Introduction

Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge to an employee. For an organization, training and development are important as well as organizational growth, because the organizational growth and profit are also dependent on the training. But the training is not a core of organizational development. It is a function of the organizational development. In the field of Human Resources Management, Training and Development is the field concern with organizational activities which are aimed to bettering individual and group performances in organizational settings. It has been known by many names in the field HRM, such as employee development, human resources development, learning and development etc. Training is really developing employees capacities through learning and practicing. Training and Development is the framework for helping employees to develop their personal and organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Trainings in an organization can be mainly of two types; Internal and External training sessions. Internal training involves when training is organized in-house by the human resources department or training department using either a senior staff or any talented staff in the particular department as a resource person. On the other hand external training is normally arranged outside the firm and is mostly organized by training institutes or consultants.

For every employee to perform well, especially Supervisors and Managers, there is a need for constant training and development. The right employee training, development and education provides big payoffs for the employer in increased productivity, knowledge, loyalty, and contribution to general growth of the firm. In most cases external trainings for instance provide participants with the avenue to meet new set of people in the same field and network. The meeting will give them the chance to compare issues and find out what is obtainable in each
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others environment. This for sure will introduce positive changes where necessary.

Raw human resources can make only limited contribution to the organization to achieve its goals and objectives. Hence the demands for the developed employees are continuously increasing. Thus the training is a kind of investment.

INTRODUCTION TO THE TOPIC

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In each and every industry the human resource is the back bone of its activities. The current situation of each and every business shows the day to day up gradation in the technologies. For getting excellence in business the companies has to adopt the technologies in its functions, for that they have to educate the human resource for using that technologies effectively. The main aims of training is to imparting the knowledge and makes the job incumbent as a perfect suit for the job because the individuals may not have all the skills while coming to the job and they also need some up gradation for handling the challenging situations and utilization of the new technologies. The amount spent for the training is a cost as well as an investment for the company because it will improve the over a performance of the company and its productivity. The training may become an unnecessary cost if it is an irrelevant one or if it is not based on the training needs of the employees. so for making the training cost as an investment the companies has to analyze the training needs and then they have to create an training schedule for each positions as per their nature of job.

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance

Why Training Need Analysis

Training need analysis is conducted to determine whether resources required are available or not .it helps to plan the budget of the company areas where training is required and also highlights the occasions where training might not be appropriate but requires alternate action.

Training Need Arises At Three Levels

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group 1. Organizational level - Training needs analysis at organizational level focuses on strategic planning, business need and goals. It starts with the assessment of internal environment of the organization such as procedures, structures, policies, strength and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required and opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning HR develops strategies to be sure that the employees in the organization have the required knowledge, skills and attribute based on future requirements at each level. 2. Individual level - Training need analysis at individual level focuses on each and every individual in the organization. At this level the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive then certainly there is a need of training. 3. Operational level -Training need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation psychological test, questionnaires asking the closed ended as well as open ended questions etc.Today jobs are dynamic and keep changing over the time. Employees need to prepare for these changes .The job analyst also gather information on the tasks needs to be done and the tasks that will be required in the future.

After doing training need analysis we can divide skills into three categories
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1. Technical: most training is directed upgrading and improving an employees technical skills. 2. Interpersonal: Almost all employees belong to a work unit. To some extent their work performance depends on their ability to effectively interact with their co workers and their boss. Some employees have excellent interpersonal skills. But others require training to improve their skills. 3. Problem Solving: managers as well as many employees who perform non routine tasks, have to solve problems on their jobs .when people requires these skills but are deficient they can participate in problem solving training.

Training methods:
Most training takes place is on- the- job and it is usually lower cost. However on- the- job training can disrupt the workplace and result in an increase in errors as learning proceeds. Also some skill training is too complex to learn on the job .In such cases it should take place outside the work setting.

INDUSTRY PROFILE
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The tertiary sector of the economy (also known as the service sector or the service industry) is one of the three economic sectors, the others being the secondary sector (approximately the same as manufacturing) and the primary sector (agriculture, fishing, and extraction such as mining). The service sector consists of the "soft" parts of the economy, activities where people offer their knowledge and time to improve productivity, performance, potential, and sustainability. The basic characteristic of this sector is the production of services instead of products. The service sector consists of insurance, banking, retail and education and also health care, restaurants, entertainment, legal and transport industry. Health care (or healthcare) is the diagnosis, treatment, and prevention of disease, illness, injury, and other physical and mental impairments in humans. Health care is delivered by practitioners in medicine, chiropractic, dentistry, nursing, pharmacy, allied health, and other care providers. It refers to the work done in providing primary care, secondary care and tertiary care, as well as in public health. Access to health care varies across countries, groups and individuals, largely influenced by social and economic conditions as well as the health policies in place. Countries and jurisdictions have different policies and plans in relation to the personal and populationbased health care goals within their societies. Health care systems are organizations established to meet the health needs of target populations. Their exact configuration varies from country to country. In some countries and jurisdictions, health care planning is distributed among market participants, whereas in others planning is made more centrally among governments or other coordinating bodies. In all cases, according to the World Health Organization (WHO), a wellfunctioning health care system requires a robust financing mechanism; a well-trained and adequately-paid workforce; reliable information on which to base decisions and policies; and well maintained facilities and logistics to deliver quality medicines and technologies. Health care can form a significant part of a country's economy. In 2008, the health care industry consumed an average of 9.0 percent of the gross domestic product (GDP) across the most developed OECD countries. The United States (16.0%), France (11.2%), and Switzerland (10.7%) were the top three spenders. About the eye care hospitals, a large number of ophthalmologists and institutions are doing high class work in the related work .but the challenge remains in that the advances in technology should reach all young and old, urban and rural sectors. There is an explosion in the
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need for eye care over three billion people in the world need vision correction and this number is growing rapidly. There is a vast difference in the quality of services available in various centers due to an unbalance in health care facilities and resources. These services range from par excellent as per international standards in certain urban pocket to nonexistent in some remote areas the big challenge is to see that the vast expanse of rural India, which remains unattended is focused open.

COMPANY PROFILE
Dr. G. Venkataswamy, upon retirement from government service at age 58, wished to establish an alternate health care model that could supplement the efforts of the government and is self supporting. He established the GOVEL trust to initiate Eye Care Work. Under this trust, the Aravind Eye Hospitals were founded. In a developing country with competing demands on limited resources, government alone cannot meet health needs of all the poor.
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Aravind eye hospital was started in 1976 as an 11 bed hospital in Madurai, Aravind now has branches at Theni, Tirunelveli, Coimbatore, Pondicherry, Dindigul and Tirupur. The hospitals provide high quality and affordable services to the rich and poor alike, yet be financially selfsupporting. They have well equipped speciality clinics with comprehensive support facilities. In the year ending March 2011, over 2.6 million outpatients were treated and over 300,000 surgeries were performed. To reach out to the rural Tamil Nadu Aravind has established its primary eye care facility named, vision centres. The community eye clinics take care of the ophthalmic needs of a semi urban population.

Service Model of Aravind:

High quality High volume Affordability Aravind service The hallmarks of the Aravind model are quality care and productivity at prices that

everyone can afford. A core principle of the Aravind system is that the hospital must provide services to the rich apoor alike yet be financially self supporting. This principle is achieved through high quality, large volume care and a well-organized system.

Aravind Vision
Vision connection is the one-stop accessible and interactive global internet portal for people who are partially sighted or blind, the professionals who serve them, the families and friends who support them and anyone looking for the latest information on vision impairment, its prevention and vision rehabilitation

Aravind Mission.
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To eliminate needless blindness by providing appropriate compassionate and high quality eye care to all, rich and poor

Aravind Goal
To provide sight to many of the worlds backlog of 25 million curable blind by financially supporting the ongoing efforts of the worlds eye care organizations with proven track records. The current major service commitment of Lions club international is the prevention and reversal of blindness. This program takes the name of Sight First, and includes the activities of every club working to control blindness. Sight First is an international program dedicated to controlling blindness worldwide. Clubs work individually or through their districts to prevent and reverse the major causes of blindness in their area.

Aravind eye hospital Madurai

Inaugurated in 1976, Aravind Eye Hospital, Madurai has grown to accommodate 330 paying patients and 920 free patients. It serves a population of 26.7 million covering the districts, Dharmapuri, Salem, Namakkal, Perambalur, Nagapattinam, Trichy, Karur, Dindigul, Virudunagar, Sivaganga and Ramnad. Apart from this, the hospital receives patients from all over the country and also from other nations like Nigeria, Srilanka, Sultanate of Oman, Maldives and even USA. It has full-fledged super-specialty clinics including, Retina and Vitreous, Cornea, Glaucoma, IOL, Paediatric Ophthalmology, Neuro-ophthalmology, Uvea and Orbit and Oculoplasty, manned by highly-qualified specialists. Aravind Eye Hospital, Madurai, is the headquarters for the Madurai Eye Bank Association, which receives eyeball donations from various institutions in India and from the USA. Aravind-Madurai handled 909,404 outpatient visits and performed 130,980 surgeries from April 2010- March 2011. Considering the economical status of the public this hospital provides two types of medical treatment.
1. Paid Service with a very nominal fees, when comparing to any other hospital in

coimbatore. 2. Free treatment for the public who is financially poor.

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SPECIALITIES
Retina and vitreous service Cataract and general ophthalmology service.
Neuro ophthalmology service

Cornea service.
Paediatric ophthalmology and strabismus service.

Glaucoma service.
Uvea service. Orbit and oculoplasty service

low vision Contact lens

Refractive surgery (lasik)

Ocular oncology Retinopathy of prematurity

SUPPORT FACILITIES:
Vision rehabilitation center low vision clinic.
Patient counselling service.

Ocular microbiology laboratory. Instruments maintenance laboratory.

Aravind liberary and information center.

Radiology department. IT Department Housekeeping services Canteen Services Optical Audio-Visual Department Pharmacy

ARAVIND is more than an eye hospital. It is:

A social organization committed to the goal of eradication of needless blindness through comprehensive eye care services.
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An international training center for ophthalmic professionals and trainees who come from within India and around the world to teach or to learn, to offer their skills and to acquire new ones.

An institute for research that contributes to the development of eye care. An institute to train health related and managerial personnel in the development and implementation of efficient and sustainable eye care programe. A manufacturer to make world class ophthalmic products available at affordable costs.

SERVICES

Hospital Services
Started in 1976 as an 11 bed hospital in Madurai, Aravind now has branches at Theni, Tirunelveli, Coimbatore, Pondicherry, Dindigul and Tirupur. The hospitals provide high quality and affordable services to the rich and poor alike, yet be financially self-supporting. They have well equipped speciality clinics with comprehensive support facilities. In the year ending March 2011, over 2.6 million outpatients were treated and over 300,000 surgeries were performed. To reach out to the rural Tamil Nadu Aravind has established its

primary eye care facility named, vision centres. The community eye clinics take care of the ophthalmic needs of a semi urban population.

Outreach at Aravind
An integral part of AECS is its community outreach programmes which take eye care service to the doorstep of the community. In the year ending March 2011, over 2600 camps were conducted through which 918,900 patients were screened and 76,033 patients underwent surgery. These camps also serve to educate the local community on eye care. Towards this end, several comprehensive eye care programmes are organised.

Comprehensive Eye Screening Programmes

Diagnostic Eye Camps Diabetic Retinopathy Screening Camps Workplace Eye Screening Camps School Children Screening Camps Pediatric Eye Screening Camps

Primary Eye Care Facilities

Vision Centers Community Eye Clinics

About Education & Training

Aravind Eye Hospitals were started with a mission to eradicate needless blindness. Over the last 34 years, Aravind has contributed extensively to prevention of blindness in the country. In view of the existing backlog of cataract and other causes of blindness, India requires many more institutions of this kind. Aravind Eye Hospitals has gained national and international reputation for its service orientation, modern ophthalmic techniques and its community-based outreach activities which deliver quality eye care to the rural masses. Its operational research has practical applications in the formulation of effective blindness prevention programmes. To take up the challenge of blindness, Aravind has recognised the need to develop human resources - ophthalmologists, paramedics, eye care managers and support service personnel.

Several training programmes have been designed to develop ophthalmic manpower. Catering to all levels of ophthalmic teaching and training, these are intended not only for ophthalmologists but also for ophthalmic technicians, opticians, clinical assistants, outreach coordinators and health care managers. These training programmes are both long term and short term, and some of these are affiliated to local universities. The postgraduate clinical courses are affiliated to Dr. MGR Medical University, Chennai. Apart from these, a six week training course in the maintenance of ophthalmic surgical instruments and other equipment for technicians is also offered. Dissemination of knowledge and skills in eye care will not only satisfy the needs of the institution but also take care of the needs of the country. Aravind has also recognised the need for transition from conventional surgical procedures to state-of-the-art techniques in management of cataracts. It offers short term training courses in IOL microsurgery, lasers in diabetic retinopathy management and glaucoma diagnosis and therapy and also a five day course in instrument maintenance for ophthalmologists. Continuing Medical Education (CME) programmes and workshops are offered on a regular basis. The institution along with Lions Aravind Institute of Community Ophthalmology works with several eye hospitals in India and abroad to improve their capacity to provide high volume, high quality care and enabling them to become financially self-reliant in the long run. Aravind Eye Care System has extended its activities by expanding the research facilities and has started Ph.D programme in ophthalmology, genetics and immunology for medical graduates in affiliation with the Tamil Nadu Dr. MGR Medical University; Ph.D in affiliation with Madurai Kamaraj University in Biomedical science for non-medical graduates, and Ph.D in Biotechnology and Humanities and social sciences in affiliation with Indian Institute of Technology, Chennai.

Aravind Medical Research Foundation (Amrf) - Research

The research activities at Aravind reflect Aravind's commitment to finding new ways to reduce the burden of blindness. The combination of high clinical load, extensive community participation, and access to a large network of eye hospitals provides ideal opportunities for conducting clinical, laboratory, population-based studies and social and health systems research.
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Aravind Medical Research Foundation

Aravind Eye Care System conducts Basic and translational research in Aravind Medical Research Foundation, Clinical research in Aravind Eye Hospitals, Operations research in LAICO and product development in Aurolab under Dr.G.Venkataswamy Eye Research Institute. With the establishment of its new GMP facility, Aravind is now positioned to pioneer newer modalities of treatment to reduce the burden of avoidable blindless.

Laico
LAICO, established in 1992 with the support of the Lions Club International SightFirst Programme and Seva Sight Programme, is Asia's first international training facility for blindness prevention workers from India and other parts of the world. It contributes to improving the quality of eye care services through teaching, training, research and consultancy.

Aurolab
Aurolab, the manufacturing division of Aravind Eye Hospital, supplies high quality ophthalmic consumables at affordable prices to developing countries. Though its primary focus is on ophthalmic industry, Aurolab is also diversifying into related health care areas where its existing capabilities can be leveraged, such as cardiovasular sutures, microsurgical hand sutures, antiseptics and disinfectant solutions etc.

The Beginning
In the early 1990s, there was a great deal of debate about the relevance of Intra Ocular Lens (IOL) to developing countries. Though widely accepted as a better procedure, it was argued that developing countries should not go in for it as the IOLs were expensive. Taking on this challenge, in 1992, Aurolab was established as a non profit charitable trust for manufacturing ophthalmic consumables.

Products
Today Aurolab manufactures a wide range of ophthalmic consumables like intraocular lenses, pharmaceutical products like eye drops, surgical adjuncts like sutures and blades and also ophthalmic instruments and specialty products. Aurolab products are exported to 120 countries around the world and acoounts for a total of 7.8% of global share of intraocular lenses.
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Eye Bank
In India, the need for corneas for sight restoring surgeries is one lakh per year. According to the Eye Bank Association of India, the number of eyes collected in 2010 is 41,549. And more important is the fact that of this total, only a little more than 10,000 meet all the criteria of medical standards as per the requirement for quality control of eye banks.This huge backlog can only be cleared by making good eye banking service available with proper facilities for tissue procurement and improved storage.

OUT PATIENT DEPARTMENT INTRODUCTION

Almost every patient who visit an eye care facility will go through the outpatient and refraction departments making these very busy places to work in. ophthalmic assistance in these departments are largely responsible for their organisation and its successful functioning.these ophthalmic assistance must ensure smooth patient flow and all the while carring out preoperative and follow up test and refractions OUTPATIENT CHART Paramedical
Nursing superintend

Outpatient nursing supervisor

Refraction supervisor

Consellers

Outpatient OA

Refractionists

Outpatient OA trainees

Refraction

skills of ophyhalmic assistance in the outpatient department

Organisational skills and ability to delegate and assign work to control queues and groups to plan and report clinical knowledge wide enough to understand the dexcision making process of the department and to respond to patients queries .nursing skills required to provide outpatient treatment and to use the equipment for testing and investigations simple technical knowledge especially in optics and electricity in order to understand the purpose and use of ophthalmic equipment and its maintenance knowledge of community ophthalmology abd sociology sufficient to understand the interaction of the outpatient department with the rest of the hospital and with the community. Adapted from ophyhalmic nursing.in practice and management

Duties Of Ophthalmic Assistance In The Outpatient Department

Ophthalmic Assistance in these department are responsible for preoperative tests and follow up refraction and must be ready to assist with ocular emergencies.In a large volume clinic,ophthalmic assistance might be assigned to one specific test or procedure in rotation after several weeks or months.In smaller clinic ,OA can play multiple role according to the need.

Human resource department:

Human Resource Management is concerned with the people who work in the organization to achieve the objectives of the organization. It concerns with acquisition of appropriate human resources, developing their skills and competencies, motivating them for best performance and ensuring their continued commitment to the organization to achieve organizational objectives. HRM refers to activities and functions designed and implemented to maximize organizational as well as employees effectiveness. All major activities in the working life of the employee from the time of his entry into the organization until he leaves or retires come under the preview of HRM.
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The most important activities undertaken are: Human Resource Planning, Job Design, Job analysis, Procurement, recruitment, selection, induction, placement and Training and Development. Compensation, rewards, benefits, retrial benefits, medical and health care. Motivation: Motivational aids, bonus, incentives, profit sharing, non monetary benefits are self esteem satisfaction, career development, growth, decision making, promotions, etc., Employee Relations: Grievance handling participation, collective bargaining and other aspects of cordial relations conducive to mutual understanding and trust. Employee Evaluation and performance improvement, HR Audit and HR Accounting

OBJECTIVES OF THE STUDY

To analyze the training needs for the outpatient nurses in Aravind Eye Hospital To suggest the various training program for the outpatient nurses.

SCOPE OF THE STUDY

This study is analyzed on the factors Organizational Level, Individual level, operational level of training need analysis

This study is applicable only to the nurses above 2years in outpatient department. This study is used to know about the areas of training and it also help to provide various training program in future.

NEED FOR THE STUDY

Training is needed in an organization to strengthen team members and bring up their knowledge on the company and the best way to help the business create a report with its customers and make more money. Training is essential in any organization to keep it strong and keeps its main focus of satisfying its main beneficiaries. As many things throughout a business can change Team members need to be kept up to date and be given a refresher on previous training, this helps on motivation and helps the company run smoothly. In aravind eye hospital Continuing Medical Education (CME) program and workshops are offered on a regular basis by lions aravind institute of community ophthalmology. Several training programs have been designed to develop ophthalmic manpower. These training programs are both long term and short term, and some of these are affiliated to local universities. So the researcher has to identify the training needs and based on that the CME program is conducted.

LIMITATIONS OF THE STUDY

As the study is conducted in Madurai main hospital only it does not represent the other branches.

The data are collected from the particular department alone The period of the project is only for two months so the result may not suitable for all times.

HYPOTHESIS
TWO WAY ANOVA

Null hypothesis (H0) There is no significant difference in means of experience of respondents and Capability of understanding the patients problem Alternate hypothesis (H1) There is a significant difference in means of experience of respondents and Capability of understanding the patients problem CHI SQUARE Null Hypothesis (H0) There is no association between the frequency of training and the Knowledge and working of corneal topography. Alternate hypothesis (H1) There is an association between the frequency of training and the Knowledge and working of corneal topography.

TRAINING NEEDS ANALYSIS This part of the study deals with the review of previous study with reference to the topic training needs analysis done in aravind eye hospital and other companies

In the project title A study on training needs analysis for coordinators and secretaries in aravind eye hospital, Madura by Miss. M.subathra (Reg no:04SPA11) of Thiagarajar College during the period(2005).The suggestion given by her are is to give full job description to the particular designation and to conduct a soft skill trainings[1]

In the project title A project proposal on training needs analysis aravind eye hospital, Madura by Miss.s.kavidha. during the period(1999).The suggestion given by her are is to give training about computer knowledge [2]

In the project title A study on training needs analysis among the administrative cadre employees in aravind eye hospital, Madura by Mr.p.palani selvam (Reg no:07184138) of vellaichamy nadar college during the period( 2008-2009).The suggestion given by him is to provide computer skills and may give soft skills to improve their spirit [3]

In the project title A study on training needs analysis for housekeeping and maintenance department at aravind eye hospital, Madura by Mr. B.sriram (Reg no:110806070) of sri chandrasekharandra saraswathi viswa mahavidyalaya college.during the period( 2009).The suggestion given by him are is to provide computer aided training, and to reduce waste management[4]
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In the project title A study on training needs analysis and effectiveness of the training program for admin interns of aravind eye hospital, Madura by Miss. V.jasmi (Reg no: A6900212) of Thiagarajar school of management during the period (2007).The suggestion given by her are is to provide training to maintain smooth relationship with workers and other departments and to work as a team to improve their knowledge[5]

In the project title A study on training needs analysis for patients counselor refractive surgery with reference to aravind eye hospital, Madura by Miss. B.kalaivani (Reg no:A6c7010044) of Madurai kamaraj university during the period(july 2007).The suggestion given by her is to provide soft skills as a primary training to improve team spirit[6] .

In the project title A study on identification of training needs of employee in jindal iron and steel company by Mr. R.sivakumar during the period(2004).The suggestion given by him is to provide training in supply chain management and training in accounting[7] .

In the project title A study on training needs analysis in sahara india pariwaror .The suggestion given by him is to provide induction training and soft skill development training[8]

McGehee and Thayer (1961) are widely acknowledged as the seminal text on training needs analysis and are quoted in much of the literature. They outlined the analysis of training need at the level of the organisation, group and individual and these levels continue to form the foundation of most approaches. The traditional approach to training needs analysis outlines a number of steps[9]

Ferdinand (1988) in looking at management training needs analysis focussed on specific management groups and organisational challenges, outlining approaches that may fit the different management groups and organisational scenarios. He highlights that without due consideration to the context in which the training needs analysis is being conducted
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the form of the process and the outcomes from it may not be acceptable to the organisation or the key stakeholders[10]

Hayton (1990) discusses the need for skills audit to be linked with an organisations broader change strategy. Key recommendations he makes include involving employees in the process and linking skills audit to the company[11]

Herbert and Doverspike (1990:268) raised issues around using appraisal data as part of training needs analysis and conclude that the use of this data may not achieve the intended goals. In a paper examining the weaknesses in conventional approaches to training needs analysis [12]

Gray et al., (1997) in a study of public health care found that in many organisations needs were identified by senior management and commented that this is problematic as managers are a step removed from day to day operations and may not have the most accurate picture of the actual requirements[13] .

Leat and Lovell (1997) consider the weaknesses inherent in using performance appraisal data as a determinant of training needs. A drawback in using this data is noted in that the performance appraisal process is often linked to reward and promotion so that identifying development needs does not sit very well with this purpose. The paper goes into some depth about the biases which potentially exist in using performance appraisal for training needs analysis. An alternative approach is put forward which would have significant cultural and change implications which are not mentioned at all[14] .

Wills (1998) discusses the need to meet both the needs of the individual and the organisation and suggests that corporate policies and strategies are the starting point for the analysis of both in order to align training and organisational direction. He also discusses the need for clarity around corporate mission, vision and strategy and the importance of senior management support[15] .
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Wills 1999. Determining the training need, choosing appropriate methods to address the identified need, planning, implementing and evaluating. The benefit of this approach, as outlined in the literature, is that nothing is left out and there is a planned and professional approach. It also provides data necessary to justify or explain to senior management what training is required, what budgets are needed, what they are spent on and what the impact is for the organization [16]

Research by Hussey (CLMS 1999) looking at the use of education and training as a strategic driver found that only a third of firms surveyed linked the aims of their management development programs to the achievement of organizational goals. The majority of firms identified needs through appraisals alone thus there was no explicit connection to the overall direction of the organizations strategy or goal[17]

Potter et al., (2000) also describes a process where employees were not consulted and needs were identified only by supervisors and management[18]

Matthews et al., (2001) surveyed organizations around competency assessment requirements for ISO and found that training needs analysis was very management driven. They found training needs analysis dominated by senior management decisions and supervisors opinions. The most commonly used formal approach was the skills inventory[19]

Antonacopoulou (2001) examined the interrelationships between training, learning and change. She found that managers have come to believe that learning is training and more specifically, that learning is going on courses. Paradoxically the managers in her study also found that training was a barrier to learning in that the timing, structure and match with learners and provision of opportunity to explore and question was inadequate. Antonacopoulous findings indicate that structured training is not always a learning opportunity[20]

Project titled Training needs analysis has done for all the departments like refraction, ward, housekeeping, administration except outpatient department in aravind eye hospital and so the researcher has done the project in outpatient department in aravind eye hospital.the literature review is referred in previous project done in aravind eye hospital and the website http://www.lenus.ie/hse/bitstream/10147/121586/1/TNAOrgChangeJReedthesis.pdf.

RESEARCH METHODOLOGY
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Introduction
The research methodology is a way to solve the research problem systematically. It may be understood as a science of studying how research is done scientifically .In this we study various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only research but also methodology.

Research design
Research design is nothing but plan for any study. Its the plan for collection and analysis of data. The research design adopted in this research is descriptive in nature. Since this study aims at portraying the training needs.

Sources of data
A significant and distinctive stage of research in any science is the collection of necessary information to prove their hypothesis. There are two kinds of the data. Primary Data Secondary Data

Primary Data
Primary Data used in this research are gathered by using structured questionnaire along with the scheduled interview, direct observation by the researcher.

Secondary data
Secondary data were collected from various sources like company profile, books, and websites and so on.

Research instruments
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The instrument used to collect the primary data is Questionnaire.

Sampling:
Sampling is the process of learning about the population on the basis of a sample. Sample is the part of the universe. This is selected for the purpose of investigation.

Sampling method
The sampling method used for this study is census survey method. The whole population is considered as sample. Sampling unit Sampling unit in this study are the clinical department employees in aravind eye hospital from

Sample Size
The Sample size of this study is restricted to fifty only.

Tools used for analysis

Percentage analysis method Weighted average method Chi square method One way ANOVA Spearmans Rank correlation

Percentage analysis method

Percentage are often used in data presentation for the simplify numbers,reducing all of them to 0 to 100 range through the percentage the data are reduced in the standard form with base equal to 100 which facilitates relative comparisons.
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Percentage analysis= frequency / total no. Of samples *100

Weighted average method

Weighted average method is defined as an average whose component items are multiplied by certain values and the aggregate of the products are divided by the total of weights..Limitations of the arithmetic mean are that it gives equal importance to all the items but there are cases where the relative importance of different items is not the same, when it is so we can compute weighted average method. Weighted average = WX / W

Chi square
This is employed to test whether two parameters are significantly different or not based on hypothesis .this tests is employed in this study to test the significance in terms of age, qualification and other social demographic factors.

Spearmans Rank correlation.

In statistics, a rank correlation is the relationship between different rankings of the same set of items. A rank correlation coefficient measures the degree of similarity between two rankings, and can be used to assess its significance. If the value is repeated the formula is

1-6 [d^2 +1/12 (M13- M1) +1/12 (M23- M2) +1/12 (M33- M3) +1/12 (M43- M4) +1/12 (M53- M5) +1/12 (M63- M6) +1/12 (M73- M7) +1/12 (M83- M8) +1/12 (M93- M9) +1/12 (M103- M10)] N (N^2-1) Where M1 M2, M3 are the repetition of average N is total no of items If the value is same then the formula is 1-6 [d^2] / N (N^2-1) Where N is total no of items

Two ways ANOVA

A statistical test used to determine the effect of two nominal predictor variables on a continuous outcome variable. A two-way ANOVA test analyzes the effect of the independent variables on the expected outcome along with their relationship to the outcome itself. Random factors would be considered to have no statistical influence on a data set, while systematic factors would be considered to have statistical significance.

Tabulation Table 4.1- Age wise classification of the respondents. The following table shows the age wise classification of the respondents

AGE Below 20 years 21-25 26-30 31-35 Above 35 total 20 27 3 0 0 50

frequency 40 54 6 0 0 100

percentage

Inference:From the above table it is inferred that 54 % of the respondents belong to the age category of 21 to 25 years. 40 % of the respondents are below 20 years. 6 % of the respondents belong to the age category 26 to 30 years. Because the respondents are recruited based on the completion of higher secondary. So there is maximum of respondents belong to the age category of 21-25.

Table 4.1.1- Age wise classification of the respondents. The following chart shows the age wise classification of the respondents

Inference
From the above chart it is inferred that 54 % of the respondents belong to the age category of 21 to 25 years. 40 % of the respondents are below 20 years. 6 % of the respondents belong to the age category 26 to 30 years. Because the respondents are recruited based on the completion of higher secondary. So there is maximum of respondents belong to the age category of 21-25.

Table 4.2- marital status of the respondents. The following table shows the no of the respondents are married or unmarried

Marital status Married unmarried others total 38 12 0 50

frequency 76 24 0 100

percentage

Inference:From the above table it is inferred that 76% of the respondents are married and 24 % of the respondents are unmarried
1

Chart 4.2.1- Marital Status of the respondents. The following chart shows the no of the respondents are married or unmarried

Inference:From the above table it is inferred that 76% of the respondents are married and 24 % of the respondents are unmarried

Table 4.3- Monthly income of the respondents. The following table shows the Monthly income of the respondents

salary

frequency

percentage

Below 2000 2001-4000 4001-6000 6001-8000 Above 8000 total

9 17 17 7 0 50

18 34 34 14 0 100

. Inference:From the above table it is inferred that 34 % of the respondents monthly income is between 2001 to 6000 per month, 18 % of the respondents monthly income is below 2000 per month, 14 % of the respondents monthly income is between 6001 to 8000 per month. Because. the salary is given based on the experience of the respondents

Chart 4.3.1- Monthly income of the respondents. The following chart shows the Monthly income of the respondents

Inference:From the above chart it is inferred that 34 % of the respondents monthly income is between 2001 to 6000 per month, 18 % of the respondents monthly income is below 2000 per month, 14 % of the respondents monthly income is between 6001 to 8000 per month. Because. the salary is given based on the experience of the respondents .

. Table 4.4- Experience of the respondents. The following table shows the years of experience of the respondents

Years of experience Below 20 years 2-4 years 4-6 years 6-8 years Above 8 years total 0 26 17 5 2 50

frequency 0 52 34 10 4 100

percentage

Inference:From the above table it is inferred that 52 % of the respondents have been a employee of Aravind Eye Hospital for the period between 2 to 4 years, 34 % of the respondents have been a employee of Aravind Eye Hospital for the period between 4 to 6 years.10 % of the respondents have been a employee of Aravind Eye Hospital for the period between 6 to 8 years.4 % of the respondents
1

have been a employee of Aravind Eye Hospital for the period above 8 years.because the respondents are 12th graduates so the maximum of the respondent belong to 2-4 years

Chart 4.4.1- Experience of the respondents. The following chart shows the years of experience of the respondents

Inference:From the above table it is inferred that 52 % of the respondents have been a employee of Aravind Eye Hospital for the period between 2 to 4 years, 34 % of the respondents have been a employee of Aravind Eye Hospital for the period between 4 to 6 years.10 % of the respondents have been a employee of Aravind Eye Hospital for the period between 6 to 8 years.4 % of the respondents have been a employee of Aravind Eye Hospital for the period above 8 years.because the respondents are 12th graduates so the maximum of the respondent belong to 2-4 years

. Table 4.5- frequency of training to the respondents. The following table shows the frequency of training give to the respondents

Frequency of training Daily Weekly Monthly yearly total 20 9 6 15 50

frequency 40 18 12 30 100

percentage

Inference:From the above table it is inferred that 40 % of the respondents have training daily,18 % of the respondents have training weekly,12% of the respondents have training monthly and 30 % of the respondents have training yearly. The training is given based on the experience (i.e) the less experienced employees have daily training and the yearly training for well experienced employee to update New changes .

. Chart 4.5.1- frequency of training to the respondents. The following chart shows the frequency of training give to the respondents

Inference:From the above table it is inferred that 40 % of the respondents have training daily,18 % of the respondents have training weekly,12% of the respondents have training monthly and 30 % of the respondents have training yearly. The training is given based on the experience (i.e) the less experienced employees have daily training and the yearly training for well experienced employee to update New changes .

Table 4.6- Training needs of the respondents. The following table shows the requirement of training to the respondents for the betterment of their job Training needs Yes no total 31 19 50 frequency 62 38 100 percentage

Inference:From the above table it is inferred that 62 % of the respondents require training is specific areas and 38 % of the respondents not require any training program. Because to update themselves with new instruments and techniques the maximum number of respondent requires training.

Chart 4.6.1- Training needs of the respondents. The following table shows the requirement of training to the respondents for the betterment of their job

Inference:From the above table it is inferred that 62 % of the respondents require training is specific areas and 38 % of the respondents not require any training program. Because to update themselves with new instruments and techniques the maximum number of respondent requires training.

. Table 4.7- training usefulness for the job. The following table shows the usefulness of the training program for the betterment of their job

Training usefulness Yes no total 42 8 50

frequency 84 16 100

percentage

Inference:From the above table it is inferred that 84 % of the respondents feel that the training will be useful for doing their job and 16 % of the respondents feel that the training will not be useful for doing their job. Because as the technology grows New changes and innovations make difficult to work without training so maximum of the respondents feel that training will help to work better

. Chart 4.7.1- training usefulness for the job. The following chart shows the usefulness of the training program for the betterment of their job

Inference:From the above table it is inferred that 84 % of the respondents feel that the training will be useful for doing their job and 16 % of the respondents feel that the training will not be useful for doing their job. Because as the technology grows New changes and innovations make difficult to work without training so maximum of the respondents feel that training will help to work better

Table 8- The skills required for the job The following Table shows the skills required for the job for the employees of outpatient department Individual Respondent Particulars SA(5) X Understanding case sheet Dilating eye drops Lacrimal duct procedure Irrigation of eye Schemer test 46 Fluoresein 47 230 235 3 3 12 12 0 0
1

A(4) X 6 XW 24 X 1

N(3) XW 3

DA(2) X 0 XW 0

SDA(1) X 0 XW 0

mean

rank

XW 215

43

16.13*

6.5

48

240

16.53

48

240

16.4

47

235

16.33

0 0

1 0

2 0

0 0

0 0

16.267 16.467

5 2

staining Corneal scraping Suture removal Complication of suture removal Foreign body removal Ocular emergencies Assisting corneal topography Prosthetic eye fitting Procedure for doing YAG laser 35 175 3 12 3 9 6 12 3 3 14.067 11 11 55 6 24 18 54 9 18 6 6 10.467 13 9 45 8 32 10 30 11 22 12 12 9.4 14 46 230 2 8 0 0 2 4 0 0 16.13 6.5 37 185 6 24 2 6 3 6 2 2 14.867 10 26 130 10 40 10 30 2 4 2 2 13.73 12

42

210

16

15.6

8.5

38

190

10

40

15.6

8.5

Inference
It is inferred from the Table.8 the respondent has given higher score for dilating eye drops based on the needs of the patients and the very least score is given for Assisting in corneal topography ,the second least score in Assisting in fitting prosthetic eye. The third least score in corneal scraping and procedure for doing YAG laser Note : * denotes the weighted average calculation for understanding the case sheet information
1

= WX / W = 215+24+3+0+0 / 15 = 242 / 15 =16.13 The rank for 16.13 is 6.5.if the same number has repeated then the average of the number is taken as rank = 6+7 / 2 = 6.5

Table 9- the skills required for the job The following Table shows the skills required for the job for the employees of outpatient department Senior Respondent
particulars SA(5) A(4) N(3) DA(2) SDA(1) mean rank

X Understanding case sheet Dilating eye drops Lacrimal duct procedure Irrigation of eye Schemer test 39 44 43 42 35

XW 175

X 13

XW 52

X 1

XW 3

X 1

XW 2

X 0

XW 0 15.467* 7

210

24

0 16

215

20

0 16

220

16

0 16.067

195

32

1
1

15.6 6

Fluoresein staining Corneal scraping Suture removal

42

210

24

0 16

14

70

16

64

16

48

2 12.53

12

34

170

28

18

14.733 Complication of suture removal Foreign body removal Ocular emergencies Assisting corneal topography Prosthetic eye fitting Procedure for doing YAG laser 14 29 145 12 48 1 3 6 12 2 2 4 20 10 40 22 66 7 14 7 7 9.8 11 9.133 14 4 20 10 40 17 51 7 14 12 12 28 140 7 28 14 42 0 0 1 1 14.067 13 42 210 5 20 1 3 2 4 0 0 15.8 9.5 14.067 5 27 135 11 44 9 27 2 4 1 1 9.5

Inference
It is inferred from the Table.9 the senior respondent has given higher score for Irrigation of eye and the very least score is given for Assisting in fitting prosthetic eye. The
3

second least score in corneal topography, the third least score for corneal scraping and procedure for doing YAG laser Note: * denotes the weighted average calculation for understanding the case sheet information = WX / W = 175+52+3 +2+0/ 15 =232 / 15 =15.46

Table 10- correlation between the individual and senior respondents. The following Table shows the correlation of the job related knowledge and skills of the individual and senior respondents.
X R1 Y R2 D=r1-r2 -0.5 -2 0 3 -1 -1 0 0.5 0.5 1.5 -1 D^2 0.25 4 0 9 1 1 0 0.25 0.25 2.25 1

16.13 16.53 16.4 16.33 16.267 16.467 13.73 15.6 14.867 16.13 15.6

6.5 1 3 4 5 2 12 8.5 10 6.5 8.5

15.467 7 16 3 16 3 16.067 1 15.6 6 16 3 12.53 12 14.733 8 14.067 9.5 15.8 5 14.067 9.5
1

9.4 10.467 14.067

14 13 11

9.133 13 9.8 14 14 11

1 -1 0 total

1 1 0 21

1-

6 [d^2 +1/12 (M13- M1) +1/12 (M23- M2) +1/12 (M33- M3) +1/12 (M43- M4) N (N^2-1)

1-

6 [21+1/12 23- 2) +1/12 (23- 2) +1/12 (33- 3) +1/12 (23- 2) 14 (14^2-1)

1-

6[21+0.5+0.5+2+0.5 ] 2730 =1-0.053846 =0.946154

Inference
It is inferred from the Table.10 is there is a significant correlation of the job related knowledge and skills of the individual and senior respondents. There is an association between the ranking given by individual and senior respondents about the job.

Table 11- knowledge about instrument The following Table shows the knowledge about instrument required for the job for the employees of outpatient department Individual Respondents

particulars

Excellent(5)

Good(4)

Average(3)

Poor(2)

Very poor (1)

mean

rank

X Non contact tonometer Orbscan corneal topography Central corneal thickness Electroretinogram 5 18 7 48

XW 240

X 1

XW 4

X 1

XW 3

X 0

XW 0

X 0

XW 0 16.467 * 1

35

16

18

54

11

22

10

10

9.133

90

13

52

11

33

12.4

25

14

42

13

26

16

16

7.8

Schiotz tonometer Humphrey field analyzer Optical coherence tomography

46 11

230 55

0 9

0 36

1 11

3 33

3 9

6 18

0 10

0 10

15.93 10.133

2 4

10

36

13

39

10

20

16

16

8.067

Inference

It is inferred from the Table.11 the individual respondent has given higher score for knowledge and working of Non contact tonometer and the least score is given for Orbscan corneal topography, Optical coherence tomography, electroretinogram. Note: * denotes the weighted average calculation for understanding the case sheet information = WX / W = 240+4+3+0+0 / 15 = 247 / 15 =16.467

Table 12- knowledge about instrument

The following Table shows the knowledge about instrument required for the job for the nurses of outpatient department Senior respondent
particulars Excellent(5) Good(4) Average(3) Poor(2) Very poor (1) mean rank

X Non contact tonometer Orbscan corneal topography Central corneal thickness Electroretinogra m 2 12 2 45

XW 225

X 4

XW 16

X 1

XW 3

X 0

XW 0

X 0

XW 0 16.2666667 * 1

10

36

18

54

12

24

9 8.86666667

60

13

52

16

48

10

4 11.6

10

36

13

39

12

24

14

14

8.2 Schiotz tonometer Humphrey field analyzer Optical coherence tomography 1 5 12 48 13 39 9 18 15 15 8.33333333 3 15 10 40 19 57 9 18 9 9 9.26666667 6 42 210 3 12 2 6 3 6 0 0 15.6 4 2

Inference
It is inferred from the Table.12 the senior respondent has given higher score for knowledge and working of Non contact tonometer and the least score is given for Orbscan corneal topography, Optical coherence tomography, electroretinogram. Note: * denotes the weighted average calculation for understanding the case sheet information = WX / W = 225+16+3+0+0 / 15 = 244/ 15 =16.267

Table 13- correlation between the individual and senior respondents.

1

The following Table showing the correlation for knowledge about instrument of the individual and senior respondents.

R1

R2

D=r1-r2

D^2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

16.467 9.133 12.4 7.8 15.93 10.133 8.067

1 5 3 7 2 4 6

16.267 8.8667 11.6 8.2 15.6 9.267 8.333

1 5 3 7 2 4 6

total

11-

6[d^2] / n(n^2-1) 6[0] / 7(7^2-1) = 1-0 =1

Inference
It is inferred from the Table.13 there is perfect positive correlation for knowledge about instrument of the individual and senior respondents. So there is an association between the ranking given by individual and senior respondents about the instruments.

Table 14- soft skills of the respondents

1

The following Table shows the soft skills required for the job for the nurses of outpatient department
particulars SA(5) A(4) N(3) DA(2) SDA(1) mean rank

X Listening capacity Understanding the patients problem Languages 16 Communication skill Time management Team work 42 Problem solving ability Decision making ability Crowd management Telephone communication 42 43

XW 215

X 7

XW 28

X 0

XW 0

X 0

XW 0

X 0

XW 0 16.2* 2

210

32

16.1333

80

24

96

10

30

13.7333

10

41

205

36

16.0667

42

210

24

16

5.5

210

24

16

5.5

34

170

16

64

15.6

34

170

15

60

15.4667

37

185

12

48

15.6667

47

235

12

16.4667

Inference
It is inferred from the Table.14 the respondent has given higher score for knowing thr right procedure of telephone communication and the least score is given for Problem solving ability, Decision making ability, communicating in different languages

Note: * denotes the weighted average calculation for understanding the case sheet information = WX / W = 215+28+0+0+0 / 15 =243 / 15 =16.2

Table 15- knowledge about organization

1

The following Table shows the knowledge about organization details for the nurses of outpatient
particulars SA(5) A(4) N(3) DA(2) SDA(1) mean rank

X Organizational mission statement Importance of mission Objective of the job Reporting authority Functions of department Values and cultures Aware of new changes department 36 44 40 37 48 43 49

XW 245

X 1

XW 4

X 0

XW 0

X 0

XW 0

X 0

XW 0 16.6* 1

215

28

0 16.2

240

0 16.5333

185

13

52

0 15.8

200

32

0 15.8667

220

24

0 16.2667

180

14

56

0 15.7333

Inference
It is inferred from the Table.15 the respondent has given higher score for knowing the organization mission statement and the least score is given for knowing the reporting authority, aware of new changes.

Note: * denotes the weighted average calculation for understanding the case sheet information = WX / W = 245+4+0+0+0 / 15 = 249 / 15 =16.6

CHI-SQUARE
1

Null Hypothesis (H0) There is no association between the frequency of training and the Knowledge and working of corneal topography. Alternate hypothesis (H1) There is an association between the frequency of training and the Knowledge and working of corneal topography.

Relationship between the frequency of training and the Knowledge and working of corneal topography. Observed frequency

Knowledge and working Frequency of training Daily Weekly Monthly Yearly total

excellent good

average

poor

Very poor

total

4 1 1 0 6

1 0 0 3 4

5 2 2 9 18

4 5 1 2 12

6 1 2 1 10

20 9 6 15 50

Expected frequency

Knowledge and working Frequency of training Daily

excellent

good

average

poor

Very poor

2.4

1.6

7.2

4.8

Weekly

1.08

0.72

3.24

2.16

1.8

Monthly

0.72

0.48

2.16

1.44

1.2

Yearly

1.8

1.2

5.4

3.6

Table 16 -Table showing relationship between the frequency of training and the Knowledge and working of corneal topography.

Observed frequency 4 1 5 4 6 1 0 2 5 1 1 0 2 1 2 0 3 9 2 1

Expected frequency

Oi-Ei

(Oi-Ei)^2

(Oi-Ei)^2/Ei

2.4 1.6 7.2. 4.8 4 1.08 0.72 3.24 2.16 1.8 0.72 0.48 2.16 1.44 1.2 1.8 1.2 5.4 3.6 3
4

1.6 2.56 -0.6 -2.2 4.84 -0.8 0.64 2 -0.08 0.0064 -0.72 -1.24 2.84 8.0656 -0.8 0.64 0.28 0.0784 -0.48 -0.16 0.0256 -0.44 0.1936 0.8 0.64 -1.8 1.8 3.6 -1.6 2.56 -2 3.24 3.24 12.96 0.2304 0.5184 1.5376 4 0.36

1.0666666 7 0.225 0.6722222 2 0.1333333 3 1 0.0059259 3 0.72 0.4745679 3.7340740 7 0.3555555 6 0.1088888 9 0.48 0.0118518 5 0.1344444 4 0.5333333 3 1.8 2.7 2.4 0.7111111 1 1.3333333

18.600308

total

Degree of freedom = (c-1)(r-1) = (5-1)(4-1) = 12 Table value for 16 degree at 5% level of significance is calculated value = 18.6003086 = 21.026

The calculated value of chi square(18.60) is lesser than this table value(21.026).Hence The null hypothesis is accepted so it is infer that there is no relationship associate between knowledge and working of corneal topography and frequency of training .

TWO way ANOVA The following is an analysis of variance done to find out the relation between experience of the respondents and Capability of understanding the patients problem Null hypothesis (H0) There is no significant difference in means of experience of respondents and Capability of understanding the patients problem Alternate hypothesis (H1)
6