Project Effectiveness of Training & Development

8/6/2019 Project Effectiveness of Training & Development

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Effectiveness of Training and Development

EXCEUTIVE SUMMARY

The project was undertaken to analyze the concept of, Effectiveness of Training and

Development in meeting the objectives of an organization and to adopt the best practices of

the industry to serve the customer.

The study was conducted in Bangalore with special reference to Manipal Speciality Hospital,

Rajarajeshwari nagar, Bangalore to study and analyze the Training and Development system

of Manipal and give suggestions to improve the Training system.

The Manipal Group is renowned worldwide for its pioneering work in healthcare and

education spanning five decades. Its Healthcare Division runs 15 hospitals. Manipal group

has ventured beyond the boundaries created by history, geography, nationality, genders,

socio-economic strata and found opportunities to create wealth of different kind - in the form

of health, knowledge and social security - working towards a better future. What makes Hostcompany different from its competitors is the superior quality of service and its willingness to

incorporate new technology. Today Manipal is trying to command a leadership position in the

service industry segment of Asia.

To accomplish the above, around 50 employees of Manipal Speciality Hospital, Bangalore

were surveyed and interviewed. The core purpose of the survey was to find out employee

perspective towards the training that is given to them.

The primary objective of the study are as follows-

To study and analyze the present Training and Development system adopted.

An interview based on a questionnaire to know how does the employee feels in

general towards the organization and the training methods used.

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INDUSTRY PROFILE

INTRODUCTION

Health care means a wide and intensive form of services, which will be related to well being

of human beings. Health Care is a social sector. Health Care services are provided at state

level with the help of central government.

Health care is a wide and intensive industry, which covers Hospitals, Health Insurances,Medical software, Health- equipments and Pharmacy in it.

Major inputs of health care industry

The major inputs of health care industries are as listed below:

I. Hospitals

II Medical insurance

III. Medical software

IV. Health equipments

OVERVIEW OF HEALTHCARE SECTOR IN INDIA

Indias healthcare sector has made impressive strides in recent years. It has transformed to a

US$ 17 billion industry and is surging ahead with an annual growth rate of 13% a year. The

healthcare industry in India expected to grow in size to Rs 270,000 core by 2012. The

healthcare industry employs over four million people, which makes it one of the largest

service sectors in the economy of our country.

Healthcare is dependent on the people served; Indias huge population of a billion people

represents a big opportunity. People are spending more on healthcare. The rise in literacy

rate; the higher levels of income; and an increased awareness through the deep penetration of

media, has constituted to greater attention being paid to health. India has a very low density

of doctors. Infant mortality is amongst the highest in India.



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Hospitals in India are running at 80-90% occupancy. Major corporations like the Manipal,

Apollo Group, Fortis, Max, Wockhardt, Piramal, Duncan, Ispat, Escorts have made

significant investments in setting up state-ofthe-art private hospitals in cities like Mumbai,

New Delhi, Chennai and Hyderabad.

Good Healthcare in India is in extreme short supply and it is this gap that Corporate are

looking to plug. Most users of healthcare prefer private services to government ones. The

private Healthcare segment has grown into a formidable industry estimated to be Rs.8,00,000

crores. Using the latest technical equipment and the services of highly skilled medical

personnel these hospitals are in a position to provide a variety of general as well as

specialists services.

India is well positioned to tap the top end of the $3 trillion global healthcare industry

because of the facilities and services it offers, and by leveraging the brand equity of Indian

healthcare professionals across the globe, said Vinod Khanna, Union Minister of State for

External Affairs.

The Government of India places top priority to healthcare in the national agenda. It is very

serious about encouraging indigenous R&D and creation of human capital. This would

improve the quality of life of our people, leading to greater socio-economic progress of the

country.

As medical costs sky rocket in the developed world, countries like India have immense

potential for what is called "Medical Tourism", highlighted Harpal Singh, Conference

Chairman, in his theme address. India, with outstanding human resource talent and the

setting up of world class medical facilities, was now poised to take leadership in the fast

emerging arena of healthcare management which is witnessing the first signs of

globalization.

ORIGIN OF THE INDUSTRY



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Institutions created specifically to care for the ill appeared early in India. In ancient India,

hospitals for men and animals were established during the reign of Maurya and Gupta Kings.

Under the Emperor Ashoka (260 B.C.), there were schools with attached hospitals. A few

religious and charitable endowments in South India established schools with attached

hospitals. Such hospitals were known as "Veera Solan". In South India an edict dated 1097 of

Veera Chola Maharaj refer to a sixteen bedded hospital for students of the school attached to

the templeat Tirumakundal in Chingleput District. There are also ruins of a hospital at

Mahintale near Anuradhpura in Sri Lanka. It is believed to have been constructed by

Mahendra, the son of Ashoka. Emperor Akbar, in the 16th century, built a large hospital at

Fatehpur Sikri.

In India, Western medicine was introduced by the Portuguese sometime in the 16th century.

In 1510, Albuquerque built the Royal Hospital in Goa. Many years later, in 1703, an

elementary course in medicine was organized in this hospital. The East India Company built

a Military Hospital in Madras in 1664; later on in 1750, it was declared open to the civilian

population. In Bombay, the first hospital was opened in 1676. Later, the J.J.group of

hospitals, founded in the year 1843, started functioning in May 1845. Named after Sir

Jamshetjee Jejeebhoy whose munificent donation helped in the building of this hospital, the

J.J.Hospital with its Grant Medical College was responsible for introducing modern allopathy

to western India. The idea of starting such an institute had earlier been mooted by Sir Robert

Grant, then Governor of Bombay in 1835. Earlier, medical schools had already been

established in Calcutta and Madras.

By the turn of the century, however on seeing that less qualified Britishers were preferredover competent Indian physicians for jobs, nationalists decided to build a hospital where

Indian doctors could treat patients. This led to the formation of the King Edward VII

Memorial (KEM Hospital) in 1926. The famous people associated with this hospital over the

years include Jivraj N Mehta and R.J. Vakil (physicians ), R.N. Cooper, A.V. Baliga, P.K.Sen

(surgeons) and V.R. Khanolkar (pathologist). The Tata Memorial Hospital (1941) and the

Cancer Research Institute (1952) are in the forefront of India's fight against the dreaded

disease, cancer. The motto of the Tata Memorial Centre, Bombay [comprising the above two

institutions] is ' Service, Research, Education'. This centre was built solely out of personal

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tragedy. Lady Meherbai Tata was sent to England in 1930 for treatment of leukemia. Her

husband, Sir Dorabji realized that such a thing would not be possible for most Indians; he

decided, therefore to build a hospital for cancer patients in India. Another institution of repute

is the AIIMS (All India Institute of Medical Sciences), New Delhi which was started in 1956

for the development of excellence in all aspects of heath care including undergraduate and

postgraduate teaching, training, research and experimentation. The heart transplant performed

by P.Venugopal in 1994 was in this hospital.

Perhaps the Indian hospital best known all over the world is the Christian Medical College,

Vellore. It is a 1500 bed hospital, based at a town, 130 km from Madras in South India. Ida

Scudder, an American Schoolgirl was visiting her parents in India in the late 19th century.

Asked to assist in childbirth, Ida refused since she was ignorant of the procedure. To her

horror, all 3 children died. This prompted Ida to study medicine in the USA. On returning to

India in 1900, Ms Scudder, started a Clinic in Vellore. Later, she started a school for

compounders (1903), a school for Nurses (1909) and finally a medical school for women in

1918. From 1947 onwards, males were also admitted.

MARKET OVERVIEW

India has a fairly comprehensive healthcare system comprising of government and private

service providers. However, the system reaches barely fifty percent of the population

mainly on account of general infrastructure bottlenecks. The country lags behind international

standards on basic healthcare infrastructure and facilities. India has 94 beds per 100,000

populations as compared to the WHO norm of 333 beds per 100,000. The density of doctors

is also low. There are only 43 doctors for a population of 10,000.

SIZE OF MARKET

India's healthcare industry is estimated at Rs 1000 billion. Of this, pharmaceuticals account

for Rs 200 billion. As per some estimates, Rs 185 billion is spent on healthcare annually.

On average, Indian families spend 600 per month on healthcare which is 11% of the

household income, showing that they are willing to spend provided the service they get is of



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high standard. According to The World Health Report 2000, India's health expenditure is

5.2% of its GDP. Public and private health expenditure is 13% and 87% respectively.

The Indian healthcare industry, unlike other industries, stands untouched by recession. There

had been a steady growth in this sector, revenues from the healthcare sector accounts for

5.2% of the GDP, making it the third largest growing sector in India, and further the

healthcare sector is projected to grow to nearly 1, 80,000 crores by year 2012 that GDP 6.2%

to 7.5% and a compounded annual growth rate (CAGR) of 15-17 percent for at least the next

7-10 years.

FUTURE OUTLOOK

People are both living longer and expecting a higher quality of life. Both of those will

increase demand for the healthcare industry. In addition, the baby boomer generation is

beginning to reach the age where increased medical attention is almost necessary. All of these

lead to a positive outlook for growth in the healthcare industry. The health care sector has

been attracting huge investment from domestic players as well as financial investors and

private equity firms across the globe. The sectors perceived recession-proof nature the

demand-supply gap and the possibility of attractive financial returns makes it attractive for

investors. Feedback ventures expect private equity funds to invest about USD 1 billion in the

health care sector in the next five years.

The economic slowdown does not seem to have had a major impact on corporate hospitals,

which continue to remain upbeat about their performance in FY09-10. Many hospitals have

planned growth strategies and expect good out comes this fiscal. Manipal hospitals a third-largest hospital chain, planed to form a new entity to run its hospitals as part of a

restructuring that it expects will help raise Rs100-125 crore for expansion and help attract

investors in further fund-raising activities. Manipal Hospitals expects to acquire a hospital or

a chain of two to three hospitals in New Delhi, Mumbai, Chennai, or smaller cities such as

Hyderabad or Pune.

COMPANY PROFILE



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BACKGROUND AND INCEPTION OF THE COMPANY

Manipal Group

Founded 5 decades ago by Dr. TMA Pai, Physician, Educationist, Banker and Philanthropist,

Manipal Group has a strong academic focus. Manipal Health Systems, the Hospital

Management Company of the Group treats over 19 lakhs patients every year. MAHE-

Deemed University at Manipal is a University Town with 3 Universities, 24 Colleges and

over 20000 students from over 39 countries.

The parent company, the Manipal Group, is renowned worldwide for its pioneering work in

healthcare and education spanning five decades. Its Healthcare Division runs 15 hospitals

with 1250 doctors and 4250 beds, 7 government associate hospitals with 2565 beds, 7 rural

health centers and 14 Medical Colleges with over 9000 students and 275 faculty staff.



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Manipal group has ventured beyond the boundaries created by history, geography,

nationality, genders, socio-economic strata and found opportunities to create wealth of

different kind - in the form of health, knowledge and social security - working towards a

better future.

HISTORY

It is Indias first hospital to be ISO 9001:2000 certified for Clinical, Nursing, Diagnostics and

Allied Areas. The hospital has been declared winner of the prestigious Golden Peacock

National Quality Award 2005 in the service category.

With a team of some of the best doctors in the world, an attentive staff, state-of-the-art

equipment, the hospital provides specialized medical services at affordable costs in over 40

specialties.

Manipal Hospital in Bangalore is one of 15 hospitals within a large health care service

system. Besides its 15 hospitals, it is comprised of 9 primary care clinics and 55 community

health programs. It is a rather integrated system providing healthcare to both national and

international patients from many areas. The entire hospital system houses 3,700 beds and

over 1,000 doctors, serving 1.5 million patients each year.

Per our review, Manipal Hospital-Airport Road, Bangalore is one of 5 Manipal Hospitals

within what it refers to as the "Bangalore cluster." The hospital promotes itself for its quality,

affordable healthcare housing 600 beds. This multi-super specialty center provides medical

services in 43 specialties in such areas as accident and emergency, cardiology, plastic

surgery, ENT and so many more. It has a staff of over 1,700 and over 275 consultants

supporting its 600 beds and 40+ specialties.

Manipal Hospitals offers quaternary, tertiary, secondary and primary health care delivery

services which has been covered over,

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Manipal Specialty Hospital, Rajarajeshwari Nagar is a recent health care venture by Manipal

Hospitals. This 120 bed multispecialty secondary care hospital further strengthens the

availability of quality healthcare by offering state-of-the-art diagnostics and consultancy

services in all major clinical specialties in an upcoming satellite town on the outskirts of

Bangalore.

The hospital endeavors to provide total healthcare solutions at affordable costs to patients

across every strata of the society with its eminent doctors, well trained nursing team and

Para medical support staff.

NATURE OF BUSINESS CARRIED



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Manipal health enterpriser has been the only public sector undertaking making profit since its

inception. Manipal is in the areas of health care, education, research and hospitality of

various life saving and essential service sector. Manipal is today actively involved in

providing the path- breaking medical services, ably supported by high-end technology. The

company is also presently engaged continuously to strive for clinical excellence, personalized

care and medical services that are responsive to the needs of the society.

VISION

Our Vision is to become Asia's leading healthcare provider with happy and satisfied patients

and stakeholders.

MISSION

We are committed to be the most preferred and comprehensive service provider in meeting

health care needs of the community. We will earn its trust through services differentiation

of clinical excellence, patient centricity and ethical practices.

QUALITY POLICY

We will provide world class healthcare by harnessing the state-of-the-art technology in

medicine, education and research.



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We will strive to meet expectations and endeavor to surpass them and all our actions will

reflect that we are truly INSPIRED BY LIFE.

We will accomplish this through a team of trained and dedicated personnel with cost

effectiveness.

SERVICE PROFILE

Manipal Specialty Hospital, Rajarajeshwari Nagar endeavors to provide total healthcare

solutions at affordable costs to patients across every strata of the society with its eminent

doctors, well-trained nursing team and Para medical support staff.

The lists of Service they provide are as follows

Anesthesia Internal Medicine

Cardiology Obstetrics & Gynecology

Dermatology Ophthalmology

Dental Medicine Orthopedics and Spine Surgery

Department of General & Minimally Invasive Surgery Pediatrics

ENT Physiotherapy

Urology

IN- PATIENT SERVICE

Operating Room - 4( 1 & 2 Functional), Day Care

Minor OT (Starting in near future) Pre and Post Operative Area

ICU

Medical / Surgical Semi- Special Rooms

Pediatric / Neonatal Special Room



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Labor Room Deluxe Rooms

Pediatric Ward Trauma Care Centre

General Ward (Male and Female)

OUT PATIENT SERVICE

Consultations Vascular Surgery (yet to start)

Internal Medicine CATH LAB (yet to start)

Obst. & Gynae MORTUARY (yet to start)

General Surgery Endocrinology

Paediatrics Rheumatology

Eye / ENT Dental Medicine

Dermatology Laboratory Services

Cardiology / Cardio-thoracic Surgery Blood Bank (will start in near future)

Orthopedics Radiology & Imaging

Neurology / Neuro Surgery CT Scan

Nephrology MRI

Urology X- Ray

Endocrinology Ultrasound

Rheumatology ECHO

Plastic Surgery Doppler

Nuclear Medicine (Gamma Camera)( yet

to start)

24 hrs Pharmacy ECG / TMT / ECHO / Doppler / HOLTER

Dialysis EMG/ EEG etc. (yet to start)

Diagnostic Physiotherapy & Rehabilitation



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Complete Non Invasive Cardiac Endoscopy (Upper and Lower GI)

AREA OF OPERATION

OWNERSHIP PATTERN

Founder-Dr. TMA Pai Chairman, Manipal Group - Dr.Ramdas Pai



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Its a Family owned Business Dr. TMA Pai was the founder of the Manipal group. The

business is now carried by his son Dr.Ramdas Pai.

Manipal Hospitals

Name Designation

Mr. Rajen Padukone Chief Executive Officer

Dr. Sudharshan Ballal Chairman - Medical Advisory Board,&

Medical Director-Manipal Hospitals

Dr. Nagendraswamy S C President

Mr. T Ramoji CFO & Company Secretary

Dr. Raghuraman T S COO & Medical Superintendent

Mr. Ganesh Selvaraj Head- Human Resources

Mr. Nandkishor Dhomne Assistant Vice President - Information Technology

Mr. Mathew Verghese Vice President Projects

Mr. Vittaldas Pai General Manager - Central Procurement

Mr. K D Sathyanarayanan General Manager - Material Management

Dr. A Malathi Head- Medical Services/ Compliances & Education

Ms. Saroja Jaykumar Dean & Principal

Dr. Simanta Sharma Head- Media, Brands & Products

Dr. Nagendraswamy S C President

Mr. Sudhakar Prabhu Deputy General Manager Finance

Mrs. Saritha Vijayanagar Deputy General Manager-Human Resources

Dr. Major. R V Bharath Unit Head Operations

Mr. Basawraj S Kuppasad Unit Head Operations

Dr. Ramesh Raju Unit Head Operations



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COMPETITORS

BGS Hospital, Bangalore

Apollo Hospital, Bangalore

Sagar Hospital, Bangalore

St. John Hospital, Bangalore

WACKART Hospital, Bangalore

INFRASTRUCTURE FACILITY

Hospital Layout

Ground floor

Front office, billing, pharmacy, MRD, OPDs, casualty, casualty reception, lab, lab reception,

physiotherapy, facility, radiology department, nursing, and Clinical administrator cabin.

First floor

General Ward Reception, Male / Female GW, SICU, NICU, PICU, Semi special ward, labor

ward, dialysis, cathlab, OT.

Second Floor

Special ward, Deluxe, Paediatric GW, Reception, Administration, HR, Finance, Ayurveda, ITDept, Auditorium, Library, and Center Head cabin.

Basement

Blood Bank, Stores, Maintenance, Nursing College



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AWARDS & ACCOLADES

Quality Accolades bagged by Manipal Hospital, Bangalore

NABH (National Accreditation Board for Hospitals & Healthcare Providers) the

accreditation is valid from February 11, 2008. This certification provides a sense of assurance

that the quality of care and patient safety is on par with the high standards set by the

International Society for Quality Healthcare (ISQua) an International body which grants

approval to accreditation bodies in the area of healthcare.

NABL (National Accreditation Board for Testing & Calibration Laboratories) the

accreditation is valid from October 11, 2006.

ISO Certification- ISO 9001:2000 for providing multi super specialty tertiary healthcare

services in clinical, diagnostic, nursing and allied areas. This certification was received in

2003.

List of awards and recognitions received by Manipal Hospital, Bangalore:

The Consumer Voice Awarded the Most Patient Recommended Hospital in India. An all

India Survey conducted by the Ministry of Consumer Affairs, Government of India.

The Week Adjudged best hospital in Bangalore consecutively for the past five years; 2004,

2006, 2007 and 2008.

Manipal Hospital, Bangalore has been ranked in the top 5 categories in INDIAS MOST

CARING HOSPITALS survey. This was an all India survey conducted by the Ministry of

Consumer Affairs, Government of India.

Golden Peacock Award Winner of the Golden Peacock National Quality Award 2005



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FUTURE GROWTH AND PROSPECTS

The growth of the company is immense, as people are becoming more health conscious; the

demand for good quality health service is increasing. To meet the demand of the health care

industry is pulling in the efforts in the same place to meet the demand; in the same way

Manipal is also improving its quality of product and services with improved techniques to

make available the service at the right place at the right time.

The company is not only focusing on domestic service but also on international service. It has

already expanding its marketing to some of the countries in Asia.

From the day of inception the company is making profit. The graph is showing upward trend

from which we can say that the company is in a stable position and the company future is

expected to be bright.

MSH Future Plans

Preventive health care centre

(a) Immunization program

(b) Health check program

(c) Active interactive sessions between public and doctors

(d) Public awareness for various insurance schemes

Health care tourism spot

Tie-ups with social organizations to attract lower and middle class society

24 hr Regional Blood bank centre

Organ donation, preservation and transplant centre

Trauma care centre at petrol bunk

Major heart care centre

De-addiction centre, anti-obesity centre & rehabilitation centre for mentally andphysically challenged patients

Child care centre



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MCKENSYS 7s FRAME WORK

According to Mc Kinsey a company strategy is only one of the 7 elements of the successful

practices. The 7s frame work first appeared in the art of Japanese management by Richard

Pascal and Anthony Athos in 1981. They had been looking at how Japanese industry had

been so successful, at around the same time that Tom Peters and Robert Waterman were

exploring what made a company excellent. The 7S model was born at a meeting of our

authors in 1978.

There are seven basic dimensions, which represent the core of managerial activities. These

are the Levers which the executives use to influence complex and large organizations.

Obviously, there was a concerned effort on the part of the originators of the model to coin the



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managerial variables with cords beginning with the letter S so as to increase the

communication power of the model.

Strategy, structure and systems can be considered the hardware of success while style; staff

and shared values can be seen as the software Companies in which these soft elements are

present are usually more successful at the implementation of the strategy.

Strategy: the direction and scope of the company over the long term.

Structure: the basic organization of the company, its departments, reporting lines, areas of

expertise and responsibility (and how they inter-relate).

Systems: formal and informal procedures that govern everyday activity, covering everything

from management information systems, through to the systems at the point of contact with

the customer (retail systems, call center systems, online systems, etc).

Systems: formal and informal procedures that govern everyday activity, covering everything

from management information systems, through to the systems at the point of contact with

the customer (retail systems, call center systems, online systems, etc).

Skills: the capabilities and competencies that exist within the company. What it does best.

Shared values: the values and beliefs of the company. Ultimately they guide employees

towards 'valued' behavior.

Staff: the company's people resources and how they are developed, trained and motivated.

Style: the leadership approach of top management and the company's overall operating

approach.

ORGANISATION ACCORDING TO MCKINSEYS 7s MODEL



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STRATEGY

Actions a company plans in response to or anticipation of changes in its external

environment. The strategies of the company are developed on the basis of analysis of internal

and external environment. Consequently the values, preferences, attitude towards risks have

been carefully examined while formulating strategies.

Business strategy is the choice of direction and the action that the company adapts to achieve

its objectives and goals in a competitive situation.

Care with personal touch is one of the strategy used by Manipal to serve their customers.

SYSTEMS

The system refers to formal and informal procedures that govern everyday activity, covering

everything from management information systems to the systems at the point of contact with

the customer.

Recruitment

It is the process of searching for prospective applicants and simulating them to apply for job

in an organization.

The recruitment system flow as per the process given below:

Review of the Requirement

Preparation of the Position Profile i.e. Resource Requisition Justification

Sourcing (i.e. advertisement, referrals, recruitment consultants, web posting etc)

Screening

Functional Assessment

HR Assessment

Offer



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Reference Check

Pre -Employment Medical Check

Offer Confirmation

Travel & Stay

STYLE

Style refers to the employees shared and common way of thinking and behaving writtennorms of behavior and thought: Style i.e. the patterns of actions taken by over a period of

time.

Manipal has paternalistic form of management style, it is essentially dictatorial; however,

decisions take into account the best interests of the employees as well as the business. The

leader explains most decisions to the employees and ensures that their social and leisure

needs are always met. This can help balance out the lack of worker motivation caused by an

autocratic management style. Communication is again generally downward, but feedback to

the management is encouraged to maintain morale. This style can be highly advantageous

when it engenders loyalty from the employees, leading to a lower labor turnover, thanks to

the emphasis on social needs.

Implementation is done after threadbare discussion among various groups of employees. In

case of any confusion, reservation, stroke of any issues, matter is referred to corporate office

for guidelines.

SKILLS

The skill refers to capabilities and competencies that exist within the company. What it does

best, distinctive competencies- what the company does best, ways of expanding or shifting

competencies. A skill captures a companys crucial attributes or capabilities.



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Manipal has good skilled labor force and well-equipped latest facilities and technologies.

Companys each division having ISO 9001-2008 certificate and it has adopted excellent

quality policies and all modern-safety and security measures at all the levels.

Uses highly sophisticated machine and equipments to give good service to its customers.

Some of the skills that the employee should restrain are

Leadership the courage to shape a better future

Passion committed in heart and mind

Accountability if it is to be, its up to me

Innovation seek, image, create, delight

Integrity be real

Collaboration leverage collective genius

Quality what we do, we do well

STRUCTURE

Organization structure is a system of relationship that governs the activities of the people

who are dependent upon each other from achieving the common objectives.

For the purpose of easy and effective administration all the activities of Manipal have been

broadly assigned to the following parts, CEO, President, Head Operations, executive director,

general manageretc.

Under the control of Head Operations several departments are working and various managers

and departmental heads assist each department.

Manipal will conduct an annual general meeting every year. CEO is the supreme authority to

take decision with the consent of President. CEO and President come under the category of

top management.



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SHARED VALUES

It refers to the fundamental values that are widely shared in the organization and serve as

guiding principle that are important, these values have great meaning because they focus

attention and provide a broader sense of purpose. They also change environment by providing

a basic meaning to people working in the organization.



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Identifying corporate values is also the first essential step in defining the organizations role

in the largest community in which it functions.

Leadership: The Courage to shape a better future

Passion: Committed in heart and mind

Integrity: "Be real"

Values of the company:

Customer satisfaction

Commitment to total quality Cost and time consciousness

Innovation and creativity

Respect for the individual

Integrity

STAFF

The organization has developed and has looked into its people, their background and

competencies, staff also includes, the organization approaches to recruitment, selection and

specialization. How people are developed, how recruits are trained, socialized, integrated and

how there are managed?

The employees of the company are appointed from all over India. It includes both technical

and non-technical employees. The recruitment system in Manipal is not 100% centralized. In

certain case employees are appointed in each division.

Manipal Speciality is the private sector units, which are having more than 250 employees as

on 31st March 2011. Manpower is the main strength of any organization. Manipal has highly

skilled and well-experienced employees who are capable in doing the task efficiently.



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SWOT ANALYSIS

The process of corporate diagnosis usually begins with SWOT analysis i.e. the strengths,

weakness, opportunities and threats. SWOT is a diagnostic exercise which assists top

management in integrating the organization with its environment. The top management

analyses the strengths and weakness of the organization as a whole and evaluates those

opportunity and threats that exists at the time of review.

Strengths:

1. Manipal maintains quality standards certified by ISO- 9001.

2. Manipal has a huge customer base throughout the country.

3. Organization maintains good relationship with their employees because of

good HR practice with supports to achieve the organizational objectives.

4. Manipal is making continuous profits from the day of its inception.

5. Manipal employees have strong commitment towards their work that helps for

quality service in time.

6. Quality of the doctors, nurse and staff

7. Medical facilities and equipment and infrastructure (room is a/c, phone

lines.)

8. Ambience and the general atmosphere of the hospital

9. Attitude of the staff, even the menials (human touch)

10.Specialization

11.Pricing is reasonable.



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8. More training to the staff for improving their behavior and medical knowledge.

9. To increase the facilities they provide.

10. To become more specialized in various fields.

Threats:

1. Due to globalization more number of hospitals in health care sectors has entered into

global market. This has enlightened the competition much more.

2. Another threat the company is facing is of substitutes.

3. It fails with competitors in advertisements and promotion.

4. If the company does not update itself in proper intervals the competitors may become

severe threat.

5. The instable government and changing policies and procedures.

6. The government is reducing the grants given to hospitals, thus making it impossible to

cater to the poor people.

7. Competitions.

8. Unawareness among public.



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LEARNING EXPERIENCE

The main objective of this project was to have brief study of organization, its background,

nature of business, its working, analyses the various product profiles of the organization and

major survey on Training and its Effectiveness.

This is the first experience to me in Manipal where I undergone Project works in Manipal for

8 weeks. This has helped me a lot to understand how the classroom theories are applied in the

organizations. Staying in Manipal for almost 8 weeks gained me basic knowledge to know

more details about how and when Manipal was started, its function and its business

conditions in the initial stage and its ground growth.

Manipal gave me the immense opportunity to study the behavior, policies, practices, strategy

and their operations. It helped me gain knowledge about the companys operations, products,

competitors etc

During the organization study I got familiarize with the various managerial levels and

practical applications.

I acquired the knowledge of division of labor in the company according to its various

functions such as HR, marketing, finance etc.

This has helped me in acquiring information regarding facilities provided to the

employees, customers and pubic in large. In fact it exposed me to the corporate world.

It helped me to understand how various department functions and how their activities

are interrelated in the organization.

It also gave me an opportunity to understand how managerial decision affects the

company in future.

It has helped me to gain knowledge about the various method followed in Training

Program.

It has sharpened my knowledge about employee growth and development through

training, self management program.

Knowledge of fair and equitable compensation based on performance.

An opportunity to know how the grievances of the employees are reduced.



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HUMAN RESOURCE DEPARTMENT

Human beings are resources to an organization. They represent an investment whose

development and utilization requires managing (i.e. planning, organizing, leadership and

evaluation). There is a fundamental truth in the clich that People are the organizations most

important assets.

Human resource is the important resource of any organization. The complicated andchallenging task of human resource management is handled by the personnel department. The

aim of this department is to utilize man power to the fullest extent. Hence if an organization

has to succeed it has to select right men to right job and right place at the right time.

Functions performed by personnel department are:

Manpower planning

Recruitment

Selection and placement

Training and Development

Performance management system

Wage and salary administration

Employee relations and welfare facilities

Legal compliances

Compensation and benefits

Retirement

Human resource planning is a double edged weapon. If used properly it leads to

maximum utilization of human resources, reduces excessive labor turn over and high



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absenteeism, improves productivity and aims in achieving the objectives of the

organization.

Every organization consists of human resource department which is inevitable in todays

fast changing world. So is the case with Manipal which has an effective HR department.

In Manipal, totally 250 employees are working at present.

TRAINING AND DEVELOPMENT

Training and Development nowadays constitute an ongoing process in any organization.

Training is a tool for increasing individual performance and overall organizational growth.

The objective of the training is to enable the employees to grow acquire knowledge of

thought and action.

What is Training?

Training refers to importing of specific skills, abilities and knowledge to an employee or it is

any attempt to improve present or future, employee performance by increasing an employee

ability to perform, through learning, usually by changing the attitude or increasing his/her

skills and knowledge.

Training is needed not only for technicians who work in the shop floor but also for

supervisors, managers and executives. After training, candidates will be placed on the jobs to

perform the tasks given to them effectively.

Development refers to those learning opportunities designed to help employees grow.

Development is, less skill oriented and stresses on knowledge. Knowledge about business

environment, management, principles and techniques, human relations, specific industry

analysis and like.

Any training & development programme must contain inputs, which enable the participants

to gain skills, learn theoretical concepts and help acquire vision to look in to the distant

future. Training is an investment in HR with a promise of better returns in future.



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IMPORTANCE OF TRAINING AND DEVELOPMENT

Training is the corner stone of sound management, for it makes employees more effective

and productive. It is actively and intimately connected with all the personnel or managerial

activities. It is an integral part of the whole management programme, with all its many

activities functionally related.

Training is a practical and vital necessity because, apart from the other advantages mentioned

above, it enables employees to develop and rise within the organization, and increase their

market value, earning power and job security. It moulds the employees attitudes and helps

them to achieve a better cooperation with the company and a great loyalty to it. Training,

moreover, heightens the morale of the employees, for it helps in reducing dissatisfaction,

complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained

employees make a better and economical use of materials and equipped; therefore, wastage

and spoilage are lessened, and the needs for supervision is reduced.

Recognition of the importance of training in recent years has been heavily influenced by the

intensification of the overseas competition and the relative success of economies like Japan,

Germany etc. technological development and organization change have gradually led some

employers to the realization that success relies on the skills and abilities of their employees

and this means considerable and continuous improvement in Training and Development.

This has also been underscored by the rise in HRM with its emphasis on the importance of

people and the skills they possess in enhancing organization efficiency. Such commitment to

the company and the growth in the quality movement has led senior management teams torealize the increasing importance of training, development and education. There has also been

more recognition of the need to complement the qualities of employees with the needs of the

organization. Such concepts require not only careful planning but also a greater emphasis on

employee development.



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OBJECTIVES OF TRAINING AND DEVELOPMENT

1. To impart to new entrants the basic knowledge and skill they need for an intelligent

performance of definite tasks.

2. To ensure that each employee is equipped with capabilities to perform various tasks

associated with his role.

3. To assist employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and developing the

skills they will need in their particular fields.4. To help the employee develop as an individual so that the organization can recognize

and use the maximum possible potential of its employees.

5. To help employees work as team members since no individual can accomplish the

goals of the organization single handedly.

SUBJECT BACKGROUND OF THE REASERCH TOPIC

EDUCATION:

EDUCATION IS THE UNDERSTANDING and interpretation of knowledge- Education

is concerned with increasing the general knowledge and understanding of the employees.

TRAINING:

Training is a short term process utilizing a systematic and organized procedure by which

non-managerial personnel learn technical knowledge and skill.

Training refers only to instruction in technical and mechanical operations. Training courses

are typically designed for a short term, stated set of purposes.



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DEVELOPMENT:

Development is an inclusive process with which both managers and individual employees

involved. It offers opportunity to learn skills, but also provide an environment designed to

discovering and cultivating basic attitudes and capabilities and facilitating continuing

personal growth.

NEED FOR TRAINING

1. Training program helps in increasing the quality and quantity of output.

2. It helps each individual employee to utilize or develop his/her full potential.

3. Employees feel that they are being taken care of by the management and these results

in increasing their morale.

4. By training, the worker is enabled to make the more economical and best use of

equipment. This results in the reduction of cost of production.

5. Trained employee needs less supervision because of this supervisor can increase hisspan of management, resulting in reduced cost of supervision.

6. The availability of trained personnel ensures long term stability and flexibility in the

organization.

7. The workers are exposed to the latest concepts, information and techniques, they

become well qualified by this and the increase their market value and earning power.

8. To help a company fulfill its future personnel needs

9. To improve organization culture.

10. To improve health and safety

PRINCIPLES OF TRAINING

1. Training and Development is continuous & its scope exists throughout the career.

2. The objective & scope of a training plan should be defined before its development is

begun in order to provide a basis for common agreement & cooperative action.



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THE DIFFERENCE BETWEEN EVALUATION AND EFFECTIVENESS

TRAINING EVALUATION

Training Evaluation refers to the process of collecting and measuring the outcomes or criteria

to determine whether training was effective. Training outcomes or criteria refers to measures

that the trainer and the company use to evaluate Training programs.

TRAINING EFFECTIVENESS

Training Effectiveness refers to the benefits that the company and the trainees receive from

training. Benefits for trainees may include learning new skills or behavior. Benefits for the

company may include increased sales and more satisfied customers.

PERFORMANCE MANAGEMENT SYSTEM

The Performance Management System enables the Organization to enhance & sustain its

performance by aligning employees' goals & contribution to the Organizations Vision and

Objectives. It also serves as a platform to provide employees the opportunity to structure and

channelize their growth in terms of learning & development and / recognition.

What is Performance?

Performance is about behaviors or what employees do, not about what employees produce or

the outcomes of their work.

What is performance Management?

Performance Management is a continuous process of identifying, measuring, and developing

the performance of individuals and teams and aligning performance with the strategic goals

of the organization.



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OBJECTIVES OF PMS

To align individual performance with the Organization's strategic objectives via goal

setting & review, on an annual basis

To differentiate performance contributions vis a vis goals set

To enhance individual contributions by identifying development areas

To identify/ develop appropriate learning tools/ methods

To reward differing individual performances basis contribution

SCOPE OF PMS

All confirmed employees as of April 1st of the year, are eligible for the Performance

Assessment.

Objective Setting & Final Performance Assessment are done on an annual basis (i.e.Financial Year: April March)

Assessment Criteria

An employees Performance Assessment as captured in the formats (i.e. Appraisal forms), is

based on two key aspects:

1. Key Responsibilities (the What) requisite to be performed in the job

2. Key Competencies (the How) that are relevant to different job categories

The overall Performance Assessment, is a balanced evaluation of both Key Responsibilities

& Competencies on a four point rating scale

The Final Assessment is to result in one of the four ratings enlisted below which are to

conform to a normal distribution for respective departments, units & hence the entire

Organization:



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Outstanding

Exceeds Expectations

Meets Expectations

Needs Improvement

The above ratings have descriptors to enable the assessment on each of the Key

Responsibilities & Competencies

Outstanding: Constantly exceeds expectations in all objectives; Is a role model for

the rest of the team

Exceeds Expectations: Is an excellent performer and meets both quality & timeline

specifications for most responsibilities

Meets Expectations: Meets job expectations as pre decided & is a steady performer

Needs Improvement: Needs to improve performance in several objectives;

development areas can be worked upon

Key Process Stakeholders

Appraisee: Every employee/ individual who is assessed is termed the Appraisee. Thereby

all employees are appraisees as their individual and thereby collective performance

contributes towards the Organizations performance, growth and success.

Appraiser: The supervisor or individual who assesses the appraisees performance is termed

the Appraiser.

Reviewer: The appraisers manager is termed the Reviewer.

H.O.Ds: All performance assessments for a particular department are reviewed overall by the

H.O.D before it is sent to the Unit/ Function Head.



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Senior Leadership Team (SLT): The CEO and his immediate reportees play a key role in

ratifying the entire Organizations Performance Distribution, once all the performance

assessments from various Units are received & collated.

HR department: The HR team plays the role of a Co Planner wherein it facilitates the

assessment process, in terms of communication of the assessment process flow & guidelines

to concerned stakeholders, providing advice to appraisers, H.O.Ds & Unit/

Function Heads on appropriate assessment & translating the assessment to rewards/

recognition and career development proposal to the SLT.

COMPETENCY MAPPING

Competency Mapping is a process of identifying key competencies for a company or

institution and the jobs and functions within it. Competency mapping is important and is an

essential exercise. Every well managed firm should have well defined roles and list of

competencies required to perform each role effectively. Such list should be used for

recruitment, performance management, promotions, placement and training needs

identification.

The competency framework serves as the bedrock for all HR applications. As a result of

competency mapping, all the HR processes like talent induction, management development,

appraisals and training yield much better results.

Competency Mapping gives an adept HR manager a fairly good picture of the employee to

see whether he (or she) needs to perform better or to move up a notch on the scale. Once the

employee `tops every indicator at his level, he moves on to the next and begins there at the

bottom in short, he is promoted.

It helps in determining the Training and Development needs and importantly it helps to

encourage the best and develop the rest and a win-win situation for everyone.



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OTHER HR POLICIES OF MANIPAL

Manipal work place attracts, energizes and retains the finest talent. The company:

Continuously strive towards working with a multifaceted and talented workforce that will bring different perspectives to the table.

Provide an even-handed opportunity for individual development andadvancement based on merit.

Attract, develop and retain versatile achievers, regardless of their nationality

and provide them with the resources to bring out the best in them.

Involve employees and their families in developing a network of talentedpeople for creative work and long term relationship.

Build an organization that is continuously learning and changing to suite thedynamic business environment.

Develop and nurture leaders who shall bring out the best in themselves andtheir teams.

Promote the spirit of teamwork in the workplace-innovation is a process that

needs the contribution of many.

WORK ENVIRONMENT IN MANIPAL

Manipals work environment values creativity. They believe in teamwork, delegation of

responsibility, competitive challenges and growth.

As they grow, they make it a point to celebrate their successes, large and small, with theirpeople, who have made this success possible. The most important is companys annual

celebration of oneness, where companys people and their families take part in sports and

cultural event is the presentation of the Chairmans Excellence Awards to those individuals

who have made exemplary contributions to the company during the year.

RECRUITMENT POLICY



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It is the process of searching for prospective applicants and simulating them to apply for job

in an organization.

The recruitment guidelines flow as per the process given below:

Review of the Requirement

Preparation of the Position Profile i.e. Resource Requisition Justification

Sourcing (i.e. advertisement, referrals, recruitment consultants, web posting etc)

Screening

Functional Assessment

HR Assessment

Offer

Reference Check

Pre -Employment Medical Check

Offer Confirmation

Travel & Stay

INDUCTION POLICY

The Induction Policy outlines the orientation & socialization process designed by the

Organization to ensure smooth integration of all new joinees into the system by providing

them the appropriate support to meet job demands. MHS strongly believes in the necessity of

facilitating the transition of new employees into the Organizations work environment so as

to equip them with the knowledge, skills and Competencies required to respond effectively to

new responsibilities.



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Induction Framework:

The Induction Process ensures initial support at two levels with the aim of integration of the

new joinees in to the Organization in a consistent and effective manner:

At the Human Resources Department level

At the new joinees Department level

The following end objectives are aimed for:

Quicker settling down & enhanced comfort levels of the new joinees into MHS

Productivity and efficiency of new joinees within a short period of time

Integration of new joinees into the Organizations work ethics & Values and

motivating them to contribute towards MHS Vision & Objectives

Providing employees with an understanding of various key SOPs & safety aspects at

the workplace

Reduction of attrition especially in the employee population of 1 year & lesser

duration in the Organization

Reduction in costs associated with repeated recruitment, training and lost

productivity.

GENERAL RULES AND REGULATIONS

COMMUNICATION

The company firmly believes that effective communications at all levels significantly aids

efficient operation. Should any associate have any queries/questions regarding his/her work,

the associate is encouraged to discuss them with his/her supervisor/manager. From time to



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time, the departmental head or the Country Head may call special communication meetings to

ensure that all staff is kept informed of significant issues. Other announcements will either be

circulated.

Employee Leave Policy

To facilitate and improve work-life balance for employees and enable them to meet their

personal priorities.

Types of LeaveEarned Leave or Privilege Leave (EL/PL) - Privilege leave is earned leave which the

employee is entitled to avail, after she/ he has served the probation period, that is the earned

leave are 20 days. Employees are encouraged to avail this leave at least once in a year.

Casual Leave (CL) - Casual Leave is a leave of short duration, which may be availed by an

employee for sudden leave requirements.06 days of casual leave, is provided.

Sick Leave (SL) - Sick Leave is exclusively and strictly meant to be availed only in an event

of sickness. 06 days of sick leave are given.

Maternity Leave (ML) Maternity leave is the entitlement for a female employee when she

is expecting a child. Maternity leave has per The Maternity Benefit Act, 1961.

Paternity Leave (PL) - Paternity leave is the leave entitlement for a male employee when his

spouse is expecting to deliver/ has delivered a child.03 days of paternity leave, is provided.

Adoption Leave (AL) This is the leave that a female/ male employee is entitled to when

she/ he, adopts a child legally.

Relocation Leave (RL): This is leave that an employee is entitled to avail if she/ he is being

transferred between MHS Units in two different cities/ towns.

Employee Celebrations Policy



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To plan and execute a variety of events for MHS family members in order to appreciate their

work and other important occasions in their lives, thereby conveying how valued they are to

the Organization

Manipal Health Systems encourages managers to promote informal interaction amongst staff

and express appreciation by celebrating various occasions, both within & across departments.

MHS thus shall contribute to two types of funds:

Department Events Fund: This is a fund allocated for sponsorship of employee wellness

initiatives within the department.

Organization Events Fund: This is a fund allocated for promoting cross functional

interaction amongst MHS staff through the sponsorship of various forums.

Employee Salary Advance Policy

The purpose of this policy is to provide a mechanism for employees to procure salary

advances for urgent monetary needs/ commitments such as those for illness, childrens

education purpose, etc.

Eligibility

Every confirmed employee is eligible for salary advance as per the eligibility mentioned

below:

2 months of last drawn pay slip gross salary for employees in grades RL1 to

1 month of salary advance for employees in grades M3 and above which will be

recovered in the subsequent month.

Whistle Blower Policy

The purpose of the 'Whistle Blower Policy' is to provide employees a platform to report to the

management instances of unethical behavior, actual or suspected, fraud or violation of the



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Organizations code of conduct or ethical practices. MHS thus wants to achieve highest

standards of professionalism, honesty, integrity and ethical behavior

Role of a Whistle Blower

The Whistle Blower's role is that of a reporting party with reliable information. They

are not required or expected to act as investigators or finders of facts, nor would they

determine the appropriate corrective or remedial action that may be warranted in a

given case.

Whistle Blowers should not act on their own in conducting any investigative

activities, nor do they have a right to participate in any investigative activities.

Medical Reimbursement Policy

The objective of this scheme is to reimburse medical expenses incurred by employees and

their family members. The quantum of Medical reimbursement is as per the amount declared

in the Flexible Benefits Plan, subject to a maximum of Rs. 15,000/- per annum.

Wedding Gift Policy

The purpose of this policy is to express the involvement of the Organization in an important

event of the employees life by a positive gesture. In the event of marriage, the company will

pay a gift cheque to the employee of Rs. 5,000/-

Employee Farewell Policy

The purpose of this policy is to provide systematic and uniform guidelines for the

arrangement and funding of farewell" get-togethers to affirm and recognize the

achievements of those individuals who resign their positions in good standing especially for

retirees, in honor of their dedicated and faithful service who have served the Organization for

a minimum period of2 yrs.

Grievance Redressal Policy

The purpose of this policy is to ensure that any employee grievance is handled proactively via

an employee friendly process.



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General Features:

Any employee who has a genuine grievance must communicate the same to his/her

superior.

If the grievance is about the superior himself/ herself, the employee can elevate the

grievance to the Head of the department or to the HR Manager/GM-HR.

If the grievance is lodged, due attention must be given to the problem and earnest

effort must be made to solve it within the shortest possible time.

If the grievance is sensitive in nature i.e. Even if the immediate superior cannot solve

it, it has to be escalated upwards.

The grievance should be dealt with in the presence of representatives from Human

Resources function, concerned individual and the immediate supervisor.

The meetings regarding the grievance must have minutes and must be interpreted

accordingly.

While all efforts are taken to resolve the grievance in the earliest possible time, if

possible, a fixed time frame must be communicated to the aggrieved employee. The

said grievance must be resolved within the time mentioned.

During the intermittent period, the employee must not discuss the grievance with any

of his/her colleagues (Sub-ordinates or superiors) and try gaining support for the

cause.

The final action must be clearly communicated by the superiors and implemented by

the Human Resources function.

A copy of all the transactions, minutes, final outcome, must be filed in the personal

file of the employee for future reference.



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The interpretation of the above policy rests with the Senior Management of Manipal Health

Systems and their decision are final and binding.

Policy for Prevention of Sexual Harassment at Work Place

To promote ethical and conducive work environment by preventing and deterring sexual

harassment at workplace. To lay down a procedure for addressing any complaints of sexual

harassment at work.

Employee Health and Safety Policy

To plan the activities and functions of the hospital related to ensuring the safety of

employees. To provide clean & safe environment to the employees of Manipal Hospital.

ALCOHOL CONSUMPTION

Consumption of alcoholic beverages in the office is strictly forbidden.

Dress Code Policy

This policy is intended to define appropriate business attire, in line with the clientele of theorganization, during normal business operations and to foster a positive & professional image

in the organization.

Staff covered under uniform are

Nursing Staff

Patient Care Coordinators

Billing Staff

Corporate Relations

Housekeeping

Engineering and Maintenance



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Drivers

F&B

Sports and Exercise Medicine

Managers in patient interfacing roles

Security

Organizational Grade Structure Policy

Category Grade Designation

Top Management M7 Vice Chairman & Managing Director



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Top Management M6 CEO/President--Level 1

Managing Director & CEO/ Executive Director --Level 2

Senior

Management

M5 Vice President/Chief Operating Officer--Level 1Sr. Vice President/ Chief Operating Officer--Level 2Executive President-Level 3

Middle

Management

M4 Deputy General Manager--Level 1General Manager--Level 2Sr. General Manager/Asst. VP--Level 3

Middle

Management

M3 Manager--Level 1

Senior Manager--Level 2

Junior

Management

M2 Senior Executive--Level 1Assistant manager--Level2

Junior

Management

M1 Executive / Management Trainees/Engineering Trainees

Supervisory RL5 Sr. Officer, Sr. Ward Sister, Sr. Technical Supervisor

Supervisory RL4 Officer, Sr. Staff Nurse, Ward Sister & TechnicalSupervisor

Staff RL3 Sr. Technicians, Dieticians, Faculty of the Nursing School,PCCs Staff Nurse

Staff

Staff

RL2

RL1

Team Member/ Technician, Sr. Asst. Hospital Services, Sr.Asst. Support Services

Asst. Hospital Services, Asst. Support Services

STATEMENT OF PROBLEM

Management development is aimed at preparing employees for future jobs with the

organization or solving organization wide problems concerning, acquiring or sharpening



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capabilities required performing various tasks and functions associated with their presence or

expected future roles.

The motive behind this study is to understand and learn the impact of Training and

Development programmes on employees of Manipal Speciality Hospital, Bangalore.

Hence the study is undertaken up to measure the Effectiveness of Training and Development

at Executive and Non Executive levels at Manipal Speciality Hospital, Bangalore.

Training cannot be measured directly but change in attitude and behavior that occurs as a

result of Training. So employee assessment should be done after training session by the

management, to know the effectiveness of Training given to employees.

Hence the statement of problem is

Effectiveness of Training and Development Programme at Manipal Speciality

Hospital

OBJECTIVE OF STUDY

To understand the Training programmes and their impact on employees of Manipal

Speciality Hospital, Bangalore.

To analyze the views and opinions of the employees regarding the programmes

provided at Manipal Speciality Hospital, Bangalore.

To find out the satisfaction level of the employees towards the Training programs.

To study the perception of the employees about the usefulness of the training program

with reference to the improvement in their performance and skill enhancement.

SCOPE OF STUDY



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METHODOLOGY

Research methodology is purely and simply the framework or a plan for study that guides thecollection and analysis of data. Research is the scientific way to solve the problems and is

necessarily used to improve market potential. This involves exploring the possible methods,

one by one, and arriving at the best solution, considering the resources at the disposal of

research.

Research Design

A research design is a specification of methods and procedure for acquiring the information

needed. It is the overall operation pattern or framework of the project that stipulates what

information is to be collected from which sources by what procedure, it also refers to the blue

print of the research process.

Research Design: Descriptive

Data: Primary and Secondary data

Research: Survey method

Research instrument: Questionnaire, experts interview

Data Collection

The required data for the project has collected from Primary and Secondary Data

Primary Data:

Primary data are those, which are gathered directly through questionnaire and it is the

original source of data collected by the researcher. Primary data is collected with the help of



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Open-ended

Close-ended

Dichotomous questions

Multiple questions

Statistical Tools

The collected data were classified and tabulated and analyzed with some of the statisticaltools listed

Percentage analysis

Line graph was used to explain the tabulation clearly



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LIMITATIONS OF THE STUDY

The research is limited only to the employees of Manipal Specialty Hospital,

Bangalore.

An extensive research could not be undertaken because of time constraints.

The fear of expressing the true facts among the respondents could be a limitation.

The result and findings based on employees responses sometimes may be biased.

No discussion was possible with the department heads regarding Training and

Development has they were busy with their work and could not spare time for

discussion.

The data collection method is through interview method respondents often were

hesitant to provide information.

The study is descriptive and explanatory in some cases but not casual.



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ANALYSIS AND INTERPRETATION

1) Whether Training is given adequate importance in your organization.

Particulars Frequency Percentage

Strongly agree 30 30%

Agree 55 55%

Strongly Disagree 05 5%

Disagree 10 10%

Total 100 100%



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Strongly Agree

Agree

Strongly Disagree

Disagree

Inference

45% of respondents strongly agree and 35% of the respondents agree that the skill learnt in

Training and Development is helpful.

3) Training is periodically evaluated and improved the performance level




Agree 50 50%


Disagree 20 20%

Total 100 100%


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Inference:

30% of respondents strongly agree and 55% of the respondents agree that the training is

periodically evaluated.

4) The HR Department conducts briefing sessions for employees before the actual

training program.


Strongly Agree

Agree

Strongly Disagree

Disagree50

1520

15


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Yes

No60

40

Inference

60% -of respondents agree and 40% -of the respondents disagree



Yes 60 60%

No 40 40%

Total 100 100%


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5) Employees and Organization participate in determining the Training they need.

Strongly Agree

Agree

Strongly Disagree

Disagree

Inference

10% of respondents strongly agree and 45% of the respondents agree that they are also

involved in determining the training needs.




Agree 45 45%


Disagree 25 25%

Total 100 100%


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6) Senior Line Manager is eager to help their juniors develop through training.



Agree 45 50%


Disagree 35 20%

Total 100 100%

Inference

05% of respondents strongly agree and 45% of the respondents agree that the senior line

managers are eager to help the juniors to develop their skills through training.


Strongly Agree

Agree

Strongly Disagree

Disagree


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7) Whether, your Management takes training program take training seriously.

Yes

No



Yes 75 75%

No 25 25%

Total 100 100%


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Inference:

75% of respondents strongly agree and 25% of the respondents agree that the company takes

training seriously.

8) There is an adequate emphasis on developing managerial capabilities of the

managerial staff through training.



Agree 65 50%


Disagree 10 20%

Total 100 100%



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Strongly Agree

Agree

Strongly Disagree

Disagree

Inference:

20% of respondents strongly agree and 65% of the respondents agree that there is adequate

emphasis on developing managerial capabilities of the managerial staff through training.

9) Induction Training is given adequate importance in your organization.



Yes 42 42%

No 58 58%

Total 100 100%


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Yes

No

Inference:

42% of respondents strongly agree and 58% of the respondents disagree that the Induction

Training is given adequate importance in their organization.

10) Senior management takes interest and spends time with the new staff during

induction training.



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Yes

No

Inference:

44% of respondents strongly agree and 56% of the respondents disagree



Yes 44 44%

No 56 56%

Total 100 100%


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11) Benefit acquired through Training and Development generally helps in

Upgrade Technical

knowledge &skills

Leadership skill

Creative ideas

Others

Inference



Upgrade technical knowledge and skills 33 33%

Help develop leadership skill down the

line

15 15%

Help implement creative ideas 37 37%

Others (Specify) 05 05%

Total 100 100%


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33% of respondents say the training program helped them to gain the technical knowledge

and skills and 15% of the respondents gained leadership skills and 37% gained the knowledgeto implement creative ideas in their work.

12) The Training and Development program adds to my creativity and develops new

ideas.

Yes

No

Inference:

73% of respondents agree and 37% of the respondents disagree



Yes 73 73%

No 37 37%

Total 100 100%


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13) Quality of the Training programme needs to be improved.

Yes

No

Inference:




Yes 34 34%

No 66 66%

Total 100 100%


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14) There exists a clear direction to the Training and Development

programme.



Yes 78 78%

No 22 22%

Total 100 100%


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Yes

No

Inference:


15) The quality of Orientation and Training received for your current position in

the company.



Yes 82 82%

No 18 18%

Total 100 100%


75/98


Yes

No

Inference:


16) The feedback given after a Training programme is utilized to effect certain

improvements.



JnanaVika

Date post:	08-Apr-2018
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Project Effectiveness of Training & Development

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