1.2 Weakness of leadership. There was no clear declaration of HRD
policy. The administrators lacked vital visions and skills to apply progressive
innovations. The hospital’s staff prefered expensive equipment and instruments to
personnel development projects.
1.3 Limited personnel. There were only two persons with full
responsibilities in general personnel management. The hospital’s technical division was
responsible for HRD but without system wide planning, follow up and evaluation.
1.4 Little academic atmosphere. For example, not a single research
project had been undertaken, very few standard journals existed, and very little budget
was available for new books in the library. Most personnel rarely continued their
professional studies judging from the paucity of use of the limited journals and texts.
1.5 Unqualified employees. The hospital employees (nurse aids and
workers) had been assigned to positions without proper training courses and the budget
for training was used only among the civil servants, not for the employees.
1.6 Lack of continuation. There were several organization development
(OD) activities which consumed high expenses and involved many personnel, but due to
the lack of continuity, the effects of OD were reduced to zero within a short period of
time.