INTRODUCTION

Training can be introduced simply as a process of assisting a person for

enhancing his efficiency and effectiveness to a particular work area by getting more
knowledge and practices. Also training is important to establish specific skills, abilities
and knowledge to an employee. For an organization, training and development are
important as well as organizational growth, because the organizational growth and
profit are also dependent on the training. But the training is not a core of organizational
development. It is a function of the organizational development.

Training is different form education; particularly formal education. The

education is concerned mainly with enhancement of knowledge, but the aims of training
are increasing knowledge while changing attitudes and competences in good manner.
Basically the education is formulated within the framework and to syllabus, but the
training is not formed in to the frame and as well as syllabus. It may differ from one
employee to another, one group to another, even the group in the same class. The reason
for that can be mentioned as difference of attitudes and skills from one person to
another. Even the situation is that, after good training programme, all different type
skilled one group of employees can get in to similar capacity, similar skilled group.
That is an advantage of the trainings.

In the field of Human Resources Management, Training and Development is

the field concern with organizational activities which are aimed to bettering individual
and group performances in organizational settings. It has been known by many names in
the field HRM, such as employee development, human resources development, learning
and development etc. Training is really developing employees’ capacities through
learning and practicing.

Training and Development is the framework for helping employees to develop

their personal and organizational skills, knowledge, and abilities. The focus of all
aspects of Human Resource Development is on developing the most superior workforce
so that the organization and individual employees can accomplish their work goals in
service to customers.

All employees want to be valuable and remain competitive in the labor market

1
at all times, because they make some demand for employees in the labor market. This
can only be achieved through employee training and development. Hence employees
have a chance to negotiate as well as employer has a good opportunity to select most
suitable person for his vacancy.

Employees will always want to develop career-enhancing skills, which will

always lead to employee motivation. There is no doubt that a well trained and
developed staff will be a valuable asset to the company and thereby increasing the
chances of his efficiency in discharging his or her duties.

Trainings in an organization can be mainly of two types; Internal and External

training sessions. Internal training involves when training is organized in-house by the
human resources department or training department using either a senior staff or any
talented staff in the particular department as a resource person.

2
 NEED FOR THE STUDY

HRM a relatively new term, emerged during the 1970`s. Many people continue
to refer to the discipline by its older administration the trend is changing. The term now
a day used in industry cycle is HRM. Coming to the evolution of HRM as a subject, it
may be stated that concern for the welfare of workers in the management of business
enterprises has been in existence since apes. Experts of HRM in our country have tried
to Chronicle the growth of the subject only since the 1920`s. this was the period when
state intervention to protect the interest of workers was felt necessary because of
difficult conditions which followed the first world war, and the emergence of trade
unions. In this study, which is under taken during my project period in Indus Hospital
Healthcare Pvt. Ltd, is an attempt is made to study the TRAINING AND
DEVELOPMENT that are followed in that organization. I framed questionnaires to all
the employees based on the need of my study and analyzed various TRAINING AND
DEVELOPMENT that are followed there.To know the perception or views of
TRAINING AND DEVELOPMENT their importance and to know the facts and also
their opinions about the existing

TRAINING AND DEVELOPMENT in their organization.The study is about

various problems faced by the employees towards the HR practices can be clearly
identified. Therefore this will help to compact to adapt certain HR strategies to
overcome this issue. Resource Development is on developing the most superior
workforce so that the organization and individual employees can accomplish their work
goals in service to customers All employees want to be valuable and remain
competitive in the labor market at all times, because they make some demand for
employees in the labor market. This can only be achieved through employee training
and development. Hence employees have a chance to negotiate as well as employer has
a good opportunity to select most suitable person for his vacancy. Employees will
always want to develop career-enhancing skills, which will always lead to employee
motivation. There is no doubt that a well trained and developed staff will be a valuable
asset to the company and thereby increasing the chances of his efficiency in discharging
his or her duties.Trainings in an organization can be mainly of two types; Internal and
External training sessions. Internal training involves when training is organized

3
in-house by the human resources department or training department using either a
senior staff or any talented staff in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is
mostly organized by training institutes or consultants. Whichever training, it is very
important for all staff and helps in building career positioning and preparing staff for
greater challenges in developing world. However the training is costly. Because of that,
people who work at firms do not receive external trainings most of times. The cost is a
major issue for the lack of training programmes in Sri Lanka. But nowadays, a new
concept has come with these trainings which is “Trainers through trainees”. While
training their employees in large quantities, many countries use that method in present
days to reduce their training costs. The theory of this is, sending a little group or an
individual for a training programme under a bonding agreement or without a bond.
When they come back to work, the externally trained employees train the employees
who have not participated for above training programme by internal training
programmes.

Employers of labor should enable employees to pursue training and

development in a direction that they choose and are interested in, not just in
company-assigned directions. Companies should support learning, in general, and not
just in support of knowledge needed for the employee's current or next anticipated job.
It should be noted that the key factor is keeping the employee interested, attending,
engaged, motivated and retained.

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 OBJECTIVES OF THE STUDY

1. To evaluate the effectiveness of TRAINING AND DEVELOPMENT process in

the organization
2. To identify the technique in TRAINING AND DEVELOPMENTin the
organization.
3. To establish Relationship between TRAINING AND DEVELOPMENT and
satisfaction levels.
4. To find out the employee expectations.
5. To make recommendations to these organization in order to increase the
efficiency and effectiveness of its human resource.

5
 METHODOLOGY OF THE STUDY

Methodology is scientific and systematic search for information on specific

topic. The reliability of management decisions depend upon the quality of the data.

Basically we have two types of data:

1. Primary data

2. Secondary data

Data collection:

Primary sources:

Responses collected with the help of the Questionnaire administrated to the

employees and management of Indus Hospital Health Care Pvt. ltd is the main primary
source of data for this research work.

The primary data are collected in three phases:-

In the first phase,

The purpose and objectives of the study are explained to them and
requested to go through the schedule thoroughly.

In the second phase,

Doubts of the respondents about the contents of the schedule, if any are clarified.

In the third phase,

The filled in schedules are collected from the respondents by holding further discussions
to elicit additional information.

SECONDARY SOURCES:

6
 The secondary data is collected from various sources available with the
organization like

➢ Organizations websites
➢ Newspapers and magazines
➢ Organizational literature
➢ Library books
➢ Journals, bulletins
➢ Annual reports

The data is very useful because the organization’s back ground and its objectives
can be known from these sources itself.

In addition to these, several structured interviews and unstructured interviews,

have also been conducted with experts on the subject and also a number of persons who
are connected in one way or other either directly or indirectly to know about the
performance appraisal levels of the employee

Sample frame

The sample size was put to 100 chosen from various functional areas of the
organization.

The simple random sampling system has been followed to select employees of
Indus Hospital Health Care Pvt. Ltd, in Visakhapatnam.

7
TOOLS FOR DATA COLLECTION

A scheduling with a set of questions were constructed and administered to the

sample employees of the organization to elicit information relating to the TRAINING
AND DEVELOPMENT in Indus Hospital in Visakhapatnam

TOOLS FOR ANALYSIS

⦁ The interview schedule method is used for gathering data, which are relevant
for the study conducted among various categories of employees. Indus
Hospital in Visakhapatnam.

⦁ The data collected through the schedules from primary sources have been
processed and the results are analyzed on the basis of percentages

8
 LIMITIATIONS OF THE STUDY

⦁ The study was limited to the TRAINING AND DEVELOPMENT held in Indus
Hospital in VSP

⦁ In depth analysis was not made due to limited availability of time.

⦁ The responses obtained as a result of survey may not true,they may be a chances
of bias of the respondent answer.

9
 INDUSTRY PROFILE

In the healthcare industry, as in most other service industries, the interaction

between patients and healthcare service providers (professionals and other employees)
is an integral part of the service process (Conway &Will cocks 1997, Benbassat&
Tarragon 1998). Health Care Organizations should be encouraged to take the role of the
patient into consideration in the healthcare service process, and in order to achieve high
quality service (White 1999) respond to patients’ needs and expectations. Another issue
that is likely to challenge HCO management is the central role played by employees in
Service quality achievement.

White (1995) reported cooperation between employees and managers as the key
to providing high quality care, because it can compensate for the constraints imposed by
cost containment and managed care. In pursuit of this objective, management might
seek to implement progressive HRM practices that encourage service oriented behavior
and show concern for employees’ organizational and personal needs.

History, Growth and Classification of Hospitals in India:

Since Independence, India has achieved remarkable progress in social, political

and economic fields. After the liberalization, this progress has been given further fillip,
and been recognized by the advanced countries. In the area of medical science too,
commendable progress has been made during this period. Unfortunately, however,
hospital administration has lagged far behind. Even the most sophisticated and the so
called modern hospitals in India continue to be governed by the stereotyped system of
hospital administration, viz. appointing the senior-most doctor as the Medical
Superintendent. He is entrusted with the responsibility of the entire administration of
the hospital, irrespective of whether or not he has undergone any formal (or even
informal)training in hospital administration. Times have changed and specialization has
become the order of the day. It is, therefore, imperative to have separate specialists for
general administrative and human resource functions in hospitals.

Secondly, with the tremendous expansion in health services, it has become

essential to have specialists or experts not only in these two fields, but also in other
fields of hospital administration, so that maximum efficiency can be achieved at the

10
minimum cost. Thirdly, the rapidly rising number of patients and the inadequate
expansion of hospitals and medical services have thrown the hospital administration
machinery completely out of gear. Hence, the need for better planning, organizing,
staffing, coordinating and controlling hospitals can hardly be over emphasized. Hospital
administration can no longer be left to continue in the hands of a person who is 'Jack-of
all trades' and 'master-of-none'.

In the past, hospitals could, perhaps, afford the luxury of being un business like
and of adopting hit-and-miss methods management as a number of philanthropists made
huge donations to meet the ever-rising deficit in hospital budgets. Similarly, in the field
of human resource management, as long as the salary budget comprised only a small
portion of the total budget, hospital administration could afford to neglect the
introduction of scientific and progressive principles of human resource management.
But they can no longer afford to do so as salary and wages now represent 65 per cent or
more of the total hospital budget. Let us examine a few definitions of the term 'hospital'.
The word 'hospital' is derived the Latin word hospitals which comes from hopes,
meaning a host. The English 'hospital' comes from the French word hospital, as do the
words 'hostel' and ‘hotel’, “all originally derived from Latin. The three words, hospital,
hostel and hotel, although derived from Latin. The three words, hospital, hostel and
hotel, although derived from the for the study of diseases and for the training of doctors
and nurses.” same source, are used with different meanings. The term 'hospital' means
an establishment for temporary occupation by the sick and the injured·

Today hospital means an institution in which sick or injured persons are treated.
A hospital’s different from a dispensary - a hospital being primarily an institution where
in patients are received and treated while the main purpose of a dispensary is
"distribution of medicine and administration of outdoor relief. Dorland's Illustrated
Medical Dictionary defines a hospital as ‘an institution suitably located, constructed,
organized, staffed to supply scientifically, economically, efficiently and unhindered, all
or any recognized part of the complex requirements for the prevention, diagnosis and
treatment of physical, mental and the medical aspects of social ills; with functioning
facilities for training new workers in many special professional, technical and
economical fields, essential to the discharge of its proper functions, and with adequate
contacts with physicians, other hospitals, medical schools and all accredited health

11
agencies engaged in the better-health programme.’ A hospital in Steadman's Medical
Dictionary is defined as, “an institution for the care, cure and treatment of the sick and
wounded, Blackstone’s New Gould Medical Dictionary (McGraw-Hill, New York, 1956,
p. 560) ‘Describes a hospital as an institution for medical treatment facility primarily
intended, appropriately staffed and equipped to provide diagnostic and therapeutic
services in general medicine and surgery or in some circumscribed field or fields of
restorative medical care, together with nursing care and dietetic service to patients
requiring such care and treatment.’

According to the Directory of Hospitals in India, 1988,‘A hospital is an

institution which is operated for the medical, surgical and/or obstetrical care of
in-patients and which is treated as a hospital by the Central/state government! Local
body/private and licensed by the appropriate authority.’ A close analysis of the above
definitions reveals that no single definition is perfect in defining a modern hospital and
its multifarious services. Dorland's definition is comprehensive but fails to visualize
rehabilitative and follow-up aspects. Steadman's Definition is very simple and, to a
great extent, highlights all the essential services. The definition given in the Directory
of Hospitals in India, 1988 is also very simple but too, short to cover all the aspects of a
hospital. . On the basis of the above definitions, we can evolve a comprehensive
definition of a hospital, highlighting all the essential services provided by a modern
hospital:

A modern hospital is an institution which possesses adequate accommodation

and well - qualified and experienced personnel to provide services of curative,
restorative and preventive character of the highest quality possible to all people
regardless of race, Color, creed or economic status; which conducts educational and
training programmes for the personnel particularly required for efficacious medical care
and hospital service; which conducts research assisting the advancement of medical
service and hospital services and which conducts programmes in health education’.

Modern hospitals are open 24 hours a day. Their personnel render services for
the cure and comfort of patients. In the operation theatre, skilled surgeons perform
lifesaving surgery. In the nursery, new-borne receive the tender care of trained nurses. In
the laboratory, expert technicians conduct urine, stool, and blood tests, vital to the battle
against disease. In the kitchen, cooks and dieticians prepare balanced meals that

12
contribute to the patient's speedy recovery.

Complexity of Hospital Industry

Though Hospitals have been compared to industry, there is a distinct difference.

The product of a hospital is service to people provided by its personnel with a variety of
skills. The nature of the demand for Hospital services is also distinctive to the hospital –
as admission to the hospital for services is need driven. The patient leaves his home,
family, friends, his work place, and his way of life for a new environment i.e. the
Hospital l where he becomes one of the many. He is housed with strangers and carries
out several intimate functions in their presence. Moreover, he encounters the different
hospital personnel performing different functions.

Features of Hospital: Peculiarities associated with hospitals:

1) Vast range of services: It includes medical research, improved surgical techniques,

knowledge and application of newer fields.

2) Changing Patient Profile: Consist of different types of diseases requiring wide range
of services.

3) High Cost: Both these factors have resulted in steep increase in expenditure for
starting and running a hospital.

4) Increasing Use of sophisticated equipment: Sophisticated equipment increases the

cost of operating.

5) Critical role of employees: Hospitals are labor intensive. Good quality health care
requires expert and experienced medical and paramedical staff.

6) Public Perception of Medical Services: Public continues to look upon hospitals as

institutions meant to provide their services to the society as cheaply as possible.

7) Need for Innovative Financing:

Classification of Hospitals

Hospitals have been classified in many ways. The most commonly accepted
criteria for the classification of the modern hospitals are: (a) length of stay of patients

13
(long-term or short-term), (b) clinical basis, and (c) ownership control basis. The
following is a discussion on the third aspect.

Classification According to Ownership/Control

On the basis of ownership or control, hospitals can be divided into four

categories, namely, public hospitals, voluntary hospitals, private nursing homes and
corporate hospitals.

Public hospitals: Public hospitals are those run by the Central Government, state
Governments or local bodies on non-commercial lines. These hospitals may be general
Hospitals or specialized hospitals or both. General hospitals are those which provide
Treatment for common diseases, whereas specialized hospitals provide treatment for
Specific diseases like infectious diseases, cancer, eye diseases, and psychiatric ailments
etc. General hospitals can diagnose patients suffering from infectious diseases, but refer
them to infectious disease hospitals for hospitalization, as general hospitals are not
licensed to treat infectious-disease patients.

Voluntary hospitals: Voluntary hospitals are those which are established and
incorporated under the Societies Registration Act, 1860 or Public Trust Act, 1882 or any
other appropriate Act of the Central or state government. They are run with public or

Private funds on a non-commercial basis. No part of the profit of the voluntary

hospital goes to the benefit of any member, trustee or to any other individual. Similarly,
no member, trustee or any other individual is entitled to a share in the distribution of
any of the, corporate assets on dissolution of the registered society. A board of trustees,
usually comprising prominent members of the community and retired high officials of
the

Government manages such hospitals. The board appoints an administrator and

medical director to run such voluntary hospitals. These hospitals spend more on patient
care than what they receive from the patients. There is, of late, a trend among voluntary
hospitals to charge reasonably high fees from rich patients and very little from poor
patients. Whatever they earn from the rich patients of the private wards, spend on the
patients of general wards. However, the main sources of their revenue are public and
private donations, and grants-in-aid from the Central Government, the state

14
government, and from philanthropic organizations, both national and international.
Thus, voluntary hospitals run on a 'no profit, no loss' basis.

P group of doctors. They admit patients suffering from infirmity, advanced age, illness.
injury, chronic disability, etc., or those who are convalescing, but they do not admit
patients suffering from communicable diseases, alcoholism, drug-addiction or mental
illness. There is, however, no uniform definition for nursing homes. The phrase may
refer to out-of-homecare facilities that offer a range of services similar to many found in
a hospital. These nursing homes are run on a commercial basis. Naturally, the ordinary
citizen cannot usually afford to get medical treatment there. However, these nursing
homes are becoming more and more popular due to the shortage of government and
voluntary hospitals. Secondly, wealthy patients do not want to get treatment at public
hospitals due to long queues of patients and the shortage of medical as well as nursing
staff leading to lack of medical and nursing care.

Corporate hospitals: The latest concept is of corporate hospitals which are public
limited companies formed under the Companies Act. They are normally run on
commercial lines. They can be either general or specialized or both.

(i) General hospital: All establishments permanently staffed by at least two or more
medical

Officers, which can offer in-patient accommodation and provide active medical and
nursing care for more than one category of medical discipline (e.g. general medicine
general surgery, obstetrics).

(ii) Rural hospital :Hospitals located in rural areas (classified by the Registrar General
of India) permanently staffed by at least one or more physicians, which offer in-patient
accommodation and provide medical and nursing care for more than one category of
medical discipline (e.g. general medicine, general surgery and obstetrics).

iii) Specialized hospital: Hospitals providing medical and nursing care primarily for
only one discipline or specific diseases (e.g. tuberculosis, ENT, eyes, leprosy,
orthopedic, pediatrics, gynecological, cardiac, mental, cancer, infectious disease, and
venereal diseases). The specialized departments, administratively attached to a general
hospital and sometimes located in an annex or separate ward, may be excluded and their

15
beds should not be considered in this category of specialized hospitals.

(iv) Teaching hospital: A hospital to which a college is attached for medical/dental

education.

(v) Isolation hospital: This is a hospital for the care of persons suffering from infectious
diseases requiring isolation of the patients.

(vi) Tertiary hospital: States and Central Governments set up tertiary hospitals in their
capitals where referred patients are treated such as AIIMS, New Delhi, P.G.I.
Chandigarh, Sanjay Gandhi,P.G.I., Lucknow, etc.

Types of Management

(i) Central Government / Government of India: All hospitals administered by the

Government of India, viz. hospitals run by the railways, military/ defense, mining/ESI/
Post & Telegraphs, or public sector undertakings of the Central Government.

(ii) State government: All hospitals administered by the state union Territory
government authorities and public sector undertakings operated by states/UTs, including
the police, jail, canal departments and others.

(iii) Local bodies: All hospitals administered by local bodies, viz. the municipal
corporation, municipality, zilaparishad, panchayat.

(iv) Private: All private hospitals owned by an individual or by a private organization.

(v) Autonomous body: All hospitals established under a special Act of Parliament/ state
legislation and funded by the central/state government Union Territory, e.g. AIIMS
(New Delhi).

(vi) Voluntary organization: All hospitals operated by a voluntary body/a trust/

charitable society registered or recognized by the appropriate authority under Central/
state government laws. This includes hospitals run by missionary bodies and
co-operatives.

(vii) Corporate body: A hospital runs by a public limited company. Its shares can be
purchased by the public and dividend distributed among its shareholders.

16
Functions of the Hospital:

1. To provide care for the sick and injured: This can be done by accommodating them
according to their physical condition and financial status. When we talk of physical
condition, we mean that some patients are seriously ill and require admission in
Intensive Care Unit while others are not so seriously ill and can be' accommodated
elsewhere (e.g. in deluxe room, single room with AC and without AC, semi-private
room and general ward)according to their financial status. There may be some patients
who may require isolation. In that case, they should be kept in isolated rooms, but the
building should be kept always in a good state of repair, pleasing appearance and
providing the patient every mental and physical comfort. In every hospital, there should
be sufficient diagnostic and treatment facilities available such as medical laboratory,
X-ray, ultrasound, MRI and CT scan for diagnosis, and operation theatre for surgery,
labor Room for delivery, nursery for children, physical therapy for rehabilitation of
patients, so That they may be properly treated.

2. Training of physicians, nurses and other personnel: They receive their training in both
theory and practice in approved schools and colleges. Therefore, a hospital being a
complex and specialized organization must employ highly trained personnel so that
they may train others. Particularly in the branch of medical and paramedical education,
different associations/councils play very important roles. They make surveys of
hospitals and accord their approval. Only these approved hospitals can provide training
in medicine, nursing, dietetics, pharmacy, physiotherapy, administration, medical social
work, medical record library, X-ray and medical record technology, etc. Capable boys
and girls should be attracted to such courses as a career which offers them
fairremuneration, opportunities for self-development and reasonable security.

3. Prevention of disease and promotion of health: It is the duty of the hospital to

cooperate with the government agencies. They can treat patients of communicable and
non-communicable diseases, notify to the recognized authorities of any communicable
disease of which it has knowledge, assist in vaccination programmes of the government,
etc.

4. Advancement of research in scientific medicine: In light of the broad social

responsibility for maintaining and restoring the health, it is an important function, but

17
no hospital is permitted to do direct experiments on patients. It must resort to necessary
tests in laboratories and on animals. They can do so by making observations of
functions of the body in health and in disease but they will have to main clinical record
of patients accurately for which they have to engage qualified trained medical record
technicians who will preserve the record in such a manner that it can be made available
for study at any time to physicians and surgeons.

Private Nursing Homes: Private nursing homes are generally owned by an individual
doctor or a Group of doctors. They admit patients suffering from infirmity, advanced
age, illness. Injury, chronic disability, etc., or those who are convalescing, but they do
not admit patients suffering from communicable diseases, alcoholism, drug-addiction or
mental illness. There is, however, no uniform definition for nursing homes. The phrase
may refer to out-of-homecare facilities that offer a range of services similar to many
found in a hospital. These nursing homes are run on a commercial basis. Naturally, the
ordinary citizen cannot usually afford to get medical treatment there. However, these
nursing homes are becoming more and more popular due to the shortage of government
and voluntary hospitals. Secondly, wealthy patients do not want to get treatment at
public hospitals due to long queues of patients and the shortage of medical as well as
nursing staff leading to lack of medical and nursing care.

Corporate hospitals: The latest concept is of corporate hospitals which are public
limited companies formed under the Companies Act. They are normally run on
commercial lines. They can be either general or specialized or both.

(i) General hospital: All establishments permanently staffed by at least two or more
medical Officers, which can offer in-patient accommodation and provide active medical
and nursing care for more than one category of medical discipline (e.g. general
medicine general surgery, obstetrics).

(ii) Rural hospital :Hospitals located in rural areas (classified by the Registrar General
of India) permanently staffed by at least one or more physicians, which offer in-patient
accommodation and provide medical and nursing care for more than one category of
medical discipline (e.g. general medicine, general surgery and obstetrics).

iii) Specialized hospital: Hospitals providing medical and nursing care primarily for

18
only one discipline or specific diseases (e.g. tuberculosis, ENT, eyes, leprosy,
orthopedic, pediatrics, gynecological, cardiac, mental, cancer, infectious disease, and
venereal diseases). The specialized departments, administratively attached to a general
hospital and sometimes located in an annex or separate ward, may be excluded and their
beds should not be considered in this category of specialized hospitals.

(iv) Teaching hospital: A hospital to which a college is attached for medical/dental

education.

(v) Isolation hospital: This is a hospital for the care of persons suffering from infectious
diseases requiring isolation of the patients.

(vi) Tertiary hospital: States and Central Governments set up tertiary hospitals in their
capitals where referred patients are treated such as AIIMS, New Delhi, P.G.I.
Chandigarh, Sanjay Gandhi, P.G.I., Luck now, etc.

The health Indus industry or health profession treats patients who are injured,
sick, disabled or infirm. The delivery of modern health Indus depends on an expanding
interdisciplinary team of trained professionals.

For purpose of finance and management, the healthIndus industry is typically

divided into several groups and sectors. The global industry classification standard and
the industry classification benchmark divide the industry into vtwo main groups

⦁ Health Indus equipment & services

⦁ Pharmaceuticals, biotechnology & related life sciences.

Health Indus equipment and services comprise companies that provide medical
equipment, medical supplies & health Indus such as hospitals, home health Indus
providers & nursing homes. The second industry group companies that produce
biotechnology, Pharmaceuticals and miscellaneous scientific services.

The art of health Indus in India can be traced back nearly 3500 years. From the
early days of Indian history the Ayurvedic tradition of medicine has been practiced.
During the rule of Emperor Ashoka Maurya(3rd century BCE) Schools of learning in the
healing arts were created. Even today many of these continue to be used. During his
reign there is evidence that

19
Emperor Ashoka was the 1st leader in the world history to attempt to give health Indus to
all of his citizens, Thus it was the India of antiquity which was the 1st state to give its
citizens national health Indus.

The industry is one of the world’s largest & fast-growing industries.

Consuming over 10% of GDP of most developed nations, health Indus can form an
enormous part of a countries economy. In 2003, health Indus costs paid to hospitals,
Physicians, Nursing homes, Diagnostic Laboratories, Pharmacies, Medical device
manufacturers and other components of the health Indus system, consumed 15.3% of
GDP of US, the largest of any country in the world. For US, the health shares of GDP is
expected to hold steady in 2006 before resuming its historical upward trend, reaching
19.6% of GDP by 2016. In 2001, for the OECD countries the average was 8.4% with the
US(13.9%), SWITZERLAND(10.9%) AND Germany(10.7%) being the top three.

US health Indus expenditures totaled US$2.2 trillion in 2006. According to

health Affairs, USD$7,498 be spent on every woman, man and child in the US in
2007,20% of all spending. Costs are projected to increase to $12,782 BY 2016.

Hospital industry is an important component of the value chain in Indian

HealthIndus rendering services and recognized as healthIndus delivery segment of the
healthIndus industry, which is growing at an annual rate of 14%. The size of the Indian
HealthIndus industry is estimated at Rs.1,717 billion in 2007. It is estimated to grow by
2012 to Ts.3,163 billion at 13% CAGR. The private sector accounts for nearly 80% of
the healthIndus market, while public expenditure accounts for 20%. The country had
2005 hospitals, which had 8.75 lakh hospitals beds.

According to the WHO report, India needs to add 80,000 hospital beds each year
for the next 5 years to meet the demands of its growing population. Newfound
prosperity of many Indian households is spurring demand for high- quality medical
Indus, transforming the healthIndus delivery sector into a profitable industry. Medical
tourism is changing the face of traditional HealthIndus industry in India. India’s
excellence in the field of modern medicine and its ancient methods of physical ans
spiritual wellbeing make it the most favourable destination for good health and peaceful
living. India’s cost advantage and explosive growth of private hospitals, equipped with
latest technology and skilled healthIndus professionals has made it a preferred

20
destination for medical tourism. According to ministry of Commerce and Industry,
Indian medical tourism that was valued at US$350 million in 2006, is estimated to grow
into a US$2 billion industry by 2012.

The above background initiated need for a comprehensive industry insight on

Hospital Industry. Overview of the hospital industry in India with a brief preamble of
global healthIndus and hospital industry is discussed in the beginning along with its
classification according to its objective, Ownership and system of medicine.
Application of technology, growth drivers, issues and challenges, regulatory
environment and most importantly quality control and accreditation is discussed in total
10 chapters. The report will be useful for various international investors interested in
hospital industry in India, entrepreneurs for setting up hospitals or hospitals in
expansion mode, other components of value chain in healthIndus contemplating to enter
into healthIndus delivery, banking sector and students enrolled in healthIndus/Hospital
management.

The Indian health Indus industry is seen to be growing at a rapid pace and is
expected to become US$280 billion industry by 2020. The Indian healthIndus market
was estimated at US$35 billion in 2007 and is expected to reach over US$70 billion by
2012 and US$145 billion by 2017.According to the investment commission of India the
healthIndus sector has experienced phenomenal growth of 12% per annum in the last 4
years. Rising income levels and a growing elderly population are all factors that are
driving the growth. In addition, changing demographics, disease profiles and the shift
from chronic to lifestyle in the country has led to increased spending on healthIndus
industry.

Even so, the vast majority of the country suffers from a poor standard of
healthIndus infrastructure which has not kept up with the growing economy. Despite
having centres of excellence in healthIndus delivery, These facilities are limited and are
inadequate in meeting the current healthIndus demands. Nearly 1 million Indians die
every year due to inadequate healthIndus facilities and 700 million people have no
access to specialist Indus and 80% of specialists live in urban areas.

In order to meet manpower shortages and reach world standards India would
require investments of up to$20 billion over the next 5 years.40% of the primary health

21
centres in India are understaffed. According to WHO statistics there are over 250
medical colleges in the modern system of medicine and over 400 in the Indian system
of medicine and homeopathy (ISM&H). India produces over 250,000 doctors annually
in the modern system of medicine and a similar number of ISM&H practioners, nurses
and para professionals. Better policy regulations and the establishment of public private
partnerships are perceived organizational suppressible solutions to the problem of
manpower shortage.

India faces a huge need gap in terms of availability of number of hospital beds
per 1000 population. With a world average of 3.96 hospital beds per1000 population
India stands just a little over 0.7 hospital beds per 1000 population. Moreover, India
faces a shortage of doctors, nurses and paramedics that are needed to propel the
growing healthIndus industry. India is now looking at establishing academic
medicalcentre(amcs) for the delivery of higher quality Indus with leading examples of
the Manipal Group & All Indian institute of Medical Sciences(AIIMS) already in place.

As income rise and the number of available financing options in terms of health
insurance policies increase, consumers become more and more engaged in making
informed decisions about their health and are well aware of the costs associated with
those decisions. In order to remain competitive, healthIndus providers are now not only
looking at improving operational efficiency but are also looking at ways of enhancing
patient experience overall.

India has approximately 600,000 allopathic doctors registred to practice

medicine. This number however, is higher than the actual number practicing because it
includes doctors who have emigrated to other countries as well as doctors who have
died. India licenses 18,000 new doctors a year.

Innovative models for bringing a change in the present state of delivery of

healthIndus services in India now include the systems enabled by the advances in
healthIndus information technology

Some primary examples of such models are PACS, RIS, telemedicines and
teleradiology. These models assist in increasing the reach of healthIndus services to the
needy populauce and also help in establishing a distinct but effective consultant-patient

22
relationship. With increasing population requiring quality healthIndus delivery,
provision of equal and effective healthIndus facilities is an intricate task.Effective
results can be obtained with the integration of medical infrastructure and
inter-organizational healthIndus services with information and communication
technologies.

There has been an escalation in the number of diagnostic centres, and super
speciality/single speciality hospitals which provide diagnostic equipment like CT and
MRI. The escalation has also percolated to the rural areas as well as to the tier I and II
cities. Getting expert consultataions ad reporting remains a challenge. Also, 2nd opinions
are a necessity in critical and complicated cases. Teleradiology helps solve these
problems by getting expertise and 2nd opinions from consultants locate worldwide,
thereby leading a detailed diagnosis and hence providing improved and enhanced
healthIndus.

In fields of medical imaging and diagnostics, PACS provide economical storage,

rapid image retrieval, ease of image access from multiple modalities, and concurrent
access to images from different locations. Digital transmission of electronic images
which are DICOM complaint and reports vis PACS the manual work of filing, retrieving
and transporting images.

PACS being one of the rapidly evolving domains in the present healthIndus
scenario is one of the strategic enablers to improve quality & manage costs. Addressing
the higher productivity goals in healthIndus streams while enabling efficient
decision-making and improved quality of patient Indus, reasonable rate of returns with
fewer costs, should be featured in any PACS to be utilized. Hassle-Free integration with
the existing modalities of CT/MRI as well as with the existing HIS & RIS systems along
with meeting the compatibility and compliances issues like HIPAA and HL7 have to be
addressed with due diligence. User training also raises the efficiency of the ACS in th
long run and brings an earlier payback. Also, to ensure minimal disruption and
downtime, maintenance and troubleshooting should be periodical and preventive, an

23
effective PACS administrator usually solve these problems. Upgradation and revamp
processes are also critical for hosting the improvements in the existing systems. The
issues of upgrading or switching vendors due to the obsolescence or inadequate
performance have to be approximately addressed.

With more and more users of these innovations in information and

communications technologies and their integration with the healthIndus systems, soon
the healthIndus milieu is going to become a filmless environment with effective
utilization of its time and costs, thereby improving patients Indus.

Critics say that the national policy lacks specific measurers to achieve broad
stated goals. Particular problems include the failure to integrate health services with
wider economic and social development, the lack of nutritional support and sanitation
and the poor participatory involvement by the local level.

Central government efforts at influencing public health focused on the v5 year

plans, on coordinated planning with the states, and on sponsoring major health
programs. Government expenditures are jointly shared by the central & state
governments. Goals and strategies are set through central-state government
consultations of the central council of health and family welfare. Central government
efforts are administrated by the ministry of health and family welfare, which provides
both administrative and technical services and manages medical education. States
provide public services and health education.

The 1983 National Health policy is committed to providing health services to all
by 2000. In 1983 health Indus expenditures varied greatly among the states and union
territories, from Rs.13 per capita in Bihar to Rs.60 Per capita in Himachal Pradesh, and
Indian per capita expenditure was low when compared with other Asian countries
outside of South Asia. Although government health Indus spending progressively grew
throughout the 1980s, such spending as a percentage of the gross national product(GNP)
remained fairly constant. In the meantime, health Indus spending as a share of total
government spending decreased. During the same period, private sector spending on
health Indus was about 1.5 times as much as government spending.

In the mid-1990s, health spending amounted to 6% of GDP, one of the highest

24
levels among developing nations. The established percapita spending is around Rs.320
per year with the major input from private households(75%). State governments
contribute 15.2% the central government 5.2% third-party insurance and employers
3.3% and municipal government 5and foreign donors about 1.3 according to a 1995
World Bank study. Of these proportions 58.7% goes toward primary health Indus
(curative, preventive and promotive) and 38.8% is spent on secondary and tertiary
inpatient Indus. The rest goes for non service costs.

The 5th (1974-78) and 6th five year plans and (1980-84) included programs to
assist delivery of preventive medicine and improve the health status of the rural
population. Supplemental nutrition programs and increasing the supply of safe drinking
water were high priorities. The 6th plan aimed at training more community health
workers and increasing efforts to control communicable diseases. There were also
efforts to improve regional imbalances in the distribution of health Indus resources.

The seventh five-year plan (1985-89) budgeted Rs.33.9 billion for health, an
amount roughly double the outlay of the sixth plan. Health spending as a portion of total
plan outlays, however had declined over the years since the first plan in 1951, from a
high of 3.3% of the total plan spending in FY 1951-55 to 1.9% of the total for the
seventh plan. Mid-Way through the eight five-year plan (1992-96), however health and
family welfare was budgeted at Rs.20 billion or 4.3% of the total plan spending for FY
1994, with an additional Rs.3.6 billion in the non-plant budget.

Health Indus facilities and personnel increased substantially between the early
1950s and early 1980s, but because of fast population growth, the number of licensed
medical practioners 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 10
hospital beds per 10,000 individuals. For comparison, in China there are 1.4 doctors per
1000 people.

Primary health centres are the cornerstone of the rural health Indus system. By
1991, India had about 22,400 primary health centres, 11,200 hospitals and 27,400
clinics. These facilities are part of a tiered health Indus system that funnels more
difficult cases into urban hospitals while attempting to provide routine medical Indus to
the vast majority in the countryside. Primary health centres and sub centres rely on

25
trained paramedics to meet most of their needs. The main problems affecting the
success of primary health centres are the predominance of clinical and curative
concerns over the intended emphasis on preventive work and the reluctance of staff to
work in rural areas. In addition, the vintegration of health services with family planning
programs often causes the local population to perceive the primary health centres as
hostile to their traditional preference for large families. Therefore, primary health
centres often play an adversarial role in local efforts to implement national health
policies.

According to data provided in 1989 by the Ministry of Health and family

Welfare, the total number of civilian hospitals for all states and union territories
combined was 10,157. In 1991 there was a total of 811,000 hospital and health Indus
facilities beds. The geographical distribution of hospitals varied according to local
socio-ecnomic conditions. In India’s most populous state, Uttar Pradesh in 1991 with
139 million population, there were 735 hospitals as of 1990. In kerla, with 29 million in
1991 occupying an area only one-seventh the size of Uttar Pradesh there were 2,053
hospitals.

Although central government has set a goal of health Indus for all by 2000,
hospitals are distributed unevenly. Private studies of India’s total number of hospitals in
the early 1990s were more conservative than official Indian data, estimating that in
1992 there were 7,300 hospitals. Of this total, nearly 4,000 were owned and managed by
central state or local governments. Another 2,000 owned and managed by charitable
trusts received partial support fro the government and the remaining 1300 hospitals,
many of which were relatively small facilities, were owned and managed by the private
sector. The use of state-of-the-art medical equipment was primariliy limited to urban
centres in the early 1990s. AQ network of regional cancer diagnostic and treatment
facilities was being established in the early 1990s in major hospitals that were part of
government medical colleges. By 1992 22 such centres were in operation. Most of the
1300 private hospitals lacked sophisticated medical facilities, although in 1992
approximately 12% possessed state-of-the-art equipment for diagnosis and treatment of
all major diseases, including cancer. The fast pace of development of the private
medical sector and the burgeoning middle class in the 1990s have led to the emergence
of the new concept in India of establishing hospitals and health Indus facilities on a

26
for-profit basis.

By the late 1980s there were approximately 128 medical colleges-roughly three
times more than in 1950. These medical colleges in 1987 accepted a combined annual
class of 14,166 students. Data for 1987 show that there were 320,000 registered medical
practitioners and 219,300 registered nurses.

A health Indus provider or health professional is an organization or person who

delivers proper health Indus in a systematic way professionally to any individual in need
of health Indus services.

Today the health Indus industry is considered as one of the largest industries
throughout the world. And this health Indus industry includes thousands and thousands
of hospitals, institutions which will provide primary, secondary and tertiary level of
Indus. To deliver this Indus, these health Indus industries require health Indus workers,
and among these health Indus workers most of them will be nurses busy in providing
Indus to each and every patient in all aspect.And it has been seen that throughout the
decades the health Indus workers i.e. nurses have manually adjusted hospital
equipments and repetitive manual handling human loads is a physically challenging job
and it often causes work related musculoskeletal disorders or other injuries.

COMPANY PROFILE

Indus Hospital group with two decades of experience in healthcare sector is

coming up with a multi super specialty hospital at the commercial capital of India,
Mumbai. Centrally located at Andheri East just 2 km away from the International
airport it is well connected locally through Bus and Train transport.

Spread over 17acres of thick green campus area & designed as per the
specifications of international quality organizations. It is a 1500 bedded hospital
planned on 2 million soft built up area, making it one of the largest healthcare providers
in private sector in Asia. Hospital provides underground parking facility for more than

27
1500 cars, 300 residential apartments for doctors and staff and hostels for junior doctors
and nurses and technicians are provided with in the campus. It will cater to all primary,
secondary and tertiary Medical/Surgical care needs.

Hospital has an efficiently planned infrastructure comprising of 120 outpatient

clinics, state of the art diagnostics, 36 Operation Theatres, 300 critical care beds and
with a variety of comfortable In-Patient Rooms. The Operation Theatre complex is
designed as ultra clean rooms as per the highest international standards and is equipped
with the most modern equipments. 300 critical care beds are for providing the best
quality care in both medical and surgical needs. An exclusive floor is designed with 100
luxury suite rooms dedicated for international medical tourists and VIPs.

Indus Hospital had been set up almost two decades back with the aim to provide
quality healthcare to the people in Visakhapatnam and its adjoining areas.
Visakhapatnam is a beautiful city located on coastal Andhra Pradesh. It is not only a
major port on the East Coast of India for both merchant and Indian Navy, but also a
major industrial centre.

Visakhapatnam is rich in natural beauty with its pristine long stretched beaches
and green hilly terrain, and charms anyone who comes to visit with its simplicity.

Indus Hospital is situated on a panoramic hillock called Rockdale Layout in the

heart of the city very accessible from the airport and railway station. It is a healthcare
landmark and a household name for quality healthcare to more than 50 million people
across six states - Andhra Pradesh, Orissa, Chhattisgarh Jharkhand, and parts of West
Bengal and Bihar.

Indus Hospital was set up with a holistic approach towards patient care based on
ethics, quality care and professionalism backed by competitive prices. It prides itself on
quality in terms of design, patient care, 60 specialists, 600 paramedical and general staff
and unmatched international quality infrastructure facilities.

Facilities under one roof:

It is the first hospital in the 500-km radius to include all facilities of medicine
under one roof. It is equipped with Gamma Camera for nuclear imaging studies and also

28
has life saving devices including Ventilators, Central Oxygen, Suction, Defibrillators
and Monitors.

The disciplines of medicines covered in the hospital are:

General Surgery, Internal Medicine, Obstetrics & Gynecology, Pediatrics,

Neonatology, Ear-Nose-Throat, Dental Surgery, facial Maxillary, Ophthalmology,
Anesthesiology, Cardiology, Pulmonary Medicine, Cardio Thoracic Surgery,
Gastroenterology, Surgical Gastroenterology, Laparoscopic Surgery, Neurology, Nero
Surgery, Nephrology, Renal Dialysis, Urology, Endocrinology, Plastic Surgery, Nuclear
Medicine and Surgical Oncology.

Emergency:

Indus Hospital has a 4-bedded Emergency Room with attached mini operating
theater is equipped monitors and life saving devices like defibrillator, central oxygen,
suction and ventilators.

Critical Care :

The Critical Care Units at Indus Hospital are divided into specialty care units.
These units are for the patient who requires continuous, comprehensive, and detailed
intensive care because of the critical nature of the patient's disease or illness. At Indus
Hospital we offer the best available intensive care units:

• Acute Medical Care Unit - 22 beds

• Intensive Coronary Care Unit - 10 beds
• Surgical Intensive Care Unit - 9 beds
• Cardio Thoracic Care Unit - 6 beds
• Neonatal Intensive Care Unit - 6 beds
• Dialysis Unit - 4 beds

Pharmacy:

The hospital has well stocked in-house pharmacy department that provides all
medicines directly to the respective floors and wards round the clock.

VISION:

29
To evolve as a benchmark in quality healthcare available to one and all.

MISSION:

⦁ To ensure accessible and affordable quality healthcare by compassionate

medical professionals to all.
⦁ To be the center of excellence for medical research and academics.
⦁ To cultivate an environment of trust, honesty, mutual respect, equality & ethics.

30
31
QUALITY POLICY:

To provide value added innovative, consistent and continuously improving health and
medical care to sustain and further improve clinical outcomes, patient safety & patient
satisfaction.

Hospital Accreditation:

Visakhapatnam: ISO 9001-2008 Certified

NABL ACCREDITION

ADVANCED TECHNOLOGIES:

Indus Hospital offers cutting edge technology for diagnostic and therapeutic
procedures.
Modern societies reap great benefits from technological advancements. The Healthcare
sector is no different. Indus Hospital incorporates the latest technology in patient care ,
that helps the doctors diagnose, treat effectively and efficiently.

Visakhapatnam Fact sheet:

• Built on a sprawling area of 17 acres with up to 2 million sq. ft. of built up area.
• 16 blocks, having 11 levels each - interconnected via stairways & lobby’s for patient
ease.

• 300 residential apartments for consultants & staff assuring 24x7 availability.

• Design complaint with international accredited hospital architectural norms.

• 120 OPD chambers on one level ensure convenience to the patient’s.
.One of the very few hospitals in the world having an inpatient bed capacity of 1500.
• 24 Dialysis units, 36 Operation Theatres & 4 Catha Labs.
• Centrally located at Adhere, approximately 3 km from the International Airport & 6
km from Adhere Station.

INDUS is one of the fastest growing hospital chains in India, engaged in

32
providing primary as well as tertiary healthIndus services. It is a hospital chains that is
founded and managed by professionals with a mission and a passion for providing
healthIndus for the needy. At INDUS, the growth has been phenomenal. Continuous
guidance, warm Indus and emphasis on putting the patient’s interests above us have
emerged as the hall marks of INDUS group. INDUS Visakhapatnam was established in
tune with these hall marks of the INDUS group. INDUS Visakhapatnam, a part of the
INDUS group chain of super-specialty hospitals, has been in the forefront in delivering
quality medicine since 1999. And since then, it has made a mark for itself as a premier
Institute. Originally started out as an exclusive hospital for treatment of cardiac and
cardio thoracic ailments, it has firmly rooted itself into the community and gradually,
over the decade, emerged as a multi-disciplinary super-specialty hospital.

INDUS’s reputation for its humanitarian and selfless service has ranked this
esteemed institution as the fourth largest healthIndus provider in India (CRIS-INFAC
report, 2006). Our effort to provide quality health Indus with compassion has rewarded
us with the honor of being the top healthIndus provider in Andhra Pradesh. With the
service-oriented HealthIndus delivery model, INDUS is geared to provide cost effective
and user friendly medication. Despite the intense competition and intense marketing
tactics employed by multiple commercial corporate organizations, INDUS has carved a
niche for itself by garnering the best reputation amongst the local masses. Armed with
the best of the facilities in areas of Education, Research, patient Indus and highly
qualified professionals, INDUS endeavors to match global benchmarks and conquer
healthIndus market in the second decade of its establishment.

This 140 bedded hospital is designed to render services in various specialties

like Cardiology, Cardio Thoracic Surgery, Neurology, Neurosurgery, Nephrology
(Dialysis), Critical Indus, Gynecology, orthopedics, Urology, Oncology, ENT, General
Surgery, Physiotherapy and all other specialties with a surplus of experienced and
highly qualified surgical staff and envious state-of-the-art technology, the hospital has
set its eyes of achieving the common INDUS goal i.e. achieving the highest patient
satisfaction by providing high quality Indus at affordable cost.

The INDUS hospital at Visakhapatnam is headed by Dr. V. Krishna Murthy MD,

Executive Director.

33
 A movement called ‘INDUS’ took birth in the year 1997, when Padmashri Dr. B.
Soma Raju led a team of medical professionals to set up the first INDUS Hospital. It
opened a new chapter in the history of health Indus. The driving force of Compassion,
Concern, Indus, coupled with single minded objective - the recovery of the patient is
been the fountainhead of inspiration. Today, within a span of 10 years, INDUS has
emerged as the leading name in health Indus and has earned a reputation for
humanitarian and self less service. But, most importantly, INDUS has the undivided
faith of millions.

The origins of INDUS can be traced to 1983 when a team of cardiologists, led by
Padmashri Dr. B Soma Raju, set up a synergy for professional excellence in the
cardiology department of the Nizam’s Institute of Medical Sciences (NIMS) in
Hyderabad. The idea was to propel the cardiology department into one of the top
centers in the country. The synergy gave momentum to the purpose and accelerated the
birth of INDUS 13 years later. The team collaborated with scientists to make
healthIndus affordable through the development of indigenous medical technologies. It
was the development of India’s first coronary stent (Kalam-Raju stent) that inspired the
creation of INDUS Hospital in 1997 to nurture a model that makes quality medical
Indus affordable and accessible.

At the outset, INDUS earned accolades and appreciation from one and all for its
expertise in heart Indus. It continues to set new benchmarks not only in heart Indus, but
also expanded its horizons by becoming a leading Multi-specialty Health Indus
Provider. Through the years, INDUS has emerged as:

The Single Largest Team of Cardiologists and Cardiac Surgeons in the country.

⦁ A Multi-specialty hospital with round the clock availability of Cardiologists,

Cardiac Surgeons, Neurologists, Critical Indus Specialists, Anaesthiologist, etc.
⦁ A hot-bed for many National and International Clinical Researches with close to
15 ongoing International clinical trials.
⦁ An Institution with strong ethos and unflinching devotion to Ethical medical
practice.
⦁ Institute par excellence with continuous updating of medical knowledge and
putting it into practice.

34
 ⦁ A model hospital for High Doctor-Patient and Nurse-Patient Ratio.

⦁ An enviable solution and a role model to the ever demanding patient satisfaction
through its physician-cooperative model.

MISSION

At INDUS, our mission is more than just a statement; it’s the cornerstone of all
our efforts and of course a constant reminder of their movement’s founding values:

"To provide the best and cost-effective Indus, accessible to every patient, through
integrated clinical practice, education and research, delivered with compassion, Indus
and concern through team spirit and transparency."

⦁ To provide quality medical at an affordable price, delivered with compassion,

concern and , through team spirit, training and technology.

⦁ To develop a comprehensive health delivery model that suits their population.

⦁ To develop ‘centers of excellence’ in various medical specialties.

⦁ To evolve a holistic approach to health by incorporating the best from various

forms of medicine.

VISION

⦁ To evolve as a unique university-based health-centre where the quest for new

knowledge would continuously yield more effective and more compassionate
for all.

⦁ To nurture a new generation of professionals of long –life commitment,

dedication, knowledge, skills, wisdom and values.

⦁ To strive for public trust and maintain medicine’s humane and noble place
amongst professions.

⦁ To be globally competitive in health and related businesses integrating local

culture and ethos.

⦁ To promote development of indigenous products and systems, adapting

35
 appropriate technologies generating clinical skills and removing barriers before
patients accessing it through institutional partnership.

OBJECTIVES:

⦁ Upgrade its education and Research wing on par with the international standards
and consequently develop healthIndus solutions for under developed and
developing areas.
⦁ Register a phenomenal growth by adding 5000 beds in the next five years.
⦁ Offer unique platform to various partners and collaborators, both national and
international, to innovate in healthIndus delivery systems, coverage systems like
microfinance/ micro insurance, medical education and research.
⦁ Develop healthIndus solutions for underdeveloped and developing countries.
⦁ To develop comprehensive healthIndus delivery model that suits our population.
⦁ To develop centers of excellence in medical specialties.
⦁ To compromise the obsolete and seek excellence through effective and
up-to-date technology service.
⦁ Undertake clinical practice through high-end education and research.
⦁ Create a web of PCD clinics, corporate health plans, and associates program to
leverage the use of technology and gain access to remote areas.

INDUS AIM

INDUS aims at providing a holistic approach to healthIndus. Our logo has been
crafted with this thought in mind. Through the explanation of our logo and identity, we
endeavor to help partners, branch organizations, shareholders and esteemed patients
understand INDUS and its entity better.

THEORITICAL FRAME WORK

TRAINING AND DEVELOPMENT

Training is concerned with increasing the technical skills and knowledge and
operative skills in doing a particular job. Hence, mostly employers train their employees
for a particular job. But the scope of education is broader. It includes acquiring
technical skills and knowledge but also behavioral skills and knowledge, general

36
knowledge, social knowledge and the like. Education is not only through formal
institution in educational institutes, but also through training, observation, and
awareness and so on so forth. Training normally has a more immediate and specific
utilitarian value purpose where as education has long run and general unity.

Training is any process which the aptitudes, skills and abilities of employees to
perform specific jobs are increased. Training is job-oriented or occupational having an
intermediate utilitarian objective and training is vocational. Training is especially
practical consisting of knowledge and skills required to perform specific task. Training
involves helping an individual learn how to perform his present job satisfactory.
Training is a short-term education process utilizing a systematic procedure.

MEANING AND DEFINITION

Human Resource Management (HRM) is a management function that helps

manger’s recruit, select, train and develops members for an organization. HRM is
concerned with the people’s dimension in organization.

We quote three definitions on HRM. But before quoting the definitions, it is

useful to point out the essentials which must find their place in any definition. The core
points are:

➢ Organizations are not mere bricks, mortar, machineries of inventories. They are
people. It is the people who staff and mange organizations.

➢ HRM involves the application of management functions and principles. The

functions and principles are applied to acquisitioning, developing, maintaining,
and remunerating employees in organizations.

➢ Decisions relating to employees must be integrated. Decisions on different

aspects of employees must be consistent with other human resource (HR)
decisions.

➢ Decisions made must influence the effectiveness of an organization.

Effectiveness of an organization must result in betterment of services of
customers in the form of high-quality products supplied at reasonable costs.

37
 ➢ HRM functions are not confined to business establishments only. They ate
applicable to non-business organizations, too, such as education, health care,
recreation and the like.

TRAINING OBJECTIVE:

Everything that is done has a purpose and an objective. Training also has its own
objective. The personnel manager formulates the training objectives in keeping with the
company’s goals and objectives.

TRAINING OBJECTIVES:

a) To prepare the employee both new and old to met the present as well the changing
requirement to the job and the organization.

b) To prevent obsolescence.

c) To impact the new entrants the basic knowledge and skill they need for intelligent
performances of definite job.

d) To prepare employees for higher level tasks.

e) To develop the potentialities of people.

f) To ensure smooth and efficient working of a department.

g) To ensure economical our put of required quality.

h) To promote individual and collective morals, a sense of responsibility,

co-operative attitude and good relationship.

Assessment of training needs:

Assessments of training needs important as the training programmer, training

methods in the course content are to be planned on the basics of training needs. Training
needs are assessed on the basic of organizational analysis, job analysis and man
analysis. Training needs are those aspects necessary to perform the job in an
organization inn with employee in lacking attitude! aptitude, knowledge, skill, etc.

38
a) Organizational analysis: this includes analysis of objectives, resource utilization,
organizational strength and weaknesses, excessive scrap, excessive labor turn over,
frequent breaking of machinery, market share and other marketing areas, quality
and quality of the output, production schedule, raw material and other production
areas, personnel, finance etc.

b) Department analysis: Department strength and weaknesses including special

problems of the department or a common problem of a group of employees like
acquiring skills and knowledge in operating computer by accounting personnel.

c) Job/ Role analysis: This includes study of jobs/roles, design of jobs due to
changes, job enragement and job enrichment, etc.

d) Man power Analysis: Individual strength and weakness in the areas of job
knowledge, skills, etc.

Assessment Methods:

The following methods are using to assess the training needs of the organization.

a. Identifying specific problems: specific problems like high costs, poor, quality,
excessive waste, excessive grievances, excessive labor turn over, excessive
fatigue, fumbling, discouragement, bottlenecks in production, deadlines not being
met, etc, should be identified. Problems like these suggest the need for training.

b. Anticipating immediate and future problems bearing on the expansion of business,

the introduction of new products, new services, now designs, new plant, and new
technology and of organizational changes concerned with manpower inventory for
present and future needs.

c. Management request: Thesupervisors and managers may make specific request for
setting training programs. Though this method is simple and a correct evaluation
of the employee’s performance deficiencies can be made, such recommendation
may be built on faculty assumptions, and requests may coincide with each other or
organizational goals.

d. Interviewing and observing the personnel on the job:

39
 Interviewing the personnel and observing them while they work may also reveal
training needs.

e. Performance appraisal: An analysis of the past performance records of the

prospective trainee and comparing his actual performance with the target
performance may provide clues to specific interpersonal skills that may need
development.

f. Questionnaires: Questionnaires may be used for eliciting opinions of the

employees on topic like communication, satisfaction, job characteristics, their
attitude towards works conditions, pay, policy matters, etc

g. Checklist: The use of checklist is a useful supplement to interviews and

observations. Through it more reliable information can be obtained and the data
got are quantifiable. This facilities evaluation the training program’s effectiveness.

h. Morale and attitude surveys: An occasional personnel audit may be conducted to

forecast future promotions, skills requirements and merit rating, to initiate
information discussion and an examination of records and statistics regarding
personnel, production, cost, rejects and wastage.

i. In addition, tests of the interpersonal skills handling of posed cases and incidents
may also reveal training needs.

All these generally reveal the potential problem to be talked through training programs.

Training content for different categories of employees:

Training methods and content may not be same for different categories of
employees. As such, management has to train employees of different categories in
different areas and through different methods based on the job analysis. Training
methods and content for a few jobs are given below.

A. Supervisory training: Supervisors mostly learn o supervise under the guidance of

a manager. Hence, the emphasis should be on the job training methods. These methods
can be supplemented with various off-the-job training methods. Course content of
training to this category include: production control, organization methods, work or

40
activity control, method study, job evaluation, company policies and practices,
personnel policies, procedures, programs, training the sub-ordinate, grievance handling,
disciplinary procedure, communication, effective records, dealing with absenteeism,
labor turnover, industrial and labor laws, leadership qualities, etc.

B. Salestraining: Emphasis should be towards on-the —job as well as off-the- job

training methods in training the sales personnel. Course content include job knowledge,
organizational knowledge, knowledge about the company products, customers,
competitors, sales, administration procedures, laws concerning sales, special skills like
prospecting, making presentations, handling objections, closing the sales, etc, employee
attitude such as loyalty to the company and trust in the company products,
understanding and tolerance with regard to potential and existing customers.

C. Clerical Training: Emphasis may be given to off-the-job training methods in

training the clerical personnel. The training content includes organization and methods,
company policies, procedures and programs, back ground knowledge of the company,
forms, records, written communications, clerical aptitude maintaining ledgers, records
etc

D. Learning and teaching: The training program will not be effective if the trainer
is poorly qualified or ill- equipped with the technical aspects of the content or if he
locks the aptitude for teaching and teaching skills. Training comprises of mainly
learning and teaching. Training principles can be studied through the principles of
learning and principles of teaching.

Learning principles:

a. All human beings can learn.

b. An individual must be motivated to learn.

c. Learning is active and not passive.

d. Learner may acquire knowledge more rapidly with guidance. Feedback

ensures improvement in speed and accordance of learning.

e. Appropriate material like case studies, tools, problems, etc should be

41
 provided.

f. Time must be provided to practice learning.

g. Learning methods should be varied in order to off-set fatigue and boredom.

h. The learning must secure satisfaction from learning.

i. Learner needs reinforcement of correct behavior.

j. Standards of performances should be set for the learner.

k. Different levels of learning exist.

I. Learning is an adjustment on the part of an individual.

m. Learning should be goal oriented.

n. Learning requires purposeful activity.

o. Early successes increase chance for effective learning.

p. Learning is based on past experiences.

q. Learning should be relatively based.

r. Teaching should be logical or orderly so that if facilitates better learning.

s. Knowledge of the standards require3d makes learning more effective.

t. The most effective learning results when learning is followed immediately

by application.

Learning Patterns:

Trainers need some understanding of the patterns in which new skills are
learned. The employees is likely to find himself unusually clumsy during the every the
employee adjusts himself to the environment, he learns at a fast rate. A ‘Plateau’
develops after the lapse of more training time due to a loss of mo9tivation and lack of
break in training schedule and time. The trainee reaches the next stage when he is

42
motivated by the trainee and/ or some breaks or pauses in time and training process in
give. The trainee at this stage teaches at a fast rate. Special repetition of the course
leads the trainee to reach the stage of over learning.

Thus, it is clear that learning rarely takes place at a constant rate. It varies
according to the difficult of the task, of the individual and physical factors. However,
the rate of learning varies from one individual to another.

Characteristics of the learning process:

a) Learning is a continuous process.

b) People learn though their actual personal experience, stimulated experience

and from others experience.

c) People learn step by step from known to unknown and from simple to
complex.

d) There is a need for repetition in teaching to improve skill and to learn

perfectly.

e) Practice makes man perfect. Hence opportunity should be created to use

transfer the skill, knowledge and abilities acquired though learning.

f) Conflict in learning arises when the trainer knows or has dev3eloped some
habits that are incorrect in terms of method being learned.

The Climate for Learning:

Conductive climate for learning should be provided in view of outs signature in

training. It consists of ideal physical and psychological environment. Ideal physical
environment refers to suitable location in space, adequate accommodation, audio-visual
aids, air conditioning, ventilation, lighting and other facilities like canteen, facilities for
relaxation, etc. ideal psychological environment, consist of business atmosphere,
friendly environment, frequent communication, feedback regarding performance and
progress, etc.

Learning Problems:

43
 The instructor should have the knowledge of training of possible. He should
identify,’ the problems of trainees and should take steps to solve them. The instructor
may come across following problems.

a) Lack of knowledge, skills or aptitude.

b) Knowledge and skill cannot being applied.

c) Existence of anti — learning factors.

d) Psychological problems like fear and shyness.

e) Unwilling to change.

f) Dependence on repetition, demonstration, practice.

g) Lack of interest.

h) Absence of self— motivation.

i) Negative attitude about involvement and participation.

Teaching Principles:

In addition to learning principles, teaching principles should also be taken care of for
effective training:

a) The employee must be taught to practice only the correct method of doing
the work.

b) Job analysis and motion study techniques should be used.

c) Job training under actual working conditions should be preferred to class

room training.

d) Emphasis should be given more on accuracy rather than on speed.

e) It should be recognized that is easier to train young workers than old workers
due to their decreasing adaptability with passing age.

44
Principles of Training:

Providing training is a complex process. However, certain principles of training are

listed below:

a) Motivation: As the effectiveness of an employee depends up on how well he is

motivated by the management, the effectiveness of learning also depends up on
motivation. The trainee will acquire a new skill or knowledge thoroughly and quickly if
he or she is well motivated.

b) Progress Information: There is a relation between learning rapidly and

effectively and providing right information. The trainee also wants to learn new skills
without much difficulty and without handling too much information. Therefore the
trainer has to provide only the required amount of progressive information specifically
for the trainee.

c) Reinforcement: The effectiveness of the trainee in learning new skills or

acquiring new knowledge be reinforced by means of rewards and
punishments. Positive reinforcements includes promotions, hike in pay, etc punishments
are also called as negative reinforcements. Management should take care to award
negative reinforcements as these have a long run ill effect on the trainer as well as on
the management.

d) Practice: A trainee should actively participate in the training program in order to

the learning program an effective one. Continuous and long practice is highly essential
for effective learning.

e) Full Vs Part: There is still certain amount of ambiguity concerning the question
as to whether a job has to teach at a stretch or whether to divide it into parts. Generally,
the training process should start from the known and proceed to the unknown and from
the easy to the difficult when parts are taught. However, the trainer to teach on the basis
of his judgment.

f) Individual differences: Individual varies in intelligence and aptitude from person

to person. Therefore, the trainer has to adjust the training program to the individual
abilities and aptitudes. In addition individual training machines and adjustments of

45
differences should be provided.

Areas of training:

a) Company policies and procedures: This area of training is to be provided with

views to acquainting the new employee with the company rules, practices,
procedures, traditions, management, organization structure, environment product
/services offered by the company etc.

This acquaintance enables the new employee to adjust himself with the changing
situations. Information regarding company rules and policies creates favorable
attitude of confidence in the minds of new employees about the company and its
products! services, as well as it develop in him a sense of respect for the existing
employees of the company and the like.

b) Training in specific skills: This area of training is to enable the employee more
effective in the job. The trainer the employee regarding various skills necessary to
do the actual job. For example, the clerical in the bank should be trained in the
skills of making entries correctly in the edge, skills in arithmetical calculations,
quick comparison of figures, entries and the like. Similarly, the technical officers
are to be trained in the skills of project appraisal, supervision, follow up and the
like.

c) Human relations training: It assumes greater significance in an organization, as

employees have to maintain human relation human relation not only with other
employees but also with their customers. Employees are to be trained in the areas
of self training, inter personal competencies, group dynamics, perception, deader
ship styles, motivation, grievance, redress, disciplinary procedure and the like.
This training enables the employees for better team work, which leads to
improved efficiency and productivity of the organization

d) Problem solving training: Most of the organization problems are common to the
employees dealing the same activities at different levels of the organization.
Further, some of the problems of different managers may have the same root
cause. Hence, management may call together at effective solutions across the
table

46
 e) Managerial and supervisory training: Even the non-managers some times perform
managerial and supervisory functions like planning, decision making, organizing ,
maintaining inter personal relations, directing and controlling, hence management
has to train the employee in managerial and supervisory skills also

f) Apprentice training: The apprentice act, 1961, requires industrial units of specified
industries to provide training in basic skills and knowledge in specified trades to
educated unemployed/ apprentices with a view to improve their employment
opportunity or to enable them to start their own industry. This training is generally
used for providing technical knowledge in the areas like trades, crafts, etc.

Training methods:

As a result of research in the field of training, a number of programs are available;

some of these ate new methods, while others are improvements over the traditional
methods. The traditional programs commonly used to train operative and supervisory
personnel are discussed below. These programs are classified in to

1) On-the-job methods:

a) Job rotation

b) Coaching

c) Job instruction! training through step by step

d) committee assignments

2) Off-the - job methods:

a) Vestibule training

b) Role playing

c) Lecture methods

d) Conference/discussions

e) Programmed instruction

47
1) On the lob training methods:

This type puff training, also known as job instruction training, is the most
commonly used method. Under this method, the individual is placed on a regular job
and taught the skills necessary to perform the necessary job. The trainee learns under
the supervision and guidance of a qualified worker or instructor this method has the
advantage of giving firsthand knowledge and experience under the actual working
conditions, while the trainee learns how to perform a job, he is also a regular worker
rendering services for _which he is paid. The problem of transfer of trainee is also
minimized as the person learns on-the-job, the emphasis is placed on rendering services
in the most effective manner rather than learning how to perform the job.

a) Job rotation: This type of training involves the movement of the trainee from one job
to another. the trainee receives job knowledge and gains experience from his supervisor
or trainer in each of the different job assignments, though this method of training is
common in training managers for general manager positions, trainees can also be
rotated from job to job in workshop jobs . this method gives an opportunity to the
trainee to understand the problems of employees on other jobs and respect them.

b) Coaching: The trainee is placed under a particular supervisor who functions as a

coach in training the individual. The supervisor provides feedback to the trainee on his
performance and offers him some suggestions for improvement often the trainee shares
some of the duties and responsibilities of the coach and relieves him of his durned. A
limitation of this method of training is that the trainee may not have the freedom or
opportunity to express his own ideas.

c) Job instruction: This method is also known as training through step by step. Under
this method, the trainer explains to the trainee the way of doing the job, job knowledge
and skills and skills and allows him to do the job. The trainer appraises the performance
of the trainee, provides feedback information and corrects the trainee.

d) Committee assignments: Under the committee assignments, group of trainees to

solve an actual organizational problem, the trainees solve the problem jointly. It
develops teamwork.

2) Off the job methods:

48
 Under this method of training, trainee is separated from the job situation and his
attention id focused up on learning the material related to his future job performance.
Since the trainee is not distracted by job requirements, he can place his entire
concentration on learning the job rather than spending his time in performing it. There
is an opportunity for freedom of expression for the trainees.

a) Vestibule Training: In this method. Actual work conditions are simulated in a

classroom Materials. Files and equipment that are used in actual job performance are
also used in training. This type of training is commonly used for training personnel for
clerical and semi — skilled jobs the duration of training ranges from days to a few
weeks. The theory can be related to practice in this method.

b) Role-playing: It is defined as a method of human interaction that involves

realistic behavior in imaginary situations. This method of training involves action,
doing and practice. The participants play the role of certain characters, such as the
production manager, mechanical engineer, superintends maintenance engineers quality
control inspectors, foreman workers and the like .this method is mostly used for
developing interpersonal interactions and relations.

c) Lecture method: The lecture is a traditional and direct method of instructor

organizes the material and gives it to a group of trainees in the form of talk .to be
effective the lecture must motivation and create interest among the trainees . an
advantage of lecture method is that it is direct and can be used for a large group of
trainees. Thus, Costs and time involved are reduced .the major limitation of this method
is that it does not provide for transfer effectively.

d) Conference/Discussion: It is a method in training the clerical, professional and

supervisory personnel. This method involves a group of people who pose ideas, examine
and share facts, ideas and data, test assumptions and draw conclusions, all of which
contribute to the improvement of job performance.

e) Programmed instruction: In recent years this method has become popular, the
subject matter to be learnt is presented in a series of care fully planned sequential units.
These units ate arranged from simple to more complex levels of instruction the trainee
goes through these units by answering the questions or the filling the blanks. This

49
method is expensive and time consuming.

Training procedure:

One of the better personnel programs to come out of world war II was the
training within the industry if the war manpower commission. This was basically a
supervisory training program to make up for the shortage of civilian supervisory skills
during the war. One of the parts of this program was the job instruction training course.
Which was concerned with how to teach? The training procedure discussed below is
essentially an adoption of the job instruction-training course, which has been proved to
have a great value.

The important steps in training procedure are discussed below:

a) Preparing the instructor: The instructor must know both the job to be taught and
how to teach it. The job must be divided in to logical parts so that each can be taught
at a proper time without the trainee- losing plan .For each part one should have in
mind the desired technique of instruction, that is, whether a particular point is best
taught by illustration, demonstration or explanation. A serious and committed
instructor must know the job or subject he is attempting to teach, have the aptitude
and ability to teach, have willingness towards the profession, have a pleasing
personality and capacity for leadership have the knowledge of teaching principles and
methods and be a permanent student, in the sense that he should equip himself with
the latest concepts and knowledge.

b) Preparing the trainee: As in interviewing, the first step in training is to attempt to

place the trainee at ease. Most people are somewhat nervous when approaching an
unfamiliar task. Though the instructor may have executed his training procedure,
many times he or she never forgets its newness to the trainee. The quality of empathy
is a mark of good instructor.

c) Getting ready to teach: This stage of the program is class hour teaching
including planning the program, preparing the instructors out line, keep the session
moving along logically, discuss each item in depth, repeat but in different words. Take
the material from standardized texts when it is available and take periodical progress
of the trainees.

50
 d) Presenting the operation: There are various alternative ways of presenting the
operation namely explanation, demonstration etc., an instructor mostly uses these
methods of explanation. In addition one may illustrate various points through the use
of pictures, charts, diagrams, andother training aids. Demonstration is an excellent
device when the job ix essentially physical in nature.

e) Try out the trainee’s performance: As a continuation of the presentation

sequence given above, the trainee should be asked to start the job or operative
procedure. Some instructors prefer that the trainee explain each step before doing it,
particularly of the operation involves any danger. The trainee, though repetitive
practice, will acquire more skill.

f) Follow up thefinal step in most training procedures is that of follow- up. When
people are involved in any problem or procedure, it is UN wise to assume that things
are always constant; follow up can be adept to a variable reinforcement schedule as
suggested in the discussion of learning principles. The follow up systems should
provide feedback on training effectiveness and on total value of training system.

Advantage of training:

The contribution of imparting training to a company should be readily apparent.

The major values are:

a) Increased productivity: An increase in skill usually results in an increment in

quality and quantity of output. However, the increasingly technical nature of
modern jobs demands systematic training to make possible even of
accomplishment.

b) Heightened morale: possession of needed skills helps to meet such basic

human needs as security and ego satisfaction. Collaborate personnel and
human relations programs can make a contribution towards morale, but they
ate hollow shells if there is no solid core of meaning full work down with
knowledge, skill pride.

c) Reduced supervision: More accidents are caused by deficiencies in people

than by deficiencies in equipment and working conditions, proper training in

51
 both job skills and safety attitudes should contribute towards a reduction in
the accident rate.

d) Reduced accidents: More accidents are caused by deficiencies in people than

by deficiencies in equipment and working conditions. Proper training, in
both job skills and safety attitude should contribute towards a reduction in
the accident rate.

e) Increased organizational stability: The ability of a sustain its effectiveness

despite the loss of key personnel can be developed only though creation of a
reservoir of employees. Flexibility, the ability to adjust to short run
variations in the volume of work requires personnel with multiple skills to
permit their transfer to jobs where the demand in highest.

Evaluation of training program:

The specialization of values a basis for evaluation. The basis of evaluation and
the mode of collection of information necessary for evaluation should be determined
at the planning stage. The process of training evaluation has been defined as “any
attempt to obtain information on the effects of training performance, and attempt to
assess the value of training in the light of that information.” Evaluation leads to
controlling and correcting the training program. Humbling suggested five levels at
which evaluation can take place.

a) Reactions: Training program is evaluated on the basis of trainee’s reactions to the

usefulness of coverage of the matter, depth of the course content, method of
presentation teaching methods, etc

b) Learning: Training program is evaluated on the basis of quantity of content learnt

and time in which it is learnt and learners’ ability to use or apply, the content he
learned.

c) Job behavior: The evaluation includes the manner and extent to which change in
the job behavior of the department! Organization in the form of increased
productivity, quality, moral, sales turn over and the like.

d) Organization: The evaluation measures the use of training learning and which the

52
 trainee has applied hid learning to his job

e) Ultimate value: It is the measurement of ultimate result of the contributions of the

training program to the company goals like survival, growth, profitability, etc and
to the individual goals like development of personality and social goals like
maximizing social benefits.

Essential ingredients for a successful evaluation:

There are three essential ingredients for successful evaluation. They are

a) Support throughout the evaluation process. Support items are Human resources,
time, finance, equipment and availability of data source records, etc

b) Existence of open communication channels among top management,

participants and those involved in providing data, etc

c) Existence of sound management process.

Basis for evaluation:

Training program can be evaluated on the basis of various factors like,

production factor, general observation, human resource factor , performance ,tests cost
evaluation relationship, etc.

Production factors: In operative training, the prime measure of worth is that of

productivity, rates covering both quantity and quality are good indicators of values of
training. In most business situation these rates will have to be obtained before and after
training. In an experimental situation, a control that does not receive training could be
compared with the one that goes in order to ascertain the effect of training, management
will generally look first atproduction factors are decrease in unit time and unit cost of
production and reduction in space and machine requirement.

General observations: General observation should not be over looked as a means of

training evaluation. The immediate supervisor is often a good judge the skill level of
hews sub- ordinates. For on the job training programs, the supervisor is in effect, the
judge of his or her own efforts. If the supervisor is trained as [art of the professional
management of the organization and is properly selected and trained, the self-appraisal

53
can be quite and objective. The acquired by the trainee during the training program. He
also observes how effectively the trainees apply the required skill and knowledge to the
present and future jobs.

Human resource factors:

Training program can also be evaluated on the basis of employee satisfaction

which in turn can be viewed on the basis of:

a) Decrease in employee turnover.

b) Decrease in absenteeism.

c) Decrease in number and severity of accidents.

d) Betterment of employee morale.

e) Decrease in grievance and disciplinary cases.

f) Reduction in time to earn piece rates.

g) Decrease in number of discharge of dismissal.

Performance tests:

In the immediate sense, the specific course of training can be evaluated in terms
of written and performance tests. The test is supported by a sample of what the trainee
knows or can do. Successful accomplishment of the tests would Indicate successful
training, but the true test is whether or not has been learned in training is successfully
transferred and applied to the job. It is dangerous to rely up on tests alone to
demonstrate the true value of training oftraining. Performance appraisal on the job
before and after training may be after may be supplemented on the tests

Costs value relationship:

cost factor In training should be taken in to consideration in evaluating the

entraining effectiveness. Cost of various techniques of training and their value in the
form of reduced learning time, improved learning and higher performance can be taken
in to account. Cost of training includes cost of employing trainers and trainees,

54
providing the means to learn, maintenance and running odd training centers, wastage
breakage, minimization of time requirement, etc. cost value relation of a training
program or a training techniques is helpful in:

a) Determining the priorities in training.

b) Matching the employee and job through training.

c) Determining the work of management.

d) Choosing the right training method.

Any of the possible combination of the methods of training evaluation listed below can
be used by an organization for evaluation depending up on the need and convenience.
The various methods of training evaluation are:

a) Immediate assessment of trainees’ evaluation.

b) Trainee’s observation during training program.

c) Knowing trainees expectations before the training program and collecting their
views regarding the attainment of the expectations after training.

d) Evaluation of trainee’s skill levels before and after the training program.

e) Measurement of improvement in trainees on the job behavior.

f) Examination of testing system before and after some time of the training
program.

g) Cost benefits analysis of the training program.

h) Seeking opinion of training colleagues regarding his /her job performance and
behavior.

i) Measurements of levels in absenteeism turn over, wastage /scarp, accidents,

breakage of the machinery during pre and post period of the training program.

Feedback: Training evaluation information should be provided to the trainer and or/
instructors and all other parties concerned for control, correction and improvement of

55
trainees activities. Further the training evaluator should follow it up to ensure
implementation of the evaluation report every stage. Feedback information can be
collected on the basis of questionnaires or though interview.

An Organization’s success wholly depends on the operating efficiency &

optimum utilization of the scarce capital & other resources. In this process financial
management plays a crucial role in channeling the funds in proper direction and in
reducing the wastage within the firm. As the public sector undertakings plays a crucial
role in the economy, its financial management matters a lot for the diverse interests
associated with it.

Financial statements are the basis for managerial decision making.It is a

collection of data organized according to logical and consistent, accounting
procedures.They convey an understanding of some financial aspects of a business firm,
to the parties interested in its operations.Ratio analysis is the major tool used for
analyzing the financial statements.A financial ratio is the relationship between two
according figures expressed mathematically.

The focus of financial analysis is one key figures contained in the financial
statements and the significant relationship that exists between them.”Analysing
Financial Statements”, according to Metcalf and Titard, is a process of evaluating the
relationship between component parts of a financial statement to obtain a better
understanding of a firm,s position and performance”.

These financial statements are required by the management for the purpose of
evaluation and decision making.

This study of Indus Hospitals has been undertaken to evaluate the financial efficiency of
the organization by establishing the following objectives.

56
 To study the overview of the Indus hospital.To study the financial analysis
through Ratio Analysis techniques.To identify the problems of the company.To offer
some suggestions to improve the financial performance of the organization.

The study concentrates on the financial state of the company.It involves the
study of ratio analysis.It helps to present a broader picture of the financial position of
the company through ratios.The study has great significance and provides benefits to
various parties whom directly or indirectly interacts with the company.

Ratio analysis is useful in the following ways :-

Short term and long term planning.Measurements and evaluation of financial

performance.Study of financial trends.Decisions making for investments and
operations.Diagnosis of financial skills.It is beneficial to top management of the
company by providing clear picture regarding important aspects like
liquidity,leverage,activity and profitability.To be done to well understand the
performance of various operations identifies the shortcoming in management and to
suggest for improvement in those areas.

The analysis of the project was based on the available information. Any
information about the topic is called the data. The data was gathered from various
sources. Basically we have two types of data collections are Primary data & secondary
data

Any information that is collected afresh and for the first time thus happen to be
original in character is called Primary Data. It can be collected either through
experience or through survey or gathered from concerned employees.

Any information which has already been analyzed by someone else and which
have already been passed through the statistical process is called Secondary Data. The
secondary data for the study have been gathered from balance sheets, P&L accounts,
annual reports and other books and manuals of INDUS HOSPITALS. Secondary data
may either be published data or unpublished data that are available.

Usually published data are available in company financial records, organizations

57
technical and trade journals; books magazines, internet and news papers etc., are
sources of secondary data. Research must be very Indusful in using secondary data.

The whole study was conducted within a period of 1 ½ month and sincere efforts
are made to collect the information to the maximum possible extent.Attention should be
given to the following issues when using financial ratios:
The time period of project work in limited to 6 weeks, so this report may not be
in a position to discuss all the activities of recent origin,Some information is not
available due to confidential matters and availability of limited data is the limitation as
it is not sufficient to undertake comprehensive study .To assess the components of the
working capital management and determine the fluctuations caused due to them,To find
out Net working capital and Gross working capital of INDUS HOSPITAL,A reference
point is needed. To be meaningful, most ratios must be compared to historical values of
the same firm, the firm's forecasts, or ratios of similar firms.

The health Indus industry or health profession treats patients who are injured,
sick, disabled or infirm.The delivery of modern health Indus depends on an expanding
interdisciplinary team of trained professionals.

For purpose of finance and management, the healthIndus industry is typically

divided into several groups and sectors. The global industry classification standard and
the industry classification benchmark divide the industry into vtwo main groups

⦁ Health Indus equipment & services

⦁ Pharmaceuticals, biotechnology & related life sciences.

Health Indus equipment and services comprise companies that provide medical
equipment, medical supplies & health Indus such as hospitals, home health Indus
providers &nursuing homes. The second industry group companies that produce
biotechnology, Pharmaceuticals and miscellaneous scientific services.

The art of health Indus in India can be traced back nearly 3500 years. From the
early days of Indian history the Ayurvedic tradition of medicine has been practiced.
During the rule of Emperor AshokaMaurya(3rd century BCE) Schools of learning in the
healing arts were created. Even today many of these continue to be used. During his
reign there is evidence that

58
Emperor Ashoka was the 1st leader in the world history to attempt to give health Indus to
all of his citizens, Thus it was the India of antiquity which was the 1st state to give its
citizens national health Indus.

The Indian health Indus industry is seen to be growing at a rapid pace and is
expected to become US$280 billion industry by 2020. The Indian healthIndus market
was estimated at US$35 billion in 2007 and is expected to reach over US$70 billion by
2012 and US$145 billion by 2017.According to the investment commission of India the
healthIndus sector has experienced phenomenal growth of 12% per annum in the last 4
years. Rising income levels and a growing elderly population are all factors that are
driving the growth. In addition, changing demographics, disease profiles and the shift
from chronic to lifestyle in the country has led to increased spending on healthIndus
industry.

Even so, the vast majority of the country suffers from a poor standard of
healthIndus infrastructure which has not kept up with the growing economy. Despite
having centres of excellence in healthIndus delivery, These facilities are limited and are
inadequate in meeting the current healthIndus demands. Nearly 1 million Indians die
evry year due to inadequate healthIndus facilities and 700 million people have no
access to specialist Indus and 80% of specialists live in urban areas.

Innovative models for bringing a change in the present state of delivery of

healthIndus services in India now include the systems enabled by the advances in
healthIndus information technology

Some primary examples of such models are PACS, RIS, telemedicines and
teleradiology. These models assist in increasing the reach of healthIndus services to the
needy populauce and also help in establishing a distint but effective consultant-patient
relationship. With increasing population requiring quality healthIndus delivery,
provision of equal and effective healthIndus facilities is an intricate task.Effective
results can be obtained with the integration of medical infrastructure and
inter-organizational healthIndus services with information and communication
technologies.

59
 Critics say that the national policy lacks specific measurers to achieve broad
stated goals. Particular problems include the failure to integrate health services with
wider economic and social development, the lack of nutriational support and sanitation
and the poor participatory involment ay thr local level.

Central government efforts at influencing public health focused on the v5 year

plans, on coordinated planning with the states, and on sponsoring major health
vprograms. Government expenditures are jointly shared by the central & state
governments.Goals and strategies are set through central-state government consultations
of the central counsil of health and family welfare. Central government efforts are
administrated by the ministry of health and family welfare, which provides both
administrative and technical services and manages medical education. States provide
public services and health education.

The Mission of the Indus Hospitals is as follows :-

At INDUS, our mission is more than just a statement; it’s the cornerstone of all
our efforts and of course a constant reminder of their movement’s founding values:

"To provide the best and cost-effective Indus, accessible to every patient, through
integrated clinical practice, education and research, delivered with compassion, Indus
and concern through team spirit and transparency."

⦁ To provide quality medical at an affordable price, delivered with compassion,

concern and , through team spirit, training and technology.

⦁ To develop a comprehensive health delivery model that suits their population.

⦁ To develop ‘centers of excellence’ in various medical specialties.

⦁ To evolve a holistic approach to health by incorporating the best from various

forms of medicine.

The Vision of the Indus Hospitals is as follows :-

⦁ To evolve as a unique university-based health-centre where the quest for new

knowledge would continuously yield more effective and more compassionate

60
 for all.

⦁ To nurture a new generation of professionals of long –life commitment,

dedication, knowledge, skills, wisdom and values.

⦁ To strive for public trust and maintain medicine’s humane and noble place
amongst professions.

⦁ To be globally competitive in health and related businesses integrating local

culture and ethos.

⦁ To promote development of indigenous products and systems, adapting

appropriate technologies generating clinical skills and removing barriers before
patients accessing it through institutional partnership.

A ratio is a simple mathematical expression.It is a number expressed in

terms of another number, expressing the quantitative relationship between the two
analysis is the technique of interpretation of financial statements with the help of
various meaningful ratios.Ratios do not add to any information that is already
available, but they show the relationship between the two items in a more meaningful
way which help us to draw certain conclusions.Comparison with related facts is the
basis of ratio analysis.Ratios may be used for comparison in any of the following ways

61
1. Are you aware of Training & Development Progvarm in the Organisation

Particulars Strongly Agree Neutral Disagree Strongly Total

Agree Disagree

No.of 68 20 8 0 4 100

Employees

Percentage 68 20 8 0 4 100

Table-1

Graph-1

62
INTERPRETATION:

From the above information most of the executives agree that the Training

program introduced new concepts in their area of work place.

2. Is the Training program introduced new concepts in area of your personality

development/Human relations

Table-2
Particulars Strongl Agre Neutral Disagre Strongl Total
y Agree e e y
Disagre
e
No.of 48 12 32 8 0 100
employees

Percentage 48 12 32 8 0 100

Graph-2

INTERPRETATION:

From the above information most of the executives agree that the

63
 training program introduced new concepts in area of their personality

development/Human relations.

3. Is the Training program useful to accomplish in your current job

Table-3
Particulars Strongl Agree Neutral Disagre Strongly Total
y Agree e Disagree
No.of 68 16 12 4 0 100
Employee
s
Percentag 68 12 6 4 0 100
e

Graph-3

64
 INTERPRETATION:

From the above information most of the executives agree that the

training program useful to them in their present job.

4. Is the Training program helps you to enhance your career advanced work

Table-4

Particulars Strongl Agree Neutral Disagree Strongly Total

y Agree Disagree

No.of 60 8 32 0 0 100
Employee
s

Percentag 60 8 32 0 0 100
e

Graph-4

INTERPRETATION:

65
 From the above information most of the employees agree that the

Training program helps to prepare them for the future jobs in their area of

working.

5. Is the training program helps to handle and perform in your current job

Table-5

Particulars Strongl Agree Neutral Disagree Strongly Total

y Agree Disagree

No.of 64 20 12 4 0 100

Employees

Percentage 64 20 12 4 0 100

Graph-5

66
 INTERPRETATION:

From the above information most of the employees agree that the

Training Program helps them to take new challenges in their present job.

6. Is the Training program helps you to take new roles in this organization

Table-6

Particulars Strongly Agree Neutral Disagree Strongly Total

Agree Disagree

No.of 60 20 20 0 0 100

Employees

Percentage 60 20 20 0 0 100

Graph-6

67
 INTERPRETATION:

From the above information most of the employees agree that the

Training Program helps them to take new roles in that organization.

7. Do you often apply this knowledge in your work place while performing the jobs

Table-7

Particulars Strongl Agree Neutral Disagree Strongly Total

y Agree Disagree

No.of 68 20 12 0 0 100

Employees

Percentage 68 20 12 0 0 100

Graph-7

68
 INTERPRETATION:

From the above information most of the employees agree that they

often apply that knowledge in their work place while performing the jobs.

8. Is the Training Prog ram brought change in your perception about your job

Table-8

Particulars Strongl Agree Neutral Disagree Strongly Total

y Agree Disagree

No.of 60 20 16 4 0 100

Employees

Percentage 60 20 16 4 0 100

Graph-8

69
 INTERPRETATION:

From the above information most of the executives agree that the

Training Program brought change in their perception about their job.

9. Dou you required new skills or not from this training session

Table-9

Particulars Strongl Agree Neutral Disagree Strongly Total

y Agree Disagree

No.of 68 12 16 4 0 100

Employees

Percentage 68 12 16 4 0 100

Graph-9

70
 INTERPRETATION:

From the above information most of the executives agree that they

attained new skills in that program.

10. Any requirement of the new skills in your current job

Table-10

Particulars Strongl Agree Neutral Disagree Strongly Total

y Agree Disagree

No.of 68 16 12 4 0 100

Employees

Percentage 68 16 12 4 0 100

Graph-10

71
INTERPRETATION:

From the above charts most of the executives agree that they are

using the new skills in their present job.

11. Training is one of the pre-requites for accepting higher responsibilities.

Table-11

Particulars No of respondents percentage

To some extent 64 64%
To full extent 28 28%
Not at all 8 8%
total 100 100%

Graph-11

72
INTERPRETATION:

From the above table we can observe that the training is one of pre requites
for accepting higher responsibilities that about 64% of respondents are
accepting higher responsibilities by the training and 8% of them are not
accepting and 28% are accepting to some extent.

12. New concepts learnt through training program in their job.

Table-12

Graph-12

Particulars No of respondents Percentage

Yes 68 68%

73
 No 8 8%
Can't say 36 36%
Total 100 100%

INTERPRETATION:

The above table that new concepts are learnt through training
program in their job about 68% of them employees have responded that the new
concepts learnt through training program in their job and 36% of the employees
are not aware of the new concepts and 8% of employees say no that they are not
learnt any new concept through training program.

13. The attitude of the employees towards work change on providing relevant
training programs.
Table-13

Particulars No of respondents Percentage

To some extent 80 80%

To full extent 16 16%

Not at all 4 4%

Total 100 100%

74
 Graph-13

INTERPRETATION:

The above table shows that 80% of the employees believe that the attitude will
change at some extent towards work by relevant training problems. 16% of the
employees gave an excellent opinion over the training programmes. Just a minor
4% of the employees are not satisfied with the training.

14. Training contributes towards continuous improvement.

Table-14

Particulars No of respondents Percentage

Yes 64 64%
No 0 0
Up to some extent 32 32%
Total 100 100%
Graph-14

75
INTERPRETATION:

The above table shows that the employee’s response about that The training
contributes towards continuous improvement About 64% of the employees says
Yes , 32%employees says up to some extent. By this we can say from the above
statement that training contributes towards continuous improvement in the
organization.

15. Organization make use of any online training tool.

Table-15

Particulars No of respondents Percentage

Yes 8 8%

No 56 56%

To some extent 32 32%

Total 100 100%

76
 Graph-15

INTERPRETATION:

The above table shows that the employee’s response about Does any online
training in HSL. About 8% of the employees says Yes ,56% employees says No,
32%employees says up to some extent. By this we can say from above statement
that organization will follow up the online training tool.

SUMMARY

The graphical analysis for the various units clearly shows that the company’s
training programs are very beneficial to the employees and also the HR department has
been successful in implementing training programs which have met the needs of the
employees and also beneficial to the company.

Training for all the employees in various units like knowledge sharing,
Technical, Behavioural has been really beneficial to all the employees and also to the
employees.

The safety training is one of the most important training which have been
undergone by many of the employees and many of the employees and many have been

77
of the option that it is one of the most important training the company is providing
them.

Training and Development is the framework for helping employees to develop

their personal and organizational skills, knowledge, and abilities. The focus of all
aspects of Human Resource Development is on developing the most superior workforce
so that the organization and individual employees can accomplish their work goals in
service to customers.

All employees want to be valuable and remain competitive in the labor market
at all times, because they make some demand for employees in the labor market. This
can only be achieved through employee training and development. Hence employees
have a chance to negotiate as well as employer has a good opportunity to select most
suitable person for his vacancy.

Employees will always want to develop career-enhancing skills, which will

always lead to employee motivation. There is no doubt that a well trained and
developed staff will be a valuable asset to the company and thereby increasing the
chances of his efficiency in discharging his or her duties.

For every employee to perform well, especially Supervisors and Managers, there
is a need for constant training and development. The right employee training,
development and education provides big payoffs for the employer in increased
productivity, knowledge, loyalty, and contribution to general growth of the firm. In most
cases external trainings for instance provide participants with the avenue to meet new
set of people in the same field and network. The meeting will give them the chance to
compare issues and find out what is obtainable in each other’s environment. This for
sure will introduce positive changes where necessary

It is not mentioned in any where that the employers, managers and

supervisors are not suitable for training programmes. They also must be highly trained if
they are expected to do their best for the organization. Through that they will have best
abilities and competencies to manage the organization. Training employees not only
creates a more positive corporate culture, but also add a value to its key resources.

Raw human resources can make only limited contribution to the organization to

78
achieve its goals and objectives. Hence the demands for the developed employees are
continuously increasing. Thus the training is a kind of investment.

HRM a relatively new term, emerged during the 1970`s. Many people continue
to refer to the discipline by its older administration the trend is changing. The term now
a day used in industry cycle is HRM. Coming to the evolution of HRM as a subject, it
may be stated that concern for the welfare of workers in the management of business
enterprises has been in existence since apes. Experts of HRM in our country have tried
to Chronicle the growth of the subject only since the 1920`s. this was the period when
state intervention to protect the interest of workers was felt necessary because of
difficult conditions which followed the first world war, and the emergence of trade
unions.

In this study, which is under taken during my project period in Indus Hospital
Healthcare Pvt. Ltd, is an attempt is made to study the TRAINING AND
DEVELOPMENT that are followed in that organization. I framed questionnaires to all
the employees based on the need of my study and analyzed various TRAINING AND
DEVELOPMENT that are followed there.

To know the perception or views of TRAINING AND DEVELOPMENT their

importance and to know the facts and also their opinions about the existing TRAINING
AND DEVELOPMENT in their organization.

79
An Organization’s success wholly depends on the operating efficiency & optimum
utilization of the scarce capital & other resources. In this process financial management
plays a crucial role in channeling the funds in proper direction and in reducing the
wastage within the firm. As the public sector undertakings plays a crucial role in the
economy, its financial management matters a lot for the diverse interests associated
with it.

Financial statements are the basis for managerial decision making.It is a

collection of data organized according to logical and consistent, accounting
procedures.They convey an understanding of some financial aspects of a business firm,
to the parties interested in its operations.Ratio analysis is the major tool used for
analyzing the financial statements.A financial ratio is the relationship between two
according figures expressed mathematically.

The focus of financial analysis is one key figures contained in the financial
statements and the significant relationship that exists between them.”Analysing
Financial Statements”, according to Metcalf and Titard, is a process of evaluating the
relationship between component parts of a financial statement to obtain a better
understanding of a firm,s position and performance”.

These financial statements are required by the management for the purpose of
evaluation and decision making.

This study of Indus Hospitals has been undertaken to evaluate the financial efficiency of
the organization by establishing the following objectives.

To study the overview of the Indus hospital.To study the financial analysis
through Ratio Analysis techniques.To identify the problems of the company.To offer
some suggestions to improve the financial performance of the organization.

The study concentrates on the financial state of the company.It involves the
study of ratio analysis.It helps to present a broader picture of the financial position of
the company through ratios.The study has great significance and provides benefits to
various parties whom directly or indirectly interacts with the company.

Ratio analysis is useful in the following ways :-

80
 Short term and long term planning.Measurements and evaluation of financial
performance.Study of financial trends.Decisions making for investments and
operations.Diagnosis of financial skills.It is beneficial to top management of the
company by providing clear picture regarding important aspects like
liquidity,leverage,activity and profitability.To be done to well understand the
performance of various operations identifies the shortcoming in management and to
suggest for improvement in those areas.

The analysis of the project was based on the available information. Any
information about the topic is called the data. The data was gathered from various
sources. Basically we have two types of data collections are Primary data & secondary
data

Any information that is collected afresh and for the first time thus happen to be
original in character is called Primary Data. It can be collected either through
experience or through survey or gathered from concerned employees.

Any information which has already been analyzed by someone else and which
have already been passed through the statistical process is called Secondary Data. The
secondary data for the study have been gathered from balance sheets, P&L accounts,
annual reports and other books and manuals of INDUS HOSPITALS. Secondary data
may either be published data or unpublished data that are available.

Usually published data are available in company financial records, organizations

technical and trade journals; books magazines, internet and news papers etc., are
sources of secondary data. Research must be very Indusful in using secondary data.

The whole study was conducted within a period of 1 ½ month and sincere efforts
are made to collect the information to the maximum possible extent.Attention should be
given to the following issues when using financial ratios:
The time period of project work in limited to 6 weeks, so this report may not be
in a position to discuss all the activities of recent origin,Some information is not
available due to confidential matters and availability of limited data is the limitation as
it is not sufficient to undertake comprehensive study .To assess the components of the
working capital management and determine the fluctuations caused due to them,To find

81
out Net working capital and Gross working capital of INDUS HOSPITAL,A reference
point is needed. To be meaningful, most ratios must be compared to historical values of
the same firm, the firm's forecasts, or ratios of similar firms.

The health Indus industry or health profession treats patients who are injured,
sick, disabled or infirm.The delivery of modern health Indus depends on an expanding
interdisciplinary team of trained professionals.

For purpose of finance and management, the healthIndus industry is typically

divided into several groups and sectors. The global industry classification standard and
the industry classification benchmark divide the industry into vtwo main groups

⦁ Health Indus equipment & services

⦁ Pharmaceuticals, biotechnology & related life sciences.

Health Indus equipment and services comprise companies that provide medical
equipment, medical supplies & health Indus such as hospitals, home health Indus
providers &nursuing homes. The second industry group companies that produce
biotechnology, Pharmaceuticals and miscellaneous scientific services.

The art of health Indus in India can be traced back nearly 3500 years. From the
early days of Indian history the Ayurvedic tradition of medicine has been practiced.
During the rule of Emperor AshokaMaurya(3rd century BCE) Schools of learning in the
healing arts were created. Even today many of these continue to be used. During his
reign there is evidence that

Emperor Ashoka was the 1st leader in the world history to attempt to give health Indus to
all of his citizens, Thus it was the India of antiquity which was the 1st state to give its
citizens national health Indus.

The Indian health Indus industry is seen to be growing at a rapid pace and is
expected to become US$280 billion industry by 2020. The Indian healthIndus market
was estimated at US$35 billion in 2007 and is expected to reach over US$70 billion by
2012 and US$145 billion by 2017.According to the investment commission of India the

82
healthIndus sector has experienced phenomenal growth of 12% per annum in the last 4
years. Rising income levels and a growing elderly population are all factors that are
driving the growth. In addition, changing demographics, disease profiles and the shift
from chronic to lifestyle in the country has led to increased spending on healthIndus
industry.

Even so, the vast majority of the country suffers from a poor standard of
healthIndus infrastructure which has not kept up with the growing economy. Despite
having centres of excellence in healthIndus delivery, These facilities are limited and are
inadequate in meeting the current healthIndus demands. Nearly 1 million Indians die
evry year due to inadequate healthIndus facilities and 700 million people have no
access to specialist Indus and 80% of specialists live in urban areas.

Innovative models for bringing a change in the present state of delivery of

healthIndus services in India now include the systems enabled by the advances in
healthIndus information technology

Some primary examples of such models are PACS, RIS, telemedicines and
teleradiology. These models assist in increasing the reach of healthIndus services to the
needy populauce and also help in establishing a distint but effective consultant-patient
relationship. With increasing population requiring quality healthIndus delivery,
provision of equal and effective healthIndus facilities is an intricate task.Effective
results can be obtained with the integration of medical infrastructure and
inter-organizational healthIndus services with information and communication
technologies.

Critics say that the national policy lacks specific measurers to achieve broad
stated goals. Particular problems include the failure to integrate health services with
wider economic and social development, the lack of nutriational support and sanitation
and the poor participatory involment ay thr local level.

Central government efforts at influencing public health focused on the v5 year

plans, on coordinated planning with the states, and on sponsoring major health
vprograms. Government expenditures are jointly shared by the central & state
governments.Goals and strategies are set through central-state government consultations

83
of the central counsil of health and family welfare. Central government efforts are
administrated by the ministry of health and family welfare, which provides both
administrative and technical services and manages medical education. States provide
public services and health education.

The Mission of the Indus Hospitals is as follows :-

At INDUS, our mission is more than just a statement; it’s the cornerstone of all
our efforts and of course a constant reminder of their movement’s founding values:

"To provide the best and cost-effective Indus, accessible to every patient, through
integrated clinical practice, education and research, delivered with compassion, Indus
and concern through team spirit and transparency."

⦁ To provide quality medical at an affordable price, delivered with compassion,

concern and , through team spirit, training and technology.

⦁ To develop a comprehensive health delivery model that suits their population.

⦁ To develop ‘centers of excellence’ in various medical specialties.

⦁ To evolve a holistic approach to health by incorporating the best from various

forms of medicine.

The Vision of the Indus Hospitals is as follows :-

⦁ To evolve as a unique university-based health-centre where the quest for new

knowledge would continuously yield more effective and more compassionate
for all.

⦁ To nurture a new generation of professionals of long –life commitment,

dedication, knowledge, skills, wisdom and values.

⦁ To strive for public trust and maintain medicine’s humane and noble place
amongst professions.

⦁ To be globally competitive in health and related businesses integrating local

culture and ethos.

84
 ⦁ To promote development of indigenous products and systems, adapting
appropriate technologies generating clinical skills and removing barriers before
patients accessing it through institutional partnership.

A ratio is a simple mathematical expression.It is a number expressed in

terms of another number, expressing the quantitative relationship between the two
analysis is the technique of interpretation of financial statements with the help of
various meaningful ratios.Ratios do not add to any information that is already
available, but they show the relationship between the two items in a more meaningful
way which help us to draw certain conclusions.Comparison with related facts is the
basis of ratio analysis.Ratios may be used for comparison in any of the following ways

85
 FINDINGS

⦁ All the 100% of the employees agreed that the organization follows structured
and standardized recruitment process.
⦁ 75% of the employees agreed that the organization clearly defines the positions,
objectives, requirements and candidate specifications in the recruitment process.
⦁ 37% of the employees believe that the most important quality the organization
looks for in a candidate is Knowledge.
⦁ 60% of the employees agreed that the organization does proper job analysis
before selection process begins.
⦁ 63% of the employees are dissatisfied about the future career growth
opportunities.
⦁ 60% of the employees agreed that the company encourages job rotation as a
development tool.
⦁ 50% of the employees are satisfied with the environment in the training
program.
⦁ 75% of the employees agreed that training programme always improve skills
and knowledge.
⦁ 62% of the employees agreed that the performance appraisal helps people set
and achieve meaningful goals.
⦁ 60% of the employees rated average for the medical benefits provided by the
organization.
⦁ 70% of the employees agreed that the organization welfare activities give a
feeling of safety and helps to improve their performance.
⦁ 75% of the employees are dissatisfied with the pay they are getting.
⦁ 57% of the employees fully agreed that their superior encourages team work and
cooperation.
⦁ 67% of the employees agreed that they can discuss work related issues freely
with my superiors.
⦁ 37% of the employees felt that the reason for them to leave the organization is
insufficient payment.

SUGGESTIONS

86
⦁ Organization should keep the eyes on the recruitment process they should recruit
the employees from outside as well means from where they get the employees
they should recruit them.
⦁ As the organization is growing faster they should emphasis on the training
programs even though their training programs are quite good.
⦁ Organization should regularly give the increment on the salary so that who are
not satisfied they would become also satisfied.
⦁ Organization should analyze the training methods and should adopt those
methods which are good for the employees and promotion activities should be
good so that employees are satisfied as we know this is the basic requirement of
the success.
⦁ The management should also allow its employees to discuss the work related
issues----------------
⦁ Then organization should provide more medical fasciitis to the employees and
also to their family members.

BIBLIOGRAPHY

87
Books Referred:

1. Training & Development: A Better way: Robert Hayden: Volume 52.

2. Aswathappa, K., Human Resource Personal Management

Web Sites Referred

⦁ www.videocon.com
⦁ www.ezinearticals.com
⦁ www.google.com

88
 QUESTIONNARIE

I would be grateful if you would kindly spare some time to answer the

questionnaire. This information will be used purely for academic purpose and

would be kept confidential.

NAME: DEPARTMENT:

DESIGNATION: EMPLOYEE NO:

1. Are you aware of Training & Development Program in the Organization?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

2. Is the Training program introduced new concepts in area of your personality

development/Human relations?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

89
3. Is the Training program useful to accomplish in your current job ?a).

Strongly Agree b). Agree

c). Can’t say d). Disagree e). Strongly Disagree

4. Is the Training program helps you to enhance your career advanced work?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

5. Is the training program helps to handle and perform in your current job?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree e). Strongly Disagree

6. Is the Training program helps you to take new roles in this organization?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

7. Do you often apply this knowledge in your work place while performing the

90
jobs?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

8. Is the Training program brought change in your perception about your jobs?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree e). Strongly Disagree

9. Dou you required new skills or not from this training session?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

10. Any requirement of the new skills in your current job?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

11. Do you think that the training is one of the pre requites for accepting higher

91
responsibilities?

(a) To some Extent (b) To full Extent (c) Not at alI

12. Do you think employees apply the new concepts learnt through training program in

their job?

(a) Yes (b) No (c)Can’t say

13. Do you believe that the attitude of the employee towards work will change on

providing revelent training programmes

(a) Short (b) long (c) depends on the necessity and the training module

14. The training contributes towards continuous improvement

(a) Yes (b) No (c) Up to some extent (d) May be

15. Does the organization make use of any online training tool?

(a) Yes (b) No (c) To some extent

92