The effect of on-the-job training for planning and executing a health education program in an institute for preventive medicine was assessed for self-evaluated skills of the project members before and after six months of practice. The subjects were nine workers aged 25-47 years old (4 males and 5 females) and consisted of 2 nurses, 2 medical technologists, 2 radiological technologists, 2 clerks and one driver. Eight had had no previous experiences on planning health education programs. Self-evaluated scaling data in 12 items were analyzed using Wilcoxon t-test. Significant increases in scores were seen in all of the 12 items after 6 months of the training : listening carefully (p<0.05), empathy (p<0.05), self-expression (p<0.05), leadership in meetings (p<0.01), discussion (p<0.05), writing of proceedings (p<0.05), planning (p<0.05), presentation (p<0.05), teamwork (p<0.01), problem-solving (p<0.05), judgement (p<0.05) and negotiation (p<0.01). Self-evaluated scaling data of self-efficacy increased after the program was carried out successfully.
Three different organizational structures were introduced during the progress of the project. Although it is difficult to compare the training effect and efficiency of them exactly because of the difference in programs or the underlying situations among the three project periods, the following factors may be important for efficient management of the project : small groups with group leaders, a project manager who motivates and supports staffs, and goal setting which is specific and time-limited.
One of the study limitations is that the evaluation of change in skills is based on self-report information, which can be subject to response biases. Another limitation is that the long-term effect of the project is not analyzed. Supportive organizational structures are required to maintain and enhance skills and motivations obtained during the project.
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