Online Patient Appointment Reservation System

Online Patient Appointment Reservation System Online Patient Appointment Reservation System Literature Review Definitions Health informatics or medical informatics is the intersection of information science, computer science, and health care. It deals with the resources, devices, and methods required for optimizing the acquisition, storage, retrieval, and use of information in health and biomedicine. Health informatics tools include not only computers but also clinical guidelines, formal medical terminologies, and information and communication systems [1]. Subdomains of (bio) medical or health care informatics include: clinical informatics, nursing informatics, imaging informatics, consumer health informatics, public health informatics, dental informatics, clinical research informatics, bioinformatics, veterinary informatics, pharmacy informatics and healthcare management informatics. Health Information System The earliest use of computation for medicine was for dental projects in the 1950s at the United States National Bureau of Standards by Robert Ledley. The next step in the mid 1950s were the development of expert systems such as MYCIN and INTERNIST-I. In 1961, a major career change occurred when Morris F. Collen, abruptly went from medical practice into medical computing. The primary goal was to develop a comprehensive health care information system to provide an integrated, continuing patient medical record [2]; Dr. Sidney Garfield decided In 1965, the National Library of Medicine started to use MEDLINE and MEDLARS. At this time, Neil Pappalardo, Curtis Marble, and Robert Greenes developed MUMPS (Massachusetts General Hospital Utility Multi-Programming System) in Octo Barnetts Laboratory of Computer Science at Massachusetts General Hospital in Boston. In the 1970s and 1980s it was the most commonly used programming language for clinical applications. The MUMPS operating system was used to support MUMPS language specifications. As of 2004, a descendent of this system is being used in the United States Veterans Affairs hospital sys tem. The VA has the largest enterprise-wide health information system that includes an electronic medical record, known as the Veterans Health Information Systems and Technology Architecture or VistA. A graphical user interface known as the Computerized Patient Record System (CPRS) allows health care providers to review and update a patients electronic medical record at any of the VAs over 1,000 health care facilities. In the 1970s a growing number of commercial vendors began to market practice management and electronic medical records systems. Although many products exist only a small number of health practitioners use fully featured electronic health care records systems. Homer R. Warner, one of the Fathers of Medical Informatics, founded the Department of Medical Informatics at the University of Utah in 1968, and the American Medical Informatics Association (AMIA) has an award named after him on application of informatics to medicine [3]. The US HIPAA of 1996, regulating privacy and medical record transmission, created the impetus for large numbers of physicians to move towards using (Electronic Medical Record) EMR software, primarily for the purpose of secure medical billing. The US is making progress towards a standardized health information infrastructure. In 2004 the US Department of Health and Human Services (HHS) formed the Office of the National Coordinator for Health Information Technology (ONCHIT) [4], headed by David J. Brailer, M.D., Ph.D. The mission of this office is widespread adoption of interoperable electronic health records (EHRs) in the US within 10 years. See quality improvement organizations for more information on federal initiatives in this area. Brailer resigned from the post in April, 2006 [5]. The Certification Commission for Healthcare Information Technology (CCHIT), a private nonprofit group, was funded in 2005 by the U.S. Department of Health and Human Services to develop a set of standards for electronic health records (EHR) and supporting networks, and certify vendors who meet them. In July, 2006 CCHIT released its first list of 22 certified ambulatory EHR products, in two different announcements. [6] [7]. In Hong Kong a computerized patient record system called the Clinical Management System (CMS) has been developed by the Hospital Authority since 1994. This system has been deployed at all the sites of the Authority (40 hospitals and 120 clinics), and is used by all 30,000 clinical staff on a daily basis, with a daily transaction of up to 2 millions. The comprehensive records of 7 million patients are available on-line in the Electronic Patient Record (ePR), with data integrated from all sites. Since 2004 radiology image viewing has been added to the ePR, with radio graphy images from any HA site being available as part of the ePR. Pekka Loula and Jaakkola Hannu discussed the concept of virtual hospital and telemedicine as a part of daily hospital operations [8]. The concept of the virtual hospital is analyzed by using business, application and technology point of views. In 2005, Byeong-il Lee, Jeong Min Ham, Ki soo Park, Su-Ho Ok, Jong Min Kim and Heoug Kook Choi, [9] Proposed a system for patient scheduling in a department of nuclear medicine. Regarding Ambulatory Care, N.H. Lovell, K. Balakrishnamoorthy, D. Le and J. Paleologos from Australia developed a user friendly, database-driven system accessible via internet, which replaced the current paper-based system [10]. Some Japanese researchers: Kabushiki Kaish, Kosaku Hideki, Kurihara Tsuyoshi and Suzuye Takehiko [11] developed an integrated system containing medical information providing system, hospital reception method, medical information database and patient terminal for reception of ho spital. Vipool K. Goradia, M.D. found that the documentation affects patient care, physician efficiency, and ultimately affects the accuracy of coding [12]. Bibliography [1] http://en.wikipedia.org [2] Collen MF, HEALTH CARE INFORMATION SYSTEMS A Personal Historical Review, Kaiser Permanente Medical Care Program Oakland, California, ACM 1987. [3] Hall of Fame of Utah Technology Council, retrieved March 17, 2008 [4] US Office of the National Coordinator for Health Information Technology (ONCHIT) [5] http://www.linuxmednews.org Linux Medical News [6] Certification Commission for Healthcare Information Technology (July 18, 2006): CCHIT Announces First Certified Electronic Health Record Products Retrieved July 26, 2006. [7] Certification Commission for Healthcare Information Technology (July 31, 2006):CCHIT Announces Additional Certified Electronic Health Record Products Retrieved July 31, 2006 [8] Loula Pekka, Jaakkola Hannu, Managing a Virtual Hospital, IEMC 96, IEEE 1996. [9] Byeong-il Lee, Jeong Min Ham, Ki SOO Park, Su-Ho Ok, Jong Min Kim, Heoug Kook Choi, Development of the Investigation Scheduling System Using Mobile Phone Utilization of the Department of Nuclear Medicine 2005, IEEE. [10] N.H. Lovell, K. Balakrishnamoorthy, D. Le, J. Paleologos ,Design of an internet-enabled hospital in the home information system for Ambulatory Care, Proceeding of the 23rd Annual EMBS International Conference 2001. [11] Kabushiki Kaish, Kosaku Hideki, Kurihara Tsuyoshi and Suzuye Takehiko, Medical information providing system, medical information providing method, hospital reception method, medical information database, and patient terminal for reception of hospital. [12] Vipool K. Goradia, M.D., Electronic Medical Records for the Arthroscopic Surgeon, Arthroscopy: The Journal of Arthroscopic and Related Surgery, Vol 22, No 2 (February), 2006: pp 219-224.

Summary Red Bull

Marketing Analysis Report With advancements occurring dally to help the American citizen do â€Å"what they Cid' In a more efficient way- Americans are getting more done In less time, thus having more time to do what? Morel This means that the energy it takes to do â€Å"more† is in high demand and highly sought after. Red Bull has a mission- and that is to â€Å"give wings to people and ideas†. Red Bull has a marketing mix that is pretty consistent with that of other energy drink companies in the industry.The price is very affordable- and often the product Is on sale with a quantity discount at any gas station or grocery store. It is available In bulk as well, where the customer would receive a cost break as well. The â€Å"place† Red Bull is available makes It easy to attain- which Is a huge reason why It sold over $5. 2 billion cans last year (Red Bull Official Website, 2013) . It is readily available on almost any daily commute for the on-the-go American. Re d Bull began it's Journey/brand in Austria but is now located in 165 countries making distribution an ease.The Red Bull product is mostly Ready-to-Drink energy drinks, but their sales also consist of branded clothing and promotional Items. Red Bull has a long enough helf life that It Isn't something that typically goes â€Å"bad† – and It usually sells before the expiration date is even an issue. Promotion is something Red Bull is really great at. The brand Is available for those in extreme sports, in the right places at the local stores. The brand knows that it's target market is the 18-30 year old individual and knows how to reach them.When considering an environmental scan for Red Bull, the Information that Is available Is advantageous to the organization. Red Bull recognizes which external companies are it's competition and has devised plans to mitigate the risk of being nferior to those brands. Internally, Red Bull is financed from the operating cash flow and has a healthy financial position. Red Bull is multi-national so it operates in a way that works with the many different governmental systems.The rising sales in nations such as South Africa helped the Red Bull brand to grow by 15. 9% in 2012. (Official Red Bull Website – 2013). When conducting a Marketing Segmentation Analysis- some factors to Include would be age, gender, Income and geographic area. With Red Bull, it is advantageous to note that their target market is 18-30 typically male individuals. Within that target market however, there are different methods that must be used to market to those consumers.The 18-22 year old who consumes Red Bull may have to be reached in a college setting, during extreme sports, or on day-time television as they are not the typical working the 9-5 schedule. 22-30 year olds may have to be reached In professional settings, bar-scenes or on certain televlslon channels. Recognizing the difference in the ages is crucial for the brand. Geographica lly, Red Bull is versatile and has sales across the world- but has larger sales in countries that ave a generally younger aged growing population. Red Bull does come with ethical Issues.There are numerous studies that show that Energy DrlnKs come witn nuge nealtn rlsKs I ne product nasn't Deen around Tor long enough to really be studied over a long period of time- but there have been studies conducted that link Red Bull to heart issues, stroke, growth stunt, and even cancer. Red Bull hasn't been known for any labor issues or integral issues as a company other than not disclosing the many health issues or resolving them in a proactive manner. Red Bull is typically mixed with alcohol in nightclubs and establishments hat serve alcohol.Various health officials have posted warnings to avoid mixing Red Bull with alcohol because of a death that occurred in Hong Kong where a British patron consumed it with alcohol and later died. Linda Rychter, a spokeswoman for Red Bull in Australia, said that the report would be assessed by the companys head office in Austria. She also said, and I quote, â€Å"The study does not show effects which would go beyond that of drinking a cup of coffee.

Innovative Hr Practices to Maintain Work Life Balance of Employees

INNOVATIVE HUMAN RESOURCE POLICIES FOR MAINTAINING WORK-LIFE BALANCE OF EMPLOYEES Author – [pic] Mr. Virendra Gadiwar, Miss Puja Shedge & Prof. Poonam Vatharkar. INDEX 1. INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 1. 1. Background†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 1. 2 Defining work life balance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. 3 1. 3 meaning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 2. THEORETICAL FRAMEWORK †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 2. 1 Importance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 2. Advantages†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 2. 3 Techniques influencing work life balance†¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 3. OBJECTIVE OF CONDUCTING SURVEY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 3. 1 How the survey help?†¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 4. RESEARCH METHODOLOGY.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 8 4. 1 Method of data collection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦ 8 4. 2 Research Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 5. ANALYSIS OF DATA. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 5. 1 Tabular Representation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 5 . 2 Diagrammatic Representation. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 6. FINDINGS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. 14 7. CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 14 1. INTRODUCTION: 1. 1 Background The role of work has changed throughout the world due to economic conditions and social demands. Originally, work was a matter of necessity and survival. Throughout the years, the role of â€Å"work† has evolved and the composition of the workforce has changed. Today, work still is a necessity but it should be a source of personal satisfaction as well. One of the vehicles to help provide attainment of personal and professional goals is work-life benefits and programs The issue of work-life balance has developed out of demographic and social changes that have resulted in a more diverse, declining workforce, different family and work models. Supporting work-life balance (WLB) is seen as a way of attracting and retaining the labour force needed to support economic well-being. In organizations and on the home front, the challenge of work/life balance is rising to the top of many employers’ and employees’ consciousness. In today’s fast-paced society, human resource professionals seek options to positively impact the bottom line of their companies, improve employee morale, retain employees with valuable company knowledge, and keep pace with workplace trends. However, experience has shown that policy on flexible work practices needs to be supported by strategies to achieve effective implementation. This research provides suggestions and options for Human Resources Managers on developing and managing equitable flexible work practices. It has been designed to provide practical advice to assist organizations in achieving successful implementation of these policies which would be a key initiative for inclusion in an organizational WLB. 1. 2 Defining work-life balance: 1. †Work life balance is about effectively managing the juggling act between paid work and the other activities that are important to people. It’s not saying that work is wrong or bad, but that work shouldn’t completely crowd out the other things that matter to people like time with family, participation in community activities, voluntary work, personal development, leisure and recreation† . â€Å"Working practices that acknowledge and aim to support the needs of staff in achieving a balance between their home and working lives† 3. â€Å"people having a measure of control over when, where and how they work. It is achieved when an individual's right to a fulfilled life inside and outside work is accepted and respected as the norm, to the mutual benefit of the individual, business and society. † UK organization Employers for Work-Life Balance 1. 3 Meaning : In recent years there is a dramatic change in much organization with respect to work-Life balance (WLB) which is named as flexible work time arrangements, the sensitivity of topic is reflected by its idea which is to provide personal work style preferences. This arrangement is famous for job satisfaction, commitment, and engagement of an employee. When we talk about flexibility the first thing which we relate it with is relaxation, relaxation in terms of tasks, duties, responsibility, but when we particularly talk about WLB it means that we are talking about nontraditional great schedules and working away from campus. There are a significant percentage of employees already involved in flexible time arrangements that they do not work the standard schedule of 8:00 am to 5:00 pm which is being followed by the most of the organization. Variable arrangements provide for daily, weekly, monthly, or annual fluctuations in scheduling. Flexible arrangements are a broad term we are not only talking about daily scheduling but it may vary to monthly or even annual rearrangements of time. In flexible arrangements we are not bound to an old stereotypical standards but a fair customize scheduling. Work-Life Balance does not mean an equal balance. Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic. Life is and should be more fluid than that. Your best individual work-life balance will vary over time, often on a daily basis. The right balance for you today will probably be different for you tomorrow. The right balance for you when you are single will be different when you marry, or if you have children; when you start a new career versus when you are nearing retirement. 2. THEORETICAL FRAMEWORK : 2. 1 Importance: 1) Productivity : Managers can increase the productivity of employees by responding to their need to balance work and personal obligations. This positive approach by managers can: ? Inspire increased loyalty and commitment from employees. ? Retain employees and make savings on the costs of employee turnover, training and absenteeism. ? Examine how work-life balance policies affect another variable such as job satisfaction or organizational commitment, and then correlate these variables to productivity. 2) Job Satisfaction : When work extends into family time, it can create stresses which then extend into the workforce. One meta-analysis suggests that there is a consistent negative relationship between work-family conflict and job satisfaction. As far as work-life balance policies can reduce the conflict between work and family, they can increase job satisfaction. There is no strong empirical evidence of a positive association between high employee satisfaction and high productivity, but job satisfaction does have a clear negative relationship to absence and turnover. A satisfied workforce may be valuable because employees are then less likely to be absent and consequently affect the bottom line. Other commentators suggest that work-life balance policies can increase organizational commitment. Higher levels of organizational commitment are then correlated with lower turnover and better job performance. 3) Saving Costs : The work-life balance important to reduce for the cost of an organization such as, ? Reduced staff turnover: †¢ Estimated cost of replacing a manager: †¢ Estimated cost of replacing an employee. Organizations are rest upon the assumption that work-life balance policies will improve staff retention. Reducing staff turnover leads to lower costs, as recruiting new staff is a costly process. Staff loss leads to direct costs and indirect cost. Direct cost associated with recruiting, such as advertising, interviewing. However indirect costs associated with the loss of institutional knowledge and contacts. Greater staff retention also reduces training costs. Having staff staying longer in a firm, increases the returns on investments made in their training. There is Cost savings also if work-life balance policies reduce absenteeism. 2. 2 Advantages: a. Enables extension of working hours. . Improves recruitment and retention of staff. c. Gives some scope to match peak staffing with peak demand for departments where the work pattern is unpredictable. d. A staff is able to fit domestic commitments in around the start or finish of the ordinary working day. e. Staff is able to miss the worst of the rush hour. f. Choosing to work early or late when there are fewer interruptions. g. Staff abl e to log extra hours worked and takes time back later. h. Staff able to consolidate credit hours into a half-day or day off. 2. 3 Techniques Influencing Work-Life Balance: |SR. NO. TECHNIQUES | DESCRIPTIONS | |1 |flexible work agreement |An agreement documenting specific flexible working arrangements negotiated between an individual employee | | | |and workgroup manager, signed by the employee and workgroup manager, and approved by the corporate manager| |2 |flexible working |Flexible working arrangements define the flexibility in working conditions available to specified groups | | |arrangements |of employees and the parameters within which individual agreements can be negotiated | |3 |flexi time |A flexible arrangement of working time, which allows employees to negotiate how and when hours will be | | | |worked within limits and conditions set by the corporate manager. |4 |compressed weeks |An arrangement which enables employees to exchange an agreed reduction in their salary ove r a specified | | | |period for extra periods of leave. The period or periods of purchased leave are planned in advance and | | | |funded by salary deductions spread evenly over the total period of the agreement. | |5 |job share |An arrangement where one full-time job is shared between two or more people. Each person works part-time | | | |on a regular on-going basis. | |6 |Part time |in basic terms this applies to staff who work fewer hours than full time, e. g. orking 20 hours over 3 | | | |days rather than 37 hours over 5 days | |7 |Voluntary reduced hours |a temporary reduction in working hours should be available in | | | |all forces, but may be given a different name | |8 |Annual hours |works on the basis of agreeing a fixed number of hours over a year, then calculating the hours on a | | | |monthly basis, i. e. instead of a five-week shift pattern | |9 |Career breaks |Taking an unpaid break in your career. | |10 |Home/tele working |staff working mainly from home or at a geog raphically separate site and | | | |Communicating with their HQ /base station via phone and e-mail. | 3. OBJECTIVE OF CONDUCTING SURVEY : The main objective of our survey is to focus on employee satisfaction with organization policies so as to control level of stress, lack of productivity, lack of moral etc. which effect employee retention and turnover. Therefore to achieve high employee satisfaction and engagement different innovative human recourse policies could be adopted. To address this issue, our survey is conducted to investigate the innovative human recourse policies to maintain work life balance of employee that aims to improve satisfaction and engagement. 3. 1 How The Survey Help? A comprehensive evolution of Work-life balance can best be seen as a â€Å"check up† on the human resources policies of your organization. Like any check-up, you learn both what is working well and where there are areas needed improvements. When conducted on regular basis, systematic method for assigning employee satisfaction will let you identify key trends and pattern among employee attitude towards the WLB, thereby enabling you and your company to anticipated and act on upcoming problems and issues. As a result, an human recourses policies study conducted this will enable you to use the information from your employee as a tools for change within your organization. We strongly believe that human resources policies studies should represent a mutual exchange of information between employee and organization. To fulfill this simple principle, there is a critical need to make employee feel that they are part of the research process. For maximum effectiveness, employee must believe that work-life balance have values to them as well as to the organization, that believes in clarity demostaticting to employees this study is an opportunity to be heard and directly influence human resources policies . This approach not only measurable impact on participation rates but also effect the degree to which employee trust the outcomes when finding are reported back to them. For these reasons, all questionnaires are carefully designed for a case of use, including straightforward wording a clean layout and simple navigation. 4. RESEARCH METHODOLOGY 4. 1 Method of data collection: The survey was developed by a department team comprised of representatives from several organization, institutions, and the business farms. Evaluations provided technical assistance, and the team reviewed on human resources polices for maintain work-life balance. Following extensive discussion, the team determined the basic structure, format, questions, and methodology for administering the survey. Each workgroup member was asked to include participants from management, professionals, and support staff. The purpose of the test was to determine the following: a) Determine which technique will influence the Work life balance in human resources policies. b) Determine if the employee feels about work-life balance. c) To solicit suggestions for improvement of the human resource policies. d) To solicit information on employees willingness to participate in such a Survey. e) To solicit information on ways to encourage employee participation. 4. 2 Research Methodology: Research can be define as â€Å" process of systematic inquiry that is design to collect, analysis, interpret and use to understand, describe, predict or control an educational physiological phenomenon or to empower individuals in such contexts. This research undertaking is designed to be a descriptive study about objectives, types of data, sources of data, questionnaires, sampling and sample design. a) Collection of Data: There are two kinds of data can be taken as the survey is concern about they can be , i. Primary data ii. Secondary data From the above types of data the data can be extracted as following: Primary Data: It includes the Questionnaires taken for the survey includes ten factors with the rating options. Secondary Data: It includes the literature review as follows: ? There is clear evidence of a strong business benefits in the case studies, however these conclusions are context specific, and not necessarily general sable. There is No â€Å"one size fits all† business case for work-life balance policies. ? The larger, econometric studies are less common that the case study work but they do find a correlation between productivity and the presence of work-life balance policies. ? The evidence of the business benefits of work-life balance policies is reasonably strong, and increasing. There are many incentives for the usage of WLB policies – according to a 2002 National Development Plan Study, the level of family friendliness of the workplace (as measured in terms of number of family friendly policies available) was significantly correlated with the work satisfaction of fathers and mothers. The benefits of such policies included employee satisfaction, attracting/retaining employee productivity, reduced labour turnover, reduced absenteeism and improved business results. b) Questionnaire: Quantitative data in this study is collected through a questionnaire that was distributed to IT sector employees. The purpose of the questionnaires is to know about the employee satisfaction with organization policies which effect employee retention and turnover. The questionnaire is designed to determine the actual and perceptive view of the employee. To do this, the employees were asked to complete the questionnaire in two ways. First, they were asked close ended questions like â€Å"yes/no† according to their perception. Secondly, they were asking open ended questions in which they can write anything according to related question. c) Sampling: A process of selecting no. of units for a study in such a way that the unit represent the large group from which they are selected. The sampling can be defines as â€Å" a finite subject selected from population with the purpose of investigation of particular objective is called as sampling. The sapling method for this survey was a â€Å"simple random sampling†. The simple random sampling is the easiest from all probability sampling it assure that all the members in the population are included in the list and then randomly selected the desired no. of sample. 5. ANALYSIS OF DATA Processing and analysis of data involved open and closed ended questions related to work life balance which are performed the summarized collected data and organizing it in a manner that it gives the answer to the research question and objective. The questionnaire was as below, â€Å" This study is being undertaken for purely academic purpose on work-life balance i. e. flexible timing at the work place. The information collected will be treated as confidential and no means will be revealed in the research. Please read these questions and select appropriate option. † 1) Please specify about you- a) Gender : Male Female b) Age Group : Under 18 18-24 25-34 35-49 50-64 65 &above 2) What is your working time? 3) Do you want any changes in your timing? Yes No 4) If the flexible working times would be offered to you, will it help in your personal life? Yes No ) Do you think that if employees have good work-life balance, the organization will be more effective and successful? Yes No 6) Which of the following techniques of maintaining the work life balance are used by your Organization? | | | | | | | | | | | | | | | | | | | | a) Part time job b) Job sharing c) Compressed hours d) Voluntary reduce hours e) Flexi timing f) Annual hours g) Term time working h) Variable working hours i) Carrier breaks ) Over working allowance 7) Which technique /s you want your organization to introduce so as to maintain your work life balance? 8) Do you feel it will enhance your performance at work? Yes No 9) In your view does the techniques helps to increase employee commitment towards the organization? Yes No 10) Do you think that there will be direct co- relation of work-life balance and employee satisfaction? Yes No 11) According to you does work-life balancing techniques help for reducing the level of stress? Yes No 5. 1 Tabular representation Srs no |Question no |response |No of response |Percentage of response | |1 |1(a) |Male |24 |57. 14 | | | |female |18. |42. 86 | |2 |1(b) |a)under 18 |0 |0 | | | |b)18-24 |10 |23. 81 | | | |c)25-34 |25 |59. 52 | | | |d)35-49 |7 |16. 7 | | | |e)50-64 |0 |0 | | | |f)60-above |0 |0 | |3 |3 |a) Yes |30 |71. 43 | | | |b) No |12 |28. 57 | |4 |4 |a) Yes |28 |66. 66 | | | |b) No |14 |33. 33 | |5 |5 |a) Yes |38 |90. 48 | | | |b) No |4 |9. 52 | |6 |8 |a) Yes |40 |95. 3 | | | |b) No |2 |4. 76 | |7 |9 |a) Yes |41 |97. 61 | | | |b) No |1 |2. 38 | |8 | 10 |a) Yes |41 |97. 61 | | | |b) No |1 |2. 38 | |9 |11 |a) Yes |40 |95. 23 | | |b) No |2 |4. 76 | 5. 2 Diagrammatic representation 6. FINDINGS – From the survey and above given tabular statements we can able to interpret the data. The survey conducted through IT employee from them 24(57. 14%) are male and 18(42. 86%) are female, under which 10(23. 81%), 25(59. 52%) and 7(16. 67%) are in 18-24, 25-34 and 35-49 age group respectively. Among the respondents 30(71. 43%) wants to change in their current timing and 12(28. 57)does not want 28(66. 66%) feels that If the flexible working times would be offered to them, then it will help in their personal life and 14(33. 33%) doesn’t feel that it would help. 38(90. 8%) think that if employees have good work-life balance, the organization will be more effective and successful and 4(9. 52%) don’t think this way. 40(95. 23%) feel that if they suggested any techniques of work life balance which suitable for them, then it will enhance their performance at work and 2(4. 76%) not feel so, 41(97. 61%) feels that the suggested techniques will helps to increase their commitment towards the organization. From the respondents views 41(97. 61%) feels that there will be direct co- relation of work-life balance and employee satisfaction and 1(2. 38%) don’t feel so. 40(95. 23%) views on the work-life balancing technique help for reducing the level of stress. 7. CONCLUSION On the basis of survey done on â€Å"Innovative Human Resource Policies for Maintaining Work-Life Balance of Employees† conclusion can make as follows: While performing on work life balance policies in organization the sex (male/female) should be considered priory. It is concluding from survey, as the employees’ are the major assets of an organization their satisfaction (that is 97. 61% feel) will play great role for the growth and development of organization. A committed workforce is the hallmark of a successful organization. Committed employees are more productive and work with a focus on quality to increase organization goodwill. However the employees are the organizations most important audience and they hold the keys to organizational success.

Beelzebufo Devil Frog Facts and Figures

Name: Beelzebufo (Greek for devil frog); pronounced bee-ELL-zeh-BOO-foe Habitat: Woodlands of Madagascar Historical Period: Late Cretaceous (70 million years ago) Size and Weight: About a foot and a half long and 10 pounds Diet: Insects and small animals Distinguishing Characteristics: Large size; unusually capacious mouth About Beelzebufo (Devil Frog) Slightly outweighing its contemporary descendant, the seven-pound Goliath Frog of Equatorial Guinea, Beelzebufo was the largest frog that ever lived, weighing about 10 pounds and measuring nearly a foot and a half from head to tail. Unlike contemporary frogs, which are mostly content to snack on insects, Beelzebufo (at least by the evidence of its unusually wide and capacious mouth) must have chowed down on the smaller animals of the late Cretaceous period, perhaps including baby dinosaurs and full-grown dino-birds in its diet. Reprising a common theme, this prehistoric amphibian evolved to its giant size on the relatively isolated Indian Ocean island of Madagascar, where it didnt have to deal with the large, predatory, theropod dinosaurs that ruled the earth elsewhere. Recently, researchers investigating a second fossil specimen of Beelzebufo made an amazing discovery: as big as it was, this frog may also have sported sharp spikes and a semi-hard, turtle-like shell along its head and back (presumably, these adaptations evolved to keep the Devil Frog from being swallowed whole by predators, though they may also have been sexually selected characteristics, the more heavily armored males being more attractive to females during Devil Frog mating season). This same team also determined that Beelzebufo was similar in appearance to, and perhaps related to, horned frogs, genus name Ceratophrys, which today live in South America — which may hint at the exact time of the breakup of the Gondwanan supercontinent toward the end of the Mesozoic Era.