Indonesia’s healthcare sector is becoming increasingly competitive as private providers expand services across regions. For companies like Eyelink Group, which has grown rapidly since 2022 from a local clinic into a broader eye-care network, expansion is not only about opening new branches. It also requires consistent service standards, shared values, and employee commitment across locations.
Before the training program, Eyelink Group introduced a revised vision, mission, and organizational culture to support its expansion strategy. However, management identified a gap: the socialization process relied mainly on a single hybrid town hall meeting. This approach left room for misinterpretation and limited internalization among employees.
In service-based healthcare, weak cultural alignment can directly affect patient experience, service quality, and operational consistency. The study highlights that organizational values are not automatically absorbed simply because they are announced. They need to be translated into daily behavior through structured and continuous engagement.
The researchers used a qualitative case study approach, focusing on Eyelink Group’s headquarters. Data were collected through in-depth interviews, direct observation during training sessions, and reviews of internal documents such as training materials and evaluation reports.
To assess effectiveness, the study applied Kirkpatrick’s Training Evaluation Model, a widely used framework that examines training outcomes at four levels:
- Participant reaction
- Learning and knowledge improvement
- Behavioral change at work
- Organizational results
Rather than relying on surveys alone, the researchers triangulated information from managers, trainers, and employees who directly participated in the program.
The training program produced positive outcomes across all four evaluation levels.
Positive employee response, Participants reacted enthusiastically to the training. Employees described the sessions as relevant, clear, and closely connected to the company’s real challenges during expansion. The interactive delivery helped employees see how abstract concepts such as vision and culture related to their daily responsibilities.
Stronger understanding of company direction, After the training, employees demonstrated clearer understanding of Eyelink Group’s expansion goals, service standards, and cultural values. Staff were better able to explain why standardized procedures, collaboration, and professionalism were necessary to support a growing national network.
Observable behavioral change
The study recorded concrete changes in workplace behavior, including:
- Improved punctuality and discipline
- Better coordination between departments
- More consistent use of communication channels
- Greater adherence to service and operational procedures
These changes suggest that employees did not only understand the company’s values but also applied them in routine work.
Increased commitment and organizational readiness, At the organizational level, the training contributed to stronger employee commitment. Workers expressed a higher sense of belonging and loyalty to the company. This commitment supported more consistent patient services and improved readiness for further geographic expansion.
The findings underline a practical lesson for organizations undergoing transformation: vision and culture must be trained, not just announced. For healthcare providers, where employee behavior directly affects patient trust and service quality, structured cultural training can be a strategic investment.
For business leaders and HR professionals, the study demonstrates that training focused on values and direction can:
- Reduce resistance to change
- Strengthen employee loyalty during expansion
- Support consistent service quality across branches
- Prepare organizations for long-term growth
The research also offers a replicable model for other service-based industries facing similar challenges.
Arika Winda Azzaroh, S.M.
Lecturer and researcher at Universitas 17 Agustus 1945 Surabaya, specializing in human resource management and organizational development.
Yanto Prasetyo, M.M.
Faculty member at Universitas 17 Agustus 1945 Surabaya with expertise in management, training evaluation, and organizational change.
Diah Sofiah, M.M.
Academic at Universitas 17 Agustus 1945 Surabaya focusing on organizational behavior, employee commitment, and corporate culture.
Source
Azzaroh, A. W., Prasetyo, Y., & Sofiah, D. (2026). The Effectiveness of Training on the Socialization of Organizational Vision, Mission, and Culture in Enhancing Employee Understanding and Commitment. Formosa Journal of Applied Sciences, Vol. 5 No. 1, 109–118.
DOI: https://doi.org/10.55927/fjas.v5i1.539
URL: https://srhformosapublisher.org/index.php/fjas
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