Executive MBA- Medical Law And Hospital

Management

PROJECT REPORT ON

“EXPLORING ROLE OF TRAINING AND DEVELOPMENT

PROGRAMS IN ENHANCING HEALTHCARE STAFF
COMPETANCY AND PERFORMANCE”

Submitted by:

Dr. Sachin Bangar

Roll No. 2023/EMBAMLHM/04

Under Guidance of:

Faculty: Prof. _______________

May -2024

MAHARASHTRA NATIONAL LAW UNIVERSITY, CHHATRAPATI

SAMBHAJINAGAR (AURANGABAD )
( University established under Act No. VI of 2014 by the State Legislature of
Maharashtra)
 CERTIFICATE

This is to certify that Dr. Sachin Bangar (Roll No. 2023/EMBAMLHM/04) have

successfully completed the project titled “Exploring Role Of Training And Development

Programs In Enhancing Healthcare Staff Competancy And Performance” at MAHARASHTRA

NATIONAL LAW UNIVERSITY, CHHATRAPATI SAMBHAJINAGAR (AURANGABAD ) under

my supervision and guidance in the fulfilment of requirements of second semester,

Executive MBA- Medical Law And Hospital Management

Prof. ______________
 EXPLORING ROLE OF TRAINING AND DEVELOPMENT PROGRAMS
IN ENHANCING HEALTHCARE STAFF COMPETANCY AND
PERFORMANCE.

INTRODUCTION

Human Resource Management (HRM) plays a major role in the

effectiveness of any o r g a n i z a t i o n . Human Resource Management is the
process which starts with the Recruitment and ends with Employee Retirement.
There are many functions which are done by HRM department viz, Recruitment,
Selection, Employees Induction, providing orientation, Imparting Training and
Development, Performance Appraisal, Management of Compensation and benefits,
Employee Motivation, maintaining good Human relations and their trade unions,
ensuring employees safety, welfare and healthy measures in compliance with labour
laws. Among the aforesaid functions done by HRM department, providing Training
and Development to the Employees is one of the key functions of HRM.
Training & Development (T&D) plays a vital role in enhancing employees’
performance and increases productivity thereby results in organizational
effectiveness. Organizations needs to consider the cost, time and effort involved in
T&D activities as an investment rather than cost.
In the current scenario organizations would like to showcase themselves in the
market, they like to be different and unique from its competitors and to entice the
customers with new products and services as a result the organization will have an
advantage over its competitors. Innovation is the concept which makes any
organization to stand apart from the group. Innovation helps employees to upsurge
their productivity through creating and implementing innovative processes and
differentiates the organization through innovative product and services. Training and
development is one of the significant elements which help in making innovation and
to create innovative behavior in the workplace.
Training and Development (Acquisition of knowledge and skills)

Every task which is done by people needs skills and up-to-date

know- how to perform the task effectively and efficiently.
When the tasks and jobs become more complex and
complicated there is a need for training and development.
Organizations need to provide T&D to the employees in order
to survive. Training is a process which helps in developing the
Knowledge and the Skill set of the employees in order to
advance and alter their performance in the workplace.
Training provides the awareness on the basic Information
required to do a particular job, Knowledge to improve the
performance on the job and Skills to demonstrate the abilities
of the employee. Training is considered to be effective only
when it addresses the knowledge/skill gap, prepares the
employees for the future with new set of skills.Steps to build
up Effective T-Programs:
A firm increases its effectiveness and its performance with the
firm’s skilled workforce. So companies focus and invest on
effective T&D programs for organizational effectiveness (M
Mayfield 2011). The money spent on T&D activities is
considered as investment only when T&D fulfills the purpose -
improved performance of the workforce- which it was intended
(ML Hall, S Nania, 1997). In order training programs to be
effective, T&D should be designed and developed effectively.
Managers struggle in designing such effective programs. The
effectiveness of T&D depends on designing and delivery of the
training activities effectively and also on the methods of T&D
(RAG Khan et,al, 2011). Trainings to be effective first T&D
department has to know why training is needed what kind of
training and how it should be delivered to the audience. Only
then the trainings can be effective. The first step to make the
training program so effective is to identify and analyze the
need of the training i.e., training need assessment (TNA). The
need can be arises at three levels a) at organization level,
based on the strategic planning, needs of the business and
goals and objectives of the organization, b) at the individual
level, based on the performance level of the employee, the
necessary skills and up gradation of knowledge, c) at the
operational level, the work or the task that is going to be
assigned to the employees. The need can be identified
through the performance appraisal, knowledge gaps,
employee development needs, requirements of the manager
and the business. Any training
program which is readymade cannot be used for all types of
employee or organizational needs. It shouldbe offered based
on the needs (A Priya &N Panchanatham, 2011). Training is
the important ingredient for the employee productivity and
competence. One of the main responsibilities of an
organization is to determine the real need for the training (can
the problem be addressed through training or not).
Assessment of training need is the essential and initial step in
the process of conducting and providing the appropriate
training programs. The methods to analyze or assess the need
of the training in an organisation are: Performance appraisal,
Business Goal/Needs, Self- Assessment and personal regards,
Questionnaires survey, Competency matrix, Client / Customer
Satisfaction Index, Client / Project requirement, Employee
Rate and Gap Analysis, Personal Interviews, Direct
Observation, Peer Feedback, Work Sample, Floor work, Dash
Board and error chart, 360 degree Appraisal feedback,
Knowledge and skill required by the team (N Singh, RC
Dangwal, 2017). TNA has many benefits to the organization: a)
identifies and addresses the acute need for the training b)
helps employees to better understand their job role and duties
and responsibilities c) acts as a tool for employee or
management development d) creates conducive learning
climate (H Pennington, 2011). The good the training need
assessment the great the training program. The training
efforts go in vain when the needs assessment is done vainly.
TNA leads to develop accurate training program which
ultimately leads to improved performance. The reasons for
needs assessment are a) identification of problem areas in the
organization b) winning the support of management c) data to
measure the training effectiveness d) cost-benefit analysis of
the training program. TNA is useful in accomplishing the
organizational goals and bridging the gap between the
existing skills and the required skills of the employee for high
performance (J Brown, 2002). The need of the training is to
update the employees with latest technological developments.
Learning is said to be a never ending process; though the
employees are good enough to perform the task still they need
a refresher training (or retraining) and to apprise themselves
with the newest trends (GV Narasimhan & CS Ramanarayanan,
2014). The need for the change can emerge out from the
length of the service of the employees in the organization (T
Skica & J Rodzinka, 2012). Once the need for training is known,
performance gaps are identified then it should be addressed
appropriately (G Welty, 2007) and create the program
strategies, method of instructions for effective and efficient
training programs (JW Hansen, 2007) i.e., designing the
program which suits the current trend. Designing has mainly
three components they are: fitting the learning outcomes to
the curriculum, outlining the
learning outcomes, and getting the approval from the
management (Gordon Welty, 2007). This makes practical
decisions which include strategy, delivery methods, structure,
duration, assessment, and feedback (Eoghan Quigley, 2019).
There are different delivery methods or training methods
which is used widely in many organizations but RC Clark
(2019) suggests that there is no one best method which
makes the training effective. The learning takes place based
on mixed or blended delivery methods. Based upon the need
and situation different training methods are used. Going with
fully instructor led training or fully computer based training will
not be effective. Learning takes place when the trainees have
psychological attachment in the training activities (RC Clark,
2019). Enterprises that consider training as a strategy for
competitive advantage don’t think that distance learning
method as an effective method to provide training but
effective only when it integrates with other on-the-job training
methods (Smith, Peter J, 2002). G Kaupins (1997) concluded
based on research survey on different training delivery
methods like live cases, internship, and self- study programs,
videoconferencing, video tapes, computer conferencing, one-
to-one instructions etc., nearly among 20 training methods,
live case studies and internships been rated high by 200
corporate trainers. When the training is conducted with
suitable methods then the T&D programs will be effective and
employee performance improvement can be attainable.

The effectiveness of the training can be measured based upon

some of the elements like objective, cost, time, location,
frequency of the training, competencies of the Trainer,
suitable mode and methods of the training program, its
content and delivery style (A Sal, M Raja 2016). The demand
and the requirements cause the changes in formal and
informal training. The changing involves change in the
technology and production process, knowledge and
information leads to the necessity of trainings in organization
and employees’ intention and motivation towards learning,
(RR Ferreira, G Abbad, 2013). As Steve Jobs quotes that
design is not how it looks but how it works. Designing a
training program should focus on how it works in creating
knowledge and ability among the employees. Making the
program effectively it requires the training materials and the
content of the course. The criteria for establishing the training
content and material are: organizational performance problem
for which training is the solution, specification of
organizational goals, work processes, and current performance
levels, details of the knowledge and the expertise required
form the SMEs, Learning objectives and learning outcomes,
strategy and the curriculum of the training (RL Dobbs, 2006).
Training materials
include Flip charts and markers, Handouts for trainees, Job
aids, Placards, PowerPoint Slides, Script for trainers, White
board and markers (G Welty, 2008). When a design is
established then it goes for execution to know whether it
works out in the desired way or not. The execution is the
stage where the training materials and the assessment
materials are introduced, it is of two types: Pilot
implementation and Final implementation which is followed by
formative and summative evaluation respectively (G Welty,
2008). When the content is tested completely then it is made
available to the learners (Eoghan Quigley, 2019). When the
design is executed for testing then it should be controlled and
evaluated to know the deviations and to take the corrective
actions. Training effectiveness can be evaluated by Kirkpatrick
four levels Model. The levels are: Level-1: Reaction- the extent
of participants’ favorable reaction; Level-2: Learning- the
extent of acquisition of KSAs based on the participation of the
employees in the training or learning activities; Level-3:
Behavior- the degree of application of KSAs on the job; Level-
4: Result- the extent of expected outcomes come about after
participating in the learning process (D Kirkpatrick, JD
Kirpatrick, 2011). The evaluation, last phase which follows
implementation (execution), is of two types: Formative
evaluation and summative evaluation. After the pilot
implementation, the results which got through the evaluation
are fed back and facilities are made to fine- tuning of the
training activities, which is called as formative evaluation.
After this it goes to design and development stage for further
alteration. Finally final evaluation is done after the final
implementation of tuned content and materials (G Welty,
2008).Transfer of Training (Application of Knowledge and
skills): Merely attending training programs will not make
employees proficient unless or until it (the KSAs) is put into
action. Whatever the employees learn (knowledge, skills, and
change in behavior) in the trainings it should be applied on the
job. There are many factors which influence the training
transfer, they are: workplace design (VW Kupritz, 2002),
correspondence between the training content and the
workplace activities, motivation towards learning, favorable
environment for transfer (AI Renta- Davids, JM Jiménez-
González, 2014) & training relevance to the participants’
needs (FM Nafukho et, al, 2017). The effectiveness of the
training and the performance of the employees depend on the
level of participation of the employees in the T&D programs
(AA Ramli et.al, 2018). Therefore training effectiveness is not
only measured through proper training methods and materials
but the transfer of training plays an imperative role.
Acquisition of knowledge and skills from training activities and
Application of knowledge and skills on the job leads to training
effectiveness and employees’ efficiency.
Training Outcomes

Training also has an effect on the attitudes of employees

which in turn makes them to perform well with proficiency.
T&D activities help in managing the conflicts between
employer and employee; between employee and employee.
With the effective training, application (transfer) of the
acquired technical and behavioral skills enhances job
performance which leads to employee job satisfaction and
organizational involvement, (Debra L. Truitt, 2011).
Developing only KSAs may not make the employeecommitted
towards his/her work. T&D has to create Innovative Behaviors
in the employees (AA Ramli et.al, 2018). The research studies
are apparent that training and development elicits various
attributes of employees viz. Innovative work behavior,
affective commitment, work proficiency, managing conflicts
which ultimately leads to employees’ improved performance
and productivity. The list of employee attributes which is
attained through Training activities are shown in Fig. 1.

Conceptual Framework
Innovation and Innovative Work Behavior (IWB):
By considering the above attributes that are elicited through
T&D, this study illustrates the importance of innovative work
behaviors among employees. IWB is defined as the behaviors
which are connected with generation and implementation of
novel and creative ideas. Innovation is the buzz word in
today’s business; the organization has to either “Explore or
Expire”. Training and Development helps employees and
organization to have innovative work behavior (IWB). But
companies neglects to provide proper T&D where it focuses
only on tools and processes, which is insufficient to create
innovativeness. Innovative oriented culture can be created
through T&D (TL Michaelis & SK Markham, 2017). As
suggested by AA Ramli et.al, (2018) T&D has to create
innovative work behaviors in the employees. When the
organizational (team) structure is organic and employees are
goal oriented has a positive impact on IWB (Fu Yang et.al,
2015). T&D is one of the best practices to develop IWB in the
employees (A Bos-Nehles et.al, 2017). The innovative behavior
of employees in an organization is affected by the shortage of
technologically skilled employees (N Sharma, 2017),
Leadership styles (mainly transformational leadership) and
knowledge sharing (SB Choi, et.al, 2015, C Feng et,al, 2016).
The determinants of innovative behavior are workplace
happiness and coworker support (S Bani-Melhem, et.al, 2018),
Motivation (intrinsic and extrinsic) (AH Jaaffar, et.al, 2018),
Proactive personality (B Yildiz, et.al, 2017), leadership support
and conducive environment for innovation, managerial role
expectations, problem solving style, work group relations (SG
Scott, & RA Bruce, 1994). Innovative work behavior can be
influenced by innovation training, effective learning
opportunities and redesigned job roles (BE Watley, 2016).
Innovation is the one criterion which helps the organization to
be different in the market and to have a competitive
advantage, meet the consumers’ expectations, bear the
competitive pressures. Creativity in engineering training helps
organizations to create innovativeness in the employees
ultimately leads to innovative organizations (Mousavifard, & A
Ayoubi et.al 2018). Training plays an imperative role in
creativity and innovation. The organization has to make efforts
to design and develop right training interventions (KK Sarri,
et.al, 2010). M Sheehan et.al, (2014) suggests that developing
human resources, through T&D, influence an organization’s
innovation by having a positive impact on employee
engagement, leadership, motivation to learn, promoting
learning culture and developing social capital. The training
intervention related mainly to soft skills (behavioral and
professional skill) and technical skills have a positive impact
on Innovation (DV Goyal, 2016).
In order to elicit IWB among employees, effective training
programs should focus on a wide range of activities which
unleashes the dormant creative and innovative adroitness. By
doing so it allows organization to have a competitive
advantage and to perform expeditiously. As mentioned above
training requirement research is done at three levels; at the
task or operational level, the need analysis determines what
kind of KSAs is required for the employees to do ones job
effectively and efficiently. While doing the job effectively,
employees can be trained to do their job innovatively. The
tasks can be divided into Routine (manual and cognitive) and
Non-routine (manual and cognitive) tasks. This conceptual
study tries to explore the importance of innovative behavior in
accomplishing the Non- routine cognitive jobs. Non-routine
cognitive jobs can be further divided into Analytical and
Interactive (or interpersonal); Analytical jobs include data or
information analysis, creative thinking, interpretation of
information for others, Interactive jobs includes Relationship
management (establishing and maintaining relations),
Leadership (guiding, directing and motivating subordinates,
coaching and developing others) (Acemoglu and Autor, 2011).
The skills required for carrying out the non-routine cognitive
jobs are Abstract reasoning, Systems thinking, Collaboration,
and Ability to
experiment

(https://vistamis1.fandom.com/wiki/The_4_Non- Routine_Skills).

Fig. 2: Types of tasks

The skills which required for being innovative at workplace are

Divergent thinking, curiosity, passionate, courageous,
confident, inquisitive, creative, challenge, focused, emotional
intelligence, commitment, learn from failures, good listener,
leadership qualities, strive for excellence, pro-activity &
persistence, prudence, and social
 capital. Employees having innovative work behavior leads
to accomplishing the non-routine cognitive tasks
effectively (Fig.3).

Fig. 4: Role of L&D in accomplishing Non-routine tasks by creating

IWB among employees .Hansen, J.W. (2006). Training design:
Scenarios of the

CONCLUSION :

It is evident that Training & Development plays a vital role in

improving the performance of the employees through inculcating
the innovative work behaviors which helps in accomplishing non-
routine cognitive jobs effectively and innovatively.