Effectiveness of Trainig

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 Host company 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
general towards the organization and the training methods used. JnanaVikas Institute of Technology Page 1 employee feels in
The idea behind the study is to adopt the best practices and to eliminate the pitfalls of the system.
This
study gives feedback on Training methods followed in Manipal Speciality
Hospital and its effectiveness in meeting the objectives of the organization. The methodology used to realize the above objective involves collection of data through both primary and secondary sources. For collecting the data, the questionnaire was developed and distributed randomly to the employees and was requested them to fill the questionnaire. The sample size of the research is 50 respondents. After getting the responses from the respondents, analysis and interpretation was done. At the end, suitable suggestions and recommendations, based on the findings of the study are given. The entire project report is presented in the form of a report using chapter scheme, developed logically and sequentially from Introduction to Bibliography and References.
JnanaVikas Institute of Technology
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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. II III. IV. Hospitals Medical insurance Medical software 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. JnanaVikas Institute of Technology Page 3
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 preferred over 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 JnanaVikas Institute of Technology Page 5
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 JnanaVikas Institute of Technology Page 6
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 thirdlargest 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. MAHEDeemed 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. JnanaVikas Institute of Technology Page 8
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, JnanaVikas Institute of Technology Page 9
15 Hospitals 9 Primary Care Clinics 55 Community Health Programs
Manipal Hospitals has strength of

3700 Beds Over 1000 Doctors 1.5 Million Patients, Annually
Manipal Speciality Hospital, Rajarajeshwari Nagar Bangalore
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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. JnanaVikas Institute of Technology Page 12
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 Cardiology Dermatology Dental Medicine Department of General & Minimally Invasive Surgery ENT Urology Internal Medicine Obstetrics & Gynecology Ophthalmology Orthopedics and Spine Surgery Pediatrics Physiotherapy
IN- PATIENT SERVICE Operating Room - 4( 1 & 2 Functional), Minor OT (Starting in near future) ICU Medical / Surgical Pediatric / Neonatal Semi- Special Rooms Special Room Page 13 Day Care Pre and Post Operative Area
Labor Room Pediatric Ward General Ward (Male and Female)
Deluxe Rooms Trauma Care Centre
OUT PATIENT SERVICE Consultations Internal Medicine Obst. & Gynae General Surgery Paediatrics Eye / ENT Dermatology Cardiology / Cardio-thoracic Surgery Orthopedics Neurology / Neuro Surgery Nephrology Urology Endocrinology Rheumatology Plastic Surgery Nuclear Medicine (Gamma Camera)( yet to start) 24 hrs Pharmacy Dialysis Diagnostic ECG / TMT / ECHO / Doppler / HOLTER EMG/ EEG etc. (yet to start) Physiotherapy & Rehabilitation Vascular Surgery (yet to start) CATH LAB (yet to start) MORTUARY (yet to start) Endocrinology Rheumatology Dental Medicine Laboratory Services Blood Bank (will start in near future) Radiology & Imaging CT Scan MRI X- Ray Ultrasound ECHO Doppler
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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 Page 15
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 Mr. Rajen Padukone Dr. Sudharshan Ballal Dr. Nagendraswamy S C Mr. T Ramoji Dr. Raghuraman T S Mr. Ganesh Selvaraj Mr. Nandkishor Dhomne Mr. Mathew Verghese Mr. Vittaldas Pai Mr. K D Sathyanarayanan Dr. A Malathi Ms. Saroja Jaykumar Dr. Simanta Sharma Dr. Nagendraswamy S C Mr. Sudhakar Prabhu Mrs. Saritha Vijayanagar Dr. Major. R V Bharath Mr. Basawraj S Kuppasad Dr. Ramesh Raju Designation Chief Executive Officer Chairman Medical Advisory Medical Director-Manipal Hospitals President CFO & Company Secretary COO & Medical Superintendent Head- Human Resources Assistant Vice President - Information Technology Vice President Projects General Manager - Central Procurement General Manager - Material Management Head- Medical Services/ Compliances & Education Dean & Principal Head- Media, Brands & Products President Deputy General Manager Finance Deputy General Manager-Human Resources Unit Head Operations Unit Head Operations Unit Head Operations Board,&
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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, IT Dept, 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 JnanaVikas Institute of Technology Page 18
WORK FLOW MODEL
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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 and physically challenged patients Child care centre JnanaVikas Institute of Technology Page 20
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

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 JnanaVikas Institute of Technology Page 23
Reference Check Pre -Employment Medical Check Offer Confirmation Travel & Stay
STYLE Style refers to the employees shared and common way of thinking and behaving written norms 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 Passion Accountability Innovation Integrity Collaboration Quality the courage to shape a better future committed in heart and mind if it is to be, its up to me seek, image, create, delight be real leverage collective genius 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 manager etc.
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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Weakness
1. Weak promotion and advertisement strategies. 2. Credit is not allowed to bulk agents, which encourages them to switch over to competitors. 3. No legal advisory department. 4. Not a general hospital. 5. Locational disadvantage
Opportunities
1. As people are growing more health conscious the demand for health care industry is
increasing. Manipal is making itself ready to grab the opportunities to capture the market.
2. The demand for Manipal is not only in India but also in other countries where the
demand for Manipal service is increasing day by day. 3. It can also drastically reduce its transportation expenditure by having network transportation. 4. Electronic service transaction 5. They can further increase their international service capacity from the existing one as they enjoy goodwill of customers abroad. 6. The company has capability of achieving global standards. A scope in expansion of its service on a wider network of countries around globe. 7. Capacity of meeting higher demand and attain optimum utilization of existing resources.
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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 I acquired the knowledge of division of labor in the company according to its various This has helped me in acquiring information regarding facilities provided to the It helped me to understand how various department functions and how their activities It also gave me an opportunity to understand how managerial decision affects the It has helped me to gain knowledge about the various method followed in Training It has sharpened my knowledge about employee growth and development through Knowledge of fair and equitable compensation based on performance. An opportunity to know how the grievances of the employees are reduced. JnanaVikas Institute of Technology Page 31
practical applications. functions such as HR, marketing, finance etc. employees, customers and pubic in large. In fact it exposed me to the corporate world. are interrelated in the organization. company in future. Program. training, self management program.
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 and challenging 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. JnanaVikas Institute of Technology Page 33
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 to realize 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 his span 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. JnanaVikas Institute of Technology Page 36
3. Training and Development must meet the organization objectives, so the objectives of
the employee Training and Development must be set in clear terms.

4. There exists a gape b/w best performance and present performance and Training and
Development can bring out the hidden talents to fill the gaps. 5. Growth is a challenge, which involves stress and strains. Training helps an individual to cope up with these and helps in concentrated effort.
6. Active participation of the learner, the feedback of the learners performance
accelerates growth and improves the effectiveness of Training and Development. 7. Training should be conducted in the actual job environment to the maximum possible extent
NEED FOR EVALUATION OF TRAINING

1. To check the effectiveness of Training and Development in improving performance of
the employee. 2. To assess how far training is useful for improving career prospects of every individuals.
3. To identify he deficiencies of Training and Development for incorporating additions
to the programme.
4. To improve the cost effectiveness of Training and Development programme.
PRINCIPLES OF EVALUATION 1. Evaluation must be continuous. 2. Evaluation must be specific. 3. Evaluation must be based on objective methods and standards. 4. Evaluation must provide means for trainees to self appraise. 5. The goals & purpose of evaluation must be clear. 6. It is essential to lay down the criteria of evaluation & it must be realistic.
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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 work force that will bring different perspectives to the table. Provide an even-handed opportunity for individual development and advancement 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 talented people for creative work and long term relationship. Build an organization that is continuously learning and changing to suite the dynamic business environment. Develop and nurture leaders who shall bring out the best in themselves and their 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 their people, 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
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. JnanaVikas Institute of Technology Page 43
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 JnanaVikas Institute of Technology Page 44
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 Leave
Earned 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

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 of 2 yrs.
Grievance Redressal Policy

The purpose of this policy is to ensure that any employee grievance is handled proactively via an employee friendly process. JnanaVikas Institute of Technology Page 47
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 the organization, 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 JnanaVikas Institute of Technology Page 49
Drivers F&B Sports and Exercise Medicine Managers in patient interfacing roles Security
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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 capabilities required performing various tasks and functions associated with their presence or expected future roles. JnanaVikas Institute of Technology Page 51
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
The study is conducted on the employees in Manipal Specialty Hospital, Bangalore.
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The study will help the organization

To know the present condition of Training and Development programmes. To know the expectation of employees towards Training and Development
programmes.
To know the willingness of employees towards Training and Development
programmes. The study is confined to the employees of Manipal Specialty Hospital, Bangalore for RL5, RL4, RL3, RL2 and RL1 grade employees as on 19/01/2011 to 19/02/2011. The employees were given 2 days of sufficient time to fill the structured questionnaires. The study analyzes the collected data and does not include quantitative techniques such as arriving at statistical inference by testing hypothesis. The study is descriptive in nature.
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METHODOLOGY
Research methodology is purely and simply the framework or a plan for study that guides the collection 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 structured questionnaire administered to 50 randomly selected employees at Manipal at the managerial level. JnanaVikas Institute of Technology Page 54
Secondary Data: Secondary data are those which are generally published sources which are been collected originally for some other purpose they are not gathered specially to achieve the objectives of particular research project. Secondary data is collected through the documents provided by HR department such as reports and books of various authors in HRD and annual report of the company. Sample Process Sampling Unit: All Employees of Manipal Speciality Hospital Bangalore. Duration: January-February 2011 Type of sampling Type of sampling used in this survey was simple random sampling. In this method, the sampling units had chosen randomly from the total employees at all the levels in the levels in the organization. Sample size determination Sample size refers to number of elements to be included in the study. The sample size of respondents was decided to be 50 and the questionnaire was administered to 50 randomly selected employees of Manipal. Research Instruments Questionnaire Questionnaire refers to a device for securing answer to a formally arranged list of questions by using the term, which the respondent fills in himself. Questionnaire Design Open-ended
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Close-ended Dichotomous questions Multiple questions
Statistical Tools The collected data were classified and tabulated and analyzed with some of the statistical tools 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 Strongly agree Agree Strongly Disagree Disagree Total Frequency 30 55 05 10 100 Percentage 30% 55% 5% 10% 100%
Stronly Agree Agree Strongly Disagree Disagree
Inference JnanaVikas Institute of Technology Page 58
30% of respondents strongly agree and 55% of the respondents agree that the company understand the T&D needs to the employees. This shows the company gives adequate importance regarding T&D to their employees
2) The skill learnt in Training and Development program are helpful to me.
Particulars Strongly agree Agree Strongly Disagree Disagree Total
Frequency 45 35 10 10 100
Percentage 45% 35% 10% 10% 100%
Strongly Agree Agree Strongly Disagree Disagree
Inference
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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 Particulars Strongly agree Agree Strongly Disagree Disagree Total Frequency 15 50 15 20 100 Percentage 15% 50% 15% 20% 100%
20
15
S trong Ag ly ree Ag ree

15
S trong D a ree ly is g D a ree is g
50
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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. Particulars Yes No Total Frequency 60 40 100 Percentage 60% 40% 100%
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40
Yes
60
No
Inference 60% -of respondents agree and 40% -of the respondents disagree
5) Employees and Organization participate in determining the Training they need.
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Frequency 10 45 20 25 100
Percentage 10% 45% 20% 25% 100%
S trong Ag ly ree Ag ree S trong D ag ly is ree D a ree is g
Inference 10% of respondents strongly agree and 45% of the respondents agree that they are also involved in determining the training needs.
6) Senior Line Manager is eager to help their juniors develop through training.
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Frequency 05 45 15 35 100
Percentage 15% 50% 15% 20% 100%
S trong Ag ly ree Ag ree S trong D a ree ly is g D a ree is g
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.
7) Whether, your Management takes training program take training seriously.
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Particulars Yes No
Frequency 75 25
Percentage 75% 25%
Total
100
100%
Yes No
Inference:
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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.
Frequency 20 65 05 10 100
Percentage 15% 50% 15% 20% 100%
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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. Particulars Yes No Total Frequency 42 58 100 Percentage 42% 58% 100%
Yes No
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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. Particulars Yes No Total Frequency 44 56 100 Percentage 44% 56% 100%
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Yes No
Inference: 44% of respondents strongly agree and 56% of the respondents disagree
11) Benefit acquired through Training and Development generally helps in
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Particulars Upgrade technical knowledge and skills
Frequency 33
Percentage 33% 15% 37% 05% 100%
Help develop leadership skill down the 15 line Help implement creative ideas Others (Specify) Total 37 05 100
Upg rade T hnica ec l knowledg &s e kills Lea ders s hip kill Crea tive idea s Others
Inference 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 knowledge to implement creative ideas in their work.
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12) The Training and Development program adds to my creativity and develops new ideas. Particulars Yes No Total Frequency 73 37 100 Percentage 73% 37% 100%
Yes No
Inference: 73% of respondents agree and 37% of the respondents disagree
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13) Quality of the Training programme needs to be improved. Particulars Yes No Total Frequency 34 66 100 Percentage 34% 66% 100%
Yes No
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14)
There exists a clear direction to the Training and Development programme. Particulars Yes No Total Frequency 78 22 100 Percentage 78% 22% 100%
Yes No
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15) The quality of Orientation and Training received for your current position in the company.
Particulars Yes No Total
Frequency 82 18 100
Percentage 82% 18% 100%
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Yes No
16) The feedback given after a Training programme is utilized to effect certain improvements. Particulars Strongly agree Agree Strongly Disagree Disagree Total Frequency 38 59 0 03 100 Percentage 38% 59% 0% 03% 100%
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S trong Ag ly ree Ag ree S trong is g lyD a ree D a ree is g
Inference: 38% of respondents strongly agree and 5% of the respondents agree that the feedback given after a Training programme is utilized to effect certain improvements.
17) Does the practice have a consistent, timely and fair method for evaluation individual performance Particulars Strongly agree Agree Strongly Disagree Disagree Total Frequency 27 59 03 11 100 Percentage 27% 59% 03% 11% 100%
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Inference: 27% of respondents strongly agree and 59% of the respondents agree that training practice is consistent, timely and fair method for evaluation individual performance
18)
Does your top management take concerned Training program? Frequency Percentage Page 77
67 67% JnanaVikas Institute of Technology 33 33% 100 100%
Yes No
19)
The Training programme is similar for all employees.
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Particulars Same to all Different according ability & attitude
Frequency 25 to 10
Percentage 25% 10% 47% 28% 100%
As per the complexity of 47 the training Other Total 28 100
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Same to all Different a/c to employee As/complex of training ity Other
Inference: 25% of respondents agree that the training program is same for all, 10% of the respondents agree that it different according to ability and attitude, and 47% of respondents agree that it has per complexity of the training.
20)
Which of the by training methods are provided in the company. Particulars Embedded training Lectures & Discussions Games & Role-plays Audio-visual/Film show Total Frequency 05 48 05 42 100 Percentage 05% 48% 05% 42% 100%
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E bedded tra m ining Lec tures& D c s is us ions G mes& R a ole-pla ys Audio-vis l ua
Inference: 48% of the respondents agree that lectures and discussion method is followed and 42% of respondents as audio visual /film shows the training & development methods which are adopted at the time of training.
21) The three areas most important to your development in future.
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Particulars Time management Computer Skills Negotiating skills Leadership Team process Communication Coaching skills Presenting skills Total
Frequency 26 0 15 05 29 05 10 10 100
Percentage 26% 0% 15% 5% 29% 5% 10% 10% 100%
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T e m na em im a g ent Com puter s ills k Neg tings ills otia k Lea ders hip T mproces ea s Com munica tion Coa chings ills k Pres entings ills k
22)
You know what is expected of you at work. Frequency 80 20 100 Percentage 80% 20% 100%
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Yes No
23)
Does your company use a specific training process? If Yes/No justify. Particulars Yes No Total Frequency 73 37 100 Percentage 73% 37% 100%
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Yes No
24)
Overall, how satisfied are you with the Training you received for your present job.
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Frequency 20 58 09 13 100
Percentage 20% 58% 09% 13% 100%
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Inference: 20% of respondents strongly agree and 63% of the respondents agree that they are satisfied with the training they are receiving for their present job.
25)
Any other suggestions/comments from your side which will be useful towards HR Department for its future development.
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FINDINGS
After analyzing and interpreting the data, certain findings are drawn to make it clear about the Effectiveness of Training and Development Programmes organized in the company.
Most of the respondent are of the opinion, that the company is committed in promoting
the Training and Development programmes, which shows that company should focus more on these aspects. Most of the respondents are highly satisfied with the training programmes introduced by the company. The employees of Manipal Speciality Hospital, Bangalore show interest when they are selected for the Training Programme, which indicate that they all, strive for the quality of service.
The majority of the respondents believe that Training and Development is increasing the
knowledge to the employees.

It portrayed that 92% of employees feel that Training and Development programme,
cultivate the sense of competition and competitiveness among the employees.

Most of the employees think that Training and Development Programmes to certain
extent improve the Personality - Development.

Most of the employees feel that Training and Development Programmes have
moderately increased the skills and talent towards assigned job.
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Most of the employees feel that Training and Development Programmes motivate them
and build up better team work.

Many respondents have undergone Training and Development Programmes recently.
Survey reveals that 60% of employees satisfied with the Training programme conducted by the organization which is helpful for the practical work. It is observed that majority of employees are satisfied with the facilities, types, methods, arrangements etc given for the programmes. Most of the employees are satisfied with the method of Training implementing at present. The majority of respondents feel that the feedback collected by the company has been revised properly for the next Training programme.
Majority of the employees feel that the organization must conduct needs assessment
before Training and Development program.

Audio-visual/film show method is adopted in the Training and Development.
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OBSERVATIONS
Apart from the main topic there were many other aspects related to HR in Manipal Speciality Hospital which came into light not only through my topic but also through a small interaction with workers. The main observations are:
Employees of Manipal Speciality Hospital are very punctual. Employees of Manipal Speciality Hospital are very much committed to their work and
possess a very good patience level.

Rules and regulations are strictly followed in Manipal Speciality Hospital. A good Cooperation can be seen between employees and employer.
HR department is active.
Employees are promoted on the basis of experience. Most employees are satisfied with policies of Manipal Speciality Hospital.
The employees have a positive feedback towards the Training programs provided for them.
Employees are motivated to reinforce the good behaviors.
As far as job satisfaction is concerned all the employees are not satisfied with their jobs because of promotion and salary policies. Experience of working comes by working under somebody elses supervision and initially formal training is provided to worker. As per the Survey all the employees are satisfied with the condition of employment and with the organization. JnanaVikas Institute of Technology Page 90
They have a very good Grievance procedure where the problems of the employees are addressed as soon as possible.
SUGGESTIONS
Introduce more training programmes which will benefit for both employer and the employee.
Introducing new Technologies to Training program like E-Learning, Mobile Technology
such as iPods, PDAs, and Simulations and Distance Learning. Enhance good communication attitude among the workers and employees. The management should provide an experienced trainer.
Visit to related hospitals will help to know about their method of work, which will
enable to better service. Introduce good training programme with selected topics related to improve quality and service.
The departments Head should asses the Training and Development need of the
subordinates. This assessment may increase the level of training effectiveness by the enhancement of good interpersonal relationship.
Identification of employees for Training and Development programmes should be done
strictly.
The Training circular form can also include a brief introduction about the subject for
which the training programme has been organized so that the participants are able to understand the topics being covered in the training program in advance.
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It is easier for the trainee to understand the material that is meaningful so all the material should be meaningful and theory can also be made interesting if they include-When material is presented to the employee a variety of similar example should be used. -The term and concept already familiar to the trainee should be used. Training material should be organized in a logical manner and has meaningful units.
A company should implement their training programmes in a manner that 100% of their
employees must agree that their personal growth increases with Training and Development.
Different type of training like spiritual, yoga etc can be included in the Training and
Development Program. A separate review committee can be formed.

Training and Development program should be different according to the ability and
attitude of the employees.
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CONCLUSSION
The employees in every organization work for the betterment of the organization and so the employees of Manipal Speciality Hospital, Bangalore. To make work effectively the concerned departments should organize Training and Development programmes. The study concluded that overall effectiveness at Manipal Speciality Hospital, Bangalore is good and it can also achieve the level of excellence in the future by making some possible changes in its process. Employees benefit by attending effective training programmes in the organization.
The organizations benefits by having employees with more skills who are more
productive.
The company lays good foundation for career growth of the employees through
Training and Development programmes. It also helped to understand the motivation and morale driven up by the training programmes among the employees and their interest to attend the programmes for personality development. The introduction of new or innovative process of training program to the existing level will surely help this organization to reach greater heights in the years to come. I conclude that with proper training an employee can become multi-skilled and this I have practically noticed through my analysis. Thus, training endeavors to impart knowledge, skill and attitudes necessary to perform job related task. JnanaVikas Institute of Technology Page 93
I have found out that because of the training employees are more able to perform their work very effectively. By imparting suitable training to employees the company achieves the target of:
Low cost High quality Timely service Reliability Value of money Customer satisfaction
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RECOMMENDATIONS
The management should commit itself to allocate major resources and adequate time to
Training and Development. Learning should be one of the fundamental values of the company.
The Training and Development program should be planned so that it is related to the
trainees past experiences and background. The trainee should be helped to see the need of training by making him aware of the personnel benefits he can get through better performance.
It should be recognized that all the trainees do not progress at the same rate. Therefore
flexibility should be allowed in judging the rates of progress in the Training and Development program.
The employer should provide a work environment that will facilitate Transfer of
Training. The manager should ensure that Transfer of Training occurs. As trainee acquires new knowledge, skills and applies them in job situation he should be rewarded for his efforts. The trainee should be provided with personal assistance when they encounter obstacles.
The Training and Development should have more open discussion where the trainees
can come out with their opinions and make the program interactive.
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More of games can be included, like Ice breaker, so that through games the learning will
be better.
The trainee should be given the intimation regarding the program in advance so that they can make necessary preparations and avoid unnecessary interruptions.
The Training and Development program should not be held by the same trainers
continuously, as the trainees get bored so it would be better to have different trainers for different sessions.
After the program the materials related to the concept can be issued so that the
employees can learn better.

Training and Development should take into consideration the best trainers from well
known training agencies could make the training effective because majority employees are benefited from these kinds of training programs in many ways. Evaluation of Training Program is very important to determine Effectiveness of Training. So the company should plan and implement a good Evaluation Design to evaluate the Training program.
The Evaluation Design should be appropriate and it should be based on the
characteristics of the company and the importance and purpose of the Training.
A number of different designs can be used to Evaluate Training programs, like Posttest
method, Pretest/Posttest method, Pretest/Posttest with Comparison Group, Time Series method, Solomon Four-Group method etc.
Page 96
BIBILOGRAPHY
Human Resources Management - Dr. K. Aswathappa Personnel and Human Resources Management - P. Subba Rao Employee Training and Development - Raymond A. Noe Personnel Management C B Mamoria Human Resources Management Gary Dessler Global Perspective Herold Koontz Organization Behavior Stephen P Robinson Human Resources Management Fisher Schoenfeldt Shaw Research methodology - C R Kothari HR Manual and Company brochure
Website
www.manipalhospitals.com www.google.com (search on the topic and its related terms and various methods) www.wekipedia.com JnanaVikas Institute of Technology Page 97

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Effectiveness of Training and Development

Effectiveness of Training and Development

study gives feedback on Training methods followed in Manipal Speciality

JnanaVikas Institute of Technology

Effectiveness of Training and Development

OVERVIEW OF HEALTHCARE SECTOR IN INDIA

Effectiveness of Training and Development

ORIGIN OF THE INDUSTRY

JnanaVikas Institute of Technology

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BACKGROUND AND INCEPTION OF THE COMPANY

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15 Hospitals 9 Primary Care Clinics 55 Community Health Programs

Manipal Hospitals has strength of

3700 Beds Over 1000 Doctors 1.5 Million Patients, Annually

Manipal Speciality Hospital, Rajarajeshwari Nagar Bangalore

JnanaVikas Institute of Technology

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NATURE OF BUSINESS CARRIED

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Labor Room Pediatric Ward General Ward (Male and Female)

Deluxe Rooms Trauma Care Centre

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Complete Non Invasive Cardiac

Endoscopy (Upper and Lower GI)

Founder-Dr. TMA Pai

Chairman, Manipal Group - Dr.Ramdas Pai Page 15

JnanaVikas Institute of Technology

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JnanaVikas Institute of Technology

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INFRASTRUCTURE FACILITY Hospital Layout Ground floor

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AWARDS & ACCOLADES

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WORK FLOW MODEL

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FUTURE GROWTH AND PROSPECTS

(a) Immunization program

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MCKENSYS 7s FRAME WORK

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ORGANISATION ACCORDING TO MCKINSEYS 7s MODEL

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