Beruflich Dokumente
Kultur Dokumente
LIST OF TABLES
2.Trainees attended 52
needs.
18.Future training and development needs communicated to 68
LIST OF CHARTS
2.Trainees attended 52
CHAPTER 1:
INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
Training is required:-
environmental pressure for efficiency, and if the organization does not respond
to this pressure, it may find itself rapidly losing whatever share in the market.
Training and development programme imparts skills and efficiency and be able
to cope up with pressures of changing environment. The viability of an
organization depends to a considerable extend on the skills of different
employees.
CHAPTER 2:
INDUSTRY
PROFILE
INTRODUCTION TO HOSPITAL INDUSTRY
Definition of hospital
Primarily for the care and treatment of injured and sick persons confined
place” .
HISTORY
In ancient cultures, religion and medicine were linked. The earliest known
institutions aiming to provide cure were Egyptian temples. Greek temples
dedicated to the healer-god Asclepius might admit the sick, who would wait for
guidance from the god in a dream. The Romans adopted his worship. Under his
Roman name Æsculapius, he was provided with a temple (291 BC) on an island
in the Tiber in Rome, where similar rites were performed. The Sinhalese (Sri
Lankans) are perhaps responsible for introducing the concept of dedicated
hospitals to the world. According to the Mahavamsa, the ancient chronicle of
Sinhalese royalty written in the 6th century A.D., King Pandukabhaya (4th
century BC) had lying-in-homes and hospitals (Sivikasotthi-Sala) built in
various parts of the country. This is the earliest documentary evidence we have
of institutions specifically dedicated to the care of the sick anywhere in the
world. Mihintale Hospital is the oldest in the world. Ruins of ancient hospitals
in Sri Lanka are still in existence in Mihintale, Anuradhapura and Medirigiriya.
Institutions created specifically to care for the ill also appeared early in India.
King Ashoka is said to have founded at least 18 hospitals ca. 230 BC, with
physicians and nursing staff, the expense being borne by the royal treasury.
Stanley Finger (2001) in his book Origins of Neuroscience: A History of
Explorations Into Brain Function cites an Ashokan edict translated as:
"Everywhere King Piyadasi (Asoka) erected two kinds of hospitals, hospitals
for people and hospitals for animals. Where there were no healing herbs for
people and animals, he ordered that they be bought and planted." However
Dominik Wujastyk of the University College London disputes this, arguing that
the edict indicates that Ashoka built rest houses (for travellers) instead of
hospitals, and that this was misinterpreted due to the reference to medical herbs.
HOSPITAL INDUSTRY
Today, hospitals are usually funded by the state, by health organizations, (for
profit or non-profit), health insurances or charities, including by direct
charitable donations. In history, however, hospitals were often founded and
funded by religious orders or charitable individuals and leaders. Similarly,
modern-day hospitals are largely staffed by professional physicians, surgeons,
and nurses, whereas in history, this work was usually done by the founding
religious orders or by volunteers
SPECIALIZED
DEPARTMENTS
Hospitals vary widely in the services they offer, and therefore in the
departments they have. They may have acute services such as an emergency
department or specialist trauma centre, burn unit, surgery or urgent care. These
can then be backed up by more specialist units such as cardiology or coronary
care unit, intensive care unit, neurology, cancer center and obstetrics and
gynecology.
Some hospitals will have Outpatient departments and some will have chronic
treatment units such as behavioral health services, dentistry, dermatology,
psychiatric ward, rehabilitation services and physical therapy.
Combining medical technology and the human touch, the health care industry
administers care around the clock, responding to the needs of millions of people
—from newborns to the critically ill.
workers. The health care industry includes establishments ranging from small-
town private practices of physicians who employ only one medical assistant to
busy inner-city hospitals that provide thousands of diverse jobs.
Nursing and residential care facilities. Nursing care facilities provide inpatient
nursing, rehabilitation, and health-related personal care to those who need
continuous nursing care, but do not require hospital services. Nursing aides
provide the vast majority of direct care. Other facilities, such as convalescent
homes, help patients who need less assistance. Residential care facilities provide
around-the-clock social and personal care to children, the elderly, and others
who have limited ability to care for themselves. Workers care for residents of
assisted-living facilities, alcohol and drug rehabilitation centers, group homes,
and halfway houses. Nursing and medical care, however, are not the main
functions of establishments providing residential care, as they are in nursing
care facilities.
Offices of other health practitioners. This segment of the industry includes the
offices of chiropractors, optometrists, podiatrists, occupational and physical
therapists, psychologists, audiologists, speech-language pathologists, dietitians,
and other health practitioners. Demand for the services of this segment is related
to the ability of patients to pay, either directly or through health insurance.
Hospitals and nursing facilities may contract out for these services. This
segment also includes the offices of practitioners of alternative medicine, such
as acupuncturists, homeopaths, hypnotherapists, and naturopaths.
Other ambulatory health care services. This relatively small industry segment
includes ambulance and helicopter transport services, blood and organ banks,
and other ambulatory health care services, such as pacemaker monitoring
services and smoking cessation programs.
Health care facilities and personnel increased substantially between the early
1950s and early 1980s, but because of fast population growth, the number of
licensed medical practitioners per 10,000 individuals had fallen by the late
1980s to three per 10,000 from the 1981 level of four per 10,000. In 1991 there
were approximately ten hospital beds per 10,000 individuals.
Primary health centers are the cornerstone of the rural health care system. By
1991, India had about 22,400 primary health centers, 11,200 hospitals, and
27,400 dispensaries. These facilities are part of a tiered health care system that
funnels more difficult cases into urban hospitals while attempting to provide
routine medical care to the vast majority in the countryside. Primary health
centers and sub centers rely on trained paramedics to meet most of their needs.
MAJOR PLAYERS IN INDIA
India’s healthcare sector has made impressive strides in recent years. From a US
$ 20.6 billion industry in 2001 it is expected to touch US $ 46.4 billion by 2012.
This includes the Pharma market, Govt. spending and Private Spending. India’s
healthcare industry is expected to grow by around 15% a year for the next 6
years.
Major corporations like the Apollo Group, Fortis, Max, Wockhardt, and Escorts
Group have made significant investments in setting up state-of –the-art private
hospitals in cities like Mumbai, New Delhi, Chennai and Hyderabad. Using the
latest technical equipment and the services of highly skilled medical personnel
these hospitals are in a position to provide a variety of general as well as
specialists’ services. These services are available at extremely competitive
prices, encouraging patients not only from developing countries but even from a
number of developed ones to come to India for specialized treatment.
In the next ten years, Tertiary Care in India will be predominantly Private
Healthcare and extensive Public & Private partnerships. The Secondary Care
would be Private & Public Healthcare and selective public & private
partnerships. The Primary Care would be predominantly public, especially in
the rural areas
Kerala is one state where private health sector, both indigenous and Western
systems of medicine, has played a crucial role. The Ayurvedic system of
treatment practiced in Kerala dates back to centuries. In the field of Allopathic
system, missionary hospitals have contributed profusely by even going into the
interiors of the state.
in Kerala. Today, with the mushrooming of private hospitals that offer quality
services matching international standards, and with the tie up of the healthcare
industry with the tourism sector, healthcare in Kerala is growing by leaps and
bounds.
Kerala Institute of Medical Sciences (KIMS), one of Asia's leading tertiary care
hospitals, is a landmark healthcare destination in Kerala initiated by KIMS
Healthcare Management Ltd. The 450 bed multi disciplinary super specialty
hospital was started with the objective of providing world class healthcare
services and specialized medical facilities at affordable costs.
In the rapidly changing health care industry, technological advances have made
many new procedures and methods of diagnosis and treatment possible. Clinical
developments, such as infection control, less invasive surgical techniques,
advances in reproductive technology, and gene therapy for cancer treatment,
continue to increase the longevity and improve the quality of life of many
Americans. Advances in medical technology also have improved the survival
rates of trauma victims and the severely ill, who need extensive care from
therapists and social workers as well as other support personnel.
Cost containment also is shaping the health care industry, as shown by the
growing emphasis on providing services on an outpatient, ambulatory basis;
limiting unnecessary or low-priority services; and stressing preventive care,
which reduces the potential cost of undiagnosed, untreated medical conditions.
Enrollment in managed care programs—predominantly preferred provider
organizations, health maintenance organizations, and hybrid plans such as
point-of-service programs—continues to grow. These prepaid plans provide
comprehensive coverage to members and control health insurance costs by
emphasizing preventive care. Cost effectiveness also is improved with the
increased use of integrated delivery systems, which combine two or more
segments of the industry to increase efficiency through the streamlining of
functions, primarily financial and managerial. These changes will continue to
reshape not only the nature of the health care workforce, but also the manner in
which health care is provided
employed and unpaid family workers. Of the 13.6 million wage and salary jobs,
40 percent were in hospitals; another 21 percent were in nursing and residential
care facilities; and 16 percent were in offices of physicians. The majority of jobs
for self-employed and unpaid family workers in health care were in offices of
physicians, dentists, and other health practitioners—about 295,000 out of the
438,000 total self-employed.
Health care jobs are found throughout the country, but they are concentrated in
the largest States—in particular, California, New York, Florida, Texas, and
Pennsylvania.
Workers in health care tend to be older than workers in other industries. Health
care workers also are more likely to remain employed in the same occupation,
in part because of the high level of education and training required for many
health occupations
CHAPTER
4:
COMPANY
PROFILE
COMPANY PROFILE
It has now become a referral medical institute for most parts of Kerala,
especially for south Kerala. Set up nine years ago, this 225-bed multi-specialty
hospital with around Rs 5core NRI investment has to a great extent succeeded
in delivering good healthcare to the people of Mavelikara.
Unique Features “From the current strength of 225 beds, we plan to acquire
more than 300 beds in the next three months" - Dr Ravi Shankar (Medical
Director S.M.H)
It is equipped with one of the best intensive care facilities in the country having
state-of-the-art 'hospital on wheels' ambulance facility. It also is one of the few
hospitals in the country with a full-fledged nuclear medicine department.
FUNCTIONAL DEPARTMENT
Administration Department
HR Department
Marketing Department
Finance And Account Department
Quality System Department
Material Management Department
Nursing Department
Supporting Service Department
Medical Record Department
Maintenance Department
ADMINISTRATION DEPARTMENT
CHAIRMAN
VICE CHAIRMAN
EXECUTIVE
DIRECTOR
SENIOR MANAGER HR
SENIOR EXECUIVE HR
The management trusts their staff. They respect the values of their
employees. Human resource is one of the greatest resources in this industry.
They recruit the right people for the right job. The management identifies the
talents and utilizes it for achieving business excellence. It also helps them to
identify the training needs and provides facilities in developing their knowledge
and skills. Strength and weakness of employees are identified through best
performance appraisal system. The total of all individual contribution will mean
continuing success and hope our associations will be sincere, lasting and
mutually beneficial.
Recruitment will be based on the annual man power plan report. Department
wise quarterly man power statement will be generated by the HRD for the
review of top management. The statement includes the number of staffs joined
on the month, number of staffs resigned and the total strength as on date.
TRAINING
Employee also shall feel free to discuss their weakness with their
coordinators and HR manager. The parameters which are measured in
performance appraisal are;
a) Job knowledge
b) Attitude to work
c) Initiative
d) Quality of work
e) Reliability
f) Leadership
g) Attendance
REMUNERATION
The salary of an employee for his service during each month will become
due within the first seven working days of the month and will be paid on any
day on or before the 7th of the next month.
Salary will be credited to employee’s bank account. Salary slip will be sent
to you by human resource department. Any discrepancy in your salary slip may
please be brought to the notice of the human resource department or accounts
department for clarification and rectification. It is advised that you retain your
monthly pay slip for future reference.
GRIEVANCE HANDILING
All grievances should be in writing and shall be handed in accordance with the
procedures laid down below.
The employee in person will first take up his grievance to his immediate
supervisor. If he fails to receive the decision of immediate supervisor , he may
refer the grievance to the coordinator. If the decision of the coordinator is not
satisfactory or a reply is not received from him, the employee will present the
grievance to the management, executive director through HRD.
NURSING DEPARTMENT
Nursing department is the major care giving section. This department consists
of dedicated and well trained nursing personnel. It is concerned with health
promotion, maintenance and restoration. Nursing department is headed by
nursing coordinator and assisted by nursing super indents, supervisors, staff
nurse, ANM, and nursing orderlies.
MARKETING DEPARTMENT
Marketing department is said to be the voice of hospital where the brand
is fashioned and communicated, internally as well as to the community at large.
Sreekandapuram Multispeciality Hospital makes a lot of investments in setting
up the infrastructure and offering its services, selling the services of a hospital
needs a proper systems.
Marketing Department
GENERAL MANAGER
PROJECT AND
BUSINESS
DEVELOPMENT
SENIOR MANAGER
MARKETING
The finance and accounts department is headed by chief financial officer and
assisted by accounts manager, deputy revenue manager, assistant manager,
account officers and cashier. Finance department play very important role in
salary administration. Financial appraisals are made by the account manager for
sanctioning loans from financial institution.
TECHNOLOGY ABSORPTION
It is one of the most IT- savvy hospitals. As part of its mission to provide
healthcare of international standards, Sreekandapuram Multispeciality Hospital
has been keeping pace with the latest developments in the technology, thus
utilizing the technological advancements for better patient service and cost
reduction.
Now, a new system of recording and retrieval for discharge summary dictation
by doctors has been installed, whereby multiple doctors can dictate the
summaries simultaneously. "This has reduced the time consumed in releasing
the patients from our hospital and also saved the precious time of the doctors,
which can be utilized in caring for the other patients," informs Dr Ravi Sankar.
Vision and Mission
CORPORATE SERVICES
The single most important asset of any organization is its people. And like any
other asset it has to be protected. To this end, more and more companies are
recognizing the value of adopting a strategic healthcare policy. Many are
But there is more to a strategic healthcare policy than medical expenses. Should
procedures be widened to include health screening or to assess the risk of
sickness and stress in the workplace or to manage such risks.
Companies driving for cost efficiency and reducing the number of employees
are more likely to affect by days lost through sickness. Rising medical costs are
leading to significant increases in the cost of funding employees medical
expenses benefit plans.
These trends raise a wide range of financial and human resource issues. They do
so at a time when companies are already under pressure to contain operating
costs, to improve margins and to improve competitive advantage in a liberalized
economy.
Round the clock help desk for medical emergencies and assistance and
hospitalization.
CHAPTER 3:
LITERATURE
REVIEW
Important concepts and terms in the field of training were defined and discussed
including learning, three types of knowledge, two levels of skills and attitudes.
The manner in which attitude affect motivation which in turn affects behavior
was explained. Though different opinions exist in the field of training about
what constitutes training versus development and education, training in this
article will be considered to be the experiences provided to people and enable
them to learn job related KSA’s. Education will be considered to be experiences
that enable people to earn more general KSA’s that are related to, but not
specifically tailored to person’s job. Development will be considered to be the
learning that occurs as a result of training and education.
Evidence is accumulating that those companies that spend more on training are
achieving better financial results. Improved operating methods (such as ISO
9000) and increasing employee competencies are also resulted in declining
union membership. This trend place the leadership of the unions in dilemma
demanding increased training for their membership ensures job-security.
Large firms may be able to engage in elaborate types of training, but the
processes that make for effective training are the same for both large and small
to medium-sized enterprises. What differs is the method used to complete the
processes. Larger firms can rely on economies of scale to keep the cost of
training per employee down. Small –medium sized firms also find economical
ways of providing training. The way the large firms organizes their human
resource activities into operations differs from that of small-medium sized
enterprises. Larger firms maintain a more centralized HR department within
which are many specialized functions. Small firms typically do not use a small
distinct HR department but spread HR duties among the management of the
firm .in larger organizations HRD areas must understand and work
collaboratively with other HR activities to achieve the organization objective. In
smaller firms it is not as much as of an issue because HRD activities carried out
by high managers.
Many career options exist within the training field ranging from outside
consultants to internal specialist. A more traditional careers path in training
begins with entry level position as a specialist with a larger firm and moves the
position for greater responsibility until reaching a generalist position. The
individual may then move into another area of HR or move to a external firm
providing training services. However this part is subject to many exceptions
and many different entry points depending on experience and qualification. The
skills and competencies of organization development practitioners are important
to training professionals a well. Likewise the skills and competencies of trainers
are important to OD professionals.
Effective training occurs as set of phases in which each phase acquires input
engages in set of processes and produces output needed for the next phase.hte
training process model provides a visual understanding how the phases relate to
each other although model shows the stages occur as sequential steps (needs
analysis, design, development, implementation, evaluation). In fact these cases
occur in a dynamic fashion with feedback from one phase leading to the next
phase as well as recycling through s0me aspects of the previous phase.
* Ref: Training as continuous improvement, P Nick Blanchard, James W Thacker, Effective training
systems, strategies and practices, Second edition 2006, Pg no. 46
*Ref: Dr.Anjali Ganesh. Asst Professor,St. Joseph Engineering College, Mangalore. AJBMR,
Volume 3, no.2, September 2008
Good trainers are made, not born. Natural ability helps, but there are two
elements essential to every trainer's own development. One is the training that
trainers themselves receive, and the other is their experience. The most effective
way to learn how to train is to attend a train the trainer course. Books and online
resources can be helpful, but because a training class is a live, dynamic
environment, it is also the best place in to learn how to train.
The most important element of training the trainer is teaching about different
learning styles and how to structure a class that appeals to each one. People
learn in a number of different ways and a good trainer will ensure that his
course addresses all of these.
Every training class, even one on a subject that has been taught many times
before, should be regarded as a learning experience of the trainer. Inevitably
they will learn the most from their first few classes, as they develop the
confidence to manage a group of learners and to control the agenda.
Trainers will quickly learn what style of course delivery works best for them,
and what techniques they can employ to deal with specific situations. They will
develop their own training strategies, along with useful resources. They will
come to understand their own strengths and weaknesses in the classroom, and
the importance of preparation and assessment.
A good trainer will do more than just deliver a class. She will illuminate the
subject, increasing the knowledge and capability of the learners and allowing
them the leave the room much richer than when they arrived.
firms adopting downsizing must provide their surviving workforces. Finally, the
paper presents a number of concluding comments regarding effective
downsizing practices that have emerged in the literature.
*Ref: Training and Development Often Starts With Training the Trainer, Andrew Knowles , and Oct
12, 2009.
The purpose of this study was to discuss progress and gaps in the scientific
training and development literature. In particular, we first delineate three criteria
against which scientific progress in Human Resource Management fields can be
evaluated. We then review examples from the training and development
literature that illustrate progress toward meeting each scientific criterion.
Finally, we identify several gaps in the literature that require further theory
development and empirical research. Although our general assessment of
scientific progress in the training and development literature is positive, we also
argue that more multilevel research is needed to better understand how learning
is influenced by factors residing at multiple levels of analysis, as well as how
learning generalizes to influence practically meaningful outcomes at higher
organizational levels.
*Ref: Training and Development, Robert Blomberg, Rochester Methodist Hospital, Rochester
September 12, 2007
However, most people who go into training have a very different motivation.
They love to share their knowledge and to see others develop and improve. To
become a trainer often means overcoming nerves about standing up and talking.
Training offers huge variety. Most trainers do not want to deliver the same
material every day. They are also keen learners, wanting to expand their
knowledge of the subject they are already experts in. A good trainer will always
aim to learn something new every time they teach
*Ref; How to Become a Professional Trainer, Andrew Knowles, Oct 20, 2009
*Ref: Wells,S. 1999. A new road traveling beyond 360-degree evaluation.HR manager 4:83-91
CHAPTER 5:
RESEARCH
METHODOLOGY
Research Definition
Research is a process in which the researcher wishers to find out the end result
for a given problem and thus the solution helps in future course of action.
1. Descriptive research
2. Explorative research
1. Primary data
2. Secondary data
Closed ended questions: Closed ended questions have no other options other
than the selecting the one that close matches the respondent’s opinion or
attitude.
Ranking questions: These questions are given when there are many points to
be considered and to be ranked in priority.
5.4 POPULATION
5.5SAMPLING METHOD
The required data in this research may be obtained by the sampling method.
Convenience sampling has been used for the purpose of drawing samples from
the population. When population elements are selected for inclusion in the
sample based on the ease of access, it can be called convenience sampling.
The data mainly belongs to primary data. To explain some relevant matters
secondary data were also used. Sources were company reports, websites,
articles etc..,
The tools used are percentage analysis, likert scale and averages. Graphs and
charts are used for presentation.
CHAPTER: 6
DATA ANALYSIS
&
INTERPRETATIO
NS
ANALYSIS AND INTERPRETATIONS
The data available from the questionnaire was classified and tabulated with the
help of tables and figures. The classification and tabulation of each
questionnaire is given below.
INFERENCE
From the above information, about 20% of the respondents have an experience
below 1 year, 30% have an experience of 1-5 years, 26% have an experience of
5-10 years, and 26% have an experience of 10 years.
2. Trainees attended
Table.2
INFERENCE
Table.3
Option No: of respondents (%)Percentage
1 8 16
More than 1 12 24
3 17 34
More than 3 13 26
Total 50 100
Source: primary data
Fig .3: Number of training programmes attended so far
INFERENCE
From the above table it is clear that about 16% of the respondents have attended
at least one training programmes, 24% of the respondents have attended more
than one training programmes, 34% of the respondents have attended three
training programmes and 26% of the respondents have attended more than three
training programmes.
Table.4
Option Opinion (%)Percentage
Yes 43 86
No 7 14
Total 50 100
Source: primary data
INFERENCE
About 86% of the respondents improved their performance and skill after
getting the training and the remaining 14% have not indicated any improvement
as they are not satisfied with current training programme.
Table.4
Training period No: of respondents (%)Percentage
1 month 15 30
4 month 20 40
6 month and above 15 30
Total 50 100
INFERENCE
From the above information, it is inferred that about 30% of the respondents
have attended one month training programme, 40% of the respondents have
attended four months training programme and the remaining 30% have attended
six months and above training programme.
Table.6
Option No: of respondents (%)Percentage
Always 13 26
Frequently 17 34
Less frequently 15 30
Some times 5 10
Total 50 100
Source: primary data
Fig .6: Recommended for training by department head/supervisor
INFERENCE
It is inferred that, 26% of the respondents are always recommended for future
training, 36% of the respondents are frequently recommended for future
training, 20% remaining respondents are sometimes recommended for future
training.
Table .7
Option No: of respondents (%)Percentage
Always 14 28
Frequently 17 34
Less frequently 11 22
Some times 8 16
Total 50 100
Source: primary data
Fig .7: Training opportunities availed
INFERENCE
From the above information, about 28% of the respondents are availing training
programmess themselves always, 34% of the respondents are availing trainings
programmess themselves frequently and 19% of the respondents availing
training programmes themselves sometimes.
Table. 8
INFERENCE
From the above information, about 30% of the respondents are satisfied with the
current training programme, 20% of the respondents are fully satisfied but 20%
of the respondents have no opinion with regard to the quality of training and the
remaining 15% of the respondents are not fully satisfied with the current
training programme .
Table. 9
INFERENCE
It is inferred that, 30% of the respondents agree that the training needs are
always reflected in the organization budget, 20% of the respondents agree that
the training needs are sometimes reflected in the organization budget.
INFERENCE
The above chart showing that, 20% of the respondents agree that the legal
requirements are always considered in training needs. 20% of the respondents
agree that the legal requirements are frequently considered in training needs.
25% of the respondents agree that the legal requirements are sometimes
considered in training needs.
Table.11
INFERENCE
From the above chart, 50% of the respondents agree that employee job skill,
knowledge etc, are always considered while assessing training needs. While the
remaining opines that the job skill, knowledge etc, are sometimes considered
while assessing training needs.
Table.12
INFERENCE
Among the 50 employees surveyed, 40% of the respondents opine that mission,
objectives, cultural changes and customer orientation are always considered in
training needs.30% speak out that it is only frequently considered, 10% are with
view that it is less frequently considered and the rest 20% says that it is
considered only sometimes.
INFERENCE
The table above indicates that, 20% of the respondents are with the view that
Organization’s social responsibilities and respect for diversity are always
reflected in training needs, 30% of the respondents indicates that it is frequently
reflected in training needs, 10% opine that it is less frequently reflected and rest
40% employees outlook is that it is reflected only sometimes.
Table.14
INFERENCE
Among the 50 employees surveyed, 20% of the respondents opine that training
programmes are coordinated through mentoring, 20% of the respondents
opinion is that it is coordinated through preplanning,20% are with the view that
it is coordinated through performance try out, rest 40% says that it is
coordinated through other means
Table.15
INFERENCE
Among 50 employees surveyed, 20% of the respondents are in the view that
cost is considered in the selection of training resources.30% are in the opinion
that cost is considered only frequently, and 10% indicates that is considered less
frequently the rest 40% says that cost considered only sometimes in training
needs.
Table.16
INFERENCE
Among the 50 employees surveyed, 30% of the respondents have come up with
an opinion that some methods are used to track training costs in terms of lost
work time. Rests 70% of them are not aware about any specific methods used
for the same.
INFERENCE
It is inferred that 50% of the respondents are with the view that measurement of
return on investment in training is done by the organization the rest 50% opine
that it is not done by organization
Table.18
INFERENCE
INFERENCE
It is inferred that, 20% of the respondents get the training related information
through circulars; 20% get information about Training programmess through
notice board, 20% are communicated through meeting and rest 40% gets
information through other means.
Table.20
INFERENCE
The table above indicates that, 20% of the respondents say that subscriptions to
professional training and development journals are always maintained and
circulated among department members,30% of the respondents indicate that it is
frequently maintained,10% opine that it is less frequently maintained and rest
40% disclose that it is maintained and circulated only sometimes.
No 15 30
Total 50 100
Source: primary data
INFERENCE
70% of the respondents are of the view that positions within the organization
are accountable for overseeing and coordinating training and development
activities and the rest 30% does not have this view.
Table.22
INFERENCE
Among 50 employees surveyed, 40% of the respondents say that processes are
available for the assessment of organizations immediate training and individual
development needs 60% of the respondents say that assessment is not available.
CHAPTER 4:
FINDINGS
SUGGESTIONS
CONCLUSION
MES COLLEGE OF ENGINEERING Page 64
DEPARTMENT OF MANAGEMENT SCIENCE PROJECT REPORT 2009
7.1 FINDINGS
• It was found that 72% of the employees had shown keen interest in the
training programme organized.
• 86% of the employees have experienced improvement in their
performance due to the training programme attended by them.
• 30% of the employees are of the view that the organization includes
training and development expenses while preparing the organization
budget.
• 50% of the employees are with the view that KSA are always considered
in the assessment of training needs.
• Only 40% of the employees feel that mission, objective and cultural
changes are considered in training needs.
• Only 30% of the employees are satisfied with current training
programme.
• 52% of the employees agree that a proper assessment should be adopted
for periodic measurement of training needs
• 92% of the employees are of the opinion that effective training leads to
quality performance.
7.2 SUGGESTIONS
The above given suggestions will help the organization to fulfill its NABH
standards and make its training programmes more effective
CONCLUSION
BIBILIOGRAPHY
Websites:-
www.google.com
www.wikipedia.com
CHAPTER: 8
ANNEXURE
MES COLLEGE OF ENGINEERING Page 69
DEPARTMENT OF MANAGEMENT SCIENCE PROJECT REPORT 2009
QUESTIONNAIRE
“A study on effectiveness of training and development
programmes for employees in Sreekandapuram Multispeciality
Hospital, Mavelikara, Alappuzha Dt”
The information collected is only for study purpose for my third semester
minor project as part of my MBA course at MES College of Engineering. I
request you to kindly record your responses for the questions given below.
Name: ________________
Sex ; male [ ] female [ ]
Position Title/Role: __________________________
Experience: Below 1Year [ ] 1-5 year [ ] 5-10 year [ ] 10 year [ ]
Yes [ ] No [ ]
Yes [ ] No [ ]
Yes [ ] No [ ]
8.The quality of orientation and training received for your current position in the
Company-
12. Are job skills, knowledge and ability considered in assessing training needs?
13. Are organizational awareness, such as mission, objectives, cultural changes and
customer orientation considered in training needs?
14. Are the organization’s social responsibilities and respect for diversity reflected in
training needs?
16. Are the results of the training programmes monitored and evaluated?
18. Is there a method to track training costs in terms of lost work time?
Yes [ ] No [ ]
Yes [ ] No [ ]
20. Does the organization provide adequate capacity to meet chosen training and
development needs?
Yes [ ] No [ ]
21. To whom are the organization’s immediate and future training and development
needs communicated?
a. How often?
22. How are all training programmes related information communicated to employees?
23. Are subscriptions to professional training and development journals maintained and
circulated among department members?
24. Is there a position within the organization accountable for overseeing and
coordinating training and development activities?
Yes [ ] No [ ]
25. Is there a process for assessing the organization’s immediate training needs and
individual development needs?
Yes [ ] No [ ]
……………………………………….THANK YOU………………………………………....
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