MBA

DISSERTATIONREPORT

ON
REGULAR STAFF TRAINING AND THE QUALITY OF
PATIENT SERVICES: A RESEARCH STUDY
In partial completion of the requirements for the award of an MBA degree, this

document has been submitted.

Submitted by
KRITI KAUSHIK
MBA-HCHA

Batch–(2020–22)
iROLLNO:200251074

iUnder The Guidance Of

iDr. Himanshi
Puri(Professor)

SCHOOL OF BUSINESSi

STUDIESSHARDAUNIVERSITY,GREATERNOIDi

A-201306

1
i CERTIFICATE FROM THECOLLEGE

2
DECLARATION

I thus declare that the work mentioned in the Dissertation report titled "THE

IMPACT OF REGULAR STAFF TRAINING ON THE QUALITY OF

PATIENT SERVICES" filed at SHARDA UNIVERSITY, Greater Noida, is an

authentic record of my work completed under Dr. Himanshi Puri supervision.

There is no other degree or diploma for which this work has been submitted.

Date-28.03.2021

Name:KritiKaushik

SystemId:2020000582

Course:MBAHealthcareandHospitalAdministration(2020-22)

3
 ACKNOWLEDGEMENT

I completed my Dissertation on "The impact of frequent staff training on the

quality of patient services" while pursuing and completing my MBA-HCHA. I'd

want to express my gratitude to the top management for allowing me to complete

my Dissertation and for their unwavering support.

Dr. Parul Saxena, my guide, and my mentor, Dr. Himanshi Puri, have provided

me with invaluable advice, encouragement, and strong support at every stage of

my career. I owe them a debt of gratitude.

Finally, I'd want to express my gratitude for the tremendous support I've had

from my family members, who have always been supportive of me and a source

of inspiration and assistance in continuing my efforts. Last but not least, I want

to express my gratitude to everyone who has provided secretarial support despite

their other responsibilities...

Place:Gr.Noida
Signatureofthecandidate:

Date: 28/03/22
Name:KritiKaushik

4
 Executive Summary

Regular employees Training is a key component of healthcare services, and it is

frequently recognized as a means of improving treatment quality. To date, a

variety of training methodologies have been employed to impart psychological

practice skills to a wide range of health practitioners. Patient outcomes, on the

other hand, are rarely employed in evaluating the success of various training

approaches, making genuine usefulness impossible to quantify. At the moment,

we're looking at training strategies that can have a positive impact on trainee and

patient results. 'Communication,' 'diagnoses,' and ‘referral,' to mention a few,

were among the skills taught to a range of health professionals. Staff skill levels

improved in the majority of training sessions. The findings have significance for

the development, implementation, and evaluation of routine healthcare worker

training. Trained health workers are usually more able to serve patients than

untrained ones, and they are better able to handle circumstances and make good

recommendations, which eventually results in the advancement and growth of

the hospital. The goal of this study is to determine the impact of training and

development on the performance and motivation of patient service and technical

employees in a secondary health care unit.

5
 TABLE OFCONTENTS

S.No. Particulars Pageno.

1. TITLEPAGE 1
2. CERTIFICATEFROMCOLLEGE 2
3. DECLARATION OF STUDENTS 3
4. ACKNOWLEGDEMENT 4
5. SUMMARY OF EXECUTIVE SUMMARY 5
6. TABLEOFCONTENTS 6
7. CHAPTER-1 7-8
a).INTRODUCTION

8. CHAPTER-2 9-13
a).LITERTUREREVIEW

9. CHAPTER-3 14-15
a).RESEARCHMETHODOLOGY

10. CHAPTER-4 16-25

a).GRAPHSANDFINDINGS

11. CHAPTER-5 26-31

a) DISCUSSION
b) LIMMITATIONS
c) RECOMANDATIONS
d) CONCLUSION
e) QUESTIONNAIRE

12. BIBLIOGRAPHY 32
13. PLAGIARISMREPORT 33

6
 Chapter-1
Introduction

It's not just about monitoring systems and putting policies in place to manage and ensure
excellent healthcare delivery. It is concerned with the morality, training, and individual
behaviors of health-care workers, as well as how healthcare services are delivered. Workplace
training usually provides an opportunity for employees to expand their knowledge and
familiarity before and during their employment. Staff workers who provide health care services
require extensive training because they are directly involved in saving people's lives and health.
Many scenarios arise in clinical practice where critical information must be conveyed to the
sick in an accurate manner. When patients are cared for by a competent team, they feel safe and
receive high-quality treatment..Communication and cooperation problems have been identified
as common contributors to hostile events. Collaboration and communication are critical
processes of secure healthcare organizations, according to several studies. As a result,
increasing service delivery requires strengthening numerous collaborative elements such as
communication, leadership, trust, and situational monitoring ("Impact of Communication in
Healthcare | Institute for Healthcare Communication," 2011). Training is necessary for
employees to function as a team while appreciating teamwork since it allows them to analyses
their capabilities and talents. Regular staff training is essential for increasing communication
between staff and patients and maintaining high-quality treatment. Staff training enables them
to deliver better basic care at the point of contact, such as helping people dress, get out of bed,
and bathe. Dispensing medication, promoting dignity, providing basic nutrition and hydration,
and using safety equipment like hoists and lifts are all taught. These may not appear to be
significant in the grand scheme of things, but to patients and caregivers, they are.
High-quality work requires employees who have been adequately taught and equipped with the
necessary skills and knowledge to complete their jobs efficiently, regardless of the workplace or
environment.

7
.

The healthcare industry is constantly changing, necessitating substantial training

andeducationthatshouldbevaluedhighly.Healthandsocialcareisoneofthoseindustries
Thehealthcarefieldiscontinuouslyevolvingandrequiresextensivetrainingandeducation
thatshould holdtheutmost value.
Still, there is a lack of well-trained, experienced medical staff in the healthcare
sector.Awarenessisanabsolutenecessitytoencouragetheseprofessionalstoacquireadditional
knowledge,skills,and education.
Asthehealthcarefieldcontinuouslyprogresses,integratingthelatesttechnologicaladvanceme
nts and best patient care practices has been the primary focus since the lastdecade. It is
why healthcare providers need to stay updated with new technologies
andtechniquestoenhancehealthcareservicequality.
It is worth mentioning that many healthcare institutions encourage their staff to opt
forfurther education, to enhance their skills and services. Also, hospitals have made
itimperativeforallhealthcareprofessionalstoensurehigh-qualitypatientcare.Toemphasize
further, we will share some reasons why these professionalsrequire advanced
training and education. Keep on reading this article to find out whatthese reasonsare.
Mosthealthcareprofessionalsassumethattheeducationthey received
inmedicalschoolwillalwaysremainthesame.Suchanassumptionisentirelywrong,considerin
g that the healthcare field undergoes numerous changes to meet a
diversepopulation’smedical needs. Therefore, byacquiringfurther education and
advancedtraining,theseprofessionalswillhaveanopportunity to remainup-to-datewiththe
latesthealthcareservice methods.
Furthermore, if no changes exist, it is always good to have a much-needed memory-
fresher,especiallyforthosewhohavebeenoutofmedicalpracticeforawhile.Therefore, if you
are a healthcare professional yourself, you should take advantage
ofsuchtrainingandeducationopportunitiestoprovidemoreeffectivecaretoyourpatients.

8
 Chapter-2
Literaturereview

1. West, M.A. and Lyubovnikova, J. (2019), this article discusses increase inThe

rising frequency of long-term diseases in Western cultures, along with the resulting

requirement for non-acute, high-quality patient care, has brought the topic of health-care

collaboration to the forefront. It has been claimed that interdisciplinary teamwork is

necessary in primary care to build an integrated strategy to population health promotion

and maintenance while boosting service performance. Although it is widely

acknowledged that no one discipline can offer comprehensive treatment for patients with

long-term illnesses, interprofessional collaboration is not always realized in practice.

The study looks at research on patient satisfaction and service quality, as well as the

factors that influence patient perceptions of quality in general practice.Although data

from the United States and other countries is used, conclusions are derived with a

specific focus on general practice in the United Kingdom. This is a burgeoning field

with a rising body of literature, much of it based on haphazard research. The goal of this

work is to contribute to the process of organizing data in a way that will be useful to

people involved in the delivery of healthcare and the evaluation of that care. The

findings suggest conclusions in two major areas: (1) methodologies for assessing patient

services; specific published instruments are analyzed and (2) elements that have been

shown to influence patient satisfaction in previous studies. Patients have repeatedly

recognized the following items as being of special importance to them.

9
2. .Baker,D.P.,J.M.Babine,andA.K.Holman(2020march),Professionalbarriers,according

tothisarticle,makeinter-professionalcommunication,Collaboration and teamwork become

more difficult, putting the delivery of safe, high-quality care in jeopardy. 2020

investigated how professional boundaries influenced acute pain services' efforts to

enhance daily practice (small specialist teams set up to drive improvements in

postoperative pain management through education, training, standard-setting and audit).

According to the survey, many anesthetists and, to a lesser extent, nursing staff saw

postoperative pain therapy as an unjustified addition to their professional

responsibilities. The healthcare industry is constantly evolving, necessitating substantial

training and education, both of which should be valued highly. Acute pain services'

attempts to standardize practice and redefine medical and nursing duties in relation to

postoperative pain were rejected by health professionals. Due to professional identities

and significant concerns about treatment risks, management is difficult to handle. Acute

pain services' efforts to improve practice were limited by inter-professional and intra-

professional boundaries (between the medical and nursing professions) (within the

medical and nursing professions). Acute pain services spend a large amount of time

functioning as a "go-between" between nurses and doctors due to inter-professional

obstacles. Doctor collaboration was restricted by intra-professional obstacles, and the

impact of acute pain service nurses on improving the practice of other nurses was

minimal. More research is needed to address the underlying issues that can lead to role

reversal resistance, as well as to develop effective strategies to lessen the impact of

professional boundaries on patient care.

10
3. Babine, J. M. and D. P. Baker. (October 2019),According to thisarticle, long-Staff

training for long-term care facilities is a relatively new concept. In the early 1980s,

researchers in the United States discovered that nursing assistants were giving care to

residents for little or no remuneration. The primary treatment paradigm was based on a

custodial care model, in which personnel provided for individuals' basic needs. With two

notable exceptions, the few studies published on the issue prior to 1987 disputed

whether resources should even be expended in training these employees, according to an

early study of the nursing assistant training literature. The vital need for employee

training became obvious when the long-term care industry underwent dramatic changes

in the mid-to-late 1980sFor starters, cultural attitudes around health and ageing have

altered in favor of a more therapeutic approach to elderly care. The current detention

model was progressively giving way to a more restorative or rehabilitative approach to

treatment. New learning and growth were required to make this transformation.

Second, as community assisted living capacity expanded, the senior population entering

long-term care grew to include persons with the most severe disabilities and complicated

health requirements. To address these issues, the long-term care system will need to

develop new capabilities.

11
4. Baker,D.P.,S.Gustafson,(February,2018)thatisthetopicofthisarticle.

Typically,alargecompanywillholdatrainingsessionforitspersonnel.Training and

development help with understanding, know-how, approaches, and practices. It aids in

the enhancement of performance not only at the individual, collegial, and organizational

levels, but also at the individual, collegial, and organizational levels. Training and

development are structured learning experiences that help people better grasp how to do

their jobs. Sims focuses on current job training requirements, whereas development

prepares workers for future job responsibilities, with the overarching goal of

contributing to the organization's objectives... To solve the difficulties of the skills gap

and insufficiency, human resource professionals must design programming. Companies

utilize human capital management to invest in its internal customers or employees on a

regular basis. HR professionals must have a sense of ownership in order to develop

strategies for settling into the workforce and ensuring better knowledge, skill, and

experience. The major purpose of learning, from the employee's perspective, is to

develop the skills and information needed to perform the job and grow in the firm.

Employees' personal and professional growth, as well as career adjustments, necessitates

training and development.Learning is defined as the art of gaining knowledge, skills,

attitudes, and retaining and applying ideas through self-directed studies and experience;

it is the art of gaining knowledge, skills, attitudes, and retaining and applying ideas; or

behavioral changes through experience. Learning is defined as the art of gaining

knowledge, skills, attitudes, and retaining and applying ideas through self-directed

studies and experience; it is the art of gaining knowledge, skills, attitudes, and retaining

and applying ideas; or behavioral changes through experience believes that learning has

12
Learning entails honing one's ability to invent new things. Both the organization and the individual

personnel benefit from and require training and development. It also increases not only profitability but

also builds positive attitudes toward profit orientation, improves job knowledge and abilities of

employees at all levels, boosts employee morale, and helps employees identify organizational goals.

Individual training and development benefits employees by supporting them in making better decisions

and establishing effective problem-solving strategies. It also helps to encourage and achieve self-

development and self-confidence, as well as supporting an employee in dealing with stress and anxiety,

which leads to job satisfaction and recognition, and motivating the person to pursue personal goals while

improving interpersonal relationships.

OBJECTIVESOFTHERESEARCH

1. Toknowtheconceptofregularstafftrainingsessioninhealthcaresector.

2. Toascertainroleofstafftraininginimprovingqualityofpatient’sservices.

3. Todeterminewaysbywhichqualityofpatientservicescanbeimproved.

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 Chapter-3

METHODOLOGY

RESEARCHMETHODOLOGY

Step1•Planning

Step2•SurveydevelopmentStep3•

DataAnalysis

Step4•Reporting

Step5•Consultation&Review

SOURCESOFDATACOLLLECTION

QUESTIONNAIRE:-TheQuestionnaireismadeupof12questionsaboutthe
impactofregularstafftrainingonthequalityofpatientservices.

PROCEDURE:Atotalof41healthcareprofessionalsweresurveyed.

SAMPLINGUNIT:Healthcareprofessionals.

SIZEOFSAMPLE:Tosavetimeandcosts,thisstudyendeavorcollectsdatabyaconven
iencesampletechnique.Thesurveyquestionnairewassentto41healthcareprofessionalsof
Aasthahospitalofvariousdepartments.

TYPEOFSAMPLING:ConvenientSampling

14
 Chapter-4

DATAANALYSISANDFINDINGS

Responses Numberofrespondents
18-25 31
25-35 7
35-45 2
45-60 1

Inabovefigurewehaveshownthevariousagegroupsoftherespondents:-
 Thereare31respondentswhoareunder18 to 25 years old.
 Thereare7respondentswhoareunder25 to 35 years old.
 Thereare2respondentswhoareunder35 to 45 years old..
 Thereare1respondentwhoisunder45 to 60 years old..

15
Responses Numberofrespondents
Male 30
Female 14

Inabovefigurewehaveshowngenderoftherespondents:-
 Thereare30malerespondents.
 Thereare14femalerespondents.

16
Responses Numberofrespondents
Yes 43
No 1
Maybe 0

Inabovefigurewehaveshown:-
 Thereare43numberofrespondentshavevisitedhospital.
 Thereare1numberofrespondentshavenotvisitedhospital.
 Thereare0numberofrespondentshavemaybevisitedhospital.

17
Responses Numberofrespondents
Yes 41
No 3
Maybe 0

Inabovefigurewehaveshown:-
 Thereare41numberofrespondentshaveobservedstaffofhospital.
 Thereare6numbersofrespondentshaveNotobservedstaffofhospital.
 Thereare0numbersofrespondentshavingmaybeobservedstaffofhospital.

18
Responses Numberofrespondents
Agree 33
Disagree 0
Stronglyagree 8
Neutral 3

Inthisfigurewehaveshown:-
 Thereare33respondentswhoareagreedtoregularstafftraininghelpsinprovidin
gqualityservicetopatient.
 Thereare0respondentswhodisagreetoregularstafftraininghelpsinprovidin
gquality servicetopatient
 Thereare8respondentswhoarestronglyagreedtoregularstafftraininghelpsinprovidi
ngqualityservicetopatient
 Thereare3respondentswhoareneutraltoregularstafftraininghelpsinprovidingquality
serviceto patient

19
Responses Numberofrespondents
Stronglydisagree 6
Disagree 1
Neutral 6
Agree 20
Stronglyagree 11

Inthisfigurewehaveshown:-
 Thereare6respondentswhoarestronglydisagreetoregulartrainingofstaff.
 Thereare1respondentwhoaredisagreeingtoregulartrainingofstaff.
 Thereare6respondentswhoareneutraltoregulartrainingofstaff.
 Thereare20respondentwhoareagreetoregulartrainingofstaff.
 Thereare11respondentwhoarestronglyagreetoregulartrainingofstaff.

20
Responses Numberofrespondents
Yes 42
No 1
Maybe 1

Inabovefigurewehaveshown:-
 Thereare42numbersofrespondentsbelieveinqualityofservice.
 Thereare1numberofrespondentsnotbelieveinqualityofservices.
 Thereare1numberofrespondentsmaybelieveinqualityofservices.

21
Responses Numberofrespondents
Yes 16
No 26
Maybe 2

Inabovefigurewehaveshown:-
 Thereare16numberofrespondentshaveraisedthecomplaint.
 Thereare26numberofrespondentshavenotraisedthecomplaint.
 Thereare2numberofrespondentsmayraisethecomplaint.

22
Responses Numberofrespondents
Yes 24
No 15
Maybe 5

Inabovefigurewehaveshown:-
 Thereare24numberofrespondentshavefacedqualityissue.
 Thereare15numberofrespondentshavenotfacedqualityissue.
 Thereare5numberofrespondentsmayfacequalityissue.

23
Responses Numberofrespondents
Yes 39
No 2
Maybe 3

Inabovefigurewehaveshown:-
 Thereare39numberofrespondentssaidyestotrainingenablesemployeesmore
productive.
 Thereare2numberofrespondentssaidnototrainingenablesemployeesmoreproducti
ve.
 Thereare3numberofrespondentssaidmaybetotrainingenablesemployeesmore
productive.

24
Responses Numberofrespondents
Stronglydisagree 4
Disagree 0
Neutral 3
Agree 27
Stronglyagree 10

Inthisfigurewehaveshown:-
Thereare4respondentswhoarestronglydisagreestothe training program me aided in
increasing both quality and quantity output.
 There are no responders that dispute that the training program me helps to boost both
quality and quantity output.
 Thereare3respondentswhoareneutral.
 Thereare27respondentswhoareagreed.
 Thereare10respondentswhoarestronglyagreed.

25
 Chapter-

5Discussin

One of the most important components in providing high-quality patient care has been
identified as training, which has been identified as one of the most critical components. Several
studies have found that training promotes system utilisation while also supporting patients in
getting more comfortable with it, hence indirectly increasing system acceptability. It has also
been demonstrated that the use of systems and improved decision-making are strongly
correlated with (a) user efficiency and effectiveness, (b) patient satisfaction, and (d) patient
positive attitude, and that training is an important determinant of a healthcare organization's
long-term viability in providing high-quality patient care, among other outcomes.
Unfortunately, due to the high expense of training as well as the limited resources available for
implementation, only a limited amount of training can be provided prior to the actual use of the
technology. When training is made publicly available, it has a greater chance of being
distributed within a system in a shorter amount of time. When users get continued education,
training, and support, it is feasible to alleviate some of the worries they expressed during the
initial stages of use. Unsuitable human training has resulted in the failure of a huge number of
systems. To guarantee that training is tailored to the needs of patients, medical leadership must
be enthusiastic about the prospect of participating in training sessions (including physicians).
More complex systems, on the other hand, may necessitate team-based or staged training
sessions. In addition to teaching healthcare workers how to use the system, training
programmers should address their attitudes and instil a sense of excitement in them as well. The
efficacy of system installation is based on the adoption of proper methodology, training, and
high-quality training materials during the installation. It was as a result of this that everyone
who would be running a computer should have had training, because those who did not obtain
training found it difficult to operate the computer system in issue. In general, it was agreed that
the most successful method of increasing skill capacity was through the training of trainers
themselves. However, because hands-on training methods, particularly behaviour modelling,
resulted in superior knowledge retention, transfer of learning, and end-patient satisfaction, it
was necessary to provide additional training to ensure that the patient's end-satisfaction did not
suffer as a result of the initial training.
26
 LIMMITATIONS

This study is limited to a single hospital in Noida's secondary health care sector.

 In the future, a comparison study of employee performance, motivation, training, and development

programmers in secondary and tertiary health care sectors might be done to learn about the

differences in their distinct viewpoints.

 During my research, I discovered that the reward system has an impact on employee motivation;

therefore, future research on the impact of financial and non-financial incentives systems in the

healthcare industry might be done.

 I examined the impact of training on the quality of patient care; in the future, it may be

examined at various managerial levels in the health and other service sectors.

27
 CONCLUSION
In general, workplace training allows employees and staff to broaden their information

and knowledge base both before and throughout their job. However, because staff

considers issues such as the expense of the training and the amount of time their

employees will spend training, which should be converted to productive sessions for

completing critical office projects, there are frequently delays in finishing this training.

Employees in the health-care industry who deliver services, on the other hand, require

extensive training. Because they are, in some respects, directly involved in the everyday

maintenance of the lives and health of the people to whom they provide

services.Changeisdifficulttoachieve,according to a consistent finding in health-care

quality improvement. The majority ofinterventions, according to the report, are aimed at

health-care providers.

However,factorsotherthanindividualexpertsmayimpactwhetherornotchangeispossible,an

dtheoriesmayassistexplainwhether ornotchange is possible.

Thissupportsamoresystematicapplicationofideasinclinicalpracticewhendevelopingandeva

luatingquality-

improvementactivities.Itexplainshowvarioustheoriesmaybeutilizedtodeveloptestablehyp

othesesaboutelementsthatinfluencechangeimplementation,asas well as how various

theoretical assumptions lead to various quality-improvement strategies. Employee

training in the health care sector allows you to examine your employees' talents and

skills while also allowing them to improve their overall performance while doing their

job duties. As a result of training and development, employee performance and

motivation improve. More money should be spent on hospital training. The

hospitalviews theinitiatives asaninvestmentthatwillyieldasignificantreturn.

28
`

RECOMMENDATION

1. To increase their performance, abilities, and knowledge, hospitals should develop effective

training programmers based on the needs of their staff.

2. Make sure their performancesare evaluatingfairlyandemployee’s

problemsarebeingsolvedandrewardsaregivenontheirperformances.

3. Checkifemployeesarereceivingcompensationandbenefits,formotivationofemploy

eesandtoretainthem

4. A subject-matter-expert-led in-house education program me Regular in-office educational

seminars are a good method to boost efficiency and solve problems.

5. Promotingpositivetreatmentoutcomes

29
 QUESTIONNAIRE
Q-1 Nameoftherespondent*

Youranswer
Q-2 Ageoftherespondent*
a) <20
b) 20-30
c) 30-40
d) >40
Q-3 Gender*
a) male
b) Female
Q-4 Haveyouevervisitedtohospitalforanyofthereason*
a) Yes
b) No
c) Maybe
Q-5 Haveyoueverobservedstaffofthehospital*
a) Yes
b) No
c) Maybe
Q-6 Doyouagreethatregularstafftraininghelpsinprovidingqualityservicestopatient*
a) Agree
b) Disagree
c) Stronglyagree
d) Neutral
Q-7 Doyouagreethatstaffofhospitalshouldgetregulartraining*?
a) Stronglydisagree
b) Disagree
c) Neutral
d) Agree
e) Stronglyagree

30
Q-8 Doyoubelieveinqualityofservice*?
a) Yes
b) No
c) Maybe
Q-9 Haveyoueverfacedanyqualityissueinservicesduetountrainedstaffofhospital*?
a) Yes
b) No
c) Maybe
Q-10 Ifyesthenhaveyouraisedcomplaintagainstthatissue*
a) Yes
b) No
c) Maybe
Q-11 Trainingprogramhelpedtoincreasetheproductivityofbothqualityandquality*
a) Stronglydisagree
b) Disagree
c) Neutral
d) Agree
e) Stronglyagree
Q-12 Doestrainingenableemployeesmoreproductive*
a) Yes
b) No
c) Maybe

31
 BIBLIOGRAPHY
1. Baker,D.P.,J.M.Beaubien,andA.K.Holtzman.
DoDMedicalTeamTrainingPrograms:AnIndependentCaseStudyAnalysis.(Prepared
bythe AmericanInstitutes for Research under ContractNo. 282-98-
0029,TaskOrderNo.54)Rockville,MD:AgencyforHealthcareResearchandQuality,Mar
ch2020.

2. Beaubien,J.M.andD.P.Baker.
"TheUseofSimulationforTrainingTeamworkSkillsinHealthCare:HowLowCanYouGo?"Qu
alityandSafetyInHealthcare.Volume13Suppl1.(October2019).

3. Baker,D.P.,S.Gustafson,J.M.Beaubien,E.Salas,andP.Brach.
MedicalTeamTrainingProgramsinHealthCare.February2018..AHRQPublicationNo.05-
0021-4.

4. West,M.A.andLyubovnikova,J.
(2013),"Illusionsofteamworkinginhealthcare",JournalofHealthOrganizationandMana
gement,Vol.27No.1,pp.134-142

5. Boslie, P. (n.d.). High performance workpractices inhealthcare sectorial

Dutchcase study.

6. AbdulGhafoor,R.,.,Ahmed,K...,&DrAslam,M.
(n.d.).Impactoftrainingonorganizational
performance.GlobalJouurnalofmanagementandBusinessResearch.

7. CareQualityCommission(CQC)TheStateofHealthCareandAdultSocialCareinEngland
2019/20.CareQualityCommission;London,UK:2020.[GoogleScholar]

8. LievesleyN.,CrosbyG.,BowmanC.TheChangingRoleofCareHomes.BUPAandCentr
eforPolicyonAgeing;London,UK:2011.[GoogleScholar].

9. Gesme,H.,Towle,E.L.,Wiseman,M.EssentialsofStaffDevelopmentandWhyYouSho
uldCare.JournalofOncologyPractice.2010;6(2):104-106.

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PLAGIARISMREPORT

33