IPD in Patient Satisfaction

i | P a g e
PATIENT SATISFACTION IN
IPD
ASTER PRIME HOSPITAL, HYDERABAD
A Project Report (BBA (HM) – 594 Internship) Submitted in Partial Fulfilment of the
Requirements for the Award of the Degree of
BBA (Hospital Administration)
Submitted by
Miss. RACHANA MALLICK
Under the Guidance of Industry Guide
Dr. SHINY PRIYANKA CHETTY
Deputy Manager Operation & Service Excellence Lead, Aster Prime
Hospital
And
Under the Guidance of Faculty Guide
Prof. SOUMI RAY
Assistant Professor
Submitted to:
Department of Hospital Management
NSHM Business School
NSHM Knowledge Campus Durgapur, West Bengal
Affiliated to
Maulana Abul Kalam Azad University of Technology, West Bengal

ii | P a g e
Month 2022
APPROVAL OF REPORT
The project report entitled Patient Satisfaction in IPD conducted from 1st
July, 2022 to
31st
August, 2022 by Rachana Mallick, Reg. No 20149030096 Roll No 14903320036 is
approved for partial fulfilment of the degree of Bachelor of Hospital Administration.
Examiners:
1. ___________________ ___________________
2. ___________________ ___________________
3. ___________________ ___________________
Supervisor(s):
Prof. Soumi Roy Dr. Shiny Priyanka Chetty
Director:
Mr. Alok Satsangi ___________________
Date:
(Seal)
Place: Durgapur, West Bengal

iii | P a g e
DECLARATION
I Rachana Mallick hereby declare that the project report, entitled Patient
Satisfaction in IPD is a record of original work undertaken by me for the
award of the degree of Master of Hospital Administration. I have completed
this study under the supervision of Dr. SHINY PRIYANKA CHETTY
Deputy Manager Operation & Service Excellence Lead during the period
from 1st
July to 31st
August.
I also declare that this project work has not been submitted for the award of
any degree, diploma, associateship, fellowship or other title. It has not been
sent for any publication or presentation purpose. I hereby confirm the
originality of the work and that there is no plagiarism in any part of the
dissertation.
Place: Durgapur, West Bengal
Date: .................
Student Signature:
Student Name: Rachana Mallick
Reg No.: 20149030096
Roll No.:14903320036
Department of Hospital Management
NSHM Business School

v | P a g e
ACKNOWLEDGEMENT
At first, I wish to express sincere gratitude to my college NSHM Knowledge Campus,
Durgapur & Prof. Justin Babu also other faculty members those who are providing me
an opportunity to do my internship at Aster Prime Hospital, Hyderabad. For me, it was
a first experience of my life to the hospital industry. This internship period was a great
chance of learning and professional development.
I am specially very grateful to Mr. Kaza Ashwani Kumar (Head HR), Mr. Nidhin
Antony (Head Operation), Dr. Shiny Priyanka Chetty (Deputy Manager of
Operation), for the guidance, inspiration, motivation and encouragement and giving me
the opportunity to observe different departments.
I would like to thanks Uppala Mahesh Kumar (Assistant Manager IPD) and Mr.
Ameer Ahammed (Senior Operation Executive) to giving me all information and
knowledge about all department as well as guiding me every time.
I sincerely thank to my faculty guide Mrs. Soumi Ray as Internal Guide and other faculty
members of our department for their constant monitoring of my project work.
Finally, my special thanks to all the employees of Aster Prime Hospital, Hyderabad.

vi | P a g e
TABLE OF CONTENTS
Chapter
No
Title Page
No
Approval of Report ii.
Declaration iii.
Certificate iv.
Acknowledgement v.
Table of Contents vi.
List of Tables vii.
List of Figures viii.
Abbreviations ix.
Executive Summary x
1 Chapter 1 – Profile of the Hospital 1-20
1.1 Overview of the Hospital 2-3
1.2 Mission, Vision and Value Statement 4-6
1.3 Aster Prime Hospital Journey 7
1.4 Award and Accolades of the hospital 8-9
1.5 Scope of Services 10
1.6 Departments 10-12
1.7 Infrastructure 13-15
1.8 Code of the hospital 16
1.9 Consultation 16-19
1.10 Hierarchy Authorities of the hospital 20
2 Chapter 2 – Introduction to the Study 21-46
2.1 Introduction 22
2.2 Eight Elements of Patient Satisfaction 23-24
2.3 Important of Patient Satisfaction 25
2.4 Improve of Patient Satisfaction 26
2.5 Benefits of Patient Satisfaction 27-28
2.6 Dealing with Patient Problems 30-32
2.7 Principle of Patient Satisfaction 33
2.8 Barriers of Patient Satisfaction 34
2.9 Measurement of Quality 35
2.10 IPD Patient Journey 35-42
2.11 Places Value Patient Satisfaction 43
2.12 Patient Problems 44
2.13 Equipment of IPD 44-46
3 Chapter 3 – Review of Literature 47-49
4 Chapter 4 – Study Framework and Objective of the study 50-52
5 Chapter 5 – Methodology 53-54
6 Chapter 6 – Results and Observations 55-64
7 Chapter 7 – Discussion and Recommendations 65-66
8 Chapter 8 – Conclusion 67-68
9 List of References/Bibliography 69
10 Appendix -

vii | P a g e
LIST OF TABLES
Table No. Table Description Page No
1 Percentage of Doctors Services 55
2 Percentage of Nurses Services 56
3 Percentage of Housekeeping Staff Services 57
4 Percentage of Food Quality Services 58
5 Percentage of Maintenance Services 59
6 Percentage of Admission Services 60
7 Percentage of Discharge Services 61
8 Percentage of Treatment Services 62
9 Percentage of Satisfaction 63

viii | P a g e
LIST OF FIGURES
Figures No. Figure Description Page No
1 Hierarchy Authorities of the Aster Prime Hospital 20
2 IPD Patient Journey (Admission Process) 35
3 Room Allotment Preference 36
4 IPD Discharge Process 39-41
5 Places Value Patient Satisfaction 42
6 Study Framework and Objective of the study 49
7 Percentage of Doctors Services 55
8 Percentage of Nurses Services 56
9 Percentage of Housekeeping Staff Services 57
10 Percentage of Food Quality Services 58
11 Percentage of Maintenance Services 59
12 Percentage of Admission Services 60
13 Percentage of Discharge Services 61
14 Percentage of Treatment Services 62
15 Percentage of Satisfaction 63

ix | P a g e
ABBREVIATION
(List it alphabetically)
1. AHPI- Association of Healthcare Providers India.
2. IMO- Institute of Medicine.
3. NPS- Net Promoting Score
4. NABL- National accreditation Board for Testing & Calibration Laboratories
5. NABH- National Accreditation Board for Hospitals & Healthcare Providers.

x | P a g e
EXECUTIVE SUMMARY
My internship project report topic on “PATIENT SATISFACTION IN IPD” at
ASTER PRIME HOSPITAL, HYDERABAD in this comprehensive report, I have
discussed about every major aspect about the ASTER PRIME HOSPITAL,
HYDERABAD, which I observed and analysis during my internship period.
During my internship period I mainly worked in In Patient Department (IPD)
department and day to day analysis in details.
The main purpose of my internship is to learn by working in practical environment and
to apply knowledge and skills acquired during the studies in a real-word scenario in order
to tackle the problems using the knowledge and the skill learned during the academic
process.
In this report the detailed analysis of the organization and the overall topic and operational
aspects has been evaluated to analyse the position of the organization.
This internship report covers many important aspects which are basically related with the
day to day functioning and operations the hospital.
In the end the learning and experiences section consists of all the policies, processes,
practices and procedures which I have undergone through and learned during my
internship programme.
This report contains my perceptions about Patient Satisfaction in IPD working
environment of the organization.

1 | P a g e
CHAPTER 1
OVERVIEW OF THE ASTER PRIME HOSPITAL

2 | P a g e
1.1 OVERVIEW
Aster DM Healthcare was founded in 1987 in Dubai, United Arab Emirates by Azad
Moopen, a doctor turned entrepreneur. The company is a private sector healthcare
provider in the Middle East. The India registered healthcare conglomerate covers an array
of healthcare verticals, from hospitals, clinics, pharmacies and healthcare consultancy
service.
The Company commenced operations in 1987 as a single doctor clinic in Dubai
established by the founder Dr. Azad Moopen. Its first specialty medical centre was
launched in Dubai in 1995. The Company’s ‘MIMS’ or Malabar Institute of Medical
Sciences hospital in Kozhikode Kerala India commenced operations in 2001. The
company has a strong presence across primary secondary tertiary and quaternary
healthcare through its 20 hospitals 112 clinics and 213 pharmacies.
Prime Hospitals first opened its doors as a polyclinic, “Prime Clinics’’ in 2006 at
Ameerpet, Hyderabad, (Telangana) with just over 10 consultants. With a cutting-edge
approach, Prime Clinics grew progressively leading to the establishment of Prime
Hospitals, Ameerpet, its first full-fledged 96-bed Multi-Specialty Hospital, in 2007.
Following an increasing demand for its quality healthcare services, Prime Hospitals
further expanded to establish Prime Hospitals, Kukatpally in 2009.
Starting the journey with just one pharmacy in 1989, Aster Pharmacy has evolved &
established itself as a responsible healthcare provider by venturing into new businesses
like Aster Opticals, Aster Nutrition Stores & launch of its own brands in the near future;
thereby transforming from a chain of pharmacies to a larger business entity, “Aster
Retail”. These verticals will not only cater to the growing demand for high-quality
products in the fields of eye care & lifestyle nutrition but will bring Aster further closer
to its consumers. All in all, Aster Retail is committed to offering the best of “good health
and happiness” to its customers and stakeholders at all times.

3 | P a g e
Prime Hospitals first opened its doors as a polyclinic, “Prime Clinics” in 2006 at
Ameerpet, Hyderabad, (Telangana) with just over 10 consultants. With the cutting-edge
approach, Prime Clinics grew progressively leading to the establishment of Prime
Hospital, its first full-fledged 96-bed Multi-Specialty Hospital, in 2007.
Prime Hospitals entered into a Joint Venture with Aster DM Healthcare, a leading global
health care conglomerate. Thus, Aster Prime Hospital was born. Aster prime is now part
of the Aster DM Healthcare group. As Aster Prime Hospitals continues to offer
quaternary medical care with best-in-class technology and facilities on par with global
standards to ensure world-class healthcare to all the patients.
Aster Prime Hospital is private, full-fledged 204-bed multi-specialty hospital situated in
the strategic location of Ameerpet, Hyderabad.
As one of the pioneer corporate healthcare facilities in the state of Telangana, Aster Prime
Hospital has always been in the forefront offering healthcare services of International
standards right here at Hyderabad within the reach of its community.
As a leading healthcare provider, the hospital provides patients with the latest
technological innovations for diagnosis and treatment of the most acute clinical
conditions. The Hospital has trained staff including nurses; full time doctors and support
staff to provide round the clock personalized attention and care leading to faster recovery
of patient.
14 hospitals are present all across Karnataka, Kerala, Maharashtra, Telangana & Andhra
Pradesh give world-class care and treatment.
Aster prime hospital endeavour to make Aster a world-class patient-centric hospital
where the hospital provide the patients with high-quality care and treatment while
delivering the best possible medical results.

4 | P a g e
1.2 MISSION, VISION AND VALUE STATEMENT
1.2.1 Mission
• People Management: Be among the Global Best Employers by 2030 where every
Asterian find purpose and aspires to be the best in providing care for our customers.
• Service Excellence: Establish Aster Labs as one of the most trusted diagnostics
service providers in India, through the creation of holistic healthcare experiences.
• Clinical Excellence: While establishing several Centres of Clinical Excellence
across. Our mission is to establish Aster Labs as the most reliable name in the Diagnostics
industry by 2030.
• Technology, Digital Transformation & Innovation: Be one of the most
technologically driven diagnostic companies to provide seamless omni-channel patient
experience across the geographies through Innovation by adopting state of the art business
models for Digital Transformation.
• Brand Equity & Community Connect: Be one among the Pan India recognized
healthcare brands and the most preferred provider in markets that we operate through
patient trust and ambassadorship.
• Business Performance: Become one among the 5 most valued diagnostics
companies in the India with the growth strategy of 20:20:20 covering the core and non-
core areas of healthcare, generating revenue of US $ 7.5 billion with market cap of US $
20 billion by 2030.

5 | P a g e
1.2.2 Vision
“A caring Mission with a Global Vision to serve the world with Accessible and
Affordable Quality Healthcare”
1.2.3 Values
• Excellence: Surpassing current benchmarks constantly by continually challenging
our ability and skills to take the organization to greater heights {Albert Einstein}
• Compassion: Going beyond boundaries with empathy and care {Mother Teresa}
• Integrity: Doing the right thing without any compromises and embracing a higher
standard of conduct {Nelson Mandela}
• Respect: Treating people with utmost dignity, valuing their contributions and
fostering a culture that allow each individual to rise to their fullest potential
{Mahatma Gandhi}
• Passion: Going the extra mile willingly, with a complete sense of belongingness
and purpose while adding value to our stakeholders {Steve Jobs}
• Unity: Harnessing the power of synergy and engaging people for exponential
performance and results {H.H. Sheikh Zayed Bin Sultan Al Nahyan}

6 | P a g e
1.2.4 BRAND PROMISE
We′ll Treat You Well

7 | P a g e
1.3 ASTER PRIME HOSPITAL JOURNEY
2006
Prime Clinic opened as
"polyclinic" with 10
consultation at Ameerpet,
Hyderabad, Telengana.
2007
Its grew with full-fledged 96-
bed Multi-Specialty
Hospital.
2009
Expanded to establish
Prime Hospital at
Kukatpally, close after
few years.
Continuing from 2006,
now its 204 beded Multi-
specialty Hospital

8 | P a g e
1.3.1 ASTER PRIME HOSPITAL NETWORKS
1.4 AWARDA & ACCOLADES OF ASTER PRIME HOSPITAL
Aster Prime Hospital include being awarded a Certificate of Accreditation by The
National Accreditation Board for Hospitals & Healthcare Providers (NABH), The
National accreditation Board for Testing & Calibration Laboratories (NABL), and
TIMES HEALTHCARE ACHIEVERS a constituent board of Quality Council of India

9 | P a g e
that has been set up to establish and operate accreditation programme for healthcare
organizations, and the AHPI Award for Quality Beyond Accreditation by the AHPI,
HEALTHCARE EXCELLENCE AWARDS, NATIONAL AWARDS a
representative body of Healthcare Organizations in India. The National Award for Best
Healthcare Entrepreneur is another acknowledgement of this hospital quest for quality
par excellence and the hospital desire to go the extra mile in achieving quality of the
highest standard across all aspects of Aster Hospital’s operations.

10 | P a g e
1.5 SCOPE OF SERVICES
The Hospital will register only those patients that match the scope of the facilities and the
patients will be registered according to the laid down processes. The scope of services
covers OPD, IPD and Emergency patients.
All patients are registered with a unique registration number (UMR No.). In case of
admission, a separate IP number is generated on same UMR Number.
1.6 DEPARTMENTS
• Inpatient Department.
• Outpatient Department.
• Cardiology.
• Dermatology.
• ENT.
• Urology.
• Endocrinology.
• Pathology.
• Gastroenterology.
• Psychiatry.
• Gynaecology & Obstetrics.
• Orthopaedics.
• Urology.
• Neurology.
• Nephrology.
• General Physician & Surgeon.
• General Medicine.
• Paediatrics & Neonatology.

11 | P a g e
• Laboratory.
• Pulmonology.
• Podiatry.
• Vascular Surgery.
1.8 Special Care Units
• CTICU
• HDU
• MICU
• SICU
• CICU
• NICU
1.6.2 24-hour Services
• Emergency.
• Pharmacy.
• Ambulance.
• Admissions.
• Blood Bank.
• IPD.
1.6.3 Diagnostic Services
A. CLINICAL SERVICES
• 2 D Echo
• Color Doppler

12 | P a g e
• Holter
• TMT
• Endoscopy
• ERCP
• Nasal and Sinus endoscopy
• Urology (Lithotripsy, uroflowmetry)
• Neurophysiology (NCS, EEG)
• Non-invasive lab (Cath Lab)
B. LABORATORY SERVICES
• Clinical Pathology.
• Microbiology.
• Histopathology & Cytopathology.
• Haematology.
• Serology.
• Biochemistry.
C. RADIOLOGY SERVICES
• X Ray
• Ultrasonography-40
• DEXA scan
• MRI
• Foot lab
• CT Scan
• Interventional Radiology (RFA, Biopsies)

13 | P a g e
1.7 INFRASTUCTURE
➢ Basement:
• Regional CEO Office
• Physiology
• Wellness Services
• MRD
• Psychology
• Physiotherapy
➢ Ground Floor: (NEW)
• Emergency Department
• Admission Department
• OP Pharmacy
➢ Ground Floor: (OLD)
• IP Pharmacy
• Customer Relationship Management (CRM)
• CCTV Room
• Maintenance Manager
➢ First Floor: (NEW)
• 1st
OPD Consultation

14 | P a g e
➢ First Floor: (OLD)
• Diagnostic
• Radiology
• Cafeteria
• Billing Department
• Marketing Department
• Admission & Financial Counselling
➢ Second Floor: (NEW)
• 2nd
OPD Consultation
• OP Pharmacy (Dr. Raghu)
• TPA
➢ Second Floor: (OLD)
• Gastroenterology
• Cancer Clinics Consultation
• Chemotherapy Ward
• Quality Department
• 2nd
floor General Ward
• Conference Hall
➢ Third Floor: (NEW)
• Premium Room (8 beds)
➢ Third Floor: (OLD)
• General Ward (8 beds)
• Dialysis
➢ Fourth Floor: (NEW)
• Premium Room (8 beds)

15 | P a g e
➢ Fourth Floor: (OLD)
• Intensive Care Unit (ICU)
• Neonatal & Paediatric Intensive Care Unit (NICU & PICU)
• Labour Room
➢ Fifth Floor: (OLD)
• `Operation Theatre
• Cardiac Thoracic Intensive Care Unit
• Cardiac Intensive Care Unit
• Cath lab
• Post Operative Ward
• Pre-Operative Ward
• Pre Cath lab Unit
• Post Cath lab Unit
➢ Sixth Floor:
• Single Room (4 beds)
• Semi Private Room (18 beds)
➢ Seventh Floor:
• Blood Bank
• Unit Head
• Chief of Medical Services
• Head Operation
• Accounts
• Audit
• Human Resource Department
• Board Room

16 | P a g e
1.8 CODE of Aster Prime Hospital
• Code RED- Fire Alert.
• Code BLUE- Cardio Pulmonary Arrest.
• Code- RRT- Rapid Response Team.
• Code VIOLET- To report any violence.
• Code PINK- Child Abduction.
• Code ORANGE- Disaster Event.
• Code YELLOW- Brain Stroke patient requiring immediate emergency.
1.9 CONSULTATION DOCTOR’s
✓ Cardiology:
1. Dr. Raghu C.
2. Dr. Lanka Krishna
3. Dr. Rahul G
4. Dr. Sravan kumar
✓ Orthopaedics:
1. Dr. Satish Reddy
2. Dr. V.S. Rabindranath
3. Dr. Sreedhar

17 | P a g e
✓ Neurologysurgery:
1. Dr. B.S.V. Raju
2. Dr. Murli Krishna
3. Dr. Sindhu Vasi Reddy
4. A.K. Purohit
✓ General Physician:
1. Dr. K. Usha Rani
2. Dr. P. Raghu Ramulu
3. Dr. Ravindra Kumar
4. Dr. L. Sunandhini
5. Dr. Naveen Reddy
✓ ENT:
1. Dr. B. Susmitha
2. Dr. N. Raja Sekharam
✓ Dermatology
1. Dr. Indira
✓ Clinical Psychology:
1. Dr. Jonsey Thomas
✓ General Surgeon:
1. Dr. L Jayanth
2. Dr. Ravi Mohan
✓ Gynaecology:
1. Dr. Tanuja Paipuru
2. Dr. Lavanya Dasari
3. Dr. V. Meera Rajagopal

18 | P a g e
✓ Pain & Anaesthesia:
1. Dr. C. Uma Sreedevi
✓ Psychiatrist:
1. Dr. Siva Anoop Yella
✓ Neuro Psychiatrist:
1. Dr. Nithin Kondapuram
✓ Endocrinology:
1. Dr. Rakesh Sahay
✓ Plastic Surgeon:
1. Dr. S. Bala Subra Maniam
2. Dr. Anurag Chitranshi
✓ Laparoscopic Surgeon:
1. Dr. L Jayanth
✓ Nephrologist:
1. Dr. B. Sudhakar
2. Dr. Vikram Kumar
✓ Urologist:
1. Dr. Y. Rama Sanjay
2. Dr M. Rajinder Reddy
✓ Physiotherapist:
1. Dr. Bhavya
2. Dr. Karthik
3. Dr. Vani

19 | P a g e
✓ Gastroenterologist:
1. Dr. P. Raja Prasad
✓ Gastric:
1. Dr. Abhiram K
✓ Pulmonology:
1. Dr. B Nagaraj
2. Dr. Soumya Reddy P
✓ Oncology:
1. Dr. Sarita Srivastava
2. Dr. Gundu
3. Dr. Kriti Ranjan Mohanty

20 | P a g e
1.10HIERARCHY AUTHORITIES OF ASTER PRIME HOSPITAL
Fig.No.1
FOUNDER
AZAD MOOPEN
Regional CEO
DEVANAND K T
Unit head
Dr. MURAMALLA KALYAN
OPERATION HEAD
FINANCE HEAD
RCM HEAD HR

21 | P a g e
Chapter 2
Introduction to the Study

22 | P a g e
2.1 INTRODUCTION
“PATIENT” meaning who requires medical care. A person who got illness or any kind
of injured they need treatment by doctors, nurses. “SATISFACTION” means patient or
who are coming to the hospital for treatment from there treatment to the discharge time
they get every facility and better services for that they get satisfied.
The word “hospital” comes from the Latin for both “guest” and “host,” and the true spirit
of hospitality is at the core of the hospital experience. The original mission of hospitals
was to serve as houses of mercy, refuge, and dying. The striving to please patients is in
harmony with the service calling of medicine and is certainly the right thing to do.
Patient satisfaction leads to patient loyalty. If we satisfy one patient, the information
reaches four others. If we alienate one patient, it spreads to 10, or even more if the problem
is serious. So, if we annoy one customer, we will have to satisfy three other patients just
to stay even.
Service excellence revolves around three factors: doctor, patient, and organization. The
physician has twin responsibilities of giving the best health care to the patient, and leading
the team or the organization in attaining the goal of satisfying the patient.
Patient Satisfaction is a most important and Common role of any healthcare industry. In
2001 IMO (Institute of Medicine) set six aims for quality health care system patient safety
(1) Safe, (2) Equitable, (3) Evidence based, (4) Timely, (5) efficient, (6) Patient centred.
Patient Satisfaction is an indicator of how well the patient is being treated at our hospital
medical practice. How happy a patient is with the treatment he or she received. It is a
measure of care quality and gives healthcare provides.

23 | P a g e
2.2 EIGHT ELEMENTS OF PATIENT SATISFACTION
1. Communication with nurses.
2. Communication with doctors.
3. Communication about medicines.
4. Responsiveness of hospital staff.

24 | P a g e
5. Pain Management.
6. Cleanliness and quietness of the hospital
environment.
7. Discharge instructions.
8. Overall hospital rating.

25 | P a g e
2.3 IMPORTANT OF PATIENT SATISFACTION
Patient Satisfaction is an important metric to measure overall healthcare quality. With the
help of Patient Satisfaction surveys, constant measuring of patient satisfaction and
improving patient experience can be achieved. It is a valuable tool to capture Patient
Feedback without much effort.
❖ Building Loyalty
In today’s ultra-competitive healthcare environment, hospitals must do everything
possible to ensure their patients continue to choose them as their medical treatment
providers. A satisfied patient is more likely to keep the same hospital than search for
another facility.
❖ Attracting New Patients
People who are satisfied with their hospital stay are more likely to tell others about their
experience, which can help healthcare facilities to keep new patients coming through the
doors.
❖ Improving Clinical Outcomes
Studies indicate a direct correlation between patient satisfaction and the effectiveness of
treatment. Hospital physicians and staff members who can build trust will increase the
likelihood of the patient adhering to their treatment recommendations.
❖ Minimizing the Risk of Litigation
Some medical literature indicates patients who are satisfied with the level of care provided
by a hospital are less likely to sue if they experience an unsatisfactory clinical outcome.

26 | P a g e
2.4 IMPROVE PATIENT SATISFACTION
A few steps we can take to maximize patient satisfaction in healthcare environments
include:
❖ Fostering Communication
Physicians and nurses who make an effort to establish rapport, encourage patients to
discuss their concerns and ask open-ended questions are more likely to have a positive
impact on satisfaction levels. Even something as fundamental as asking patients how
they’re feeling can have a positive effect on satisfaction.
❖ Reducing Wait Times
A hospital stay is an anxious time for any patient. Extended wait periods are a leading
cause of patient dissatisfaction, as waiting tends to increase anxiety levels. Actions such
as promptly informing patients of test results and checking on them regularly will make
them realize you’re not neglecting their care. A simple apology for a late result or visit
can placate an apprehensive patient.
❖ Leveraging Technology
Giving patients access to communication devices that enable them to contact staff,
interactive education systems that provide information about their care and other user-
friendly technologies can increase comfort and enhance their experience.
❖ Providing Patient Satisfaction Surveys
Allowing patients to fill out a satisfaction survey at the end of their stay lets them know
you care and appreciate their input. You can also gain valuable feedback you can use to
improve the level of care.

27 | P a g e
2.5 BENEFITS OF PATIENT SATISFACTION
❖ Quick publicity:
In today′s life there is a big role for quick publicity is Social Networks. We will give best
services like guide them all time, good behaviour, satisfy treatment and so on. If our team
is delivering excellent quality of care, more people will get to know about it. In addition,
if we are continually missing the mark, these negative remarks can snowball even faster,
catching the eyes of even more potential patients.
❖ Financial success:
A number of factors that affect our bottom line are linked to patient satisfaction, including
new patient growth, physician bonuses, fruitful partnerships, etc. Do you want to
understand just how significant is the impact of higher patient satisfaction? According to
the Press Ganey study, hospitals with patient satisfaction in the 90th
percentile experience
nearly a one-third increase in patient volume or an additional average 1,382 patients per
year. For hospitals with patient satisfaction in the bottom 10th
percentile, the average
volume loss was 17 percent.
❖ Improved patient retention:
Whether we are running a coffee shop or a healthcare facility, happy customers come
back and refer others. As the cost of patient acquisition is high, so retaining existing
patients by delivering extraordinary care is one of the sure-shot ways to reduce turnover,
increase loyalty and extend lifetime value. However, failing to deliver excellent service
means losing a patient forever. Moreover, even if you are losing only a single patient, that
is one patient too many. Patient satisfaction is not just a bonus; it is a huge investment in
the future of our medical practice.

28 | P a g e
❖ Attract more patients:
When it comes to our health, we tend to trust family and friends over any other marketing
channel. Patient care is a double-edged sword. If you fail to meet our patients’
expectations, they may complain to nine more people. Some marketers feel it is a high-
risk, high-reward case. However, if we approach this matter logically, there are no major
risks at all. This is because the positive aspects of personal recommendations extend all
the way to social media platforms and third-party review sites. By delivering on positive
aspects, medical practices can build up their image among their existing patients and
attract new ones. As a marketing strategy, word-of-mouth proves to be more efficient and
less costly than other marketing tactics.
❖ Charge more for better care:
Studies have revealed that patients are willing to pay more to consult with a better
physician of their choice. According to the Patient Satisfaction journal, medical practices
with high patient loyalty can command a higher price for their superior services without
losing profit or market share.
❖ Better clinical outcomes:
Patients who trust their doctors have better clinical outcomes. This means that the
effectiveness of treatment depends on how much a patient trusts his or her physician.
Meeting your patients’ needs will not only help you raise their satisfaction level but will
also make your job easier.

29 | P a g e
What is NPS?
• Net Promoter Score is a simple metric that two important aspects – loyalty and brand
advocacy. NPS is measured by asking customers the likelihood of recommending a
service to family or friend.
• The respondents rate their score on an opinion scale of 0-10 with 0 being very unlikely
and 10 being extremely likely. Based on the score, they fall into three categories-
Promoters, Passives and Detractors.
• Promoters: 9 to 10; Passives: 7 to 8; Detractors: 6 and below.
Calculation of NPS:
NPS = % of Promoters - % of Detractors
Promoters : (score of 9 and 10) represent a company’s most enthusiastic and loyal
customers: these people are likely to act as brand ambassadors, enhance a brand’s
reputation, and increase referral flows, helping fuel the company's growth.
Detractors : (score of 0 to 6, included) are unlikely to recommend a company or
product to others, probably won’t stick around or repeat purchases, and—worse—could
actively discourage potential customers away from a business.
Passives : (score of 7 or 8) are not actively recommending a brand, but are also unlikely
to damage it with negative word of mouth. Although they are not included in the NPS
calculation, passives are very close to being promoters (particularly when they give a
score of 8), so it always makes strategic sense to spend time investigating what to do to
win them over.

30 | P a g e
NPS Scale
2.6 DEALING WITH PATIENT PROBLEMS
We know it is impossible to make every patient happy all the times, every patient has
unique behavioural characteristic. Patient complaints are big opportunities to improve our
services. When a patient has a problem, we need to use intuition, communication, and
quick thinking. On that time, we gathering information to find the source of the problem.
Also, one think on that time when we dealing with the patient problems as well as we
dealing with patient emotions. In dealing with patient problems there are few processes
to be must effective.
1. Listen Attentively:
This is the first and most effective step when dealing with an unhappy patient. First listen
to the patient′s complaint very attentively, listen carefully to what he/she wants to convey.
Make good eye contact, and let him/her know that you are genuinely understanding what
is complaining about.

31 | P a g e
2. Acknowledge their feelings:
Showing empathy to the patients is really important especially when they are frustrated
with their illness and complaints. Try calming them down and also try to understand what
they are going through. Acknowledge their feelings and make them feel taken care of.
3. Explain & Take Action:
Tell the patient what we are going to do and when we going to get back to them. Make
sure thar we give ourself adequate time to investigate any complaint, and it is of
paramount importance we call the patient back on the day we told them you. There also
will be times when the patient does not want a return phone call; they just want we look
into the matter.
Let the patient know that the complaint is being taken seriously and suggest solutions.
Explain that it will be reviewed and discussed among the management. Inform the patient
that you will follow up with them after the grievance has been thoroughly investigated.
4. Document the Complaints
Having a record of the complaints is always useful. So make sure to document the
complaints shared by the patients immediately when they are conveyed. Do not skip to
register them and take it to the grievance-handling team of the management. View
complaints as an opportunity to learn and build ourself as well as growth of the hospital.
Complaints are part of working in a medical field and should be expected. How we handle
them and learn from them is what will set us apart from the competition.
5. Apologize:
All the time we keep in our mind, when we will talk with a unhappy patient about their
complaints they will become angry and frustrate, on that time we don′t lose our tamper,
don′t get angry. We apologize to them for our mistakes.

32 | P a g e
When taking complaints also remember these important points:
• Don’t take it personally.
• Remain calm-listen carefully.
• Focus on the problem, not the person.
• Reward ourself after dealing with a difficult matter.

33 | P a g e
2.7 PRINCIPLES OF PATIENT SATISFACTION
Quality of Care:
3. The quality patient experience doesn′t happen by accident but by standardized practice.
4. A consistently great patient experience is not a matter of attitude, awareness or positive
intent but a matter of design and continuous quality improvement.
Managing Anxiety, Fear and Pain:
1. Anxiety is the rust of life, destroying its brightness and weakening its power.
2. Patients are highly anxious.
3. To create an exceptional patient experience, we need to focus on preventing or lessening
anxiety for patients and families.
Better Communication:
1. Some emotions don′t communicate our caring, patients and families might think we
don′t care.

34 | P a g e
2.8BARRIERS TO PATIENT SATISFACTION
• Poor Accountability:
Each employee should be held accountable to the patient to ensure patient satisfaction.
They should not be encouraged in blame game, which will then result in a relaxed attitude.
• Insufficient Systems:
The systems used in dealing with patients should be working optimally. Patients will get
frustrated very quickly if the turn- around time is long. Hence if any issues then the same
should be attended too quickly.
• Communication of Patient Value:
That patient satisfaction is everyone’s responsibility it should be instilled and constantly
reinforced amongst all employees.
• Lack of Incentive:
The suitable incentive should be given to staff for outstanding service to patients. If they
are not motivated and happy, they may not go that extra mile for the patients. The
organization should bring in means to ensure their staff is constantly motivated and are
empowered to service the patients to the best of their abilities.
• Lack of Understanding about Patient Needs:
Patient satisfaction data should be regularly analysed. Only if this is done will the
healthcare organization have an understanding of where lies the deficit in the providing
of services and satisfaction of their patients and ultimately result in market success.
• Failure to Deliver on Brand Promise: Organizations should be very careful of
what they promise to their customers, through their advertisements etc. It is through these
modes of communication that an expectation is built and then it is the organization that
has the onus to ensure the promises are met.

35 | P a g e
2.9MEASUREMENT OF QUALITY
Steps Involved Are
• Speciﬁcation of attributes to be measured
• Choice of an approach to measurement
• Choice of phenomenon to be measured
• Formulation of criteria and standards
• Obtaining information about care.
Patient satisfaction depends primarily on the outcome of care; since it is ultimate well-
being that results from acceptable care. Satisfaction or dissatisfaction can also result from
patient’s judgment on certain aspects of care, calibrating the degree of their acceptability.
Satisfaction also contributes to the success of future care.
2.10 IPD PATIENT JOURNEY
a) ADMISSION PROCEDURE:
Admissions a patient in two ways
• Through the “Emergency Department”
• Through OPD
If your doctor decides that he/she require an Inpatient treatment, he/she will then be issued
Admission slip-I with the details of the kind of treatment required and expected duration
of stay of the patient. The doctor will also inform he/she about the estimated expenditure
on the given admission. He/she will then be required to proceed to the admission counter

36 | P a g e
situated on the ground floor of ‘the new building’. Admission staff will allot the room/bed
according to your requirement, if available. In case of non-availability, the staff will put
his/her name in the waiting list and will inform him/her on availability.
Fig. No. 2
Take an admission.
Going to be explining the patient attender about the prosedure and
what would be the costing approx
Going to diognosis weather patient have any complication or not.
Finalized under which consultation do the patient addmitted.
Speak to consult duty doctor (ER).
Patient came from Emergency Department.

37 | P a g e
b) ROOM ALLOTMENT PREFERENCE:
In case of heavy waiting for admission in a particular bed category, bed allotment is
done within 30 mints as per the following preference. Our hospital has 4 categories
rooms. When a patient gets admitted in IPD, there is a form that’s called Room
Selection on that from patient and patient relative choose a room.
Fig. No 3
GENERAL WARD [8 beds]
SHEARING ROOM [18 beds]
SINGLE ROOM [4 beds]
PREMIUM ROOM [8 beds]

38 | P a g e
c) PAYING CATEGORY:
There are 3 payment categories in the hospital Cash, Credit and Insurance Category.
• Cash Category-
Patients who pay for their treatment and investigation out of their pocket are considered
as Cash Paying category. These patients are charged as per the schedule of charge for
the cash category.
• Credit/Corporate Category-
Patients who have been referred by the state government servant, come under this
category. Like CGHS, EHS, AAI, SCCL, ICSI, RBI
• Health Insurance Category-
Cashless services for all planned medical treatment are subject to pre-admission
authorization. (Privet) Like Bajaj Allianz, United India, Aditya Birla
d) ESTIMATES/ RE-ESTIMATES ON COST OF TREATMENT:
Doctor will explain about an initial estimate to the patient or patient party that he/she
might incur on his/her treatment. He/she will also get a detailed estimate thereafter at
Financial Counselling Desk before admission. However, his/her clinical condition shall
determine the actual treatment requirements. Such necessities, whenever, if they arise,
increase expenses. To keep him/her updated on their expenses he/she have incurred till
any point of time they can request a provisional bill from billing department. We will also
be intimated or can directly check during office hours about the Revised Estimate in case
there is a change in the plan of treatment due to his/her clinical condition.

39 | P a g e
e) UNDERSTANDING THE HOSPITAL BILL:
Patients bill will be a comprehensive one, with all details of bed charges, investigations,
doctor’s visit fees, surgeon’s fee and other charges. In case of any clarifications, they can
approach the Billing department.
All outstanding bills must be cleared promptly. Patient will receive information on the
charges accrued to their account from the Billing department/concerned ward at regular
intervals, to help them to clear their dues in time and facilitate patient discharge. patient
admission/security deposit will be adjusted against our final bill at the time of discharge.
f) DISCHARGE PLANNING:
Patient ask to the doctor about their tentative days of hospital stay, at the time of
admission only, so that patient can plan things accordingly. Clarify their doubts time to
time with his/her treating consultant on their visits so that there is no wastage of time on
the day of discharge in chasing doctors for doubt clarification.
Doctor will decide when he/she should get discharged. Prior to discharge, his/her
physician, diet, medications, and subsequent follow-up visits to the Hospital. A discharge
summary explained to patient attender at the time of discharge. The discharge process
takes a minimum of 1 hours to 2 hours (for cash paying patient) and 3 to 4 hours approval
(insurance patient), from the time of discharge advice given by the treating consultant.
Once the billing is done patient will be given a bill receipt by the billing department which
patient are supposed to show to sister-in-charge at the respective nursing counter who
will then give the patient his/her discharge summary which will be explained to patient
by his/her assigned sister.
It is important when a patient get discharge after that we can prepare the bed and the room
for new admission.

40 | P a g e
g) CLARIFY THE DISCHARGE BILL:
Patient bills will be an important thing for his/her because, it includes all the details of
bed charges, investigations, doctor’s visit fees, surgeon’s fee, medicine fees, and other
charges. If they have any query about the bills, they go to the billing department to clarify
their doubts. Patient will receive information on the charges accrued to his/her account
from the Billing department, to help them to clear their dues in time and facilitate their
discharge.
h) DOCUMENTS PROVIDED IN DISCHARGE TIME:
At the time of patient discharge, we will be provided with a discharge summary signed
by the doctor which contains the summary of investigations, procedures & medication,
final bill and reports given to the patient. When we give the discharge summary to the
patient doctor provide the instructions for post-discharge care of the patient & follow-
ups. At the time of discharge, we will be handed over all investigation reports. In case
any of the investigation reports are pending patient can collect that on his/her next visit
from the hospital Billing department which is located in 1st
floor.
Patient get admitted through OPD or
Emergency.
Treatment given by the doctor.

41 | P a g e
Doctor advices to discharge the patient.
Ready the discharge summery.
Complete the Medical Audit.
Stability of the patient for discharge.

42 | P a g e
Fig. No 4
Go to the IP Pharmacy.
Go to the Billing department, billing
done as par cash/credit/insurance
category.
Discharge summary & reports handed
over to the patient.
Patient leaves the Hospital.

43 | P a g e
2.11 PLACES VALUE PATIENT SATISFACTION
Rec
Fig. No. 5
P
O
I
N
T
S
Admission Counter
OPD Registration
Information Counter
Indoor Services
Casualty & Emergency
Billing & Payment timely
Facilities in OPD
Reception Counter

44 | P a g e
2.12 PATIENT PROBLEMS IN IPD
a) Co-ordinate between doctors, nurses and staffs.
b) Lacks of miscommunication.
c) Food quality so poor.
d) Housekeeping staff not clean the washrooms.
e) Nurses don′t talk with patient relatives and dose not give full information about
patient.
f) Delay responding housekeeping staffs.
2.13 EQUIPMENT
In IPD there are some equipment use for patient.
▪ Defibrillator:
Defibrillation is a treatment for life-threatening cardiac arrhythmias, A defibrillator
delivers a dose of electric current to the heart. This process depolarizes a large amount
of the heart muscle, ending the arrhythmia.

45 | P a g e
▪ Crash Cart:
A cart stocked with emergency medical equipment, supplies, and drugs for use by medical
personnel especially during efforts to resuscitate a patient experiencing cardiac arrest.
▪ Oxygen Flowmeter:
Oxygen flowmeter is an equipment used to control oxygen flow delivery in patient
undergoing oxygen therapy. A nurse can use an oxygen flow meter to verify that the
patient is getting the right amount of oxygen.
▪ Suction Apparatus:
A suction machine, also known as an aspirator, is used to remove gases or liquids such as
mucus, vomit, serum, blood, or other secretions from a patient′s body cavity. These
cavities could be the lungs, mouth, and skull. This machine use when a patient is
unconscious, vomiting or seizing, and ongoing medical procedure.

46 | P a g e
▪ Stretcher:
Stretcher means any wheeled or portable device capable of transporting a person in a
recumbent position and may only be used in an ambulance vehicle permitted by the
department.
▪ Wheelchair:
A wheelchair is a chair with wheels, a patient when walking is difficult or impossible
due to illness, any kind of injury.

47 | P a g e
Chapter 3
Review of Literature
.

48 | P a g e
Many studies of doctor-patient communication have been carried in order to investigate
which communication behaviours of the doctor are significantly related to patient
satisfaction. Based on patient satisfaction review, Patient satisfaction with hospital
services is one of the most important indicators of effectiveness and quality of hospital
services.
Patient satisfaction surveys can provide valuable data for evaluating the current status,
awareness of quality and quantity of process improvement programs and quality
improvement to health managers and policy makers. The present study discusses previous
studies conducted in this area, and presents recommendations to improve patient
satisfaction.
To gain an understanding of how patient satisfaction with the doctor is conceptualized
through an empirical review of how it is currently being measured. The content of patient
satisfaction questionnaire items was examined to (a) determine the primary domains
underlying patient satisfaction by doctors, and (b) summarize the specific doctor-related
characteristics and behaviours, and patient-related perceptions, composing each domain.
Generally, satisfaction of the patients in this study was estimated at an average level.
Continuous evaluation of patient satisfaction and identification of the factors affecting it
requires establishment of comprehensive and accurate data system in this area; that by
application of the results of previous studies steps can be taken to improve patient
satisfaction.
Several studies have been conducted in different countries and have investigated patient
satisfaction from different points of view. These points of view include how patient has
access to services, having knowledge of patient admission, first encounters of health

49 | P a g e
center with patient wait time to hospitalization of patient, treatment of medical personnel,
including doctors and nurses, way of patient costs payment, etc. As first meeting with a
patient while admission to hospital is investigated and notes that appropriate initial
treatment at the hospital helps eliminating stress and fear and increase patient satisfaction
of hospital.
patient is the main customer of services of hospital, his satisfaction can somehow show
proper provision of services, therefore patients are valuable information resource for
judging the quality of care and to be able to interpret quality of care, acceptance rate of
patients and their expectations.
An analysis of the concept of patient satisfaction, specifically as it relates to contemporary
nursing care, provides an excellent vantage point to more closely examine this key
measure of health care quality A review of pertinent literature is presented, followed by
examination of the uses of the concept in professional literature as well as more general
sources.
The most consistent finding is that the characteristics of providers or organizations that
result in more "personal" care are associated with higher levels of satisfaction. Some
studies suggest that more personal care will result in better communication and more
patient involvement.
The involvement of patients as well as experts is therefore an important step in the
development of an instrument to measure patient satisfaction. Overall satisfaction surveys
are over-optimistic and do not represent the true indication of care. The construction of
highly standardized questionnaires should include elements of content validity, criterion
and construct validity, reliability and practicability.

50 | P a g e
Chapter 4
Study Framework and Objective of the study

51 | P a g e
4.1 FRAMEWORK OF THE STUDY
Many health professionals have adopted the Institute of Medicine (IOM) framework for
health care quality, which refers to six “aims:” safety, effectiveness, timeliness, patient-
centeredness, equity, and efficiency.
Fig No. 6
Studies have accomplished to determine a connection between healthcare services and
patient satisfaction. Healthcare service quality and patient loyalty is mediated by patient's
satisfaction while patient loyalty is active as end result. The relationship flanked by
healthcare service quality, patient satisfaction and patient loyalty has been inspected.
Healthcare service quality aspects like physical Environment, customer-friendly
environment, communication, privacy and safety and responsiveness act as antecedent to
the patient loyalty. Patient satisfaction is mediating the link between healthcare service
quality and patient loyalty.

52 | P a g e
4.2 OBJECTIVE OF THE STUDEY
➢ We know that hospital is a growing sector in their patient satisfaction is a major
role. We always trying to satisfied the patient and patient relative through our
treatment and services.
➢ The need of this study through patient satisfaction our hospital known to everyone,
growing up our brand value our organized used NPS as a part of CRM customer
relationship management strategy because the metric is easy to calculate the number
of satisfied patient.
➢ NPS is measured by asking "the ultimate question" that allows organizes to track
promoters and detractors, producing a clear measure of an organization's performance
through its customers' eyes.
➢ To calculate NPS, start with the ultimate question, "How likely are you to recommend
us to a friend or colleague?" and score the answers on a zero-to-ten scale. Net
Promoter Score is simply the percentage of customers who are promoters (those who
scored 9 or 10) minus the percentage who are detractors (those who scored 0 to 6).
This scale is familiar and easy for customers to understand.
➢ So, grow our hospital NPS, promote hospital, developed economically and mostly
people recommended our hospital is a main purpose of my project.

53 | P a g e
Chapter 5
Methodology

54 | P a g e
5.1 TYPES OF STUDY
The type of my patient satisfaction in IPD in the organization in a year of 2022, this
study is mainly the increase satisfied of the patient percentage. All the data collect for
my present study.
5.2 DATA COLLECTION
• The entire data collection was based on my observation of total IPD.
• Analysed all the data which I observed.
• Continuously interact with patient in daily basis.
• Discussion with patient problems.
• In google scholar I research about my topic.
• I make a proper questionnaire based on patient satisfactory questions include
medical services, maintenance services and so on.
• And the external data about hospital collected from the website.

55 | P a g e
Chapter 6
Results and Observations

56 | P a g e
TABLE- 1
PERCENTAGE OF DOCTORS SERVICES
Attributes
No. of Respondents Percentage
EXCELLENT
30 50%
VERY GOOD
24 40%
GOOD
6 10%
POOR
0 0
TOTAL
60 100
Fig. No. 7
EXPLANATION:
The above Table shows that 50% of doctor services are Excellent, 40% of doctor
services are Very Good, and 10% of doctor services are Good.
0%
10%
20%
30%
40%
50%
60%
EXCELLENT VERY GOOD GOOD POOR
DOCTORS SERVECES

57 | P a g e
TABLE-2
PERCENTAGE OF NURSES SERVICES
Attributes
EXCELLENT
25 41.60%
VERY GOOD
15 25%
GOOD
14 23.30%
POOR
0 0
TOTAL
60 89.9
Fig. No. 8
EXPLANATION:
The above Table shows that 41.60% of nurse services are Excellent, 25% of nurses
services are Very Good, and 23.30% of nurses services are Good.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
NURSES SERVICES

58 | P a g e
TABLE-3
PERCENTAGE OF HOUSEKEEPING STAFF SERVICES
Attributes
EXCELLENT
7 11.60%
VERY GOOD
18 30%
GOOD
19 31.60%
POOR
16 26.60%
TOTAL
60 99.8
Fig. No. 9
EXPLANATION:
The above Table shows that 11.60% of housekeeping staff services are Excellent, 30%
of housekeeping staff services are Very Good, 31.60% of housekeeping staff services
are Good, and 26.60% of housekeeping staff services are Poor.
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
EXCELLENT
VERY GOOD
GOOD
POOR
HOUSEKEEPING STAFF SERVICES

59 | P a g e
TABLE-4
PERCENTAGE OF FOOD QUALITY SERVICES
Attributes
EXCELLENT
7 11.60%
VERY GOOD
13 21.60%
GOOD
22 36.60%
POOR
18 30%
TOTAL
60 99.8
Fig. No. 10
EXPLANATION:
The above Table shows that 11.60% of food quality services are Excellent, 21.60% of
food quality services are Very Good, 36.60% of food quality services are Good, and
30% of food quality services are Poor.

60 | P a g e
TABLE-5
PERCENTAGE OF MAINTENANCE SERVICES
Attributes
EXCELLENT
5 8.30%
VERY GOOD
18 30%
GOOD
24 40%
POOR
13 21.60%
TOTAL
60 99.9
Fig. No. 11
EXPLANATION:
The above Table shows that 8.30% of maintenance services are Excellent, 30% of
maintenance services are Very Good, 40% of maintenance services are Good, and
21.60% of maintenance services are Poo
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
MAINTENANCE SERVICES

61 | P a g e
TABLE-6
PERCENTAGE OF ADMISSION SERVICES
Attributes
EXCELLENT
17 28.30%
VERY GOOD
25 41.60%
GOOD
15 25%
POOR
0 0%
TOTAL
60 94.9
Fig. No. 12
EXPLANATION:
The above Table shows that 28.30% of admission services are Excellent, 41.60% of
admission services are Very Good, and 25% of maintenance services are Good.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
ADMISSION SERVICES

62 | P a g e
TABLE-7
PERCENTAGE OF DISCHARGE SERVICES
Attributes
EXCELLENT
16 26.60%
VERY GOOD
20 33.30%
GOOD
21 35%
POOR
3 5%
TOTAL
60 99.9
Fig. No. 13
EXPLANATION:
The above Table shows that 26.60% of discharge services are Excellent, 33.30% of
discharge services are Very Good, 35% of discharge services are Good, and 5% of
discharge services are Poor.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
DISCHARGE SERVICES

63 | P a g e
TABLE-8
PERCENTAGE OF TREATMENT SERVICES
Attributes
EXCELLENT
35 58.30%
VERY GOOD
21 35%
GOOD
4 6.60%
POOR
0 0%
TOTAL
60 99.9
Fig. No. 14
EXPLANATION:
The above Table shows that 58.30% of treatment services are Excellent, 35% of
treatment services are Very Good, and 6.60% of treatment services are Good.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
TREATMENT SERVICES

64 | P a g e
TABLE-9
PERCENTAGE OF SATISFACTION
Attributes
HIGHLY SATISFIED
142 30%
SATISFIED
154 33%
AVERAGE
125 27%
DISSATIFIED
50 10%
TOTAL
471 100
Fig. No. 15
EXPLANATION:
The above Table shows that 30% of respondents are HIGHLY SATISFIDE, 33% of
respondents are SATISFIED, 27% of respondents are AVERAGE, and 10% of
respondents are POOR.
HIGHLY
SATISFIED
30%
SATISFIED
33%
AVERAGE
27%
DISSATISFIED
10%
TOTAL NUMBER

65 | P a g e
Chapter 7
Discussion and Recommendations

66 | P a g e
1. Timing of doctors should be properly scheduled to prevent long waiting time of
patient.
2. Providing advance knowledge of healthcare and cost.
3. Providing cleaner and more modern facilities.
4. More clarity about patient condition and what′s on going procedure.
5. Collect Patient feedback.
6. Take required actions based of patient feedback.
7. Every day follow up with the patient.
8. Make processes simple for patient and patient relative.
9. Develop of housekeeping staffs.
10. All the technician should come every day and check all the machinery equipment.

67 | P a g e
Chapter 8
Conclusion

68 | P a g e
This study suggests that patients were satisfied to a larger extent with IPD services. High
patient satisfaction leads to patient empowerment, greater communication, confidence
and better outcomes. This study shows assessing satisfaction of patients is simple, easy
and cost-effective way for evaluation of hospital services and has helped finding that
indoor patients admitted were more satisfied with behaviour of doctors but some problem
lies with the availability of basic amenities more regarding cleanliness in the toilets and
the wards. Majority of the patients were satisfied with the attitude of doctors, nurses and
paramedical staff and it was appreciated. It helps health care provider for their self-boost
and /or improvement. It also helps organization for market stake and accreditation. patient
satisfaction in the secondary and primary care health facilities and efforts should be made
to get regular feedback from the patients.
Patient attending each hospital are responsible for spreading the good image of the
hospital and therefore satisfaction of patient attending the hospital is equally important
for hospital management. Studies about IPD services have elicited problem like nursing
care, cleanliness of ward or room, cleanliness of washroom, behaviour of staff, quality
and quantity of food and discharge process and admission etc.
Patient evaluation of care is important to provide opportunity for improvement such as
strategic framing of health plans, which sometimes exceed patient expectations and
benchmarking. The advantages of patient satisfaction surveys rely heavily on using
standardized, psychometrically tested data collection approaches.
Therefore, a standardized tool needs to be further developed and refined in order to reflect
positively on the main goals of patient satisfaction survey. patient satisfaction and impact
of collecting patient information to build up strategic quality improvement plans and
initiatives has shed light on the magnitude of the subject. It thus provides the opportunity
for organization managers and policy makers to yield a better understanding of patient
views and perceptions, and the extent of their involvement in improving the quality of
care and services.

69 | P a g e
List of References/Bibliography
i. https://www.google.com/
ii. https://scholar.google.com/
iii. https://www.asterhospitals.in/
iv. https://www.rgcirc.org/patient-information/patient-ipd-journey/
v. https://dental.washington.edu/policies/clinic-policy-manual/clinical-goals/
vi. http://recentscientific.com/comprehensive-study-patient-satisfaction-ipd-
patients-jaipur
vii. https://academic.oup.com/intqhc/article/15/4/345/1792985

IPD in Patient Satisfaction

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to IPD in Patient Satisfaction

Similar to IPD in Patient Satisfaction (20)

Recently uploaded

Recently uploaded (20)

IPD in Patient Satisfaction