t&d report shyma

8/14/2019 t&d Report Shyma

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DEPARTMENT OF MANAGEMENT SCIENCE PROJECT REPORT 2009

LIST OF TABLES

TABLE NAME Pg.

no.

1.Employees work experience 51

2.Trainees attended 52

3.Number of training programme attended so far. 53

4.Improvement in performance after training 54

5.Duration of training programme. 55

6.Recommended by department head/supervisor 56

7.Training opportunities availed 57

8.Quality of the training programme received. 58

9.Reflection on the organizations budget 59

10.Considering the legal requirements. 60

11.Considering KSA while assessing training needs 61

12.Considering mission, objectives, cultural changes and customer

orientation in training needs.

62

13.Organization social responsibilities and respect for diversity reflected

in training needs

63

14Training resources coordinated through the following ways 64

15.Cost is considered in the selection of training 65

16.Methods used to track training costs 66

17.Organizations capacity to meet chosen training and development

needs.

67

18.Future training and development needs communicated to 68

19.Training programmes and opportunities sources 69

20Subscriptions to training and development journals 70

21.Positions within the organization accountable for overseeing and

coordinating training and development

71

MES COLLEGE OF ENGINEERING Page 1


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22.Assessment process for immediate training and individual

development needs

72

LIST OF CHARTS

CHART NAME Pg. no.

1.Employees work experience 51

2.Trainees attended 52



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3.Number of training programme attended so far. 53

4.Improvement in performance after training 54

5.Duration of training programme. 55

6.Recommended by department head/supervisor 56

7.Training opportunities availed 57

8.Quality of the training programme received. 58

9.Reflection on the organizations budget 59

10.Considering the legal requirements. 60

11.Considering KSA while assessing training needs 61

12.Considering mission, objectives, cultural changes and customer orientation

in training needs.

62

13.Organization social responsibilities and respect for diversity reflected in

training needs

63

14Training resources coordinated through the following ways 64

15.Cost is considered in the selection of training 65

16.Methods used to track training costs 66

17.Organizations capacity to meet chosen training and development needs. 67

18.Future training and development needs communicated to 68

19.Training programs and opportunities sources 69

20Subscriptions to training and development journals 70



71

22.Assessment process for immediate training and individual

development needs

72



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

Healthcare industry rendering services and recognized as healthcare delivery

segment of the healthcare industry, which is growing at an annual rate of 14%.

The size of the Indian healthcare industry is estimated at Rs. 1,717 billion in

2007. It is estimated to grow by 2012 to Rs. 3,163 billion at 13% CAGR. The

private sector accounts for nearly 80% of the healthcare market, while public

expenditure accounts for 20%.

Training is required:-

To improve the current job performance of employees

To familiarize employees with the policies and procedures of the

organization.

To enhance the creativity, adaptability and versatility of the employees

and to facilitate learning at the work place

To prepare employees for future job.

To help employees manage their careers.

To maintain knowledgeable work force.

To gain competitive advantage through a knowledgeable work force.

To promote organizational growth through individual growth.

The quality of development opportunities is crucial. It will be important to

raise the level of awareness and knowledge about professional development and

what is available, what is effective and how it is planned and evaluated. By

auditing employees past experiences it is easier to evaluate the effectiveness of

the programme. No organization has a choice of whether to train its employees

or not, the only choice is that of methods. The primary concern of an

organization is its viability, and hence its efficiency. There is a continuous



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environmental pressure for efficiency, and if the organization does not respond

to this pressure, it may find itself rapidly losing whatever share in the market.

Training and development programme imparts skills and efficiency and be able

to cope up with pressures of changing environment. The viability of an

organization depends to a considerable extend on the skills of different

employees.

This study provides an overview on the systematic development of the

knowledge, skills and attitudes required by an employee to perform adequately

a given task or job. Training refers to efforts that help enhance employee skills

for carrying out the present job.

1.2 STATEMENT OF THE PROBLEM

Training is must for every individual when he enters into the

organization. Even though the candidate has experience, he also should get

training regarding the organization culture, values and beliefs. Due to this,

training programme plays a key role in every organization. This study is carriedout to identify the effectiveness of Training and Development programme

provided to the employees in the organization.

1.3 NEED AND IMPORTANCE OF STUDY

The study was conducted in Sreekandapuram Multispeciality Hospital

Mavelikara, Alapuzha Dt to know whether their employees are satisfied with

the present Training and Development programme. It was conducted to identify

effectiveness of Training and Development programme provided to the

employees in the organization, so as to improve the employee performance,



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guide them in career upliftment leading to organizational growth and

development.

1.4 OBJECTIVES OF THE STUDY

The main objective of doing this project is to study employee attitude

regarding the training programme and the benefits of the Training and

Development programme. The following were the objectives considered for the

study.

1. To study the various Training and development programme in the

organization.

2. To identify the effectiveness of Training and Development programme

provided for employees.

3. To fulfill the learners objective.

4. To determine the major factors influencing the effectiveness of Training

and Development programme.

5. To find out the problems involved in measuring the training effectiveness

and making suggestions for improvement



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CHAPTER 2:

INDUSTRY

PROFILE

INTRODUCTION TO HO S P ITAL INDUSTRY



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Institutions created specifically to care for the ill also appeared early in India.

King Ashoka is said to have founded at least 18 hospitals ca. 230 BC, with

physicians and nursing staff, the expense being borne by the royal treasury.

Stanley Finger (2001) in his book Origins of Neuroscience: A History of

Explorations Into Brain Function cites an Ashokan edict translated as:

"Everywhere King Piyadasi (Asoka) erected two kinds of hospitals, hospitals

for people and hospitals for animals. Where there were no healing herbs for

people and animals, he ordered that they be bought and planted." However

Dominik Wujastyk of the University College London disputes this, arguing that

the edict indicates that Ashoka built rest houses (for travellers) instead of

hospitals, and that this was misinterpreted due to the reference to medical herbs.

The first teaching hospital where students were authorized to methodically

practice on patients under the supervision of physicians as part of their

education, was the Academy of Gundishapurin the Persian Empire. One expert

has argued that "to a very large extent, the credit for the whole hospital system

must be given to Persia".[

H OSPITAL INDUSTRY

A hospital is an institution for health care providing patient treatment by

specialized staff and equipment, and often but not always providing for longer-

term patient stays.

Today, hospitals are usually funded by the state, by health organizations, (for

profit or non-profit), health insurances or charities, including by direct

charitable donations. In history, however, hospitals were often founded and

funded by religious orders or charitable individuals and leaders. Similarly,

modern-day hospitals are largely staffed by professional physicians, surgeons,

and nurses, whereas in history, this work was usually done by the founding

religious orders or by volunteers

http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Ashoka_the_Greathttp://en.wikipedia.org/wiki/Edicts_of_Ashokahttp://en.wikipedia.org/wiki/University_College_Londonhttp://en.wikipedia.org/wiki/Teaching_hospitalhttp://en.wikipedia.org/wiki/Academy_of_Gundishapurhttp://en.wikipedia.org/wiki/Persian_Empirehttp://en.wikipedia.org/wiki/Health_carehttp://en.wikipedia.org/wiki/Patienthttp://en.wikipedia.org/wiki/Publicly_funded_healthcarehttp://en.wikipedia.org/wiki/For-profit_hospitalhttp://en.wikipedia.org/wiki/For-profit_hospitalhttp://en.wikipedia.org/wiki/Non-profit_organizationhttp://en.wikipedia.org/wiki/Health_insurancehttp://en.wikipedia.org/wiki/Charitable_organizationhttp://en.wikipedia.org/wiki/Physicianhttp://en.wikipedia.org/wiki/Surgeonhttp://en.wikipedia.org/wiki/Nursehttp://en.wikipedia.org/wiki/Volunteershttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Ashoka_the_Greathttp://en.wikipedia.org/wiki/Edicts_of_Ashokahttp://en.wikipedia.org/wiki/University_College_Londonhttp://en.wikipedia.org/wiki/Teaching_hospitalhttp://en.wikipedia.org/wiki/Academy_of_Gundishapurhttp://en.wikipedia.org/wiki/Persian_Empirehttp://en.wikipedia.org/wiki/Health_carehttp://en.wikipedia.org/wiki/Patienthttp://en.wikipedia.org/wiki/Publicly_funded_healthcarehttp://en.wikipedia.org/wiki/For-profit_hospitalhttp://en.wikipedia.org/wiki/For-profit_hospitalhttp://en.wikipedia.org/wiki/Non-profit_organizationhttp://en.wikipedia.org/wiki/Health_insurancehttp://en.wikipedia.org/wiki/Charitable_organizationhttp://en.wikipedia.org/wiki/Physicianhttp://en.wikipedia.org/wiki/Surgeonhttp://en.wikipedia.org/wiki/Nursehttp://en.wikipedia.org/wiki/Volunteers


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

Healthcare industry rendering services and recognized as healthcare delivery

segment of the healthcare industry, which is growing at an annual rate of 14%.

The size of the Indian healthcare industry is estimated at Rs. 1,717 billion in

2007. It is estimated to grow by 2012 to Rs. 3,163 billion at 13% CAGR. The

private sector accounts for nearly 80% of the healthcare market, while public

expenditure accounts for 20%. The country had 15,393 (2005) hospitals, which

had 8.75 lakh hospital beds. According to the WHO report, India needs to add

80,000 hospital beds each year for the next five years to meet the demands of its

growing population. Newfound prosperity of many Indian households is

spurring demand for high-quality medical care, transforming the healthcare

delivery sector into a profitable industry.

Medial tourism is changing the face of traditional healthcare industry in

India. Indias excellence in the field of modern medicine and its ancient

methods of physical and spiritual wellbeing make it the most favourable

destination for good health and peaceful living. Indias cost advantage andexplosivegrowth of private hospitals, equipped with latest technology and

skilled healthcare professionals has made it a preferred 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 needfor a comprehensive Industry Insight on Hospital industry.

S PECIALIZED

Types of specialized hospitals include trauma centers, rehabilitation hospitals,

children's hospitals, seniors' (geriatric) hospitals, and hospitals for dealing with

specific medical needs such as psychiatric problems (seepsychiatric hospital),

certain disease categories, and so forth.

http://en.wikipedia.org/wiki/Trauma_centerhttp://en.wikipedia.org/wiki/Children's_hospitalhttp://en.wikipedia.org/wiki/Geriatrichttp://en.wikipedia.org/wiki/Psychiatryhttp://en.wikipedia.org/wiki/Psychiatric_hospitalhttp://en.wikipedia.org/wiki/Trauma_centerhttp://en.wikipedia.org/wiki/Children's_hospitalhttp://en.wikipedia.org/wiki/Geriatrichttp://en.wikipedia.org/wiki/Psychiatryhttp://en.wikipedia.org/wiki/Psychiatric_hospital


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A hospital may be a single building or a campus. Many hospitals with pre-20th-

century origins began as one building and evolved into campuses. Some

hospitals are affiliated with universities formedical research and the training of

medical personnel. Worldwide, most hospitals are run on a non-profit basis by

governments or charities.

D EPARTMENTS

Hospitals vary widely in the services they offer, and therefore in the

departments they have. They may have acute services such as an emergency

department or specialist trauma centre,burn unit, surgery orurgent care. These

can then be backed up by more specialist units such as cardiology orcoronary

care unit, intensive care unit, neurology, cancer center and obstetrics and

gynecology.

Some hospitals will have Outpatient departments and some will have chronic

treatment units such as behavioral health services, dentistry, dermatology,

psychiatric ward, rehabilitation services andphysical therapy.

Common support units include a dispensary orpharmacy, pathology and

radiology, and on the non-medical side, there are often medical records

departments and/orrelease of information department.

NATURE OF THE INDUSTRY

Combining medical technology and the human touch, the health care industryadministers care around the clock, responding to the needs of millions of people

from newborns to the critically ill.

Industry organization. About 580,000 establishments make up the health care

industry; they vary greatly in terms of size, staffing patterns, and organizational

structures. Nearly 77 percent of health care establishments are offices of

physicians, dentists, or other health practitioners. Although hospitals constitute

only 1 percent of all health care establishments, they employ 35 percent of all

http://en.wikipedia.org/wiki/Campushttp://en.wikipedia.org/wiki/Universitieshttp://en.wikipedia.org/wiki/Medical_researchhttp://en.wikipedia.org/wiki/Non-profithttp://en.wikipedia.org/wiki/Emergency_departmenthttp://en.wikipedia.org/wiki/Emergency_departmenthttp://en.wikipedia.org/wiki/Trauma_centrehttp://en.wikipedia.org/wiki/Burn_(injury)http://en.wikipedia.org/wiki/Surgeryhttp://en.wikipedia.org/wiki/Urgent_carehttp://en.wikipedia.org/wiki/Cardiologyhttp://en.wikipedia.org/wiki/Coronary_care_unithttp://en.wikipedia.org/wiki/Coronary_care_unithttp://en.wikipedia.org/wiki/Intensive_care_unithttp://en.wikipedia.org/wiki/Neurologyhttp://en.wikipedia.org/wiki/Cancerhttp://en.wikipedia.org/wiki/Obstetrics_and_gynecologyhttp://en.wikipedia.org/wiki/Obstetrics_and_gynecologyhttp://en.wikipedia.org/wiki/Outpatienthttp://en.wikipedia.org/wiki/Behavioral_healthhttp://en.wikipedia.org/wiki/Dentistryhttp://en.wikipedia.org/wiki/Dermatologyhttp://en.wikipedia.org/wiki/Psychiatric_wardhttp://en.wikipedia.org/wiki/Physical_medicine_and_rehabilitationhttp://en.wikipedia.org/wiki/Physical_therapyhttp://en.wikipedia.org/wiki/Dispensaryhttp://en.wikipedia.org/wiki/Pharmacyhttp://en.wikipedia.org/wiki/Pathologyhttp://en.wikipedia.org/wiki/Radiologyhttp://en.wikipedia.org/wiki/Medical_records_departmenthttp://en.wikipedia.org/wiki/Medical_records_departmenthttp://en.wikipedia.org/wiki/Release_of_information_departmenthttp://en.wikipedia.org/wiki/Campushttp://en.wikipedia.org/wiki/Universitieshttp://en.wikipedia.org/wiki/Medical_researchhttp://en.wikipedia.org/wiki/Non-profithttp://en.wikipedia.org/wiki/Emergency_departmenthttp://en.wikipedia.org/wiki/Emergency_departmenthttp://en.wikipedia.org/wiki/Trauma_centrehttp://en.wikipedia.org/wiki/Burn_(injury)http://en.wikipedia.org/wiki/Surgeryhttp://en.wikipedia.org/wiki/Urgent_carehttp://en.wikipedia.org/wiki/Cardiologyhttp://en.wikipedia.org/wiki/Coronary_care_unithttp://en.wikipedia.org/wiki/Coronary_care_unithttp://en.wikipedia.org/wiki/Intensive_care_unithttp://en.wikipedia.org/wiki/Neurologyhttp://en.wikipedia.org/wiki/Cancerhttp://en.wikipedia.org/wiki/Obstetrics_and_gynecologyhttp://en.wikipedia.org/wiki/Obstetrics_and_gynecologyhttp://en.wikipedia.org/wiki/Outpatienthttp://en.wikipedia.org/wiki/Behavioral_healthhttp://en.wikipedia.org/wiki/Dentistryhttp://en.wikipedia.org/wiki/Dermatologyhttp://en.wikipedia.org/wiki/Psychiatric_wardhttp://en.wikipedia.org/wiki/Physical_medicine_and_rehabilitationhttp://en.wikipedia.org/wiki/Physical_therapyhttp://en.wikipedia.org/wiki/Dispensaryhttp://en.wikipedia.org/wiki/Pharmacyhttp://en.wikipedia.org/wiki/Pathologyhttp://en.wikipedia.org/wiki/Radiologyhttp://en.wikipedia.org/wiki/Medical_records_departmenthttp://en.wikipedia.org/wiki/Medical_records_departmenthttp://en.wikipedia.org/wiki/Release_of_information_department


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workers. The health care industry includes establishments ranging from small-

town private practices of physicians who employ only one medical assistant to

busy inner-city hospitals that provide thousands of diverse jobs.

The health care industry consists of the following nine segments:

Hospitals . Hospitals provide complete medical care, ranging from diagnostic

services, to surgery, to continuous nursing care. Some hospitals specialize in

treatment of the mentally ill, cancer patients, or children. Hospital-based care

may be on an inpatient (overnight) or outpatient basis. The mix of workers

needed varies, depending on the size, geographic location, goals, philosophy,

funding, organization, and management style of the institution. As hospitals

work to improve efficiency, care continues to shift from an inpatient to

outpatient basis whenever possible. Many hospitals have expanded into long-

term and home health care services, providing a wide range of care for the

communities they serve.

Nursing and residential care facilities. Nursing care facilities provide inpatient

nursing, rehabilitation, and health-related personal care to those who needcontinuous nursing care, but do not require hospital services. Nursing aides

provide the vast majority of direct care. Other facilities, such as convalescent

homes, help patients who need less assistance. Residential care facilities provide

around-the-clock social and personal care to children, the elderly, and others

who have limited ability to care for themselves. Workers care for residents of

assisted-living facilities, alcohol and drug rehabilitation centers, group homes,

and halfway houses. Nursing and medical care, however, are not the main

functions of establishments providing residential care, as they are in nursing

care facilities.

Offices of physicians. About 37 percent of all health care establishments fall

into this industry segment. Physicians and surgeons practice privately or in

groups of practitioners who have the same or different specialties. Many

physicians and surgeons prefer to join group practices because they afford



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backup coverage, reduce overhead expenses, and facilitate consultation with

peers. Physicians and surgeons are increasingly working as salaried employees

of group medical practices, clinics, or integrated health systems.

Offices of dentists. About 1 out of every 5 health care establishments is a

dentists office. Most employ only a few workers, who provide preventative,

cosmetic, or emergency care. Some offices specialize in a single field of

dentistry such as orthodontics or periodontics.

Home health care services. Skilled nursing or medical care is sometimes

provided in the home, under a physicians supervision. Home health care

services are provided mainly to the elderly. The development of in-home

medical technologies, substantial cost savings, and patients preference for care

in the home have helped change this once-small segment of the industry into

one of the fastest growing parts of the economy.

Offices of other health practitioners. This segment of the industry includes the

offices of chiropractors, optometrists, podiatrists, occupational and physical

therapists, psychologists, audiologists, speech-language pathologists, dietitians,and other health practitioners. Demand for the services of this segment is related

to the ability of patients to pay, either directly or through health insurance.

Hospitals and nursing facilities may contract out for these services. This

segment also includes the offices of practitioners of alternative medicine, such

as acupuncturists, homeopaths, hypnotherapists, and naturopaths.

Outpatient care centers. The diverse establishments in this group includekidney dialysis centers, outpatient mental health and substance abuse centers,

health maintenance organization medical centers, and freestanding ambulatory

surgical and emergency centers.

Other ambulatory health care services. This relatively small industry segment

includes ambulance and helicopter transport services, blood and organ banks,

and other ambulatory health care services, such as pacemaker monitoring

services and smoking cessation programs.



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Medical and diagnostic laboratories. Medical and diagnostic laboratories

provide analytic or diagnostic services to the medical profession or directly to

patients following a physicians prescription. Workers may analyze blood, take

x rays and computerized tomography scans, or perform other clinical tests.

Medical and diagnostic laboratories provide the fewest number of jobs in the

health care industry.

HEALTH CARE IN INDIA

Health care facilities and personnel increased substantially between the early

1950s and early 1980s, but because of fast population growth, the number of

licensed medical practitioners per 10,000 individuals had fallen by the late

1980s to three per 10,000 from the 1981 level of four per 10,000. In 1991 there

were approximately ten hospital beds per 10,000 individuals.

Primary health centers are the cornerstone of the rural health care system. By

1991, India had about 22,400 primary health centers, 11,200 hospitals, and

27,400 dispensaries. These facilities are part of a tiered health care system that

funnels more difficult cases into urban hospitals while attempting to provide

routine medical care to the vast majority in the countryside. Primary health

centers and sub centers rely on trained paramedics to meet most of their needs.

MAJOR PLAYERS IN INDIA

Indias healthcare sector has made impressive strides in recent years. From a US

$ 20.6 billion industry in 2001 it is expected to touch US $ 46.4 billion by 2012.

This includes the Pharma market, Govt. spending and Private Spending. Indias

healthcare industry is expected to grow by around 15% a year for the next 6

years.

Major corporations like the Apollo Group, Fortis, Max, Wockhardt, and Escorts

Group have made significant investments in setting up state-of the-art private

hospitals in cities like Mumbai, New Delhi, Chennai and Hyderabad. Using the



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in Kerala. Today, with the mushrooming of private hospitals that offer quality

services matching international standards, and with the tie up of the healthcare

industry with the tourism sector, healthcare in Kerala is growing by leaps and

bounds.

MAJOR PLAYERS I N KERALA

The growth has been spectacular in Malabar. It is expected to grow multi-fold

in the coming years, says K.G. Alexander, chairman and chief physician of

Baby Memorial Hospital. And certainly, it is the private sector that is taking the

lead. Seventy per cent of the health-care services are in the private sector. The

drivers of change are the better health awareness among people and new

treatment methods in the hospitals. Many hospitals now have state-of-the-art

equipment for diagnosis and treatment. An ageing population, lifestyle diseases

and rising levels of income are other factors contributing to the growth of the

sector. Several medical institutions foresee immense possibility in the health-

care industry.

Many of them are going on an expansion mode, such as upgrading

infrastructure and adding modern facilities. Baby Memorial Hospital has

launched a Rs. 100-crore project to increase the number of beds to 800 from

480. We are planning to set up exclusive departments for oncology,

cardiothoracic surgery and nephrology. Besides, it will relieve the rush at our

multi-storied complex, Mr. Alexander says. Setting up a 300-bed hospital

means employing 500 people. The growth might not be as astounding as theinformation technology or the information technology enabled services sectors.

But the development is sustainable, he says.

Likewise, the Malabar Institute of Medical Sciences (MIMS), which is

celebrating its seventh anniversary, has roped in leading doctors and

internationally qualified specialists in various departments. Efficient doctors

who have worked at cancer centers are now serving at our institute, says S.Lejpathroy, assistant manager, relations, MIMS.



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MIMS is a referral hospital where stress is on advanced tertiary- care

procedures for serious medical problems. It was established with NRI

investments of Rs.50 core. New projects are also in the offing. One of them is

the multi-core Metro International Cardiac Centre (MICC) at Palazhi. India has

a great potential to tap in the health-care segment. Now Bangalore and Chennai

are providing back offices of the service industry in the U.S. and Europe, says

P.P. Mohammed Musthafa, managing director, MICC.

KIMS is a 450-bed multi-specialty hospital where a competent team of

specialists and sophisticated technology come together to deliver high-quality

medical aid. Launched in January 2002, KIMS has emerged as one of the

leading centers of pioneering medical work, research and academics in South

India with a global outreach

Kerala Institute of Medical Sciences (KIMS), one of Asia's leading tertiary care

hospitals, is a landmark healthcare destination in Kerala initiated by KIMS

Healthcare Management Ltd. The 450 bed multi disciplinary super specialty

hospital was started with the objective of providing world class healthcare

services and specialized medical facilities at affordable costs.

KIMS has to its credit the unique achievement of National (National

Accreditation Board for Hospitals & Healthcare Providers - NABH), and

International (Australian Council on Healthcare Standards International -

ACHSI) accreditations for its dedicated healthcare of uncompromising quality.It is empanelled with Government & Semi-Government Institutions in India,

Republic of Maldives, Sultanate of Oman, Bahrain, UAE, US and UK. Awarded

with ISO 9001:2000, KIMS is poised to become one of the most preferred

healthcare and health tourism destination in Asia with focus on medicine,

education and research.

RECENT DEVELOPMENT IN THE HEALTH CARE INDUSTRY



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In the rapidly changing health care industry, technological advances have made

many new procedures and methods of diagnosis and treatment possible. Clinical

developments, such as infection control, less invasive surgical techniques,

advances in reproductive technology, and gene therapy for cancer treatment,

continue to increase the longevity and improve the quality of life of many

Americans. Advances in medical technology also have improved the survival

rates of trauma victims and the severely ill, who need extensive care from

therapists and social workers as well as other support personnel.

In addition, advances in information technology continue to improve patient

care and worker efficiency with devices such as hand-held computers thatrecord notes on each patient. Information on vital signs and orders for tests are

transferred electronically to a main database; this process eliminates the need

for paper and reduces recordkeeping errors.

Cost containment also is shaping the health care industry, as shown by the

growing emphasis on providing services on an outpatient, ambulatory basis;

limiting unnecessary or low-priority services; and stressing preventive care,which reduces the potential cost of undiagnosed, untreated medical conditions.

Enrollment in managed care programspredominantly preferred provider

organizations, health maintenance organizations, and hybrid plans such as

point-of-service programscontinues to grow. These prepaid plans provide

comprehensive coverage to members and control health insurance costs by

emphasizing preventive care. Cost effectiveness also is improved with the

increased use of integrated delivery systems, which combine two or more

segments of the industry to increase efficiency through the streamlining of

functions, primarily financial and managerial. These changes will continue to

reshape not only the nature of the health care workforce, but also the manner in

which health care is provided

As the largest industry in 2006, health care provided 14 million jobs13.6

million jobs for wage and salary workers and about 438,000 jobs for self-



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employed and unpaid family workers. Of the 13.6 million wage and salary jobs,

40 percent were in hospitals; another 21 percent were in nursing and residential

care facilities; and 16 percent were in offices of physicians. The majority of jobs

for self-employed and unpaid family workers in health care were in offices of

physicians, dentists, and other health practitionersabout 295,000 out of the

438,000 total self-employed.

Health care jobs are found throughout the country, but they are concentrated in

the largest Statesin particular, California, New York, Florida, Texas, and

Pennsylvania.

Workers in health care tend to be older than workers in other industries. Health

care workers also are more likely to remain employed in the same occupation,

in part because of the high level of education and training required for many

health occupations



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CHAPTER

4:

COMPANY

PROFILE

COMPANY PROFILE



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Sreekandapuram Multispeciality Hospital is self sufficient with a separate

nursing home and it provides Training and Development programme to nursing

staff. The hospital as thoughtfully planned, will be a multi-specialty facility

with luxury, premium and budget rooms to suit every stratum of society. The

specialty and auxiliary departments will provide primary, secondary and tertiary

care backed by world class amenities and most experienced professionals.

Depending on the need and vision, Sreekandapura Multispeciality

Hospital has molded their training structure. At Sreekandapuram Hospital, HR

department identifies the training needs of its employees for the calendar year,

comes up with a calendar and sticks to it. Depending upon the type of

programme, a decision is taken to conduct the training programme internally or

to outsource it. The main parameters are the category of people who are to be

trained, the subjects on whom they need training and the kind of output the

hospital is looking at in the end. Sreekandapuram Multispeciality hospital has a

full-fledged centralized training cell in the form of Sreekandapuram nursing

home, which takes care of all its technical training requirements. On the otherhand, soft-skills and service training is handled by the HR department. "It is not

the question of benefits, but what works best for an organization. If we have

resources within the company, why not utilize them?

Sreekandapuram Multispeciality Hospital widely used the concept of 'Training

the Trainer', where an internal resource is identified for this programme, who

then assists the training department to conduct various training programmes.

It has now become a referral medical institute for most parts of Kerala,

especially for south Kerala. Set up nine years ago, this 225-bed multi-specialty

hospital with around Rs 5core NRI investment has to a great extent succeeded

in delivering good healthcare to the people of Mavelikara.



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Unique Features From the current strength of 225 beds, we plan to acquire

more than 300 beds in the next three months" - Dr Ravi Shankar (Medical

Director S.M.H)

It is equipped with one of the best intensive care facilities in the country having

state-of-the-art 'hospital on wheels' ambulance facility. It also is one of the few

hospitals in the country with a full-fledged nuclear medicine department.

FUNCTIONAL DEPARTMENT

Functional department deals with the overall functioning of the entire

organization. In Sreekandapuram Multispeciality Hospital the major functional

departments are

Administration Department

HR Department

Marketing Department

Finance And Account Department

Quality System Department

Material Management Department

Nursing Department

Supporting Service Department

Medical Record Department

Maintenance Department

ADMINISTRATION DEPARTMENT



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The responsibility of the management to see that there is proper enforcement of

various provisions, rules and policies in the day to day functioning of the

hospital

HUMAN RESOURCE DEPARTMENT

HUMAN RESOURCE ACTIVITIES


CHAIRMAN

VICE CHAIRMAN

EXECUTIVE

DIRECTOR OF

SURGICAL SERVICE

DIRECTOR OF

MEDICAL SERVICE

CHIEF CO ORDINATOR

ADMINISTRATION

SENIOR MANAGER HR

SENIOR EXECUIVE HR

HR EXECUTIVEHR EXECUTIVEHR EXECUTIVE


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HR department is responsible for coordinating the process for man power

estimation. Functional in charge in various departments are responsible for

assisting the HRD providing information on man power needs as required.

The management trusts their staff. They respect the values of their

employees. Human resource is one of the greatest resources in this industry.

They recruit the right people for the right job. The management identifies the

talents and utilizes it for achieving business excellence. It also helps them to

identify the training needs and provides facilities in developing their knowledge

and skills. Strength and weakness of employees are identified through best

performance appraisal system. The total of all individual contribution will meancontinuing success and hope our associations will be sincere, lasting and

mutually beneficial.

Training needs are identified though various training methods and

training is being given to fill up the shortfall to perform well. Employee can

approach the coordinators and request for necessary training which is relevant

to job requirement. The human resource department coordinator in identifyingtraining needs, organizing and evaluating the same.

Attendance for training classes is compulsory. It will help you to develop

your professional skills for advancement when an opportunity arises.

RECRUITMENT

Recruitment will be based on the annual man power plan report. Department

wise quarterly man power statement will be generated by the HRD for the

review of top management. The statement includes the number of staffs joined

on the month, number of staffs resigned and the total strength as on date.

TRAINING



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It is the process established by the hospital for identifying and providing

required and adequate training to various personal to empower their skill,

knowledge, attitude and experience for optimal performance.

In service education training

Internal training program

External training program

Job orientation and training

PERFORMANCE APPRAISAL

This hospital has a very good performance appraisal system by

incorporating various behavior traits which are relevant to job requirement and

organizational needs. Employees strengths and weaknesses are evaluated and

appraisal to them for further improvement. Training needs are needs are also

identified through performance appraisal. Attendance and punctuality play a

vital role in determining other performance ratings such as communication

skills, leadership skills, motivation skills, analytical skills job knowledge.

Employee also shall feel free to discuss their weakness with theircoordinators and HR manager. The parameters which are measured in

performance appraisal are;

a) Job knowledge

b) Attitude to work

c) Initiative

d) Quality of work

e) Reliability

f) Leadership

g) Attendance

REMUNERATION

The salary of an employee for his service during each month will become

due within the first seven working days of the month and will be paid on any

day on or before the 7th of the next month.



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Salary will be credited to employees bank account. Salary slip will be sent

to you by human resource department. Any discrepancy in your salary slip may

please be brought to the notice of the human resource department or accounts

department for clarification and rectification. It is advised that you retain your

monthly pay slip for future reference.

GRIEVANCE HANDILING

All grievances should be in writing and shall be handed in accordance with the

procedures laid down below.

The employee in person will first take up his grievance to his immediate

supervisor. If he fails to receive the decision of immediate supervisor , he may

refer the grievance to the coordinator. If the decision of the coordinator is not

satisfactory or a reply is not received from him, the employee will present the

grievance to the management, executive director through HRD.

NURSING DEPARTMENTNursing department is the major care giving section. This department consists

of dedicated and well trained nursing personnel. It is concerned with health

promotion, maintenance and restoration. Nursing department is headed by

nursing coordinator and assisted by nursing super indents, supervisors, staff

nurse, ANM, and nursing orderlies.

QUALITY SYSTEM DEPARTMENT


Senior Manager Quality

System

Assistant Manager Quality

System

Quality System ExecutivesQuality System ExecutivesQuality System Executives


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Marketing Department

FINANCE AND ACCOUNT DEPARTMENT


GENERAL MANAGER

PROJECT AND

BUSINESS

SENIOR MANAGER

MARKETING

MARKETING

EXECUTIVES

MARKETING

EXECUTIVESMARKETING

EXECUTIVES

CHIEF FINANCIAL OFFICER

ACCOUNTS

MANAGER

DEPUTY

REVENUE

MANAGER

ASSISTANT

MANAGER

CHIEFCASHIER

ACCOUNT

OFFICER


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The finance and accounts department is headed by chief financial officer and

assisted by accounts manager, deputy revenue manager, assistant manager,

account officers and cashier. Finance department play very important role in

salary administration. Financial appraisals are made by the account manager for

sanctioning loans from financial institution.

T ECHNOLOGY ABSORPTION

It is one of the most IT- savvy hospitals. As part of its mission to provide

healthcare of international standards, Sreekandapuram Multispeciality Hospital

has been keeping pace with the latest developments in the technology, thus

utilizing the technological advancements for better patient service and cost

reduction.

Now, a new system of recording and retrieval for discharge summary dictation

by doctors has been installed, whereby multiple doctors can dictate the

summaries simultaneously. "This has reduced the time consumed in releasing

the patients from our hospital and also saved the precious time of the doctors,

which can be utilized in caring for the other patients," informs Dr Ravi Sankar.

Vision and Mission

CORPORATE S ERVICES

Protecting your Employees

The single most important asset of any organization is its people. And like any

other asset it has to be protected. To this end, more and more companies are

recognizing the value of adopting a strategic healthcare policy. Many are



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already sponsoring medical expenses programs. Not just for senior

management, but for all levels of staff as well as immediate family members.

But there is more to a strategic healthcare policy than medical expenses. Should

procedures be widened to include health screening or to assess the risk of

sickness and stress in the workplace or to manage such risks.

Companies driving for cost efficiency and reducing the number of employees

are more likely to affect by days lost through sickness. Rising medical costs are

leading to significant increases in the cost of funding employees medical

expenses benefit plans.

These trends raise a wide range of financial and human resource issues. They do

so at a time when companies are already under pressure to contain operating

costs, to improve margins and to improve competitive advantage in a liberalized

economy.

What Sreekandapuram Multispeciality Hospital Can Offer

Round the clock help desk for medical emergencies and assistance and

hospitalization.

Corporate advisory services

Corporate health planning

Advice on health insurance

Medical crisis, rapid response and first aid protocol

programs.

Occupational Health and Risk Management Services

Health and well being programmes

Health publications



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Health Awareness Programme

Health Screening

Wellness Programme for Lifestyle & Stress

Management

Immunization drives for preventable diseases

All services are available to any size of organization, from small

independent companies to major multinationals. Whether used individually or in

combination they can all be tailored to your specific requirements. Moreover,

we will ensure that they are cost effective and value for money.

Advice and help employers with professional input and services to

"round out" the health benefit plans and cover a wider spectrum of health

benefits for your employees & their families. We will help devise and

implement strategies to improve the general health status of your working

population and ensure that your corporation receives good value for money, by

way of health management and administration programme.



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LITERATURE

REVIEW

*Training as continuous improvement: Training faces increasing demands to

demonstrate results in terms of return on investment. With these demands come

increased opportunities for the training function to influence the direction andoperations of the company. Changing demographics, the increasing

competitiveness of the market place, high demand for and short supply of

knowledge workers, and customer demands for high-quality products and

services all challenge companies and their training development.

Important concepts and terms in the field of training were defined and discussed

including learning, three types of knowledge, two levels of skills and attitudes.



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begins with entry level position as a specialist with a larger firm and moves the

position for greater responsibility until reaching a generalist position. The

individual may then move into another area of HR or move to a external firm

providing training services. However this part is subject to many exceptions

and many different entry points depending on experience and qualification. The

skills and competencies of organization development practitioners are important

to training professionals a well. Likewise the skills and competencies of trainers

are important to OD professionals.

Effective training occurs as set of phases in which each phase acquires input

engages in set of processes and produces output needed for the next phase.hte

training process model provides a visual understanding how the phases relate to

each other although model shows the stages occur as sequential steps (needs

analysis, design, development, implementation, evaluation). In fact these cases

occur in a dynamic fashion with feedback from one phase leading to the next

phase as well as recycling through s0me aspects of the previous phase.

* Ref: Training as continuous improvement, P Nick Blanchard, James W Thacker, Effective training

systems, strategies and practices, Second edition 2006, Pg no. 46

*Review of literature-Performance Appraisal and Training & Development:

Training leads to development of individual knowledge, skill and attitude. The

need for training arises in order to meet certain demands of the organization

such as introduction of new lines of production, changes in design, the demand

of competition and economy, promotion, career development, job and personal

changes and changes in the volume of business. This paper narrates the

Performance Appraisal and Training & Development at Vediocon Ltd., Mumbai.

Performance appraisal has been considered as the most significant and

indispensable tool for an organization. It provides valuable information for

decision making purposes related to human resource development. Several

methods and technique of appraisal are available for measurement of the



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The Training and Development system and performance appraisal system

should be complementary in nature, be it a consumer durable company or a

finance company. Employee performance is measured in terms of job

knowledge, skill and competence and also quality and quantity of output.

However to get positive rating one has to be trained depending upon the needs

and demands.

*Ref: Dr.Anjali Ganesh. Asst Professor,St. Joseph Engineering College, Mangalore. AJBMR,

Volume 3, no.2, September 2008

*Training and Development Often Starts With Training the Trainer

New trainers should have attended some form of training the trainer course.

They need to understand education, training and development and how to

facilitate learning. Good trainers do more than just talk to their classes. Learners

leave empowered with knowledge that will make a practical difference to theirlives. They might forget the class and the trainer, but they will retain a

substantial amount of what they learned for many years to come.

Good trainers are made, not born. Natural ability helps, but there are two

elements essential to every trainer's own development. One is the training that

trainers themselves receive, and the other is their experience. The most effective

way to learn how to train is to attend a train the trainer course. Books and onlineresources can be helpful, but because a training class is a live, dynamic

environment, it is also the best place in to learn how to train.

There is no formal train the trainer certification program that is recognized

nationally or internationally. Various organizations offer certification in training

particular products, or offer their own form of accreditation.



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The most important element of training the trainer is teaching about different

learning styles and how to structure a class that appeals to each one. People

learn in a number of different ways and a good trainer will ensure that his

course addresses all of these.

Another essential component is facilitation training. A training class should be

an interactive environment and not a series of lectures from the front. A good

trainer will engage with learners, fostering discussion within the class. Good

trainers will also be good learners. They understand the importance of

continuous improvement and take responsibility for their on-going self

development.

Every training class, even one on a subject that has been taught many times

before, should be regarded as a learning experience of the trainer. Inevitably

they will learn the most from their first few classes, as they develop the

confidence to manage a group of learners and to control the agenda.

Trainers will quickly learn what style of course delivery works best for them,

and what techniques they can employ to deal with specific situations. They will

develop their own training strategies, along with useful resources. They will

come to understand their own strengths and weaknesses in the classroom, and

the importance of preparation and assessment.

A good trainer will do more than just deliver a class. She will illuminate the

subject, increasing the knowledge and capability of the learners and allowing

them the leave the room much richer than when they arrived.

**Training and Development in an Era of Downsizing: This conceptual paper

examines downsizing in the context of the management of a firms human

resources during downsizing. It presents the main theories, assertions, and

empirical findings regarding the role of the HR function, in general, and training

and development (T&D), more specifically. As such, the paper reviews the

existing body of literature associated with HR plans, programs and policies that

http://teachertipstraining.suite101.com/article.cfm/training_tips_top_10_tools_for_it_trainershttp://teachertipstraining.suite101.com/article.cfm/training_tips_top_10_tools_for_it_trainers


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firms adopting downsizing must provide their surviving workforces. Finally, the

paper presents a number of concluding comments regarding effective

downsizing practices that have emerged in the literature.

*Ref: Training and Development Often Starts With Training the Trainer, Andrew Knowles , and Oct

12, 2009.

** Ref: Training and Development in an Era of Downsizing, Franco Gandolfi, Journal of

Management Research, Volume 9, Number1. April 2009

*Training and development A cost-benefit research: This article reviews

current literature related to cost-benefitanalysis of employee training programs.

After a conceptual stageis set and the meaning of terms is clarified,

methodologiesfor measuring costs and benefits, and problems related to

thisprocess are discussed. Primary and secondary beneficiaries oftraining are

identified. The need for distributional assignmentsof costs as a function of

benefit is described. Following theidentification of problems inherent in cost-

benefit research,

concluding comments focus on the need for practicalapplicationsof cost-benefit research.

The purpose of this study was to discuss progress and gaps in the scientific

training and development literature. In particular, we first delineate three criteria

against which scientific progress in Human Resource Management fields can be

evaluated. We then review examples from the training and development

literature that illustrate progress toward meeting each scientific criterion.

Finally, we identify several gaps in the literature that require further theory

development and empirical research. Although our general assessment of

scientific progress in the training and development literature is positive, we also

argue that more multilevel research is needed to better understand how learning

is influenced by factors residing at multiple levels of analysis, as well as how

learning generalizes to influence practically meaningful outcomes at higher

organizational levels.

http://www.suite101.com/profile.cfm/orangeduvethttp://www.suite101.com/daily.cfm/2009-10-12http://www.suite101.com/daily.cfm/2009-10-12http://www.suite101.com/profile.cfm/orangeduvethttp://www.suite101.com/daily.cfm/2009-10-12http://www.suite101.com/daily.cfm/2009-10-12


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*Ref: Training and Development, Robert Blomberg, Rochester Methodist Hospital, Rochester

September 12, 2007

*How to Become a Professional Trainer: A trainer delivers training. Training

specialists exist in every profession. Here are some tips on why you should

consider a career in training and how to achieve it. A career in training can be

extremely rewarding both financially and professionally. Even spending a few

years in training delivers enormous benefits and can give you skills you need to

progress.

Trainers exist in whatever field you work in, whether it is accounting or

acupuncture, mechanical engineering or medicine. Good trainers share common

skills and attributes but they can be drawn from a wide variety of backgrounds.

Training is a great way to build self-confidence. It is easy to assume that the

people who go into training are naturally outgoing and confident, which is whythey are happy to stand in front of a class of people for much of their day.

However, most people who go into training have a very different motivation.

They love to share their knowledge and to see others develop and improve. To

become a trainer often means overcoming nerves about standing up and talking.

Training offers huge variety. Most trainers do not want to deliver the same

material every day. They are also keen learners, wanting to expand their

knowledge of the subject they are already experts in. A good trainer will always

aim to learn something new every time they teach



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*Ref; How to Become a Professional Trainer, Andrew Knowles,Oct 20, 2009

*United Parcel Service uses 360-degree feedback and training: At United

Parcel Service (UPS) in Louisville, Kentucky, about 1200 management

employees participate in automated 360-degree feedback process. The managers

are measured on a number of critical skills customer focus, people skill,

business values, and so forth. But, before any of this valuation happens, HR

trainers hold mini training sessions to explain the purpose and process of 360-

degree feedback to those involved. At these sessions, training is also provided

on how to give and receive feedback.

After receiving training, peers, supervisors, and subordinates rate a manager

once every six months on the critical skills. They do so by completing a

questionnaire. The manager then sits down with her supervisor and discusses

the feedback. The manager then sets objective for the improvement over the

next six month. The manager chooses to attend the programmes that provide

skills training and practice in the areas of improvement. Six months later the

manager receives another round of feedback that indicates that information

session that indicates any improvement in the areas targeted. How is the process

being received? Hope Zoeller Stith , trainer at UPS, indicates that information

sessions that incorporate discussion about the purpose of the process, along withthe feedback training, helped everyone see the benefits of the process.

Employee reacted positively, Stith says.

http://www.suite101.com/profile.cfm/orangeduvethttp://www.suite101.com/daily.cfm/2009-10-20http://www.suite101.com/profile.cfm/orangeduvethttp://www.suite101.com/daily.cfm/2009-10-20


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*Ref: Wells,S. 1999. A new road traveling beyond 360-degree evaluation.HR manager 4:83-91

CHAPTER 5:

RESEARCH

METHODOLOGY



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5.1 Research Methodology:

The Research and Methodology adopted for the present study has been

systematic and was done in accordance to the objectives set which has been

detailed as below.

Research Definition

Research is a process in which the researcher wishers to find out the end result

for a given problem and thus the solution helps in future course of action.

According to Redman & Mory research is defined as a Systemized effort to

gain new knowledge.

5.2 RESEARCH DESIGN

According to Claire Seltiz, a research design is the arrangement of condition

and analysis of data in manner that aims to combine relevance to the research

purpose with economy in procedure.

5.3 TYPE OF RESEARCH

Research is basically of two types.

1. Descriptive research

2. Explorative research

1. Descriptive Research: These studies are concerned with describing the

characteristic of a particular individual or a group.

Determining sources of Data:

There are two main sources of data



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1. Primary data

2. Secondary data

Primary Data: It consists of original information collected for specificresearch. Primary data for this research study was collected through a direct

survey to obtain this primary data a well structured questionnaire was prepared

by the researcher.

Secondary Data: It consists of information that already exists somewhere and

has been collected for some specific purpose in the study. The secondary data

for this study is collected from various management books.

Questionnaire: A set of questions containing a few Technical questions and

more number of opinionated questions are prepared for the employees of both

Centralized and Decentralized sections of HR Department.A questionnaire is

determined after gathering preliminary information about training and

development programmes for employees in this organization. Questionnaire

Development:

Questionnaire is the most common instrument in collecting

primary data. In order to gather primary data from viewers.

The present questionnaire consists of following type of questions.

1. Closed ended questions

2. Dichotomous questions3. Multiple choice questions

4. Ranking question.

Closed ended questions: Closed ended questions have no other options other

than the selecting the one that close matches the respondents opinion or

attitude.



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Dichotomous questions: A dichotomous questions refers to one, which offers

the respondents a choice between only two alternatives.

Multiple Questions: A multiple choice question refers to one, which provides

several sets of alternatives for the respondents choice.

Ranking questions: These questions are given when there are many points to

be considered and to be ranked in priority.

5.4 POPULATION

Permanent employees of the organization were considered as the population for

the study.

5.5SAMPLING METHOD

The required data in this research may be obtained by the sampling method.

Convenience sampling has been used for the purpose of drawing samples from

the population. When population elements are selected for inclusion in the

sample based on the ease of access, it can be called convenience sampling.

5.6 SAMPLE SIZE

Sample size is 5o which is consisting of nurses.

5.7 SOURCE OF DATA

The data mainly belongs to primary data. To explain some relevant matters

secondary data were also used. Sources were company reports, websites,

articles etc..,

5.8 TOOLS FOR ANALYSIS

The tools used are percentage analysis, likert scale and averages. Graphs and

charts are used for presentation.



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5.9 LIMITATIONS OF THE STUDY

a. An inherent limitation of questionnaire method and survey is applicable

in this study. Convenient sampling was used which has its own limitation.

b. Lack of the cooperation of the employees in gathering their opinion will

be a limitation.

c. The sample size was limited.



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CHAPTER: 6

DATA ANALYSIS



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&

INTERPRETATIO

NSANALYSIS AND INTERPRETATIONS

The data available from the questionnaire was classified and tabulated with the

help of tables and figures. The classification and tabulation of each

questionnaire is given below.

1. Employees work experience

Table.1

Option No: of respondents (%)Percentage

Below 1 year 10 20

1-5 year 15 30

5-10 year 13 26

10 year 12 24

Total 50 100

Source: primary data

Fig .1 : Employees work experience

INFERENCE



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From the above information, about 20% of the respondents have an experience

below 1 year, 30% have an experience of 1-5 years, 26% have an experience of

5-10 years, and 26% have an experience of 10 years.

2. Trainees attended

Table.2


Yes 36 72

No 14 28

Total 50 100


Fig .2: Trainees attended

INFERENCE

It is inferred that, 72% of the respondents attended the training programme

conducted by the organization. The total number of respondents who attended

the training programme was 36% and the remaining 14 %could not attend the

programme due to their routine work.

3. Number of training programmes attended so far

Table.3


1 8 16



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More than 1 12 24

3 17 34

More than 3 13 26

Total 50 100


Fig .3: Number of training programmes attended so far

INFERENCE

From the above table it is clear that about 16% of the respondents have attended

at least one training programmes, 24% of the respondents have attended more

than one training programmes, 34% of the respondents have attended three

training programmes and 26% of the respondents have attended more than three

training programmes.

4. Improvement in performance after training

Table.4

Option Opinion (%)Percentage

Yes 43 86

No 7 14

Total 50 100


Fig .4:Improvement in performance after training

INFERENCE



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About 86% of the respondents improved their performance and skill after

getting the training and the remaining 14% have not indicated any improvement

as they are not satisfied with current training programme.

5. Duration of training programmes

Table.4

Training period No: of respondents (%)Percentage

1 month 15 30

4 month 20 40

6 month and above 15 30

Total 50 100


Fig .5: Duration of training programmes

INFERENCE

From the above information, it is inferred that about 30% of the respondents

have attended one month training programme, 40% of the respondents have

attended four months training programme and the remaining 30% have attended

six months and above training programme.

6. Recommended by department head/supervisor



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Table.6


Always 13 26

Frequently 17 34

Less frequently 15 30

Some times 5 10

Total 50 100


Fig .6: Recommended for training by department head/supervisor

INFERENCE

It is inferred that, 26% of the respondents are always recommended for future

training, 36% of the respondents are frequently recommended for future

training, 20% remaining respondents are sometimes recommended for futuretraining.

7. Training opportunities availed

Table .7


Always 14 28

Frequently 17 34


Some times 8 16

Total 50 100

Source: primary dataFig .7: Training opportunities availed



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INFERENCE

From the above information, about 28% of the respondents are availing training

programmess themselves always, 34% of the respondents are availing trainings

programmess themselves frequently and 19% of the respondents availing

training programmes themselves sometimes.

8. Quality of the training programme received

Table. 8

Options No: of respondents %(percentage)

Satisfactory 15 30

Fully satisfactory 10 20

Neutral 10 20

Dissatisfactory 10 20

Fully dissatisfactory 5 10

Total 50 100


Fig .8: Quality of training programme received

INFERENCE

From the above information, about 30% of the respondents are satisfied with the

current training programme, 20% of the respondents are fully satisfied but 20%

of the respondents have no opinion with regard to the quality of training and the

remaining 15% of the respondents are not fully satisfied with the current

training programme .

9. Reflection on the organizations budget.



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Table. 9


Always 15 30

Frequently 10 20

Less frequently 10 20Sometimes 15 30

Total 50 100


Fig. 9: Reflection on the organizations budget

INFERENC E

It is inferred that, 30% of the respondents agree that the training needs are

always reflected in the organization budget, 20% of the respondents agree that

the training needs are sometimes reflected in the organization budget.

10.Considering the legal requirements

Table.10


Always 10 20

Frequently 10 20


Sometimes 25 50

Total 50 100


Fig.10: Considering the legal requirements

INFERENCE

The above chart showing that, 20% of the respondents agree that the legal

requirements are always considered in training needs. 20% of the respondents



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agree that the legal requirements are frequently considered in training needs.

25% of the respondents agree that the legal requirements are sometimes

considered in training needs.

11.Considering KSA while assessing training needs.

Table.11


Always 25 50

Frequently 10 20


Sometimes 5 10

Total 50 100


Fig .11:Considering KSA while assessing training needs.

INFERENCE

From the above chart, 50% of the respondents agree that employee job skill,

knowledge etc, are always considered while assessing training needs. While the

remaining opines that the job skill, knowledge etc, are sometimes considered

while assessing training needs.

12.Considering mission, objectives, cultural changes and customer


Table.12


Always 20 40

Frequently 15 30


Sometimes 10 20

Total 50 100



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Fig.12: Considering mission, objectives, cultural changes and customer


INFERENC E

Among the 50 employees surveyed, 40% of the respondents opine that mission,

objectives, cultural changes and customer orientation are always considered in

training needs.30% speak out that it is only frequently considered, 10% are with

view that it is less frequently considered and the rest 20% says that it is

considered only sometimes.

13.Organization social responsibilities and respect for diversity

reflected in training needs.

Table.13


Always 10 20

Frequently 15 30

Less frequently 5 10Sometimes 20 40

Total 50 100


Fig.13: Organization social responsibilities and respect for diversity

reflected in training needs.

INFERENC E

The table above indicates that, 20% of the respondents are with the view that

Organizations social responsibilities and respect for diversity are always

reflected in training needs, 30% of the respondents indicates that it is frequently

reflected in training needs, 10% opine that it is less frequently reflected and rest

40% employees outlook is that it is reflected only sometimes.

14.Training programmes coordinated through the following ways



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Table.14


Mentoring 10 20

pre-planning 10 20

performance try-out 10 20Others 20 40

Total 50 100


Fig.14:Training programmes coordinated through the following ways

INFERENC E

Among the 50 employees surveyed, 20% of the respondents opine that training

programmes are coordinated through mentoring, 20% of the respondents

opinion is that it is coordinated through preplanning,20% are with the view that

it is coordinated through performance try out, rest 40% says that it is

coordinated through other means

15.Cost is considered in the selection of training.

Table.15


Always 10 20

Frequently 15 30


Sometimes 20 40

Total 50 100


Fig.15:Cost is considered in the selection of training

INFERENC E



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Among 50 employees surveyed, 20% of the respondents are in the view that

cost is considered in the selection of training resources.30% are in the opinion

that cost is considered only frequently, and 10% indicates that is considered less

frequently the rest 40% says that cost considered only sometimes in training

needs.

16.Methods used to track training costs

Table.16

Options No. of respondents %(percentage)

Yes 15 30No 35 70

Total 50 100


Fig.16: Methods used to track training costs

INFERENC E

Among the 50 employees surveyed, 30% of the respondents have come up withan opinion that some methods are used to track training costs in terms of lost

work time. Rests 70% of them are not aware about any specific methods used

for the same.

17. Organizations capacity to meet chosen training and development

needs.Table.17


Yes 15 30

No 35 70

Total 50 100


Fig.17:Organizations capacity to meet chosen training and development

needs.



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INFERENC E

It is inferred that 50% of the respondents are with the view that measurement of

return on investment in training is done by the organization the rest 50% opine

that it is not done by organization

18.Future training and development needs communicated

Table.18


HR department 15 30

Immediate supervisors 10 20

other personnel 25 50

Total 50 100


Fig.18: Future training and development needs communicated

INFERENC E

The table above indicates that, 30% of the employees communicate

organizations immediate and future training and development needs to HR

department.20% employees communicate their needs to immediate supervisors,

50% employees communicate organizations immediate and future training and

development needs to other personnel.

19.Training programs and opportunities -sources

Table.19


Circular 10 20

Notice board 10 20

Meeting 10 20

Others 20 40Total 50 100



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Fig.19: Training programs and opportunities -sources

INFERENC E

It is inferred that, 20% of the respondents get the training related information

through circulars; 20% get information about Training programmess through

notice board, 20% are communicated through meeting and rest 40% gets

information through other means.

20.Subscriptions to training and development journals.

Table.20


Always 10 20

Frequently 15 30


Sometimes 20 40

Total 50 100


Fig.20:Subscriptions to training and development journals.

INFERENC E

The table above indicates that, 20% of the respondents say that subscriptions to

professional training and development journals are always maintained and

circulated among department members,30% of the respondentsindicate that it isfrequently maintained,10% opine that it is less frequently maintained and rest

40% disclose that it is maintained and circulated only sometimes.


coordinating training and development.

Table.21

Options No: of respondents %(percentage)Yes 35 70



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No 15 30

Total 50 100


Fig.21: Positions within the organization accountable for overseeing and


INFERENC E

70% of the respondents are of the view that positions within the organization

are accountable for overseeing and coordinating training and development

activities and the rest 30% does not have this view.

22. Assessment process for immediate training and individual

development needs.

Table.22


Yes 20 40

No 30 60

Total 50 100


Fig.22: Assessment process for immediate training and individual

development needs.

INFERENC E

Among 50 employees surveyed, 40% of the respondents say that processes are

available for the assessment of organizations immediate training and individual

development needs 60% of the respondents say that assessment is not available.



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CHAPTER 4:

FINDINGS

SUGGESTIONS

CONCLUSIONMES COLLEGE OF ENGINEERING Page 64


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7.1 FINDINGS

It was found that 72% of the employees had shown keen interest in the

training programme organized.

86% of the employees have experienced improvement in their

performance due to the training programme attended by them.

30% of the employees are of the view that the organization includes

training and development expenses while preparing the organization

budget.

50% of the employees are with the view that KSA are always considered

in the assessment of training needs.

Only 40% of the employees feel that mission, objective and cultural

changes are considered in training needs.

Only 30% of the employees are satisfied with current training

programme.

52% of the employees agree that a proper assessment should be adopted

for periodic measurement of training needs 92% of the employees are of the opinion that effective training leads to

quality performance.



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CONCLUSION

This report is an attempt to study the effectiveness of training and development

programmes conducted by Sreekandapuram Multispeciality Hospital

Mavelikara and its benefits for the employees. This study reveals that training

plays an important role in every organization especially in service sector so an

up-to-date assessment of the effectiveness of the training and development

programme is essential to enhance the future development of the organization.

In this Knowledge-based economy, training helps people to learn how make

themselves productive to the organization. To cope with the challenges and

competitiveness in the world, every organization needs the services of trained

persons for performing the activities in the systematic way. So, training

programme must play a key role in individual as well as organizational

performance.



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BIBILIOGRAPHY

1) Bhatnagar O.P, Evaluation methodology for training, New Delhi:

Oxford and IBH publishing co.pvt.ltd.

2) Personnel management, Mc. Graw Hill, 6th ed., 1981.

3) C R Kothari, Research Methodology- Methods and techniques, second

edition.

4) P Nick Blanchard & James W. Thancker, Effective training systems,

strategies, and practices, Second edition-2006, Published by Dorling

Kindersly (India) Pvt. Ltd,

5) Dr Hari Dayal Gupta, Editorin-chief, Journal of Management

Research, Volume 9, April 2009.

Websites:-

www.google.com

www.wikipedia.com

http://www.google.com/http://www.wikipedia.com/http://www.google.com/http://www.wikipedia.com/


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CHAPTER: 8

ANNEXURE



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QUESTIONNAIRE

A study on effectiveness of training and development

programmes for employees in Sreekandapuram Multispeciality

Hospital, Mavelikara, Alappuzha Dt

The information collected is only for study purpose for my third semester

minor project as part of my MBA course at MES College of Engineering. I

request you to kindly record

t&d report shyma

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