic center (pvt) Ltd.  provide different thing as increasing promotion of the product. They provide calendar, diary, sample product and different gift items as the promotional activities.

v They introduced health card .If some one purchase it at a very low price he will get 10% discount for the whole year.

vThey are going to launch their advertisement on print media and tale media.

vThey have published flyer ,brushier and other papers for their publicity.

Physical evidence

vThe hospital is totally 14 storied building .Its servicing facilities are given below:

v50 beds. It will increase 300 beds.

v1operation theatre. It will increase up to 5.One of them will be for guinea.

v26 air cooler cabin.

vIt has pathological test, bio chemistry test, ultra sonogram, color dofler, Open MRI and other modern equipments.

Personnel

It has 40 specialist doctors.

Total 230 employee.

A strong management team do their job.

They have customer care team. The members of customer care team are to look after the customers accusation and pass the information among management ,clients, doctors and needed sources.

Process

They try to provide one stop service. They maintain better communication system by telecommunication system. 2 Ambulance is always prepare to provide services to their consumers. All necessary test they can take in their laboratory   and 24 hour medical and pharmacy service is available.

Chapter-5:OVERALL SERVICEING APPROACH

Brighton Hospital and Diagnostic center (pvt) Limited always works to reach the segment market Upper Class to lower middle class. The company offers a number of services across the markets. These services ensure the consumer to get proper treatment in one stop service where they can get all kinds of services at a point.

PROVIDED SERVICES

Services and facilities offered  By tHE HOSPITAL

The hospital provides health care in a number of disciplines where there is well perceived demand. These discipline equipped with state-of-the-art medical equipment for diagnostics and treatment purpose. Cardiology, Neurology, Orthopaedics, radiology and Imaging, Critical Care Unit, etc is supported by advanced diagnostics and therapeutic facilities.

Departments

A brief description about the functioning of various departments in Brighton Hospital Dhaka is presented in the following paragraphs. Each department is having two or three specialist doctors in the respective area of medicines.

Department of Neurology

It is one of the well equipped Neurology departments. The department has latest investigative facilities like Electroencephalograph, Nerve conduction studies which is presently available in only few centers in Bangladesh. The department is well supported by CT scan, Neurosurgical department and Physiotherapy department. It has its own ICU and semi ICU for maximum care for critical patients

Department of Urology

It is one of the superspeciality departments of Brighton Hospitals Dhaka. Open Renel, Bladder and Urethra surgeries and Andrological surgeries are being done here.

Department of General Medicine

The normal procedures looked into in this department are severe Bronchial Asthma, Leptospirosis, , Diabetic mellitus, Hypertension, Tuberculosis etc.

Department of Pediatric surgery

All pediatric surgical cases both elective and emergencies are being managed here. Cosmetic surgeries like repair of cleft lip palate etc. and foreign body removal both from oesophagus and bronchus are being done here.

Department of Orthopedics:

The Brighton Hospitals Dhaka is having one of the most modern orthopedic departments in the region. The Orthopedic department has a very well equipped exclusive operation theatre and a C-ARM image intensifier.

C-ARM image intensifier is used for minimally invasive surgeries. The fracture reduction and fixation are done under image intensifier control. This leads to faster healing of the fractures.

Department of Physical Medicine and Rehabilitation

The Department of Physical Medicine and Rehabilitation provides comprehensive rehabilitation care to patients with disabilities, complex neurological problems as well as bone diseases. There is a good exercise therapy unit equipped with parallel bars, pulley exercisers, rowing machine etc

Department of Ophthalmology

Department of Ophthalmology has a well equipped outpatient department with instruments like slit lamp biomicroscope, direct and indirect opthalmoscope etc. A separate operation theatre with facilities like operating microscope, automated vitrectomy machine etc. is also there, where a number of arterior segment surgeries are being done.

Department of ENT (Ear, Nose and Throat)

This department is having well modern equipments. Other than ENT surgeries micro ear surgery, nasal endoscopy etc. are being done here.

Department of Obstetrics and Gynaecology

This department is equipped with large and spacious labour room, first stage room immediate post partum room, baby warmer and most modern colour scanning. At present the department provides all routine preventive, promotive and curative service in Obstetrics and Gynaecology including health education.

Department of Radiology

The facility of Whole Body CT scanner attracts a number of referred cases to this hospital. Scanning service is available from this department round the clock.

Department of Anesthesiology

There are three operation theatres in the hospital. All operation theatres are built and equipped to international standards. Latest boiler machines for Anesthesia, ECG and pulse oximeter for patient monitoring are available with these operation theatres. More over infusion pumps are available for intra-operative and post-operative anesthesia.

Other Features

• emergency calling system
• 24 hours laboratory
• 24 hours pharmacy
• 24 hours emergency power
• 24 hours Ambulance

Specialties

Radiology

Fully Equipped PACS + I.W.M. [Picture Archiving & Communication System]

[Imaging Workflow Management]

Lab Services

• Biochemistry
• Haematology
• Microbiology
• Histopathology
• Transplantation Immunology
• Transfusion Medicine

Quality Initiatives

• Brighton Clinical Excellence (ACE)
• Division of Innovation and Clinical Excellence (DICE)
• Infection Control Protocols
• Disaster Management
• Golden Hour Emergency Management
• Medical Ethics
• Telemedicine

Catering Services

In Brighton hospitals Dhaka the support services like house keeping, laundry, food & beverages  are maintained by the world’s leading hospitality company – Compass Group .

With a large gap between the need and availability of hospitals facilities, the focus is to increase the bed capacity by about 30% every year.
Major thrust fields of activities of the group consist of Hospitals and Clinics, Hospitals Consultancy, Information Technology including internet based technology, Telemedicine, Education and Training, Home Healthcare and Pharmacy Retailing.

Brighton Preventive Health Screening Program

Master Health Check

Brighton hospitals Dhaka provide a spatial health check program which is called Master Health Check. This package many individual diagnosis and consultation in a suitable rate. This individual package is unique and it maintains standard of Brighton which can’t be found in other health care organizations of Bangladesh. The followings are the package differentiated for different individual.

Brighton Health Check Taka 2000

Recommended for men and women above the age of 16.

Brighton Executive Health Check Taka 2350

Recommended for men and women above 25 years, for Smokers and those who lead stressful lives.

Brighton Heart Check Taka 4000

Recommended for people with cardiac symptoms or with a Strong family history

Brighton Child Health Check  Taka 550

Recommended for children between the ages 4 and 16.

Brighton Whole Body Check Taka 6300

Recommended for people desirous of a more comprehensive check up

Brighton Well Women Check Taka 850

Recommended for woman above the age of 25.

Brighton Diabetic Check Taka 2500

Recommended for diabetic persons

Brighton Breast Check Taka 350

Recommended for early detection of Breast Cancer

Pricing Policy

The various services offered in Brighton hospital are unique in the country. So the company asks for a premium price for that. The cost of all the usual services that are prevailing in the market, are kept on the basis of competitors’ pricing policy. The hospital fix price for various special services offered by it only after comparing with the foreign competitors’ price. However, hospital management is keen to see that such charges for service lies in between that charged by international standard hospitals as well as private hospitals. Charges are fixed in such a way that the hospital earns a certain amount as a profit over the cost. The operating cost of Brighton is very high in the context of Bangladesh. So it’s also explainable for the management for seeking such a high price for the services.

Chapter-6:SWOT analysis

The followings are the strengths, weaknesses, opportunities and threats for Brighton Hospitals Dhaka.

• Latest State-of-the-art technology
• The multinational brand name and image of “BRIGHTON”
• 1^st multi specialized tertiary care hospital
• Pioneer in corporate health care provider in Bangladesh
• Sound  financial position
• Skilled human resources ( medical )
• Excellent relations with media
• Good relationship with regulatory body
• Multi specialized departments of treatments
• Structured Information Technology System ( HMS)

• Poor coordination between departments
• High operating cost
• Relatively high price for services
• Inadequate promotion in this competitive market
• Unavailability of quality medical consumables in local market.
• Inadequate use of IT by the employees

• Economic growth of Bangladesh
• Large untapped market
• Growing demand for world class health care among the citizens
• Corporate agreements with corporate houses
• Initiatives showed by Govt in promoting health care industry.

• Rigid govt regulations with regard to expatriate employees.
• Emerging competition from the other international hospitals
• Price war with local hospitals

Yellow journalism is a great problem for the hospital.

Core Competencies

BRIGHTON HOSPITAL strives to create an environment where extraordinary services to our patients and their families to our guests and visitors and to each other happen every day. And every employee at BRIGHTON HOSPITAL is therefore expected to demonstrate the observable behaviors that mentioned against each area.

Competency Based HR Practice

The underlying factor of this Job Analysis is the behavioral language to build robust core competencies, core values, priorities and skills that describe, guide and link the actions at work. Describing what was done helps performance measurement, describing what is being done helps training and describing what should be done helps define selection standards and performance goals.

This is about having the employees of the organization align their actions with the organizational identity and goals. The most effective way of achieving the same is to allow the concerned employees to participate in the process of strategic decision making. This participation generates a sense of belonging among the employees towards the organization and they feel motivated to work towards achieving the goals that the organization may have set for itself. A very effective way of building alignment is to behavioral language to convert the vision and mission statements into clear actions, which need to be performed and conveying these actions to the employees. The employees can be involved with the framing of the vision and the mission statements. It can help if all the employees speak the same language, i.e. they have the same interpretation of the ultimate goals of the organization. Using the vision and mission statements in the selection procedures can do this. This allows an initial filter, which allows only those people who fit into the mould of the organization to join in.

Identity, process and strategy are crucial for survival in today’s world of cutthroat competition. Conceptual leadership is becoming more crucial and the time available for critical thinking is diminishing by the day. The need of the day is of robust solutions to practical problems. Robust solutions are those, which work in the face of adversities. Behavioral competencies can be an asset to any organization. They are robust and are useful but can be hampered by abstract language and personality traits. Therefore it becomes imperative that the building of robust human resource competencies should be preceded by explicit explanation of the same such that everyone is able to easily understand.

There may arise many situations where there is a lot of ambiguity. In such situations, simple decisions become difficult and ineffective. To avoid this state, one needs to be very clear about the existing situation and equally lucid about the course of action to be adopted from thereon to resolve the situation. Competencies help develop the required clarity.

Here one need to understand what is meant by the term competency. Competency means different things to different people based upon their perception and context of application. In the field of Human Resources, competencies often deal with the characteristics of a person. An individual’s competency is defined as

A written description of measurable work habits and personal skills used to achieve a work objective.

To make the description clearer, following are a few points to keep in mind: –

– An individual competency is different from the organizational competencies, capabilities, values and priorities

– A written description communicates exactly what the term competency means

– Measurable work habits and personal skills implies that competencies are a fair measure of an individual’s actions

– Individual competencies contribute to achieving a common work objective

Competencies are looked at differently by different people depending upon their context of work. Human Resources professionals look at competencies more on an individual level but business strategist concentrate more on the organizational competencies. Core competencies are stores of technical knowledge and skills which gives the organization an edge over other organizations and makes an impact on its services and products. Individual competencies along with organizational competencies help in avoiding and solving people problems. Capabilities are other things that the organization is capable of doing to achieve its goals. Currently, there is a high degree of discontent regarding individuals not being able to meet their targets. This discontent can be taken care of by improving the selection procedures, performance appraisal systems and coaching schedules according to the individual competencies of the employee. Thus task allocation should be done in accordance with the competencies of the concerned individual.

Competencies define the coaching schedules. On the basis of individual competencies, one can decide to what extent the individual should be trained and what should be the contents of the training. Thus competencies, by helping correct job allocation, helps avoid the ambiguity and hence increase productivity.

The best way to express competencies is by the use of Behavioral Language. It allows a clear understandable description of the actions needed to be performed in order to achieve the organizational goals. Individual competencies can also help diffuse conflicts and disagreements because they help put forward the situation in a very lucid format and give a different perspective to the entire matter. Behavioral language allows easy communication of standards, expectations, goals and objectives, thus making it the ideal way to build robust competencies.

Competency models comprise of groups of competencies. Some models are generic lists of individual characteristics that can be used in HR systems. Other competency models are specially designed for a particular organization. The primary reason for constructing a competency model was to link the processes like interviews, appraisals, training and compensation to vision, mission, values and culture. Some other reasons were planning to grow newer skills within the organization, communicating the behaviors that are desired in the organization and clarifying the leadership focus. The gist of the matter is competencies help managers and other employees to link, plan, communicate and clarify.

Challenges Of Competency Model

There are certain problems related to competency models though. Expensive competency model not being applied or off-the-shelf competency models which do not fit the bill of the specific organization in terms of correctly defining the uniqueness of the jobs or the organization. Expense incurred in getting the competency model designed, developed and installed can be prohibitive. Acceptance of the model is another common problem that the competency models may face. A competency model thus has to be developed very carefully. There are some challenges involved with the development and installation of the model. These challenges can be listed as participation, measurement, negative feedback, job-relatedness and expense.

The Challenge Of Participation

One of the major challenges is participation. There may be two types of competency developments. One, which is faster and the other which is better. The faster model of development may be efficient in terms of the time taken for the development of the competency model, but eventually it may turn out to be more expensive. Executives sitting behind a closed door trying to formulate the competencies required and the competency model is not a feasible idea since the employees who are going to be subjected to that change might not like the model and refuses to use it. Participation is absolutely critical for acceptance and application of the competency model. Participation is not a manipulative ploy, but a mechanism for making your competencies more reflective of the true cause of performance. For the model to persist in the organization there should be broader participation in terms of multiple opinions and the ability to think and argue. Participation becomes a huge factor in the successful implementation of the competency system. Behavioral language is used to link what needs to be done with individual actions. Competencies become tools for direction and change. Assimilation of competencies into the everyday communications helps specific and explicit expression of feelings and opinions.

The Challenges Of Measurement

The next challenge is measurement. Measurement is very crucial since the progress of a project or the performance of an employee can be tracked only when it is measured. Also in situations where the employee demands an explanation the only way out is by having hard evidence on our hands. This evidence is provided by measurements. Measurement can be used to fathom the skill level of any employee which is being selected for a particular assignment. Measurement systems though have to be validated before they are pout into action. For this purpose, they are put through a battery of test and the results observed to check whether they are in keeping with the characteristics observed.

Negative feedback and the way it is taken is another big challenge that any organization may face. Some employees may not take a negative feedback constructively and cause harm to the organizational goals.

Therefore the organization should have the courage to face the conflict that would arise when negative feedback is given. It is extremely important to have accurate performance measures when it influences compensation, promotion and career opportunities. Many managers shy away from giving negative feedback because of the awkwardness or the fear of a legal battle. To resolve these matters, there are models which have a cap on how low the measurements can go or there are a few other models which use a threshold of minimum acceptable performance. These models may avoid the unpleasantaries but at the cost of overlooking and actually accepting negative or undesirable performance into the organization. Thus, negative measurement or feedback though extremely necessary, should be handled with care since it is very difficult to accept.

The Challenge Of Expenses

The one other challenge that the competency system must face is that of the expense incurred in designing and implementing the system. Development of competency systems which may function as performance appraisal systems and their implementation is an expensive option and should be exercised only after taking all the considerations. These days the use of computers is relaxing the stranglehold of price on such systems. Softwares are being developed to automate and handle each and every task like structuring the interviews or groupware to encourage the groups to work on a problem and find the solution collectively.

To fully garner the benefits of the competency system, they need to be in sync with the current requirements of the organization and its goals. Competencies when in service of customers are powerful business tools. But it is extremely imperative to understand the meaning of the term competency in the given context. The competency scope does just that. It outlines what needs to be done in order to meet the requirements of the customers. In a competency scope, competencies are discussed with special attention on two factors; viz: the LEVEL factor which specifies how an organization can be effective in the marketplace or how an individual can be effective in doing a particular job and the TYPE factor which distinguishes between the use of concepts.

Coming back to the core competency model, it is partitioned into four parts: –

Slice I: Core Competencies and Capabilities

The combination of knowledge and skills with tools is reflected at the organizational level in core competencies and capabilities. A core competency is a unique bundle of technical know-how that is central to the organization’s purpose. A capability is also important to the organization’s effectiveness and is perceived to be valuable by customers. It is a set of business processes strategically understood. Core competencies and capabilities are ideally expressed in a mission statement that specifically communicates what the organization will do for its customers.

Slice II: Core values and priorities

Core values complement the technical aspects of work by explaining why the work is performed. At one level it encourages shared beliefs of people in the organization and its culture, including norms on how to act. Priorities reflect an organization’s emphasis on the use of individual competencies such as working habits and people skills to make business processes and work systems more efficient or effective. It is different from capabilities that emphasize the deployment of technical know-how, physical or financial resources to improve performance. An important priority lies in an organization’s willingness to use participation to improve performance and create a competitive advantage. This priority is seen in the commitment to encourage associates to express their opinions on work issues. In addition, managers must be willing to listen to other’s opinions, accept them when appropriate and disagree when necessary. There always this uncertainty while distinguishing between a businesses process that defines a capability and the people skills that define a priority. When people can easily be asked to join a business process, they are supporting a business capability. On the other hand, when the process requires a person with a specific set of skills, it is an organizational priority that is being dealt with. A statement of core values and priorities describes how people actually do their work. It expresses norms and boundaries of acceptable behavior and business practices.

Slice III: Technical knowledge and job skills

Individuals use their technical knowledge and skills with tools to carry out their job responsibilities. Technical knowledge and job skills should be in support of the organization’s core competencies and capabilities. Technical skills provide a logical way fro an organization to maintain and extend its core competencies and capabilities.

Slice IV: Performance skills and competencies

Performance skills and competencies include work habits, communication styles, leadership and teamwork. They are easily transferred across different industries and jobs and they reflect a person’s efficiency or effectiveness in using technical knowledge and skills. Commitment to a task is a performance skill that shows the extent to which a person will work hard to get results. A performance skill can be directly observed and described at a behavioral level. A competency involves an inference about what a person is like.

Organizational characteristics:

When the slices I and II are combined, the organization’s identity is reflected, including the work context in which the individual is to perform. The more familiar components of organizational identity include vision, mission, values and culture. Core competencies provide the basis for an organization to define itself beyond its specific end products. Core values and priorities are quite different from core competencies.

Individual characteristics:

Slices III and IV pertain to the skills used by the individuals to perform their specific jobs. They reflect the job content including specific tasks to be performed and the individual characteristics needed to carry them out. Assessment technology offers a perspective that distinguishes between a performance skill and a competency. The behavioral approach to assessment would say that a performance skill can be directly observed and described in terms of the things a person is observed to say or do. It is very important to describe operational skills in very clear and precise words. In many instances the organization successfully draws its competency model but fails to clearly mention the actions to be taken in order to achieve the organizational goals. Consequently, even though the organization competency model is ready and in place, it does not deliver the expected returns. Therefore, it becomes imperative to put down the steps to be taken by an employee to be explicitly mentioned in the competency plan so that there is no haziness or ambiguity in the understanding of the model. The statements of the competency plan should be put down in the form of operational definitions, which explain a concept in the form of steps to be taken to observe it. However, defining a statement in terms of operational definition is not the job a single person. It becomes necessary to involve others in the process of defining the steps to perform a certain task.

Behavioral Approach

Generally, behavioral language is used to define the actions and whenever a higher degree of detail is required operational definitions are used. Behavioral language is very concrete. It describes what one can see or hear being done. A performance skill written in behavioral language is the sequence of actions to be performed to the job well. Behavioral language is robust because the actions required to perform the task can be defined through the written or the spoken word such that any other person wanting to understand the action can do so, very easily and reasonably accurately. Verification in the case helps by showing the extent to which two or more people agree on a behavioral description.

A performance skill is more concrete than personality traits or abilities. A competency system based on personality traits is not preferred because it would use terms which may be ambiguous. The tangible nature of performance skills means that it is helps reduce the influence of biases on people. The focus is on making reasonable inferences about people, based on verifiable information. Performance skills and descriptive rating scales are the foundation of the behavioral approach in objective decision-making. The three steps of the behavioral approach are:

Step I: Observe what a person says or does. Snap judgments are not allowed. Only observation is what one is supposed to do.

Step II: Describe what is observed in relation to the performance skill. The real test of the second step is whether another person can verify what has been described.

Step III: Draw an inference from the description. The thumb rule is that this expansion of the description should be reasonable in light of what was observed and subsequently described.

The perception of a person depends upon the reactions of one towards that person. But with the behavioral approach, perception is not reality. The three steps of behavioral approach enable the development of a reasonable understanding of the other person by substituting observation, description and inference for perception. A robust performance skill supports the steps of the behavioral approach. It will not contain abstract words and references.

A behavior-based vision statement is a word picture that describes the future statement for work and the actions that associates will take in it. The ideal mission statement includes movement. The behavior-based vision is more dynamic than static.

A behavior-based mission statement explains why the organization exists in terms of its overall purpose, the nature of its business and the principles that it follows when doing business. A behavior-based mission statement describes purpose and priority in a way that suggests the direction for most of the people in the organization to take.

A mission statement provides a sense of identity and direction, thus unifying individuals and establishing the basis for future actions. There should be a reciprocal relationship between a mission statement and core competencies, each should influence the other. A behavior-based value-statement describes the shared beliefs and norms that characterize the organization.

Often the shared values can be traced to the business philosophy held by the founders and the opinion leaders. An organization’s culture is a reflection of these shared values. They represent one of the important components of the same. One challenge in generating a value statement involves going beyond feelings about the work situation. The statement must use behavioral language to describe what people will do when they are using the value.

When an identity statement is written in behavioral language, there is an opportunity to align it with the organizational level of the competency scope. Many HR systems are practical are tactical. They respond to governmental regulations and specific needs. They become more strategic however when connected with the organization’s identity through behavioral language. When this is done one can say that the organization has a strategic HR system that reinforces its identity in day-to-day decisions about people. When the content of an identity statement is reflected in the content of HR forms and processes, it is said that content linkage exists. A cramped vision restricts the scope of an organization while an open vision can help align more and more people with the organization’s goals.

There are four organizational approaches that influence the type of Human Resource systems that are put into place. The four approaches can be summarized as follows:

1. Perception-driven

2. Experience-driven

3. Attribute-driven

4. Behavior-driven

Perception-driven

The perception-driven organization is more intuitive and feeling-oriented. The HR system in this organization places less emphasis on being specific, gathering information and measuring. Its HR efforts will rely on gut-feel interviews, likeability appraisal, motivational coaching and smile training. There is a de-emphasis on structured job-related HR systems.

Experience-driven

The experience-driven organization uses work-experience in an intuitive way. A few features that characterize this approach are:

– Conversational interviews

– Counselor appraisal

– mentor coaching

– Hands-on training

Attribute-driven

An organization that emphasizes attributes uses trait words to describe people. All of a person’s characteristics are considered regardless of the extent to which they are used in a current work assignment. A few features that characterize this approach are:

– Trait interviews

– Recognition appraisal

– Personal growth coaching

– Instrument training

Behavior-driven

When an organization adopts the behavior-driven strategy, it emphasizes organization, description and cautious inferences about people. One of the most difficult challenges faced by a new interviewer is to go beyond the gut-feeling and gather behavioral information about a candidate’s job related skills. A second challenge faced by today’s interviewer is to avoid the temptation to asses only a candidate’s fit to the organization. An interview that is based on only the candidate’s fit to the organization will not measure the skills needed to do the job itself. The behavior-based interviewing strategy can asses the extent to which a person is both a fit for the organization and able to do a particular job.

Chapter -7:Category Of Employment At Brighton Hospitals Dhaka

All employees at Brighton Hospitals Dhaka are broadly classified into two categories: Local and Expatriate. Outside the classification of local and expatriate, employees at Brighton Hospitals Dhaka are generally categorized as per following:

Types of employee

Regular

Employees who have completed 3- 6 months probation period and who are regularly scheduled to work at least 48 hours per week. Based on the necessities of organization, there is a reasonable expectation of continued funding for these positions.

Contract

Employees who have been granted a contract for more than one year and are regularly scheduled to work at least 48 hours per week to render services against a specific job assigned to him/her.

Short-term Contract

Employees who are contracted with an expected termination date less than one year for specific tasks/assignments having approved terms of reference.

Probationer

An employee who is provisionally employed to fill a permanent vacancy and who is now under probation. Unless confirmed in writing a probationer will continue to be a probationer.

Temporary

An employee who has been engaged for work which is essentially of temporary nature or for a specified period or for work of a permanent nature but of a temporary duration. Merely working on a permanent job will not make an employee a permanent employee.

Casual

An employee who is engaged for work, which is essentially of an occasion or casual nature and includes an employee who is temporarily employed in the place of a permanent employee or probationer who is temporarily absent.

Apprentice

Apprentice is a person who is undergoing apprenticeship training in pursuance of a contract of apprenticeship.

Trainee

Trainee is one who is engaged for specific period of time as learner who may be paid or may not be paid stipend during the period of learning, as may be prescribed by the Management. The training is liable to be terminated at any time without any notice and without assigning any reason whatsoever. The management on no account shall be under any obligation to provide any trainee with a job after completion of the stipulated training period.

Consultant Physicians

According to employment contract awarded to Consultant Physicians they will be classified into following categories:  a. Consultant under Guaranteed Money, b) Consultant under Fixed Pay, (c) Consultant under Fee for Services (d) Part Time Consultant, e) Visiting Consultant. If you have any confusion to categorize your employment with Brighton Hospitals Dhaka please contact the Office of Human Resources for necessary explanations and help.

General Policies on employee

Enabling Work Environment

For fostering an enabling environment you as Brighton Family Member are expected to:

• Demonstrate a positive attitude towards work and create an enabling working atmosphere in the hospital.
• Practice a culture of performance and contribute to the organizational learning.
• Demonstrate gender consciousness and sensitivity to the gender issues through your behavior, beliefs, values and attitudes.
• Express views, ideas, issues, etc openly and confidently without fear of repercussions on your employment and working relationship.
• Keep the work place safe and be committed to equal opportunity.

Office Hours

Offices of BRIGHTON HOSPITAL will remain open for business in the following manner:

Administrative offices will remain open from 9 AM –5 PM for all days except Friday with a lunch break of 30 minutes.

In Patient Departments will remain open round the clock everyday.  Employees will follow their shift hours as per the duty roster.

Outpatient Departments will remain open from 9 AM – 5:30 PM for all days except Friday.

The general shift of the Hospital will be from 9 AM –5:30 PM with a lunch break of one hour.

There is no established “Tea/Coffee break” policy at BRIGHTON HOSPITAL. Supervisors in each office determine whether a short break in the daily routine for purposes of refreshment is appropriate. Such periods of refreshment should not interfere with or take precedence over any work of BRIGHTON HOSPITAL.

Professional Appearance

Employees are expected to maintain high standards of personal cleanliness and to present a neat professional appearance at all times. Employees who are provided with uniform must wear those while they are on duty.

Employees who are dealing with patients must follow the departmental guidelines for wearing jewelry/ headgears/other items that may affect the patients under his/her care.

Employees who choose to wear fragrance in the workplace must be aware of the sensitivities or allergies of their coworkers.

Courtesy

It is essential that high standards of personal conduct and courtesy be maintained at all times. Courtesy is a language that everyone understands and should be extended to everyone. Good manners, cooperation and consideration for others are fundamental to the enhancement of BRIGHTON HOSPITAL’s image.

Performance Expectations

There is a basic expectation that all employees will perform successfully in their jobs based on the various policies of BRIGHTON HOSPITAL. Failure to meet performance expectations can have a variety of workplace consequences.

Honesty

Dishonesty cannot be condoned and will be dealt with promptly in the following or related circumstances: stealing; lying about matters connected with work; falsifying time records; unauthorized personal use of BRIGHTON HOSPITAL property; doing unauthorized private work on BRIGHTON HOSPITAL business hours; and giving or receiving a bribe in any form. Serious disciplinary actions against dishonesty will be taken as per the BRIGHTON HOSPITAL’s HR policy.

Telephone Usage

BRIGHTON HOSPITAL’s phones are intended for the use of serving its clients and in conducting the hospital’s business.

Personal usage during business hours is discouraged except for emergencies. All personal telephone calls should be kept brief to avoid congestion on the telephone line.

To respect the rights of all employees and avoid miscommunication in the office employees should inform family members and friends to limit personal telephone calls during working hours.

Employee should record if they make any personal NWD and ISD calls from office numbers and will be invoiced at the end of month accordingly.

Visitors in the Workplace

To provide for the safety and security of employees, visitors, and the facilities at BRIGHTON HOSPITAL, only authorized visitors are allowed in the workplace. Restricting unauthorized visitors helps ensure security, decreases insurance liability, protects confidential information, safeguards employee welfare, and avoids potential distractions and disturbances.

All visitors must enter through the main reception area, sign-in and sign-out at the front desk and receive a ‘Visitor’ badge to wear while on premises. Authorized visitors will be escorted to their destination and should be accompanied by an employee all times.

Political Activity

An employee may engage in political activity outside assigned work hours, but shall not allow his/her interest in a particular party, candidate, or political issue to affect his/her performance, job responsibilities, or relationships with co-workers or other employees.

An employee shall not, directly or by implication, use the name of BRIGHTON HOSPITAL or his/her affiliation with BRIGHTON HOSPITAL in the endorsement of political candidates, initiatives, referenda, or in supporting or opposing a position on other political issues.

An employee who plans to campaign for public office or who is elected to public office should request a leave of absence, if his/her candidacy or public office prevents him/her from being available to perform his/her assigned duties and responsibilities. Use of BRIGHTON HOSPITAL property for political activity is prohibited.

Tobacco Products

The use of tobacco products is not permitted anywhere on the BRIGHTON HOSPITAL Office premises except in authorized and designated locations. Employees must follow all rules posted in designated smoking areas.

Substance Abuse

BRIGHTON HOSPITAL is committed to providing a safe and productive workplace for its employees. In keeping with this commitment, the following rules regarding alcohol and drugs of abuse have been established for al employees, regardless of rank or position, including regular, contractual, probationary and casual employees. The rules apply during working hours to all employees of the organization while they are on BRIGHTON HOSPITAL premises or elsewhere on BRIGHTON HOSPITAL business:

• The manufacture, distribution, possession, sale, or purchase of controlled substances of abuse on BRIGHTON HOSPITAL property is prohibited.
• Being under the influence of illegal drugs, alcohol, or substance of abuse on BRIGHTON HOSPITAL property is prohibited.
• Working while under the influence of prescription drugs that impair performance is prohibited.

Solicitation

Solicitations are discouraged on the premises of BRIGHTON HOSPITAL Office, unless an employee is acting for a charitable or service organization, and then such solicitation is not be done during working hours of either the solicitor or the solicitee and with the understanding that BRIGHTON HOSPITAL reserves the right to cancel all such solicitation privileges.

Permission to solicit requires a written formal request to, and written approval from the supervisor. Such request shall be in writing.

Solicitation includes electioneering of any kind.

Official Asset

Any official assets assigned to the employees are the property of BRIGHTON HOSPITAL. The employee will be held responsible for the loss, damage or misuse of the official asset. However it is Chief Executive Officer’s discretion to consider if the loss or damage occurs by external force/circumstances, which shall be strongly justified with evidence.

All equipment belonging to BRIGHTON HOSPITAL which the employee has obtained permission to use at home, such as computer, etc., must be returned to BRIGHTON HOSPITAL upon a supervisor’s request or at the time of separation from employment.

Vehicle Use

BRIGHTON HOSPITAL’s vehicles shall be used for official purposes only unless otherwise authorized by the Supervisor/Chief Executive Officer or by the Employment Contract.

Only the authorized employees who are assigned with/entitled to vehicles and who have valid driving licenses shall be allowed to drive BRIGHTON HOSPITAL vehicles.

All drivers shall drive in a responsible, defensive manner and at reasonable and safe speeds. Drivers shall obey all traffic laws and rules. Any violation of traffic laws by a driver is the responsibility of drivers and not BRIGHTON HOSPITAL Bangladesh. Driving under the influence of drink or drugs is considered as major infraction and will be subject to disciplinary action.

Any accidents or traffic violations by official vehicles must be reported to the office immediately by the driver and the passengers. If the driver is found guilty of violation of traffic rules, disciplinary action will be taken against him/her.

Personal Property

Employees are responsible for the safekeeping of their personal properties used or left at the office. BRIGHTON HOSPITAL assumes no risk for any loss or damage to personal property.

Health Related Issues

Employees who become aware of any health-related issue, and which may affect other employees should notify their supervisor of health status.

A written ‘permission to work’ from the employee’s physician is required at the time or shortly after notice has been given. The physician’s note should specify whether the employee is able to perform regular duties as outlined in his/her job description.

Personal Data Changes

It is the responsibility of each employee to promptly notify his or her supervisor or the Office of Human Resources of any changes in personnel data such as:

Mailing address, Telephone Numbers, Name and number of dependents, and individuals to be contacted in the event of any emergency. An employee’s personnel data should be accurate and current at all times.

Office Security

Employees who are issued keys to the office are responsible for their safekeeping. The last employee, or a designated employee who leaves the office at the end of business day assumes the responsibility to ensure that all doors are securely locked, the alarm system (if any) is armed, thermostats are set on appropriated evening and/or weekend setting, and all appliances and lights are turned off with exception of the lights normally left on for security purposes.

This policy does not apply to the appliances that are required to keep on round the clock.

7.3:Safety AND services provided by the hospital

Fire Safety

Fire is one of the greatest dangers in a hospital as it threatens the safety of patients, visitors and staff. While not a common occurrence, fires and smoky conditions unfortunately do occur at BRIGHTON HOSPITAL. For this reason, it is important that you know how to prevent fires and respond in the event of a fire or smoke situation so that you can protect not only your own life but the lives of others, as well. For additional information and necessary training, please contact our Fire Safety Team.

Emergency Closings

At times emergencies such as severe weather, fires, or power failures can disrupt operations of BRIGHTON HOSPITAL. The decision to close the office will be made by the Supervisor with the approval of Chief Executive Officer.

When such decision is made, employees will receive official notification from their supervisors.

Group Health care

1. All BRIGHTON HOSPITAL employees will be provided with Out-patient and In-patient treatment facilities with discounted rate as given below:

For Out-Patient Treatment Facilities

1. Any BRIGHTON HOSPITAL employee needs to have OP treatment must go through the Staff Clinic first. Staff Clinic will refer the concerned employee to the specialized department or consultant as deemed appropriate.

1. Dependants and parents of employee can visit the consultants by appointment as referred by their physician or deemed appropriate.

1. Discount will be given to BRIGHTON HOSPITAL employees, dependants and their parents for OPD services as given below:

For In-Patient Treatment facilities:

1. All BRIGHTON HOSPITAL employees and their dependents will only be charged for Consumables and Medicine costs when they are admitted in Brighton Hospitals Dhaka. Parents of BRIGHTON HOSPITAL employees will be provided with 20% discount on the total bill when they are admitted to Brighton Hospitals Dhaka.

1. For any special discount which is beyond this policy approval must be taken from CEO on case to case basis.

Individuals/ Departments are not allowed to make any interpretation regarding this policy on their own. Any matter of confusion/concern should be reflected back to HR department for further clarification

New Employee Probation Period and evaluation of performance

If you are a new employee, the first 90 days of your employment is considered a mutual evaluation period. This is a trial period, which provides both you and your supervisor the opportunity to evaluate your ability to proficiently perform job requirements. During this time, attendance, attitude, ability to learn and perform the job for which you are hired, along with your ability to work as a team member will be evaluated by your supervisor.

BRIGHTON HOSPITAL reserves the right to extend the probationary period should the supervisor need more time thoroughly evaluate your performance. Such extensions must be submitted to the Office of Human Resources by the Supervisor prior to the end of the probationary period  for an additional period of time, up to three months. If any time during the probationary period the supervisor decides that you are not suitable for the position, your employment will be terminated. No advance notice more than one day or progressive discipline is required. Supervisor must complete a performance evaluation on all new regular staff employees by the end of the initial three (3) month probationary evaluation period.]

Employee Personnel Files

The Human Resources Department establishes and maintains an employee personnel file for each employee. Your employment application and/or resume as well as documentation reviewed, completed and signed at your employee orientation are included to initiate your file. During your employment tenure, other documents may be added, such as performance evaluations, documentation of personnel transactions and other employment related information. Keeping your employment record up-to-date is important. Accurate information in your records prevent errors and ensures that your benefits coverage is current. Please provide your supervisor and HRD written notification of any of the following changes:

Legal Name; Marital Status; Address, Phone Numbers; Educational Achievements and Emergency Contact Information.

Notify the Human Resources Department of any changes of family status which might affect your benefits coverage, beneficiary designation, or tax status. These changes include: Birth of adoption of a child; death of spouse or child, Marriage; divorce; address change; marriage of a dependent or dependent reaching majority age

All new employees must report to HRD for in-processing on or before their first day of employment. In processing includes, but is not limited to the issuance of an Employee handbook that includes and overview of the organization’s history, mission amd vision, and prohibition against sexual harassment, drug free workplace and other available ongoing programs’ brochure.

The Human Resources Department coordinates a comprehensive monthly orientation session to welcome new employees and provide a formal introduction to key staff, policies and procedures, work rules and facilities.

Performance Evaluation

All regular employees will receive periodic performance evaluations. Your immediate supervisor is responsible for conducting at least one annual evaluation. The evaluation is based upon specific documented performance expectations discussed with you prior to the period the evaluation will cover. BRIGHTON HOSPITAL’s evaluation program provides a planned opportunity for you and your supervisor to meet and mutually discuss and document accomplishments, standards, expectations and overall job performance.

Employee Recognition Programs

BRIGHTON HOSPITAL believes in rewarding employees for outstanding job performance. Our employee recognition program includes and Employee of Year program that provides a gift and recognition certificate to an employee in each year.

The employee of the year program seeks to recognize outstanding employee performance including attitude, attendance and leadership. To be considered and individual must be employed for at least one year.

Other means of recognition include the catch of Shining Star Award, On the Spot Awards and Manager of Year. These are recognized at the Annual Rewards and Recognition Ceremony.

Rating of essential competencies

The employee should be rated by the supervisor for the essential competencies demonstrated by the employee during this performance cycle. Rating should be done in presence of employee and on the basis of following scale:

O – Outstanding; HS – Highly Satisfactory; S – Satisfactory, M – Marginal, U- Unsatisfactory, NA – Not Applicable

Overall rating on the level of performance demonstrated by the employee

This needs to be rated in presence of employee and on the basis of following scale

Please place √ in the blank box nearest your rating choice

7.5:      Money Matters

Compensation

BRIGHTON HOSPITAL Recognizes the importance of attracting, retaining and motivating those who have the skills and abilities to make strong contributions to our organizations  to do this BRIGHTON HOSPITAL implements salary ranges and that are internally equitable and externally competitive.

Regular Pay Procedures

All BRIGHTON HOSPITAL employees are normally paid on monthly basis and on the 25^th day of the month. If a scheduled payday fall on holiday, you will usually be paid on the day preceding the holiday. All authorized deductions such as Income tax, insurance premium, Cell phone bills, utility bills, food bills and all authorized voluntary deductions will be deducted from the monthly pay.

When an error has been made in an employee’s pay, BRIGHTON HOSPITAL will make the appropriate corrections. It is an employee’s responsibility to check for and immediately report errors to the Office of Human Resources.

Pay Increases

BRIGHTON HOSPITAL has three types of pay increases. Merit increases are based on job performance. Promotional increases may be granted when an employee moves to a different position with a higher salary range. Market adjustments may be made to compete with the external market or internal factors when employees with similar job–related experience, skills and performance have different pay.

Birthday and Marriage Gift

All employees will be given a gift voucher of Taka 500 to celebrate his birth day. A gift voucher of Taka. 2000 will be given to an employee for his/her marriage ceremony purpose.

Holidays And Leave

Holidays

All employees shall be provided with paid holidays in observance of the following holidays unless the conditions of work or assignment are set otherwise:

The Office of Human Resources will prepare a list of yearly holidays each year on the basis of Government holidays. Once the holiday list is approved by the Chief Executive Officer (CEO), the list will be issued before the calendar year starts for applying in all BRIGHTON HOSPITAL Offices.

No additional day will be allowed in the event of a holiday falls on weekend. If the Government of Bangladesh announces any additional public holiday, it is at the discretion of the CEO to allow this holiday to employees.

Employees irrespective of Executive or Staff category required to work on the approved holidays will be entitled to one day alternative leave against each holiday.

Leave Entitlements

All local employees are entitled to 10 days casual leave, 14 days sick leave and 18 days annual leave per year. All expatriate employees are entitled to 10 days casual leave, 14 days sick leave and 30 days annual leave per year.

The leave year for each employee will be started from January and will be ended in December. Leave records for all employees will be updated in the month of January accordingly.

Casual Leave shall not be granted in combination with any other kind of leave and can not be taken more than 3 days at a stretch. Casual Leave shall be non-cumulative and will lapse automatically at the close of every leave year.

Approved holidays and weekly off’s intervening the period of sanctioned Casual Leave will not be treated as part of Casual Leave.

In the first year of services casual leave will be given to employee on pro-rata basis, i.e. on the basis of the number of months he/she has worked.

An employee shall be eligible for sick leave up to a maximum of 14 days. Sick leave for 3 days or more shall be granted only on production of a medical certificate from a registered Medical Practitioner. In case medical certificate is obtained from a registered medical practitioner for sickness lasting for five days or more the same has to be endorsed by the Medical Officer of the hospital, failing which sick leave will not be granted. The Management will have right to curb sick leave obtained on false ground.

In the first year of services sick leave will be given to employee on pro-rata basis, i.e. on the basis of the number of months he/she worked. Sick Leave can be accumulated for a period of 28 days.

All regular employees who have worked for a continuous period of one year shall be eligible for annual leave. In the first year of employment a total of 6 days annual leave can be obtained by the employee during the second six months of service. No annual leave can be taken during the first six months of employment.

Any approved holidays intervening the period of sanctioned annual leave will be treated as part of annual leave.

Any pregnant employee is entitled to a total of 90 calendar days maternity leave (immediately before and after child birth, i.e. 45 days maternity leave before delivery and 45 days after delivery), This duration is subject to change to conform with the Country laws and regulations, if applicable for the organization.

A female employee who is pregnant shall notify the office at least 3 (three) months prior to the expected delivery date.

Employees are entitled to Compensatory Time Off (CTO) which is a rest day given to employees whenever they are called upon to work on a weekend or during any time of a period of eight hours other than the scheduled hours of work. CTO must be availed within one week time of its earning otherwise CTOs will be exhausted automatically. Record of such CTOs will be maintained in the department.

Leave without pay shall be granted to an employee when no other leave is due to him only at the discretion of the Management.

Except in exceptional circumstances, the duration of leave without pay shall not exceed 6 (six) months on any occasion for which special sanction has to be obtained from the Management.

An employee donating blood at the blood bank will be granted one day special leave only on production of a certificate from the Blood Bank Officer of the hospital to that effect. Special leave can be availed within a month from the date of donating the blood. Special leave will not be granted to employees who donate blood to their relatives in a private capacity.

Special leave shall also be granted to employees in the event of any ailments or accidents arising out of or in the course of employment. The limit for sanctioning, such special leave will be at the discretion of the management.

Employee will be entitled to leave for attending seminar/conference/training programs for professional development. The amount of leave will be decided by the duration of programs and subject to approval of management for attending such programs.

Procedure For Availing Leave

1. An employee who desires to obtain leave must obtain approval on a prescribed Leave Card from the supervisor.  Leave Card will be issued and preserved by the Office of HR.

1. An employee desiring to be absent in excess of any period granted shall apply to the Supervisor if possible in person prior to expiry of the leave already granted. Such approval also needs to be passed on to HR department for updating concerned employee’s leave records.

1. Leave of any kind cannot be claimed as a matter of right. When the exigency of the services is so required, an authority authorized to grant the leave reserves discretion to refuse/defer or revoke leave of any kind.

1. An employee who overstays on leave except under the circumstances beyond his/her control should give a satisfactory explanation. If the explanation is found unsatisfactory by the management he/she shall not be paid wages for the period overstayed and shall be further liable for disciplinary action as the management may think fit to impose.

An employee before proceeding on leave shall intimate the sanctioning authority his/her contact address while on leave.

Leave shall not be granted to an employee who is under suspension are against the disciplinary proceedings are pending.

Employee remains absent for duty for a continuous period of more than 7 days without prior intimation are sanctioned suitable action shall be initiated against him/her.

An employee on leave may be recalled for duty by the Management whenever deems fit to do so.

In the event of the employee resigning the services, he/she shall not avail any type of leave during the notice period, as active service during such period is mandatory.

Chapter 8: Code Of Conduct of hospital

All employees of BRIGHTON HOSPITAL must follow the Code of Conduct. They will sign in the space provided in Code of Conduct Form to show that the Code has been read and its contents are understood. The signed document will be kept in the employee file or office file when employee file is not created.

The contents of the Code of Conduct are stated below:

Law and Regulations

Employees must at all times observe the Laws, Rules and Regulations of the territorial jurisdiction of the country to which they are assigned.

Law and Regulations

BRIGHTON HOSPITAL will make no contributions, directly or indirectly to any politicalcandidate or party. BRIGHTON HOSPITAL will not give employees time off with pay for political activity.

Gifts and Entertainment

When dealing with government personnel, beneficiaries, donors, suppliers and other persons, employees must be guided by two principles – never to use his/her position to obtain personal gain and never to be obligated to persons with whom BRIGHTON HOSPITAL does business. Employees also must conduct themselves at all times in a manner that avoids suspicion of such behavior. Employees must not be involved in paying or accepting any gift kickback or other unlawful payment or benefit to secure any concession, contract or other favorable treatment.

8.4:Disclosure and Use of BRIGHTON HOSPITAL Information

Employees who have access to BRIGHTON HOSPITAL’s technical or financial information are in a position of trust. They must not disclose or use such information outside the normal requirements of their job.

Personal Conduct outside Work

`Unlawful or other conduct by BRIGHTON HOSPITAL employees which may jeopardize BRIGHTON HOSPITAL’s reputation or position whether during or after business hours will not be permitted. Such conduct includes, but not limited to, any unlawful activity, sexual harassment, physically/verbally abusive behavior or public disorderly conduct.

Dealings with Beneficiaries

Employees are not to use the property of or employ the efforts of beneficiaries, families or communities for the benefit of the employee or the benefit of the employee’s family.

Remuneration from Other Organizations

No BRIGHTON HOSPITAL employee can take remuneration from any other organization, for being a resource person unless otherwise is authorized by Chief Executive Officer.

Misconducts And Disciplinary Actions

By accepting an appointment with BRIGHTON HOSPITAL Bangladesh an employee agrees to work in a responsible, disciplined, harmonious and productive manner, to be loyal to the organization and to act in a manner conducive to the accomplishment of the organizational objectives. Any act of misconduct or violation of organizational Code of Conduct shall be dealt with the disciplinary guidelines.

‘Misconduct’ means willful conduct by an employee which is unsatisfactory. Misconducts are classified in to two categories: Minor misconduct and Serious Misconduct

‘Minor Misconduct’ is the misconduct that have little effect on the continuity, efficiency, and safety of BRIGHTON HOSPITAL work, but cannot be tolerated if repeated. The following are a few examples and the list is in no way all inclusive:

• Unexplained, inexcusable, or unauthorized absence or tardiness.
• Failure to notify supervisor as soon as possible on first day of absence.
• Failure to observe assigned work schedules (starting time, quitting times, rest and lunch periods).
• Soliciting or collecting contributions for any purpose on BRIGHTON HOSPITAL premises without management permission.
• Loafing or other abuse of time during assigned working hours.
• Interfering with an employee’s work performance or duties by talking or other distractions.
• Distributing written or printed matter of any description on office premises without management permission.
• Leaving regularly assigned work location during normal working hours without notifying immediate supervisor.
• Violations of confidentiality which do not significantly affect the operations of BRIGHTON HOSPITAL or the operations of the department/division.
• Performing unauthorized personal work on office time.
• Violations of safety rules.
• Failure to maintain time card or record card as instructed.
• Discourteous treatment of the public or other employees.
• Violation of internal department work rules.
• Engaging in excessive visiting, personal conversations, or using the telephone or computer for personal use.
• Accepting any gifts or favors which influence or tend to influence performance of duties or the granting of services or favors of other BRIGHTON HOSPITAL employees, applicants, clients, or other persons.
• Failure to follow any reasonable instructions issued by supervisor related to performing of tasks and/or job duties.

‘Serious Misconduct’ includes, but is no way limited to serious misbehavior of a kind which constitutes a serious impediment to the carrying out of a employee’s duties or to an employee’s colleagues carrying out their duties;

conviction by a Court of competent jurisdiction of an offence of a kind that may be reasonably regarded as constituting a serious impediment to the discharge by an employee of his or her functions or duties, or to the employee’s colleagues carrying out their functions or duties;

Serious Dereliction of Duties

Examples of ‘serious misconduct’ in the course of employment include but not limited to:

• willful insubordination or disobedience, whether alone or in combination with others, to any lawful or reasonable order of a superior;
• Gross negligence of patient care.
• Major improper administration, preparation and/or dispensing of medication and / or patient care.
• Knowingly harboring a physical or mental disease that may constitute a hazard to patients, visitors, or co-workers.
• theft, misappropriation of funds, fraud or dishonesty in connection with the employer’s business or property;
• taking or giving bribes or any illegal gratification in connection with his/her or any other employee’s employment under the employer;
• habitual absence without leave;
• habitual late attendance;
• riotous or disorderly behavior in the office premises or any act subversive of discipline;
• falsifying, tampering with, damaging or causing loss of employer official records;
• serious harassment, a serious or habitual breach of the BRIGHTON HOSPITAL Bangladesh’s policies or regulations; and
• Repeated actions of minor misconduct.

Sexual Harassment

BRIGHTON HOSPITAL does not tolerate sexual harassment by any of its employees, supervisors, and by any other person associated with BRIGHTON HOSPITAL. BRIGHTON HOSPITAL affirms its commitment to maintaining a working environment that is fair, respectful, and free from sexual harassment

The determination of what constitutes sexual harassment will vary with the particular circumstances, but may be described generally as: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:

1. Submission to such conduct is made a term or condition of an individual’s employment.

1. Submission to or rejection of such conduct is used as a basis for employment decisions affecting such individuals; or

1. Such conduct has the purpose or effect of interfering with an individual’s work performance or creating an intimidating, offensive or hostile work environment.

Employees who believe they are victims of sexual harassment should immediately report to the Supervisor. If supervisor is the alleged person then employee must report to the Office of Human Resources. The Office of Human Resources will advise the employees for the next steps as per the policy laid down against sexual harassment.  Employees who present a charge pursuant to the policy against Sexual Harassment will not suffer any adverse employment consequences for making a complaint nor for taking part in the investigation of a complaint.

Procedure For Handling Complaints And Grievances

A grievance is an employee’s expression of disagreement or dissatisfaction with aspects of employment such as working conditions, hours of work, work environment, relationship with supervisor and other employees, performance evaluations, or policies or decisions of the department considered by the employee to be inappropriate, harmful or unfair.

BRIGHTON HOSPITAL’s grievance policy assures that individuals may seek answers to questions and resolutions to complaints without fear of restraint, interference, correction or reprisal. Many problems can be resolved informally. However, if attempts at informal resolution are not satisfactory they can be addressed through the grievance procedure.

The employee, in the event s/he has any grievance, will observe the following procedures:

First Step

If you have a work related problem or sufficient grounds to express a grievance, you have 15 days from the time of the incident to submit your grievance in writing to your supervisor. If the problem involves your immediate supervisor, you may submit the grievance to the person at the next level of Management.

All complaints must be in writing, signed and dated.

Second Step

The supervisor at every step is allowed to 5 days to submit a written response to your grievance. If you are not satisfied with the answer you receive at the first step, you should submit a written statement of the problem to the person at the next management level. You must also submit a signed copy of your grievance and the supervisor’s response to the Office of Human Resources.

Third Step

If you do not receive satisfactory resolution at the second step, you may appeal the decision to Chief Executive Officer The Chief executive officer is the final authority to make a final decision binding on all parties.

Chapter-9:Survey on criteria for choosing private hospital.

1.Number of sample 20

2.Sample segment according to Age

3.What kind of hospital do you prefer for your treatment?

4.How do you know about it?

5. Is the service quality of private hospital satisfactory?

6.What is their strength?

7.What is their weakness?

8. Is private hospital expensive?

What is the future of private hospital?

1. 10.   Are their behavior is satisfactory?

Hospital industry possesses a vast growing potential in Bangladesh’s business sector. Corporate Hospital is a relatively new entrant to this private dominated industry. Severe competition in the market compelled the hospitals to strive for survival. As a consequence the idea of health care HRM emerged. Brighton hospitals Dhaka, though it is a small venture compared to the large potential market, has proved its competence and secured a prominent place in the health care scenario of Bangladesh as well as the learning paradise . The success of a hospital is largely determined by its management ability to lead the human resource in most productive manner.

In summary, the above research tells us that, in order to define the service of private hospital. The concept of competency based HR model has many dimensions, some of which are difficult to practice at this stage, but no less essential to its definition. The study identifies   the overall servicing approach of the organization and how a organization can differentiate it from others by their own personnel, servicing approach, modernization, training and  contributing  in our service sector more skillfully.

References

Journal Article

1. Plan – Bangladesh, Organizational Assessment, 2005

Book

1. Green C. Paul, Building Robust Competency, HR Folks International
2. Morgan Gareth, Images of Organization, 2^nd edition, SAGE publication, California, USA>

Official Report

1. Brighton Hospital (Pvt) Limited 2004, Human Resources Manual for Brighton Hospitals Dhaka,
2. Aus Guide Line 2005, The Logical Framework Approach, Australian Government Press, Australia.

Websites

1. www.Brightondhaka
2. Health care bdBangladesh – Health Care Facilities1.htm
3. www.cbmkau.org