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Does Training Initiative and Development Process Add Value to Organisations

Does Training Initiative and Development Process Add Value to Organisations - Dissertation Example

Summary

The purpose of this dissertation is to investigate differences in staff development, how healthcare employees learn of value from their organizations, and how training initiatives add value to the organisation within the healthcare public organizations in the UK and Pakistan.
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Does Training Initiative and Development Process Add Value to Organisations

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Subject: Management
Type: Dissertation
Level: Undergraduate
Pages: 93 (23250 words)
Downloads: 3
Author: ruben91

Extract of sample "Does Training Initiative and Development Process Add Value to Organisations"

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This study was designed to provide the needed relevant information with regard to these dimensions of healthcare staff development programs either for training professionals who conduct training or public managers and related persons who may attend training sessions.For this study, a survey-questionnaire will be utilized as the primary method of acquiring the research data. The questionnaire will be comprised of closed and open-ended questions in order to get an accurate and complete data. The sample will consist of personnel from healthcare service providers in the United Kingdom and Pakistan.

The sample of doctors will be chosen randomly, however, the research will attempt to get a wide range of individuals. The main purpose of this qualitative-quantitative case study was to gain a deeper understanding of the essence of the experience derived from participating in public health staff development training. With quantitative and qualitative research, the comparative case study approach seems to be appropriate for the research survey and will allow the author to investigate how training initiative adds value to organizations.

The results of this study revealed that programs somehow affect organizational value-adding. Although the results of this study presume value creation items from programs and development processes are not the only conclusive factor in value-adding, it can be assumed that personnel cannot presently take full advantage of programs, both in UK and Pakistan. However, it is more important to investigate from which value creation source or item the personnel most likely perceive significant to their development.

Moreover, other definitive requisites should always be performed simultaneously.

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