Front Page.

A PROJECT REPORT ON
“A STUDY ON EFFECTIVENESS OF TRAINING ON

THE EMPLOYEES OF SIR GANGA RAM
HOSPITAL, NEW DELHI”
Directorate of Distance Education Swami Vivekanand

Subharti University Meerut
Submitted for partial fulfillment for award of the degree in

Master in Business Administration
(Specialization : HOSPITAL ADMINISTRATION)
BY STUDENT
Name- DEEPATI RATHEE
Enrollment No. C1720999631530
ROLL NO. : B17645926
Batch- 2017-2018
DIRECTORATE OF DISTANCE EDUCATION SWAMI

VIVEKANAND SUBHARTI UNIVERSITY, MEERUT
1
CERTIFICATE
This is to Certify that DEEPATI RATHEE has carried out the
Project work presented in this entitled “A STUDY ON

EFFECTIVENESS OF TRAINING ON THE
EMPLOYEES OF SIR GANGA RAM HOSPITAL,
NEW DELHI” under my supervision and merits the award
of Master in Business Administration from Swami
Vivekanand Subharti University. The Project embodies
result of original work and studies carried out by Student
himself/herself and the contents of the Project do not form the
basis for the award of any other degree to the candidate or to
anyone else.
Signature of the Student Signature of the Guide
Name of the Student- DEEPATI RATHEE Name of the guide

Enrollment no.- C1720999631530
2
DECLARATION
I DEEPATI RATHEE student of Master of Business Management,
Directorate of Distance Education Swami Vivekanand Subharti
University, here by that the project report entitled “A STUDY
ON EFFECTIVENESS OF TRAINING ON THE
EMPLOYEES OF SIR GANGA RAM HOSPITAL,
NEW DELHI” has been carried out at HR and Marketing
Management. Submitted in partial fulfillment for the “Master’s
Degree in Business Administration” in the result of my own work
and is original.
I have not submitted this project to any other university or
college for the award of any other Degree or Diploma.
DEEPATI RATHEE
3
ACKNOWLEDGEMENT
I would like to take this opportunity to thank the following people who
have directly or indirectly contributed towards the completion of this
dissertation and without their help this in the present form would have not
been possible. It has provided me a platform to nurture all the skills and
techniques required for doing this project. For any endeavor to be
undertaken for efforts of many are required and this effort would not have
been completed without them.
I feel great pleasure in expressing my gratitude to my Guide And also
convey my thanks to our faculty members for their support.
I am sincerely thankful to the above people who were very kind and co-
operative with us whenever we needed them.
Lastly, I am indebted to the friends and will wishers who have extended
their support to me during the project.
DEEPATI RATHEE
4
CONTENTS
S. No Topic
1 Certificate (s)
2 Acknowledgements
3 List of Tables
4 List of Figures
5 List of Abbreviations
6 Executive Summary
7 Chapter-1: Profile of the Firm/Company
8 Chapter-2: SWOT Analysis of the Company
9 Chapter-3: Data Collection & Presentation
10 Chapter-4: Functional Analysis of the Company
11 Chapter-5: Summary & Conclusions
12 References
13 Appendices
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LIST OF TABLES
Table Title
No.
1.1 Contacted Employees
2.1 Swot Analysis Of Sgrh
3.1 Gender Wise Distribution Of The Respondents
3.2 Age Wise Distribution Of The Respondents
3.3 Whether Respondent Has Worked In Any Other
Organisation Before Joining SGRH

3.4 Whether Respondents Had Induction Training
Mechanism In Their Previous Company

3.5 Technique Most Suitable For Induction Training
According To Respondent
3.6 Necessity Of Induction Training For Developing Skills
According To Respondents
3.7 Respondents Liked To Attend Training Program
3.8 Shows Induction Training Improve Performance
3.9 Satisfaction From Induction Training Procedure
3.10 Topics To Be Eliminated As Per Respondents View
3.11 Duration Of Training
3.12 Training For Newcomers To Learn About The
Organization.
3.13 Quality Of Training
3.14 Level Of Difficulty Of Training
3.15 Training Session Was Not Interesting
3.16 Reading Materials While Training
3.17 Training Helps In Building Confidence
3.18 Training Was Well-Planned
3.19 Theoretical And Practical Knowledge In Training
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LIST OF FIGURES
Figure Title
No.
1.1 Organizational Structure Of SGRH
2.1 Porter’s Five Forces Model For SGRH
3.1 Flow Chart Of Recruitment And Selection
3.2 Flow Chart Of Training And Development
3.3 Flow Chart Of Performance Appraisal

3.4 Designation Wise Distribution Of The Respondents
3.5 Gender Wise Distribution Of The Respondents
3.6 Age Wise Distribution Of The Respondents
3.7 Whether Respondent Has Worked In Any Other
Organisation Before Joining SGRH

3.8 Whether Respondents Had Induction Training
Mechanism In Their Previous Company

3.9 Technique Most Suitable For Induction Training
According To Respondent
3.10 Necessity Of Induction Training For Developing
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Skills According To Respondents
3.11 Respondents Liked To Attend Training Program
3.12 Shows Induction Training Improve Performance
3.13 Satisfaction From Induction Training Procedure
3.14 Topics Helpful In Induction Training
3.15 Topics To Be Eliminated As Per Respondents View
3.16 Duration Of Training
3.17 Training For Newcomers To Learn About The
Organization.
3.18 Quality Of Training
3.19 Level Of Difficulty Of Training
3.20 Training Session Was Not Interesting
3.21 Reading Materials While Training
3.22 Training Helps In Building Confidence
3.23 Training Was Well-Planned
3.24 Theoretical And Practical Knowledge In Training
LIST OF ABBREVIATIONS
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S No. Abbreviated Full Form
Name
1 SGRH Sir Ganga Ram Hospital
2 NABL National Accreditation Board For Testing And
Calibration Laboratories
3 NABH National Accreditation Board for Hospitals &
Healthcare Providers
4 Udc Upper Division Clerk
5 Ldc Lower Division Clerk
6 Swot Strengths, Weaknesses, Opportunities, Threats
7 SOP Standard Operating Procedure
8 HIS Hospital Information System
9 HRIS Human Resource Information System
10 PET-SCAN Positron emission tomography-SCAN

11 GRIPMER Sir Ganga Ram Institute of Postgraduate Medical
Education and Research

12 Deptt Department
13 HOD Head of Department
14 EMS & OHSAS Emergency Medical Services & Occupational
Health and Safety Advisory Service
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EXECUTIVE SUMMARY
The project is based on “THE EFFECTIVENESS OF TRAINING GIVEN TO
EMPLOYEES OF SGRH”. As we know workforce is one the important element of an
organisation. Each and every organisation wants to have a competitive, dynamic and
participative workforce in their organisation. As human resource department is one
the major department in an organisation. This department is engaged in making plans
to access the need for the workforce and further hiring, recruiting and selecting the
most suitable candidate among a large pool of talent.
The main objectives of this study was to analyze the effectiveness of training
program given at Sir Ganga Ram hospital, to study the training methods used by them
and to suggest some measures for improving the effectiveness of the training.
The scope of this study was limited with finding the effectiveness of training provided
by Sir Ganga Ram Hospital to the employees. The functional area used here was
Human Resource Department and the study was carried out for 47 days.
Questionnaire method was used for data collection and a copy of the questionnaire is
attached as annexure in appendices.
Some of the limitation that the researcher found out was the communication problem
faced by the workers and class IV employees and lack of interest shown by employees
towards attending training session. Lack of time and motivation factors was also a
limiting factor that affected training sessions.
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Chapter-1 This chapter includes the overall profile of the Company. It states the
visions mission, nature of operations, market share of the Company, organisational
structure, size of the Company, product range.
Chapter-2 This chapter highlights the strength, weakness, opportunities and threats to
the Company with the help of Porter’s Five Force Model. It also highlights the best
practices adopted by the company in various functional areas.
Chapter-3This project provides an insight into the data collected by the researcher
during the internship period regarding the various functional areas of the
organisation and further the presentation of the data in the form of pie-charts and bar-
graphs along with the interpretation.
Chapter-4 This chapter includes the inferences drawn from the data presented in the
earlier chapter. It also includes the presentation of the data of various functional
areas.
Chapter-5 This is the last chapter of the project report and it is based on the summary
and conclusion of the whole project. It covers the findings, lessons learnt during the
internship and suggestions given by the researcher.
The reason for this was found out to be the dissatisfaction of employees due to
various reasons. They need to be motivated with non monetary rewards like extra
leaves, quarterly celebrations and other such benefits and should also focus on
improving efficiency and save time and for better coordination among hospital staff.
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CHAPTER – 1
COMPANY PROFILE
1.1 COMPANY NAME : Sir Ganga Ram Hospital
COMPANY’S OFFICIAL DETAILS : Sir Ganga Ram Hospital,
Rajinder Nagar
New Delhi 110060, INDIA
Tel: +9111-25750000
+9111-42254000
Fax: +9111-25861002
Website: www.sgrh.com
Email : gangaram@sgrh.com
COMPANY LOGO :
BUSINESS CATEGORY : Hospital and Clinic
1.2 BUSINESS DESCRIPTION
Sir Ganga Ram Hospital (SGRH) is one of the leading community hospitals serving
as a tertiary care referral centre with no financial assistance provided by the
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government or other external agencies, yet providing free comprehensive health care
to the poor and needy patients from internal resources.
Sir Ganga Ram Hospital is a 675-bed multi-speciality state-of-the-art Hospital in
India. . Close to 200 beds are available at the associate hospitals, City Hospital on
Pusa Road and Jeewan Mala Hospital on New Rohtak Road, closely located to Sir
Ganga Ram Hospital. It is the only hospital in the private sector that has maintained
nearly 100% bed occupancy due to its reputation of providing the highest level of
medical services.
The hospital, started as a small 100 bed establishment after the partition has grown
over the years to its present size and eminence, covering most of the specialties in
medical and surgical care. Voted as one of the topmost hospitals in the country, Sir
Ganga Ram Hospital has over 50 years of experience in providing expert super
specialty healthcare service delivery to the population of Delhi and other states, and
also to those coming from the neighbouring countries.
1.3 MISSION STATEMENT
“Sir Ganga Ram Hospital is committed to provide world class healthcare, teaching,
training and research by a team of highly qualified doctors, dedicated nurses, Para-
medical and non-medical staff with the help of state-of-the-art diagnostic, therapeutic
services in a comfortable, caring and safe environment at an affordable cost to all
sections of society including free treatment to the economically weaker section as per
vision of the founder.”
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1.4 VISION STATEMENT
“To be leaders in healthcare delivery, medical education, training and research and
to meet the changing expectations of the community.”
1.5 SERVICES OFFERED
Some of the areas of excellence are:
a) Organ Transplantation (Liver & Kidney)
b) Minimal Access & Bariatric Surgery
c) Gastroenterology
d) Surgical Gastroenterology
e) Joint Replacement & Reconstruction
f) Cardiology
g) Cardio Thoracic Surgery
h) Critical Care & Emergency Medicine
i) Minimal Access Surgery
j) Spinal Disorders & Surgery
k) Neurology, Neurosurgery & Neuro-endovascular Therapy
l) Vascular & Peripheral Vascular Surgery
m) Plastic & Cosmetic Surgery
n) Arthroscopy & Sports Medicine
o) Infertility, IVF & Reproductive Medicine
p) Ophthalmology
q) Clinical Haematology & Bone Marrow Transplantation
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r) Child Health & Neonatology
s) Holistic Medicine
t) NABL accredited laboratories, PET scan, 3T MRI Scan.
In addition to being an outstanding heath service facility of the country, the hospital is
a pioneering institution in the private sector in the field of medical education, training
and research.
Other then these services which comes under the head of medical department, SGRH
has administrative department which has following divisions-
a) Human Resource.
b) Marketing.
c) Information Technology.
d) Billing.
e) Receiving.
f) Purchase.
1.6 SIZE OF THE ORGANISATION
Total number of Employees : 3990 employees
Number of Administrative Department Employees : 560 employees
Number of Medical Department Employees (Including doctors) : 3430 employees
Number of Doctors : 403 employees
Other than the permanent employees it has about 500 trainees, consultants and doctors
doing their fellowship and Observer ship.
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1.7 MARKET SHARE & POSITION
Though being a private organisation, it has always worked for the betterment society
that’s what has led SGRH to earn a legal status for being private but not working for
profit.
Because of this reason SGRH doesn’t hold concrete market share in medical care. All
the money comes from respected board of trustees and donors, and to carry out their
operations smoothly they maintain an annual budget of 80 to 90 crore.
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1.8 ORGANIZATIONAL STRUCTURE
Chairman,
Board of Management
· Director GRIPMER
· Medical Consultants
Director Administration
Addl. Director Medical (DA)
- Maintenance of OT - All Equipment Purchase
(Physical infrastructure (Medical &
& non-expendable Medical Superintendent
equipments) Non Medical)
- OPDs (Free & Paid), Casualty
- All SOPs related to OT - Pharmacy, Medical &
- Front Desk, Admission &
Surgical Disposables
- OT Nurses & Discharge
Technicians - Receiving Station
Cell
- Gas Manifold, CSSD & - All Stores including
-CIC, Laboratories & all
expendable items in OT
diagnostic services
- Kitchen
-Physiotherapy
DMS (Quality)
- AMCs & Dept. of
-Indoor patients on the floors
Biomedical Engineering
& all Intensive care areas
- HR, Security, Parking,
- Residents & Nursing Staff
Telecom & Staff Clinic
Director Finance - Housekeeping & Linen
- Sanitation, Horticulture &
- To formulate policies & advice (Service part) Food Outlets
the Chairman in financial - Maintenance of building &
matters budget
- Accounts, Billing & Cash Chief Nursing Officer and Addl. DA/ Dy. DA/ Asst.DA/
- Maintenance of Portfolios Nursing Deptt./ Medical GM(Stores)/Jt.MS(Pharmacy)
Figure 1.1: Organizational Structure of SGRH
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In SGRH’s organisation structure chairman along with board of management looks
after every case related to management or policy that are equally supported by
competent director administrator, addl. Director medical, director finance and Medical
superintendent.
Following are the people from various departments with whom the researcher
interacted during my six weeks training at Sir Ganga Ram Hospital:
NAME DESIGNATION
HR Department
Mr. Siddharth Vaidya Dy. Manager HR
Ms. Ekta Anand Sr. Executive HR
Mr. Sanjay Taneja HR Assistant
Ms. Madhu Bhalla Sr. Secretary
Ms. Neeta Wadhwa UDC
Ms Ruchika Makhija LDC
Ms Taruna Sukhija LDC
Ms. Meenu Sharma Executive admin support
Ms Preetika kaur Executive admin Support
Billing Department
Mr. John Mathew Sr. Accounts Officer
Marketing Department
Mr. Deepak Golani Sr. Marketing Manager
Table 1.1: Contacted Employees

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Currently Mr.Siddharth Vaidya is managing the HR department as a responsible
Dy. Manager of HR, in the absence of Sr. HR Manager, assisted by Ms. Ekta
Anand and Mr. Sanjay Taneja as Sr. Executive HR and HR assistant respectively.
Down the line HR deptt has talented pool of dedicated employees who supported
the researcher during his training period.
1.9 SOURCES OF DATA COLLECTION
i) Employees: Middle level Managers and supervisors for the information
regarding the organizational hierarchy, reporting structure, Company norms
and for all work related activities and queries.
ii) Supervisors: Assistance in task performed, the methods, Procedures of the
recruitment and selection Procedures
iii) Colleagues: For filling of questionnaires, source of the internal strengths,
weakness, threats and fallouts in the management
iv) Employee Handbook: All HR Policies, Philosophies, values , norms , every
Information related to the employee(new Joinees) future references
v) SGRH Website: Sources to detailed information of the product Range, Vision,
Mission, objective, business prospects etc.
vi) Internet : E- newspapers, E- Magazines, books, Wikipedia, etc.
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CHAPTER 2
SWOT ANALYSIS OF SIR GANGA RAM
HOSPITAL
2.1 SWOT
A SWOT analysis is a strategic evaluation framework used to look at a company.
SWOT stands for strengths, weaknesses, opportunities and threats. The first step of a
SWOT analysis is to evaluate the positive and negative aspects of the company. Once
the strengths and weaknesses have been determined, the company can look beyond its
own organization to evaluate opportunities and threats from the market or
competitors. The preceding pages will explain the strategic evaluation, which SGRM
is following and trying to establish a new horizon in the field of health care by
overcoming their weakness and threats.
To understand better the following model has been used to study the the competitive
strategies of SGRH.
2.2 PORTER’S FIVE FORCES MODEL
Competition depends on the competitive strategy of any industry. To create a
profitable competitive strategy, a firm must examine the basic competitive structure of
its industry because the potential profitability of a firm is heavily influenced by the
profitability of its industry. After determining the competitive structure one has to
examine the factors that determine the relative competitive position of a firm within
its industry. These factors can be described by the Porter’s five forces model. Porter
suggests that five competitive forces determine the intensity of competition and that
the relative effect of each of these five factors can vary dramatically among
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industry. Porter’s famous Five Forces of Competitive Position model provides a
simple perspective for assessing and analysing the competitive strength and position
of a corporation or business organization.
2.21 PORTER’S FIVE MODEL ANALYSIS OF SGRH
New Market Entrants, Eg:
 Barriers geographical factors

 Incumbents resistance
 New entrant strategy
Suppliers Power, Eg: Competitive Rivalry, Eg: Buyer Power, Eg:
 Brand Reputation  Number and size of firms  Buyers choice

 Geographical Cover  Industry size and trends  Buyers size and
 Product/ Service level  Product/service range Number
quality  Differentiation, strategy  Change
cost/frequency
 Product/ Service
Product and Technology Development, Eg:
 Alternatives price/quality
 Market distribution changes
 New Trends
Figure 2.1: Porter’s Five Forces Model for SGRH
a) New Market Entrants
On analysing Porter's five force model for SGRH, it is found that the threat of new
entry is quite high in this field. If new players feel that the existing players are making
sustained profit, new competitors may enter this industry and thereby reduce profits of
existing players. Some of the best example is that of B.L. Kapur Hospital, Max, and
Apollo. All these hospitals came into picture when they felt that SGRH was making
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sustained profit in this field. And this somehow affected the profit generation and
position of SGRH.
b) Buyer's Power
It is found that the competition is high in this field, and hence the buyers have wide
range of options. They may quickly switch from one hospital to other depending on
their need and convenience. If they are getting same treatment from another hospital at
less expense, then they will readily switch to it. Hence we can say that buyer's power is
strong, again implying strong downward pressure on prices.
c) Product and Technology development
Analysis showed that there exist some threats of substitution due to technological
developments. People have realised the effectiveness of natural care products. Best
example can be of Telemedicine shifting to ayurvedic medicines or natural care. As
buyers are now aware of the side effects of tablets and medicines, more and more are
preferring ayurvedic treatments.
d) Suppliers Power
Here the suppliers are the manufacturers or companies who provide sophisticated
medical equipments for the hospital. They have a very good bargaining power
because of the prevailing competitive environment. Suppliers provide high quality
equipments to that hospital that maintains a good relation and also pays them well. At
times this may result in great loss for organization.
e) Competitive Rivalry
On analysing, it is found that competitive rivalry is extremely high. If any player
raises prices, they will quickly be undercut because the competition is very high.
Intense competition puts strong downward pressure on prices. Every organization

22
should be aware of the strategy followed by its competitors so that they can also
survive in this competitive market. For Eg. B.L. Kapur Hospital is situated near to
SGRH, and hence the facilities available at both these hospitals are almost similar.
2.22 Analysis
Porter's Five Forces Analysis is an important tool for assessing the potential for
profitability in an industry. With a little adaptation, it is also useful as a way of
assessing the balance of power in more general situations. It works by looking at the
strength of five important forces that affect competition. By thinking through how
each force affect us, and by identifying the strength and direction of each force, we
can quickly assess the strength of the position and your ability to make a sustained
profit in the industry.
2.23 SGRH’S SWOT ANALYSIS
Helpful to achieve the objectives Harmful to achieve the objectives
Strength Weakness
  Aged employees
Internal Origin
Loyal Employees
 Modern Facilities  Tenure nature of job
 Free Medical Facilities For  High Training Cost Due
Self and Family To Attrition Rate
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Opportunities Threats
 International Growth  Competitors
External Origin  National Growth  Increase in cost of Medical
equipments
 Decrease in medical
professionals
Table 2.1: SWOT Analysis of SGRH
a) Strengths
Voted as one of the topmost hospitals in the country, Sir Ganga Ram Hospital has
over 50 years of experience in providing expert super speciality healthcare service
delivery to the population of Delhi and other states, and also to those coming from the
neighbouring countries.
Some of the strengths are as discussed below:
a) Loyal Employees
i) SGRH maintain strong, enduring relationships with doctors and medical
professionals. This has attracted medical professionals returning from
abroad to work with them.
ii) Many employees of SGRH are working there for more than 30 years.
They stick to the organization and hence are the goodwill ambassadors for
the organization.
b) Modern Facilities
i) High-quality medical facilities and services are offered at cost competitive
rates when compared to the Western and European regions making India
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the preferred choice for medical travel. SGRH have consistently invested
in medical technology and equipment so as to offer the highest quality
healthcare services to their patients.
ii) The availability of sophisticated medical equipment, such as the PET-CT
scan, 320 Slice CT Scanner, Cyber knife ensures that SGRH are among the
few healthcare providers in India capable of offering advanced healthcare
procedures such as stereo tactic radio surgery.
c) Free Medical Facilities For Self and Family
i) SGRH provide free medical facilities for self and family to all the
employees who are part of SGRH for more than 2 years. This in turn
supports the employees and hence they are happy in serving the
organization.
b) Weakness
Some of the weaknesses that SGRH faces are as follows:
i) Due to infrastructural limitations and increasing patient flow, providing beds
to all those who need is a challenge. So for this the Hospital is joining hands
with existing nearby hospitals.
ii) As this is an old organization and their staff is quite old too, 25-30 per cent of
total are almost 20-25 years old employees. With the advent of technology and
IT it’s a challenge for management to make their staff techno savvy so that
they can be more beneficial to the organization.
25
iii) Due to tenure nature of job, employees at the hospital feel little dissatisfied
and look for new job opportunity and this cause’s high attrition rate.
c) Opportunity
SGRH looks to be a leader in quality healthcare delivery, medical education, training
and research and to meet the changing expectations of the community. Some of the
opportunities SGRH is exploring as follows:
a. International Growth
Many foreign students are doing their internship from SGRH which helps in
spreading the name of SGRH across the world. SGRH is not promoting any
advertisement but still the number of foreigners coming for treatment and internship is
increasing each year, which clearly depicts the goodwill of the hospital. This will help
in growing internationally.
b. National growth
With global revenues of approximately US$ 2.8 trillion, the healthcare industry is the
world's largest industry and India is emerging as a major player in this industry,
because of its high population. As per the Insurance Regulatory and Development
Authority, the Indian healthcare industry has the potential to show the same
exponential growth that the software and pharmaceutical industries have shown in the
past decade.
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c. SGRH is not promoting any advertisement but still the number of foreigners
coming for treatment and internship is increasing each year which clearly depicts
the goodwill of the hospital. This will help in growing internationally.
All this is been done to enhance their services and become a leading hospital of
India.
d) Threats
i) With more competitors coming up in the healthcare industry, quality at an
affordable price is always a challenge. To deal with it, they have opened a
quality cell which works for continuous quality assurance at an affordable
price.
ii) Due to infrastructural limitations and increasing patient flow, providing beds
to all those who need is always a challenge. So for this the Hospital is joining
hands with existing nearby hospitals.
2.3 USP OF THE HOSPITAL
2.31 Team Spirit: The foremost reason for its success is the hospital faculty, which is
constituted of some of the most competent, leading and globally recognised
consultants. Most of the consultants are decorated and facilitated with prestigious
civilian and numerous national and international awards. The board of management
with a strong team of over twenty five senior consultants headed by Chairman Dr BK
Rao, Padma Bhushan Awardee, incorporates a unique model of management forms
the core strength of the hospital.
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2.32 Partners in Progress: SGRH is probably the only hospital in the private sector,
where the consultants plough back a substantial share of their earnings into the
hospital to contribute extensively towards the development of the hospital.
2.33 Social Responsibility: Following the ideology of the founder, Sir Ganga Ram,
the hospital spends extensively on its charitable healthcare delivery programme. Over
2.5 lakh out- patients are examined in the general OPDs annually, while there are over
100 dedicated free beds for economically weaker section of the society. A strong
community outreach programme is in place for conducting regular free health check
up camps in and around Delhi where free consultation and medicines are dispensed.
The Ladies Welfare Society, an integral part of the programme, is dedicated to
provide social assistance by establishing and running vocational centres in
resettlement colonies and to motivate deserving students by generating and providing
appropriate assistance. As a part of its rural initiatives, hospital has set up medical
kiosks in remote villages in Haryana, Rajasthan and Himachal Pradesh and
established tele links so as to provide healthcare facilities at cheapest and fastest way
to the rural sector.
2.34 Quality Healthcare: Synonymous with patient care par excellence, Sir Ganga
Ram Hospital is perhaps the only hospital in India which has accreditations /
certification for five prestigious standards, viz. ISO 9001:2000, ISO:14001:2004,
OHSAS:18001:1999, ISO:15189:2007: NABL and NABH. The hospital firmly
believes that quality is most important and accreditations are evidences that quality
mechanisms are in place in the hospital and that the hospital meets the requirements
of the respective standards.
2.35 Infrastructure: The Operation theatres and Intensive Care Units of the hospital
is well equipped with best and the latest machines and equipment to give full tertiary
28
care support to all patients. The hospital offers ultra tech diagnostic facilities on PET
scan, 3T MRI and Digital X ray Units.
2.36 Ideal Location: Sir Ganga Ram Hospital is located in the heart of the capital
approachable from railway, metro stations and airport. Thus, its central location
makes it easily accessible to its customers. The hospital has also been able to attract a
large number of patients from the northern part of the country as well.
2.4 VARIATIONS FROM THEORETICAL CONCEPTS
As such there was not much variation from the theoretical concepts. They have tried
to maintain the standard of the day to day activities by strictly following the set
procedures and policies. Every department has maintained a proper file which
explains the activities of that department. So anyone joining the organization can go
through it to get a clear picture. But we know that 100% similarity cannot be found
between theory and practical scenario. There are few minor variations but it does not
affect the working of the organization as such.
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CHAPTER – 3
DATA COLLECTION AND PRESENTATION
3.1 DATA COLLECTION
Sir Ganga Ram Hospital provides comprehensive Healthcare services, and has
acquired the status of a premier medical institution. It includes various functional
areas. The main topic of training is “EFFECTIVENESS OF TRAINING ON THE
EMPLOYEES OF SGRH”. Theoretical Concepts were collected from Employee
handbook, colleagues and hospital website.
3.2 OBJECTIVES
The objectives of this project are:
a) To study the training methods used at Sir Ganga Ram Hospital.
b) To study the effectiveness of training on the employees of SGRH.
c) To suggest some measures for improving the effectiveness of training at Sir
Ganga Ram Hospital.
3.3 SCOPE OF THE STUDY:
This study is concerned with finding the effectiveness of training provided by the
hospital for the employees of Sir Ganga Ram Hospital, Rajinder Nagar except
Resident Doctors & Consultants. The functional area which was used here was
Human Resource (HR). The study was carried out for 45 days i.e. from 19 th June 2013
to 03rd August 2013 and questionnaire was used as a data source collection medium, a
copy of which is attached as annexure.
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3.4 DATA SOURCES
3.41 Primary data:
a) Questionnaires
b) Discussion with employees
3.42 Secondary data:
a) Sir Ganga Ram Hospital extranet
b) Informal interviews
c) Internet
d) Website
3.43 Sample size
a) Data Collection for assessing the effectiveness of training mechanism has been
done through primary data collection technique. It is done by using a questionnaire
and observation and the sample population size has been taken as 60. Survey was
conducted in the form of questionnaire. Likert scale was used in preparing the
questions. The questionnaire is attached in the annexure.
b) The researcher has collected data from three main departments which are as
follows:
a) Human Resource Department
b) Billing Department
c) Marketing Department
3.5 HUMAN RESOURCE DEPARTMENT
HRD at SGRH has been created to bring focus to the whole area of optimizing human
potential in the organization. The vision of HR department is to play a vital role in
31
achieving organizational goals by human best HR practices and building up human
capital relation. The fundamental role of HR is to coordinate Recruitment and
Selection, Performance Management (including performance appraisal and
assessment), collate employee training data, induction training and deputation of
employees for external training and undertake all matters of personal administration
such as attendance, leave, loans and advances etc.
The role of HR will be to consolidate this effort and give it a strategic thrust. As the
organization adopts a more IT based platform to conduct its operations, HR will be re-
looking at the processes needed to support this cultural change and what needs to be
done to align the organization to this. SGRH strives to be the best employer by having
the best of HR practices in place to attract and retain quality manpower. HR at SGRH
believes in a transparent coordinated approach which leads to employee confidence.
They believe that only a satisfied employee will create satisfaction in their patient
community.
3.51 Objectives of HR Department
a) Reviewing organizational structures, manpower resources and costs of non
clinical areas.
b) Source, retain and reward talented people.
c) Educate employees about the organization.
d) Ensure a quality work environment.
e) Build employee capabilities relation.
f) Rationalize power consumption in the department.
g) Rationalize the use of stationary.
32
h) Spreading awareness on use and disposal of hazardous material through
training sessions.
3.52 Recruitment and Selection
a) Purpose
To recruit, select and place suitable people in various department and categories.
b) Scope
All department and categories except consultants in clinical areas
c) Responsibility
Sr. Manager HR & concerned HOD
d) Forms used
i) Personal information form
ii) Medical insurance form
iii) Nomination form
iv) Medical photo ID card
e) Records maintained
i) Ad-hoc appointment
A) Resume with HOD’S recommendation
B) Medical fitness
C) Letter of appointment
D) Joining report
ii) Other
A) Resume
B) Selection sheet
33
C) Medical fitness
D) Testimonials
E) Joining report
f) Procedure
i) Vacancy exists
A) Newly created post
B) Existing post vacant by outgoing employees due to resignation, death
etc.
ii) Vacancy is filled up
A) Ad-hoc only resident Doctor appointed in this category
1) By the recommended candidates from HOD’s on ad-hoc based
pending interview.
2) By advertising the post on newspaper and hospital websites
B) Other than resident Doctor
1) To receive application from suitable potential candidate
through anyone or combination of
a) Advertisement in newspaper
b) SGRH website
c) Application box kept in the HR department
d) Unsolicited applications received in HR department by
hand, courier, post e-mail etc.
2) Applications received are scrutinized by the HR department on
the minimum eligibility criteria or/& forwarded to respective
department for scrutiny & short listing the candidates.
34
3) Short listed candidates are called for personal interview.
Concerned selection committee is notified of the date and
venue of interview.
4) Interviews are conducted and the selected list of candidates is
approved by the selection committee.
5) An offer of appointment is made to the selected candidates
whereby they are advised to undergo medical examination.
6) Candidates who confirm their willingness to join undergo
medical examination prior to joining the duty.
7) On joining, the recruits are made to complete the induction
formalities. This include the following:
a) Personal Information form
b) Medical Insurance form
c) Nomination form
d) Medical photo identity card
e) Submission of passport size photos and the joining
report through respective HOD
8) In the personal Information form, the recruits give reference
and also submit an undertaking that she/he does not have any
criminal/negligence background.
9) The verification of previous employment of new Joinees is
done with their previous employers by sending them letters for
the same. It is not done for resident Doctors. A copy of this
verification letter is kept in their personal files and the response
35
received, if any from the previous employer is also put in their
personal files.
10) The appointment letter is issued on completion of joining
formalities.
11) New recruits are placed in pre decided department where the
vacancy exists.
12) Thereafter the induction is carried out by HR department.
36
3.53 Flow Chart
Vacancy arising due to New

vacancy approved by Chairman
Resignation / Termination Vacancy
Press Advertisement Databank/Dropped in References Staff

Notice
Application from HOD
Generation of application
Scrutiny to shortlist applications by respective HOD
Interview by respective interview committee
Selection
Offer of appointment
Unfit Pre-employment medical Fit

examination
Reject Reporting, appointment

and placement in
respective department
Figure 3.1: Flow Chart of Recruitment and Selection
37
This flow chart shows the recruitment and selection process, which gets start when
there is a vacant seat in the organisation, after that organisation carries out process for
appointing or rejecting a candidate.
3.54Training and Development
a) Purpose
To identify training needs of employees and provide training so as to meet
organizational objectives
b) Scope
All employees of the hospital except resident doctors and consultants are included.
The resident doctors are provided only induction training.
c) Responsibility
Sr. Manager HR, departmental heads
d) Forms Used
i) Employee training card
ii) Training record form
iii) Training feedback form
iv) Personal information form (for trainees)
v) Induction content acknowledgement
vi) Hr induction content acknowledgement (PF)
vii) Quarterly training calendar
viii)Training evaluation quiz form
e). Records Maintained
i) Record of in house training conducted by HR
38
ii) Record of external training attended
iii) Record of training need raised with respect to EMS & OHSAS
3.55 Flow Chart of Training and Development
Employees join and attend induction training
Quarterly training calendar is sent by HRD
Nomination received
Conduct of training
Training attendance record
Pre/Post training evaluation
Training attendance record in template
Figure 3.2: Flow chart of Training and Development
a) Procedure
i) Following type of training is conducted
a) Induction Training
b) On the Job Skill and Behavioural Training
c) External Workshops/Conferences
ii) HR department conducts the “induction” twice a month consisting of
introduction to the hospital’s background, facilities, vision and mission
statement, quality policy and objectives, employment terms and condition, fire
39
safety. A receiving is taken from the trainee of having being explained all
hospital wide policies and procedures in a broad sense. An acknowledgement
to this effect is also recorded in personal files of the employees.
iii) Employee training at SGRH is a decentralized function. Department conduct
their own, on the job skill and behavioural training periodically, taking into
account the customer complaints, safety/quality parameters and work
demands, with or without the assistance of HR.
iv) A quarterly training calendar enlisting the refresher training program is
prepared in the HR department and circulated to various department for
nomination
v) Training need identification for the purpose of conducting training is done as
per the following procedure:
a) The HR department to provide annually a list of employees to HOD’s
b) The immediate supervisor will rate each employee on a 5 point scale
for both technical and behavioural skills.
c) Employees rated as average, satisfactory and poor to be grouped
together across department for behavioural and technical training.
d) Employees rated as excellent and very good will not need any training.
e) With the above assessment, the assessment of training given in annual
performance appraisal shall not be taken into account.
b) Process of Organizing Training
i) Each department sends the assessment sheet in November each year and is
requested for a reply by December 31st of the year. For the year ending on 31st
December 2013, the assessment sheets were sent during April and May 2013.
40
ii) The reply received is tabulated in computer by January 31 st of the following
year. For the year 2013, tabulation was completed by 15th July 2013.
iii) Based on the tabulation, homogeneous groups of trainees for behavioural and
technical trainings are made.
iv) The required number of training from May to February are organised
thereafter.
v) The training effectiveness is assessed by administering a pre and post training
test.
vi) Training methods are then revised to retain the employees as the case may be,
based on the feedback.
a) An “employee training card template” has been prepared wherein
employees training records are maintained and updated on “LAN”
facilitating view by concerned department. The process is as under:
1) Template prepared by IT department
2) Training entries done by HR and other department
3) Departments have been enabled to view their respective records
and take printouts if required.
4) Departments are sent circulars to send their monthly training
records which are fed by the HR department in the template.
vi) Based on the proposals received from the HOD, employees are deputed for
external professional/developmental workshop/conferences. A record of the
same is maintained in their respective electronic template.
vii) With respect to clause 4.4.2 of ISO 14001:2004 and OHSAS 18001:2007,
training aspects are identified and training sessions are conducted/ coordinated
41
by the respective department. Training needs identification with respect to
EMS and OHSAS is done on the basis of:
a) NC raised during any quality audit and for need felt and rose by a
department.
viii) The HR department coordinates to provide training for the external interns, in
plant trainees and professional observers in different medical/ Para-medical and
non medical fields with the purpose towards its social responsibility to spread
health care expertise and knowledge.
3.56 Performance Appraisal
i) Purpose
Performance appraisal is undertaken for helping employees to strengthen their strong
performing areas and improve the weak areas, to develop them to take higher
responsibility and for succession planning.
ii). Scope
All employees of the hospital except consultants in clinical areas are included. There
exist 3 categories of employees:
a) Regular Employees
Appointed and retained till they attain the age of 60 years
a. Tenured Employees
Appointed on renewable short term tenure
a) Resident Doctor
For assisting specialists and on the job professional training
42
iii) Records used
a) Record of assessing performance appraisal
b) Record of assessing performance under probation period
iv) Forms used
a) Annual performance appraisal forms (category wise)
b) Performance assessment form ( probation)
c) Performance appraisal form (for tenured employees drawing gross
emoluments up to rs25000 pm)
d) Performance appraisal form (for tenured employees drawing gross
emoluments abovers25000 pm)
43
3.57 Flow chart
Initiation of appraisal/Review by HR
Appraisal by DH
Appraisal by RO/FH
Forwarded to HR
Satisfactory
No
Yes
Report
Communication to individual for improvement Confirmation of probation period
Extension of probation period Filed in CR record
Analysis for using as a tool for further development
Figure 3.3: Flow chart of Performance Appraisal
a) Procedure
1. For regular employees
a. Annual performance appraisal is undertaken for all employees
annually.
b. Appraisal forms are forwarded to all department by HR
44
c. Departmental head fills in the appraisal with due care and diligence
and forwarded the same to the reviewing officer.
d. Reviewing officer fills in his assessment and returns to the
departmental head.
e. Departmental head forwards the duly filled in appraisal of all
employees to HR department.
f. HR department scrutinizes the appraisal and communicates the adverse
remarks to the concerned employee via a formal letter marked
“confidential” for improvement.
2. For tenured employees
a. Two formats are used depending on the level for providing feedback to
the employee on their performance; for renewal of their work contract
and for annual raise.
3. For resident doctor
a. No structured appraisal system is needed as they are on professional on
the job training to become specialist in their respective areas.
45
3.6 CONCEPTUAL FRAMEWORK
3.61 Effectiveness of Training
Training and development refers to the practice of providing training, workshops,
coaching, mentoring, or other learning opportunities to employees to inspire,
challenge, and motivate them to perform the functions of their position to the best of
their ability and within standards set by concerned organization
Any training programme in order to be effective must have some precise goals and
objectives:
a) To enlighten the partakers more about their organization, its aspirations,
challenges and the business background in which it operates.
b) To make the human resources cognizant of the functions of different sections.
c) To train them to be aware of the significance of communication and
enthusiasm in their day to day work as a tool for better organizational climate
and morale.
d) To see that once they go back after attending training, they feel that they
belong to the organization.
e) To ensure that the participants would share their information gained from
training with their co-workers.
f) To develop friendship, fellowship, support and trusteeship among trainees.
g) To ensure that technical, managerial, supervisory and human competencies are
built up in the employees on a continuous basis to enable them to perform
46
their current assignments effectively and also to set up them to execute their
future tasks.
h) To put forward the attitude based training to ensure that a value based and self
sustained culture is built in the organization.
i) To offer the required training inputs to all employees in a need based,
organized and lucrative manner.
3.62 Benefits of Training
Despite the initial monetary costs, staff training pays back your investment. Here are
just some of the reasons to take on development initiatives:
i) Training helps your business run better. Trained employees will be better
equipped to handle customer inquiries, make a sale or use computer systems.
ii) Training is a recruiting tool. Today's young workers want more than a
paycheque. They are geared toward seeking employment that allows them to
learn new skills. You are more likely to attract and keep good employees if
you can offer development opportunities.
iii) Training promotes job satisfaction. Nurturing employees to develop more
rounded skill sets will help them contribute to the company. The more
engaged and involved they are in working for your success, the better your
rewards.
iv) Training is a retention tool, instilling loyalty and commitment from good
workers. Staff looking for the next challenge will be more likely to stay if you
offer ways for them to learn and grow while at your company. Don't give them
47
a reason to move on by letting them stagnate once they've mastered initial
tasks.
v) Training adds flexibility and efficiency. You can cross-train employees to be
capable in more than one aspect of the business. Teach them to be competent
in sales, customer service, administration and operations. This will help keep
them interested and will be enormously helpful to you when setting schedules
or filling in for absences. Cross-training also fosters team spirit, as employees
appreciate the challenges faced by co-workers.
vi) Training is essential for knowledge transfer. It's very important to share
knowledge among your staff. If only one person has special skills, you'll have
a tough time recouping their knowledge if they suddenly leave the company.
Spread knowledge around — it's like diversifying your investments.
vii) Training gives seasonal workers a reason to return. Let seasonal employees
know there are more ways than one to contribute. Instead of hiring someone
new, offer them a chance to learn new skills and benefit from their
experience.
Learning and upgrading employee skills makes business sense. It starts from day one,
and becomes successive as your employees grow. Granted, it may take some time to
see a return on your investment, but the long-term gains associated with employee
training make a difference. The short-term expense of a training program ensures you
keep qualified and productive workers who will help your company succeed. That’s
an investment you can take to the bank.
3.7 Billing Department
48
SGRH is spending almost Rs.18 to 20 crores every year for charitable work, have
20% beds totally free of charges and in addition provides free medicines, food and
investigations. 47% beds which are semi-paying category and the hospital is
subsidized the treatment of the patients in this category. It is only 33% of the beds
which are covered by full charges. Further the consultants of the hospital give some
shares of their professional fee to cater to the needs of treatment to the free as well as
subsidized category of patients and for further development.
3.71Objectives
a) Timely, effective and courteous service to all patients.
b) Provide information about bill status.
c) Keeping a meticulous record of the patient particular.
d) To counsel about the approx financial expenses.
e) To ensure smooth billing process.
f) To establish, document, implement, maintain and continuously improve an
employee management system in accordance with the requirements of
International Standards.
g) To establish, document, implement, maintain and continuously improve an
OH&S management system in accordance with the requirements of OHSAS
Standards.
h) Highly skilled professionals to be posted at the counters.
i) To measure that the work is done correctly.
j) By comparing all the process with the Standard Operating Procedure.
49
3.72 Records/Register maintained
Following are the records maintained in billing department for various purposes:
i) File receiving register
ii) Final discharge register
iii) Payment receiving report
iv) Payment raising report
v) Payment outstanding report
vi) Bill dispatch letter
vii) Correspondence files for TPAs/corporate
3.73 Reports generated by the department
Following are the reports generated by billing department for various purposes:
a) Bill print out
b) Bill details
c) Refund vouchers
d) Bank receipts
e) Payment raising reports
f) Payment receiving reports
g) Payment outstanding report
h) SBI patients report
i) Hospital employees report
j) General ward patients report
k) Investigations reports for various labs
50
l) Advance statement
m) corporate and TPA wise daily income report
n) agreement files for TPAs/corporate
3.74 Procedure
i) Patient file received from the ward along with the discharge summary of
the patient is noted in the register with date and time.
ii) The file is sent to the billing staff for preparation of final bill.
iii) After the bill is prepared it is sent to Jr. Account Officer for checking the
bill.
iv) After checking, the files are sent to billing enquiry counters, TPA counters
or corporate counters for final settlement.
v) In case of cash payment, patient’s attendant is called from respective
room/ward.
vi) All billing details are provided to the attendant and if there is any query by
the attendant it is cleared and the file is sent to cash department with the
request to the attendant to make the payment.
vii) In case the bill is for TPAs/corporate patient’s attendant is called and is
explained regarding the bill and their signature is taken on the final bill as
per requirement.
viii) The bill of TPAs/corporate are sent to respective TPAs/corporate for
payment.
ix) Raising, receiving and outstanding reports are generated on monthly basis.
x) Outstanding payments are settled after receiving the payments from the
respective department.
51
52
3.8 MARKETING DEPARTMENT
Being a trustee hospital SGRH was not much involved in marketing. But as the
competition increased and many nearby hospitals started growing and invest highly in
marketing, SGRH realized the need of marketing section. Marketing department was
introduced in Sir Ganga Ram Hospital in the year 2004. The main motive was to
retain the old customers and also to gain new customers. Some of the main functions
of marketing department at SGRH include the following:
3.81 Customer Retention and maintaining customer relation
i) It is really important to retain the customers as they will add to the goodwill of
the organization. Marketing people takes care of every simple aspect. From
the time the patient enters the hospital till they are discharged, they have the
complete detail of the patient. At any time if the patient faces a problem
regarding space or services, they may contact any one from marketing
department and their problem will be solved as soon as possible. This will
encourage the patients to visit again in case of any problem and also refer the
hospital to other people.
3.82 Increase Customers of Upper Class
i) SGRH is a trustee run hospital. 20% of the beds are for people below poverty
line, but 33% of beds are mainly focusing for high class people and foreigners
which is a source of income.
3.83 Increasing the number of corporate tie ups
i). Marketing people make sure that they have maximum number of corporate
tie up’s with leading industries. In order to attain that, they personally visit
53
such companies and explain the procedure and policies. Currently SGRH have
tie up’s with more than 150 companies.
3.84 Event Management
i) Whenever a camp or event is conducted by SGRM, marketing department takes
the responsibility of conducting it.
3.85 Medical Tourism
i). Medical tourism means getting a chance to visit a place along with getting
medical treatment from that place. Marketing department tries to make tie up’s
with foreign country hospitals so as to increase the number of foreign patients
visiting the hospital.
3.86 Advertisement
i). SGRH does not believe in immense advertisements but they do put up their ads
in doctor’s magazine which is published by Delhi Medical Association. Since
only doctors are reading it, strict medical terms are used. Central page of the
booklet is fixed for SGRH, wherein every week different departments and their
specialization is advertised.
3.87 Conducting Press Meet
i). If the hospital have successfully completed any noteworthy special surgery,
media officer who is a part of marketing department make sure that a press
meet is held wherein all the health reporters of leading newspapers are invited
for a meeting. In that the doctors who participated in the surgery explains the
54
risk and noteworthy achievements with the help of slideshows and presentation.
This indeed will improve the position of hospital.
3.89 Alumni
i). SGRH has its own nursing school, so marketing department has taken the
responsibility for conducting the alumni for them along with the nursing school
people.
3.90 Brochures and Journals
i). Large number of journals and a hospital brochure is kept at each section of the
hospital, so that the people may get it without any difficulty. Since it is kept at
the reach of common people, it is necessary to maintain the up to date
information in those reading materials. This is taken care by marketing
department. They review the material every week and make sure that the
contents are accurate and up-to-date.
3.9DATA PRESENTATION
3.91 OBJECTIVES
The objectives for this project are:
1. To study the training methods used at Sir Ganga Ram Hospital.
2. To study the effectiveness of training on the employees of SGRH.
3. To suggest some measures for improving the effectiveness of training at Sir
Ganga Ram Hospital.
55
3.92 SCOPE OF THE STUDY:
This study is concerned with finding the effectiveness of training provided by the
hospital for the employees of Sir Ganga Ram Hospital, Rajinder Nagar except
Resident Doctors & Consultants. The functional area which was used here was
Human Resource (HR). The study was carried out for 45 days i.e. from 19 th June 2013
to 03rd August 2013 and questionnaire was used as a data source collection medium, a
copy of which is attached as annexure.
3.93 Data Sources
1) Primary data:
a). Questionnaires
b) Discussion with employees
2) Secondary data:
a) Sir Ganga Ram Hospital extranet
b) Informal interviews
c) Internet
D) Sample size
a) Data Collection for assessing the effectiveness of training mechanism has been
done through primary data collection technique. It is done by using a questionnaire
and observation and the sample population size has been taken as 60. Survey was
conducted in the form of questionnaire. Likert scale was used in preparing the
questions. The questionnaire is attached in the annexure.
56
57
Statement 1: Designation of Respondents.
No. of employees
No. of employees
17
6
4 3 3 2 2
2 1 1 2 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1
Figure 3.4: Designation Wise Distribution of the Respondents
From above table, it is clear that maximum number of respondents are staff nurse i.e.
17 and next maximum respondents are UDC i.e. 6, followed by lab Technician i.e. 4
then Jr. executives and front office executives i.e. 3 each and so on.
58
Statement 2: Gender of Respondents.
Gender Number
Male 28
Female 37
Table No.3.1: Survey
Gender
43% Male
57%
Female
Figure 3.5 : Pie Chart Representing Gender of the Respondent
From the above figure and table it can be interpreted that 43% of respondents were
male and 57% were female respondents.
59
Statement 3: Age-wise distribution of Respondents.
Age Group Number

18-21 5
22-25 13
26-30 16
31-35 9
36-40 8
41-46 6
47 & Above 3
Table No.3.2: Survey Result
Age Group
5% 8%
10%
18-21
22-25
22% 26-30
13% 31-35
36-40
41-46
47 & Above
15%
27%
From above figure and table it can be interpreted that, maximum number of
respondents were in the age group of 26-30 i.e. 27%, then 22% in 22-25 and the least
number of respondents were from 18-21age group.
60
Statement 4: Have Respondents Worked in Any other Organisation Before Joining
SGRH.
Yes 48%
No 52%
Can’t say -
Respondent worked in any other organisation
Yes
No
48% can't say
52%
Interpretation:
From the above diagram and table it can be interpreted that 48% of the respondents
have already worked prior to joining this organisation and 52% do not hold any
experience.
Figure 3.7: Doughnut Representing Whether Respondent has Worked in any Other
61
Organisation before Joining SGRH.
Inference:
Percentage analysis shows that maximum employees who attended training
program have not worked in any organisation before joining SGRH. This means
present induction training program will familiarise them with present organisation
and will boost their motivation to work efficiently.
Statement 5: Induction training mechanism functional in respondents’ previous
organisation.
Yes 31.67%
No 50%
Can’t say 18.33%
Training Mechanism in Respondent's Previous Organisation

Training Mechanism in Respondent's Previous Organisation
100%
90%
80%
70%
60%
50% 19
30
40% 11
30%
20%
10%
0%
Yes
No
can't say
Figure 3.8: Whether Respondents had Induction Training Mechanism in their Previous
Company.
62
Interpretation:
Looking at the above figure it can be interpreted that according to 50% people there
was no training mechanism in their previous organisation while 31% says they had
and 18% had no idea regarding it.
Inference:
Percentage analysis shows that some of the employees who have worked in some
organisation before joining SGRH shared that there was no training mechanism in
their previous organisation but in few organisation there was a training mechanism.
Respondents who have not worked in any organisation before had no opinion.
Statement 6: Type of Induction technique most suitable for Training as per
respondents.
On the job 90%
Off the job 6.6%
Others 3.3%
63
Type Of Induction Training Technique Preferred by
Respondents
3%
7%
On the job
Off the job
Other
90%
Interpretation:
Almost 90% of the respondents felt that on the job technique is the most suitable for
training, approximately 6.67% felt off the job is suitable and 3.33% answered other
techniques must be used depending on the need.
Inference:
Almost all the

Figure 3.9:respondents
Technique felt
mostthatSuitable
on the job
for technique
Induction isTraining
the most suitable to
According for
Respondent
training because almost half of them lacked in experience as it was clear from the
above 2 statement, and approximately very few felt off the job is suitable and some
answered other techniques must be used depending on the need.
64
Statement 7: The Employees Are Helped To Develop Skills Through Training.
Yes 100%
No 0%
Can’t say 0%
Necessity Of Induction Training For Developing Skills

70
60 1
50
40 Necessity Of Training For

Developing Skills
30
20
10
0 1 1
0.5 1 1.5 2 2.5 3 3.5
Figure 3.10: Necessity of Induction Training for Developing Skills According to

Respondents
65
Interpretation:
Yes
Looking at the above figure it can be 100%
interpreted that according to all the respondents
No
i.e. 100%, induction training was a necessity. 0%
Can’t say 0%
Inference:
Percentage analysis shows that according to the responses all the employees believed
that training is necessary for developing their skills.
66
Statement 8: Does Respondent Like Attending Induction Training Programmes?
Yes 95%
No 3%
Can’t say 2%
Likability of Induction Training Program

Yes No Can't say
3%2%
95%
Figure 3.11: Respondents Liked to Attend Training Program
Interpretation:
Looking at the above figure it can be interpreted that according to 95% they liked
attending training program, 3% did not and rest 2% didn’t form any opinion.
Inference:
Percentage analysis shows that maximum number of employees liked attending
training programmes with few exceptions as most of them did not have training
mechanism in their previous orgainisation. Employees who disagreed stated that
attending continuous training programmes was boring, but if provided in definite
time period they won’t be having any problem.

67
Statement 9: Does Training Improve Performance?
Yes 95%
No 0%
Can’t say 5%
Induction Training Improves Performance

60
57
50
40
Induction Training Improve
performance
30
20
10
3
0 0
0.5 1 1.5 2 2.5 3 3.5
Interpretation:
From the above figure and it can be interpreted that 95% think that training helps in
improving performance while 5% thinks it did not help at all.
Inference:
All most of the employees believed that training improves performance and 5% of the
employees had no opinion

Figure 3.12:for the same
Shows and the
Induction reasonImprove
Training that theyPerformance
quoted was that, they
were not able to implement fully what they had learned during training sessions. HR
68
department should consider this seriously because if the employees can’t implement
what they learned during training then it will be a waste.
69
Statement 10: Are Respondents Satisfied With The Training Procedure?
Yes 100%
No 0%
Can’t say 0%
Satisfaction level Through Induction Training

70
60
60
50
40 Training Procedure Satisfied

Respondents
30
20
10
0 0
0
Yes No Can't say
Figure 3.13: Shows Satisfaction Through Induction Training
Interpretation:
Figure 3.13: Satisfaction from Induction Training Procedure
From the above figure and table it can be interpreted that all the respondents
i.e. 100% were satisfy with the training procedure.
Inference:
According to the responses there was no empoyee who was not satisfied with
the training.Each and every person was satisfied with the training procedure.
70
Statement 11: Which Topics Did You Find Helpful?
12 11
10
10
8 7
6
6
4 4 4
4 3
2 2 2
2 1 1 1 1 1
0
No. of Helpful Topics
Figure 3.14: Topics Helpful in Induction Training
The topics covered in induction training were as follows:
i) Vision and mission statement of the hospital
ii) Hospital background
iii) Hospital facilities
iv) Quality policy including the objective
v) Quality Certification/accreditations achieved by the hospital
vi) Performance appraisal procedure
vii) Service standards of the hospital
viii) Grievance procedure
ix) Disciplinary action procedure
x) Leave rules
71
xi) Non-fire safety awareness
xii) Sentinel/adverse drug event
xiii) Vulnerable patients
xiv) Important telephone numbers
xv) Hospital codes
xvi) Employees’ rights and responsibilities
xvii) Patients rights and responsibilities
xviii) Bio –medical waste management in the hospital
xix) Employees role in fire safety
From the above figure it can be interpreted that 11 respondents thought all the topics
in training well helpful, next followed by employees’ role in safety by 10 respondents
and so on.
Inference:
Large number of respondents found all the topics covered in the induction training
helpful while they also found employees’ role in fire safety and bio-medical waste
management very interesting.
72
Statement 12: Which Topics Should Be Eliminated?
No elimination 85%
Quality certification 13.3%
Bio-medical waste management 1.6%
60
51
50
40
30
20
10 8
1
0
Quality Certification No elimination Bio medical waste management
Figure 3.15: Topics To Be Eliminated As Per Respondents View
Interpretation:
From the above figure and table it can be interpreted that 85% were in the favour of
not eliminating any topic and 13% said Quality certification was not important and
1.6% did not form any opinion.
Inference:
73
Most of the employees didn’t want to eliminate any topic as they found all the topics
helpful. But for few employees belonging to the category of aaya, ward boy and few
others felt the need of eliminating the quality certification/accreditations achieved by
the hospital and people in direct public dealing like FOE and others felt biomedical
waste management is not useful as they are not in direct medical care of the patients.
74
Statement 13: Training Was Of Sufficient Duration.
Strongly Agree 27%

Agree 63%
Neutral 5%
Disagree 5%
Strongly Disagree 0%
Duration of Training
40
35
N o . o f r e sp o n d e n t s
30
25
20
15
10
0
Strongly Agree Agree Neither Agree nor Disagree Strongly Disagree
Disagree
Figure 3.16: Duration of Training

Interpretation:
Most of the respondents agree that training duration was optimum. 27% strongly
agreed with the statement. But some disagreed with this fact. 5% neither agreed nor
disagreed with the statement. The above result concludes that training duration was
adequate.
Inference:
75
Most of the respondents agreed that training duration was optimum.27% strongly
agreed with the statement. But some disagreed with this fact.5% neither agreed nor
disagreed with the statement. The above result concludes that training duration was
adequate.
76
Statement 14: Training Provides An Excellent Opportunity For Newcomers To Learn
Comprehensively About The Organisation.
Strongly Agree 53%

Agree 47%
Neutral 0%
Disagree 0
Strongly Disagree 0
Training for newcomers to learn about the organisation

35
30 32
28
25
20
15
10
5
0 0 0
0
Disagree
Figure 3.17: Training for Newcomers to Learn about the Organization.
Interpretation:
According to the responses most of the respondents i.e. 47% agreed that training
provided excellent training opportunity for new comers to learn about the
organization and no one said anything wrong about it.
Inference:
Percentage analysis shows that almost all of the employees agreed to the given
statement. They accept the fact that training provides an excellent opportunity for
newcomers to learn comprehensively about the organisation. No one is there with a
77
negative reaction to this statement. This shows that HR department really do explain
all necessary things to new employees during induction training
78
Statement 15: Quality Of Training Is Excellent.
Strongly Agree 28%

Agree 56%
Neutral 8%
Disagree 6%
Quality of Training
40
35
35
30
25
24
20
15
10
5
0 0
0 1
Disagree
Figure 3.18: Quality of Training
Interpretation:
From the responses it is clear that most of the employees felt the quality of training
was excellent, supported by 28% and 56% respondents and 8% did not had any clue
while 2% felt it was not good at all.
Inference:
Percentage analysis shows that most of the employees agreed that the induction
training quality was good. Some of the employees who disagreed commented that
they were not able to grasp the training objective itself.
79
Statement 16: Training Was Easy To Understand.
Strongly Agree 40%

Agree 52%
Neutral 2%
Disagree 5%
Level of Difficulty of Training

31
24
3
1 1

Disagree
Figure 3.19: Level of Difficulty of Training
Interpretation:
From the above diagram and table it is evident that most of the employees easily
understood the training session. 40% strongly agree and rest that is 5% and 2% felt
they did not understand it.
Inference:
80
Percentage analysis shows that maximum number of employees agreed with the
statement. But some employees found difficulty in the language used such as the
bearers and the other difficulty was the use of technical terms as few of them were
new to this kind of industry.
81
Statement 17: Training Session Was Not Interesting.
Strongly Agree 2%
Agree 7%
Neutral 13%
Disagree 65%
Training Session Was Not Interesting

45
40
39
35
30
25
20
15
10
5 8 8
4
0 1 Agree
Strongly Agree Neither Agree nor Disagree Strongly Disagree
Disagree
Figure 3.20: Training Session Was Not Interesting
Interpretation:
65% of respondents felt that the training session was interesting and 13% were
strongly in favour of saying that it was not at all boring, while 13% could not make up
their mind whether it was interesting or not. And 2% of them felt that training session
was not interesting.
82
Inference:
Percentage analysis shows that maximum numbers of employees liked and were
interested in attending training programmes. As most of the respondents disagreed
that training was not interesting as there was very little refreshment available and few
said that training module did not have the audio-video clips to make training more
interesting.
83
Statement 18: Reading Materials Provided While Training Was Helpful.
Strongly Agree 38%

Agree 50%
Neutral 10%
Disagree 2%
Reading Materials Provided While Training Was Helpful

35
30
30
25
23
20
15
10
5 6
0
0 1
Disagree
Figure 3.21: Reading Materials While Training
Interpretation:
Looking at the above table and figure it can be interpreted that 38% were strongly in
favour of getting the reading materials and supported by good 50% of respondents
that the reading materials were good while 2% felt that it was of no use.
Inference:
Percentage analysis shows that majority of employees agreed to the statement. They
said that the slide shows and the handouts were an additional help in understanding
84
the induction training in a better way. At the same time there were some employees
who said that the trainer was good enough so they didn’t feel any need of handouts.
85
Statement 19: Training Helps In Building Confidence.
Strongly Agree 50%

Agree 48%
Neutral 2%
Disagree 0%
Training Helps In Building Confidence

35
30
30
29
25
20
15
10
5
0 0
0 1
Disagree
Figure 3.22: Training Helps In Building Confidence
Interpretation:
Most of the respondents felt that training helps in building confidence where every
response was in favor of the statement. Half of the respondents strongly agree and
48% felt it helped them in boosting their confidence while 2% could not form any
opinion.
86
Inference:
Percentage analysis shows that most of the employees agreed that training helped in
building confidence, while very few respondents made the opinion that confidence
comes only through practice and training has nothing to do with it.
87
Statement 20: Training Was Well Planned.
Strongly
Agree 45%
Agree 45%
Neither Agree nor Disagree 2%
Disagree .4%
Strongly Disagree 0
Training was well-planned

30
25 27 27
20
Series 1
15
10
5
5
0
0 1
Strongly Agree Agree Neither Agree Disagree Strongly Disagree
nor Disagree
Figure 3.23: Training Was Well-Planned
Interpretation:
According to most of the responses it is evident that training was well-planned
supported by 45% who were strongly in favor followed by 45 who were in favor and
only 2 % appears to have said that it was not well planned.
88
Inference:
Percentage analysis shows according to most of the responses it is evident that
training was well-planned. This is evident from the procedure that HR department
follows for training sessions.
89
Statement 21: Training had a sufficient amount of both theoretical and practical
knowledge.
Strongly Agree 33%

Agree 60%
Neutral 5%
Disagree 2%
Training Had A Sufficient Amount Of Both Theoretical

And Practical Knowledge
36
20
3
1 0
Disagree
Figure 3.24: Theoretical and Practical Knowledge in Training
Interpretation:
Training provided to respondents had sufficient amount of both theoretical and
practical knowledge which is evident by looking at the figures where 33% and 60%
were strongly agreeing and agreeing respectively.
90
Inference:
Percentage analysis shows that maximum number of employees agreed that training
had sufficient amount of theoretical and practical knowledge. But there were
employees who are neutral, who didn’t find this induction training good and disagreed
to the statement, so HR department should consider reviewing the content of the
training.
91
CHAPTER-4
FUNCTIONAL ANALYSIS
4.1 Functional Analysis
It is an approach to conduct an internal company analysis or a "strategic" business
analysis. It means to examine the characteristics of the functional units of the business
like marketing, human resource, billing or IT department. This focused analysis
identifies positive, neutral and negative characteristic of each functional unit. The
positive characteristics may be strengths of the business. A functional analysis is also
an analysis of business activity to establish a hierarchy of business functions,
activities and transactions.
4.2 Introduction
Sir Ganga Ram Hospital is a 675-bed multi-speciality state-of-the-art Hospital in
India. It provides comprehensive Healthcare India services, and has acquired the
status of a premier medical institution. It is the only hospital in the private sector that
has maintained nearly 100% bed occupancy due to its reputation of providing the
highest level of medical services to patients from Delhi and neighbouring states. Sir
Ganga Ram Hospital in India continues to maintain its charitable character in
accordance with to the wishes of its founder. Funds generated from the hospital
services are partially utilised for providing free health care to the poor and needy
patients. All development activities of the hospital are financed from internal
resources. The hospital is governed by a Board of Management comprising medical
consultants of eminence, some with an international standing. The three functional
areas named human resource management, marketing management, billing
department is further analysed.
92
4.3 Marketing Management
Being a trustee hospital SGRH was not much involved in marketing. But as the
competition increased and many nearby hospitals started growing and invest highly in
marketing, SGRH realized the need of marketing section. Marketing department was
introduced in Sir Ganga Ram Hospital in the year 2004.
On analysing this department, it was found that the main motive was to retain the old
customers and also to gain new customers. It is really important to retain the
customers as they will add to the goodwill of the organization. Marketing people takes
care of every simple aspect Apart from this it also includes functions like Increasing
Customers of Upper Class, Increasing the number of corporate tie ups, Event
Management, Medical Tourism, Advertisement, Conducting Press Meet etc.
4.4 Human Resource Department
HRD at SGRH has been created to bring focus to the whole area of optimizing human
potential in the organization. The vision of HR department is to play a vital role in
achieving organizational goals by human best HR practices and building up human
capital relation. The fundamental role of HR is to coordinate Recruitment and
Selection, Performance Management (including performance appraisal and
assessment), collate employee training data, induction training and deputation of
employees for external training and undertake all matters of personal administration
such as attendance, leave, loans and advances etc.
SGRH strives to be the best employer by having the best of HR practices in place to
attract and retain quality manpower. HR at SGRH believes in a transparent
93
coordinated approach which leads to employee confidence. They believe that only a
satisfied employee will create satisfaction in their patient community.
4.5 Billing Department
SGRH is spending almost Rs.18 to 20 crores every year for charitable work, have
20% beds totally free of charges and in addition provides free medicines, food and
investigations. 47% beds which are semi-paying category and the hospital is
subsidized the treatment of the patients in this category. It is only 33% of the beds
which are covered by full charges. Further the consultants of the hospital give some
shares of their professional fee to cater to the needs of treatment to the free as well as
subsidized category of patients and for further development.
Billing department takes care of all the bill payment or related issues. On analysing
this department we can see that they provide timely, effective and courteous service to
all patients. They provide information about bill status and keep a meticulous record
of the patient particular, so that they can counsel about the approx financial expenses
and thus ensuring smooth billing process.
94
CHAPTER – 5
SUMMARY AND CONCLUSION
5.1 FINDINGS/ RESULTS
This chapter includes three sections. First section talks about the findings based on
functional analysis and findings based on questionnaires. Second section explains the
lessons learnt by the researcher during the training session. Finally the last section
summarizes the entire project report.
5.11 Findings Based On Functional Analysis
a. Marketing Department
Being a trustee hospital SGRH was not much involved in marketing initially. Since
the market competition is rising, SGRH is now going for promotional activities, but
that too only in a limited way. The findings from the analysis of marketing
department is that SGRH does not indulge in extensive promotional or marketing
activities, but in order to retain its customers, and retain the market, they are going for
small scale advertisement and promotional strategies.
b. Human Resource Department
The HR Department is an essential part and activity for every organization. The HR
department of SGRH also plays a vital role in the smooth running of the organization.
All activities such as recruitment, selection, performance appraisal, training and
development are carried off by the department. After analysing the HR department,
the researcher concluded that, the HR policies and philosophies of SGRH have always
acted as a ladder and a milestone in the on-going and continuous growth of its
employees. This has indirectly led to the progress of the organization. The norms,
95
activities and the organisational structure of HR department, has helped in assessing
and supervising the work of every employee with proper appraisal and
compensations.
c. Billing Department
Billing department takes care of all the bill payment and other related issues. The
conclusion or findings that can be drawn on analysing this department is that, the
billing department provides timely, effective and courteous service to all patients.
They provide information about bill status, and keep a meticulous record of the
patient particular. This helps them to explain in detail about the approximate financial
expenses to be borne by the patients, and thus ensuring smooth billing process.
5.12 Findings Based On Questionnaire
Following are the outcomes that the researcher observed after analysing the
questionnaire:
i. Positives
Some of the positive points on which maximum number of employees agreed are as
follows:
a) Training had a sufficient amount of both theoretical and practical knowledge.
b) Training was well planned as most of the respondents showed positive
approach.
c) Training was of sufficient duration.
d) Training increases performance as this was evident from the responses of the
respondents.
96
e) Training provides an excellent opportunity for newcomers to learn
comprehensively about the organisation.
f) The norms and values of the company are clearly explained to the new
employees during.
g) Most of the respondents felt that training helps in building confidence.
h) Most of them like attending training session.
i) The training session was useful as respondents were able to see what
organisation wants from them in terms of efficiency and attitude towards
work.
j). Training was easy to understand.
k) There is a well-designed and widely shared training policy in the company.
l) There was minimum difficulty during the training session.
m) All training objective are met during the training sessions.
ii. Negatives
Some of the negative points that the employees of Sir Ganga Ram Hospital felt are as
follows:
a) Some respondents were unable to understand the questions due to language
problem
b) . Some employees returning from training felt that they were not given
adequate free time to reflect and plan.
c) Some respondents were not willing to fill the questionnaires.
d) Some respondents wanted to keep the questionnaires with them and return
later.
97
e) Sometimes the respondents were reluctant to fill the questionnaires, due to
fatigue or due to the deficiency of time.
f) Some respondents did not want to change or were not interested in training
sessions so they attended the session just for the sake of it and were not able to
give valuable inputs.
g) Reading materials provided while training were not enough as few
respondents wanted audio-video clips too.
5.2Lessons Learnt
a) The objective of the project was to assess effectiveness of training on the
employees of SGRH. For this descriptive research method was used, methods
used for data collection was questionnaire and observation method. The
researcher had a very nice experience during his 6 weeks training at Sir Ganga
Ram Hospital. The researcher was entitled as a trainee in HR department but
apart from the HR department the researcher was allowed to visit and work in
marketing and billing department. A senior employee from each department
was assigned as the mentor for particular department who explained the entire
procedure happening in their respective departments.
b) This training helped the researcher to gain a practical exposure of all the
activities in HR department such as Recruitment and Selection, Training and
Development, Performance Appraisal and Grievance Handling. The researcher
himself was a part of various training sessions and selection procedures held at
the hospital. From the billing department researcher got the idea about how
98
exactly the billing mechanisms happen at SGRH. The researcher was given a
chance to sit with the employees at the counters and also with junior account
officer to carefully learn the practical things. Even though SGRH has not got a
well established marketing department, the researcher got a chance to learn
about hospital marketing in a nutshell. The researcher worked with marketing
department for a week and was a part of many activities conducted by
marketing department.
c) In short it can be concluded that the researcher had a very nice time at the
hospital and the 6 weeks that he spent there were fruitful.
d) The unique feature that the researcher observed was each and every
department maintained a well described procedure manual. Each and every
procedure was maintained in written and kept with head of the departments.
This was really helpful for new employees who joined. Each department tried
their maximum to stick with the prescribed format and procedure which
helped them to produce 100% output. Any changes in the procedure if needed
are noted and the procedure manual is updated with the same.
5.3 Suggestions
a) A map of the hospital must be given to the patients along with the
information brochure with the details regarding which department and
ward are in which building. As SGRH is divided into four buildings. This
can reduce confusion among the patients.
99
b) Recommendation basis of recruitment can also be used. In this, the staff
nurses can recommend their friends. If selected, that employee wins a
special award.
c) SGRH may start “Suggestion Award Scheme” which can encourage
employees to come up with new innovative ideas.
d) It can introduce “Team Bonuses”. It will increase cohesiveness among the
employees rather than increasing conflicts among them because of the
individual bonuses. As employees sometimes feel that each one of them
performs same work but only few are praised.
e) At the time of training language used must be adjusted according to the
category of employees attending the training program. Sometimes few
topics are not understood well by some employees.
f) Just like the “Fire Safety Drill” which is conducted once in a month, the
hospital may also start “Mass-Casualty Incident Training” to train the
employees for future emergencies.
According to the researcher more students should be sent to this hospital for
internship. This will enable them to gain a very good practical exposure in the field of
HR, Finance and Marketing. The employees were really helpful and cooperative. The
only difficulty that the researcher faced was that of space. As the construction work
was going on, space was really an issue but once the construction work gets
completed it won’t be an issue.
100
REFERENCES
Books
i) Chawla Deepak and Sondhi Neena “Research Methodology concepts and
cases” – 2nd edition.
ii) P. Nick Blanchard, James W. Thacker, V. Anand Ram, "Effective Training",
4th edition, pearson publication.
iii) Rao VSP, "Human Resource Management text and cases" 3rd Edition
iv) Sir Ganga Ram Hospital employee handbook, June 2013.
v) Standard Operating Procedure file of SGRH.
Websites
i) http://www.sgrh.com/, browsed on 14-06-2013.
ii) https://drive.google.com/?tab=wo&authuser=0#my-drive downloaded on
08.07.2013
iii)http://journals.cambridge.org/action/displayAbstract?
fromPage=online&aid=8231244downloaded on 09.07.2013
iv) http://www.vikalpa.com/pdf/articles/1999/1999_oct_dec_079_076.pdf
downloaded on 20.07.2013
v) http://health.usnews.com/health-news/best-
hospitals/articles/2009/10/20/hospital-patients-speak-their-mind-in-
satisfaction-surveys downloaded on 25.07.2013
vi) http://www.akspublication.com/paper03_jul-dec2007.htm downloaded on
26.07.2013
vii) http://ajhp.org/content/54/23/2721.abstract downloaded on 13.08.2013
101
APPENDICES Annexure-1
QUESTIONNAIRE
Assessing Training Effectiveness
Q1. What is your designation?
__________________________
Q2. You belong to which age group? (In years)
o 18-21 22-25 26-30 31-40

o 36-40 41-46 47 & above
Q3. What is your gender?
Male Female
Q4.Have you worked in any other organisation before joining SGRH?
Yes No can’t say
Q5. Was there a training mechanism in your previous organisation?
Yes No can’t say
Q6. Do you like to attend training program?
Yes No can’t say
Q7. Do you feel training is necessary for an employee for developing his/her skills?
Yes No can’t say
Q8. Which technique is most suitable for training according to you?
102
On the job off the job others
Q9. Does training improve performance?
Yes No can’t say
Q10. Are you satisfied with the training procedure?
Yes No can’t say
Q11. Which topics did you find helpful?
-------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
---------
Q12. Which topics would you recommend eliminating?
-------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
---------
Q13. Please mark any one of the following that represents how you feel about the
training?
Strongly
Agree Agree Neither agree Disagree Strongly
Nor disagree Disagree
 Training is of sufficient duration
 Training provides an excellent opportunity for newcomers to learn about the organisation
103
 Quality of training is excellent
 Training was easy to understand
 Training session was not interesting
 Reading materials provided while training were helpful
 Training helps in building confidence
 Training was well-planned
104
 Training had a sufficient amount of both theoretical and practical knowledge
105

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A PROJECT REPORT ON

“A STUDY ON EFFECTIVENESS OF TRAINING ON

Directorate of Distance Education Swami Vivekanand

Submitted for partial fulfillment for award of the degree in

DIRECTORATE OF DISTANCE EDUCATION SWAMI

This is to Certify that DEEPATI RATHEE has carried out the

Project work presented in this entitled “A STUDY ON

Signature of the Student Signature of the Guide

Name of the Student- DEEPATI RATHEE Name of the guide

I DEEPATI RATHEE student of Master of Business Management,

Directorate of Distance Education Swami Vivekanand Subharti

University, here by that the project report entitled “A STUDY

ON EFFECTIVENESS OF TRAINING ON THE

EMPLOYEES OF SIR GANGA RAM HOSPITAL,

NEW DELHI” has been carried out at HR and Marketing

Management. Submitted in partial fulfillment for the “Master’s

Degree in Business Administration” in the result of my own work

I have not submitted this project to any other university or

college for the award of any other Degree or Diploma.

have directly or indirectly contributed towards the completion of this

techniques required for doing this project. For any endeavor to be

been completed without them.

I feel great pleasure in expressing my gratitude to my Guide And also

convey my thanks to our faculty members for their support.

operative with us whenever we needed them.

their support to me during the project.

7 Chapter-1: Profile of the Firm/Company

8 Chapter-2: SWOT Analysis of the Company

9 Chapter-3: Data Collection & Presentation

10 Chapter-4: Functional Analysis of the Company

11 Chapter-5: Summary & Conclusions

Organisation Before Joining SGRH

Mechanism In Their Previous Company

3.3 Flow Chart Of Performance Appraisal

Organisation Before Joining SGRH

Mechanism In Their Previous Company

10 PET-SCAN Positron emission tomography-SCAN

Education and Research

Health and Safety Advisory Service

The project is based on “THE EFFECTIVENESS OF TRAINING GIVEN TO

EMPLOYEES OF SGRH”. As we know workforce is one the important element of an

participative workforce in their organisation. As human resource department is one

the major department in an organisation. This department is engaged in making plans

most suitable candidate among a large pool of talent.

attached as annexure in appendices.

limiting factor that affected training sessions.

visions mission, nature of operations, market share of the Company, organisational

structure, size of the Company, product range.

practices adopted by the company in various functional areas.

graphs along with the interpretation.

internship and suggestions given by the researcher.

1.1 COMPANY NAME : Sir Ganga Ram Hospital

COMPANY’S OFFICIAL DETAILS : Sir Ganga Ram Hospital,

New Delhi 110060, INDIA

BUSINESS CATEGORY : Hospital and Clinic

1.2 BUSINESS DESCRIPTION

as a tertiary care referral centre with no financial assistance provided by the

to the poor and needy patients from internal resources.