3. Were staff members motivated for the training? Did they have high self-efficacy before and after the training?
Clearly staff members were not motivated for the training once they do not think it’s important to learn how to use the new system on their jobs. And because of that, they did not have a high self-efficacy either before or after the training. There are few points that they have to restructure so they can guarantee better results for the training, and for the hospital itself.
Having a motivational atmosphere creates multiple benefits for both employee and employer. In addition to the employee feeling more engaged and thus more motivated, that employee also gains new skills. At the same time, the employer benefits not just from a more motivated employee but also from one who is now better equipped to perform their duties.

Before the training begins:
First of all, managers should identify employee strengths. Training can be a terrific opportunity for an employee whose manager has identified specific skills that can be enhanced. For example, an employee who is particularly good at written communication or with numbers might be given the opportunity to develop those skills further in training. The corollary to this is that employees should be offered training that is interesting and relevant to their work.
Managers have to set some learning points. Those points have to be the ones managers thinks are the most essential for employees know. Doing that, when the training is over, they can analyze and measure if employees really learned the most important points.
It’s very important that before the training begins, managers explain to their employees the purpose of the training and contextualize the importance of using the new equipment. Depending on the type of work employees do, some may feel as though their day-to-day duties are far removed from the