The Experts below are selected from a list of 39 Experts worldwide ranked by ideXlab platform
Shrina Patel - One of the best experts on this subject based on the ideXlab platform.
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Training New-Hire Medical Information Specialists in the Pharmaceutical Industry: A Benchmarking Survey
Therapeutic Innovation & Regulatory Science, 2013Co-Authors: Juhi Jaisinghani, Shrina PatelAbstract:Most pharmaceutical and biotechnology companies have a medical information (MI) department staffed by medical information specialists (MISs); to ensure that MISs perform their role in an accurate and compliant manner, companies must have robust Training processes in place. The primary objective of this study was to benchmark the Training processes for New-Hire MISs in the pharmaceutical industry as well as their Training preferences. Nineteen respondents from 19 companies completed a web-based survey, which resulted in a 41.3% response rate. These companies represented a variety of MI department sizes and number of products supported. Eighty-four percent (16/19) of companies had structured New-Hire Training processes in place. Approximately two-thirds of all respondents preferred live Training on New-Hire Training topics. After completion of New-Hire Training, several companies (10/18) offered ongoing refresher Training to their MISs. The results indicate that companies may benefit from having structured New-Hire Training procedures and tailoring Training to MIS learning preferences.
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Training New Hire medical information specialists in the pharmaceutical industry a benchmarking survey
Therapeutic Innovation & Regulatory Science, 2013Co-Authors: Juhi Jaisinghani, Shrina PatelAbstract:Most pharmaceutical and biotechnology companies have a medical information (MI) department staffed by medical information specialists (MISs); to ensure that MISs perform their role in an accurate and compliant manner, companies must have robust Training processes in place. The primary objective of this study was to benchmark the Training processes for New-Hire MISs in the pharmaceutical industry as well as their Training preferences. Nineteen respondents from 19 companies completed a web-based survey, which resulted in a 41.3% response rate. These companies represented a variety of MI department sizes and number of products supported. Eighty-four percent (16/19) of companies had structured New-Hire Training processes in place. Approximately two-thirds of all respondents preferred live Training on New-Hire Training topics. After completion of New-Hire Training, several companies (10/18) offered ongoing refresher Training to their MISs. The results indicate that companies may benefit from having structured ...
Juhi Jaisinghani - One of the best experts on this subject based on the ideXlab platform.
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Training New-Hire Medical Information Specialists in the Pharmaceutical Industry: A Benchmarking Survey
Therapeutic Innovation & Regulatory Science, 2013Co-Authors: Juhi Jaisinghani, Shrina PatelAbstract:Most pharmaceutical and biotechnology companies have a medical information (MI) department staffed by medical information specialists (MISs); to ensure that MISs perform their role in an accurate and compliant manner, companies must have robust Training processes in place. The primary objective of this study was to benchmark the Training processes for New-Hire MISs in the pharmaceutical industry as well as their Training preferences. Nineteen respondents from 19 companies completed a web-based survey, which resulted in a 41.3% response rate. These companies represented a variety of MI department sizes and number of products supported. Eighty-four percent (16/19) of companies had structured New-Hire Training processes in place. Approximately two-thirds of all respondents preferred live Training on New-Hire Training topics. After completion of New-Hire Training, several companies (10/18) offered ongoing refresher Training to their MISs. The results indicate that companies may benefit from having structured New-Hire Training procedures and tailoring Training to MIS learning preferences.
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Training New Hire medical information specialists in the pharmaceutical industry a benchmarking survey
Therapeutic Innovation & Regulatory Science, 2013Co-Authors: Juhi Jaisinghani, Shrina PatelAbstract:Most pharmaceutical and biotechnology companies have a medical information (MI) department staffed by medical information specialists (MISs); to ensure that MISs perform their role in an accurate and compliant manner, companies must have robust Training processes in place. The primary objective of this study was to benchmark the Training processes for New-Hire MISs in the pharmaceutical industry as well as their Training preferences. Nineteen respondents from 19 companies completed a web-based survey, which resulted in a 41.3% response rate. These companies represented a variety of MI department sizes and number of products supported. Eighty-four percent (16/19) of companies had structured New-Hire Training processes in place. Approximately two-thirds of all respondents preferred live Training on New-Hire Training topics. After completion of New-Hire Training, several companies (10/18) offered ongoing refresher Training to their MISs. The results indicate that companies may benefit from having structured ...
Ranida Boonthanom - One of the best experts on this subject based on the ideXlab platform.
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Perceptions of Organizational Politics and Cooperation as Moderators of the Relationship between Job Strains and Intent to Turnover
Journal of Managerial Issues, 2005Co-Authors: Kenneth J. Harris, Matrecia S. L. James, Ranida BoonthanomAbstract:Employees are recognized as a very important organizational asset. Ultimately, firms invest considerable capital in the human resources. Organizational cost incurred due to employees quitting their jobs and the subsequent hiring of replacement personnel (Darmon, 1990), New-Hire Training (Smith and Watkins, 1978), and general costs for administration (Hom and Griffeth, 1995) can be tremendous in terms of personal, work-unit and organizational re-adjustments (e.g., Hom and Griffeth, 1995; Lee and Mitchell, 1994). Thus, voluntary employee turnover is an important organizational issue that merits thorough exploration. Although it is recognized that people leave their jobs for a variety of reasons, there is consistent research evidence indicating that voluntary turnover can be explained by employees' intention to leave the organization. In investigations of turnover, actual voluntary turnover measures are extremely difficult to obtain; therefore, intentions to turnover are used in the high majority of turnover studies, as these intentions are the only antecedent that has been consistently found to be a direct antecedent to actual turnover (e.g., Griffeth et al., 2000; Hom and Griffeth, 1995; Michaels and Spector, 1982). Like these prior works, this study explores voluntary turnover by focusing on the potential impact of employees' intentions to leave the organization. The prediction and understanding of employee turnover has been studied from many different perspectives (e.g., Dougherty et al., 1985). Most of the past studies have focused on single direct antecedents and examined their roles in the context of process models of turnover. Job stressors and the resulting strains (Beehr, 1995; Jex, 1998) have been identified as major contributors to voluntary turnover and have ultimately been blamed for the loss of employees. On the other hand, many models acknowledge that negative affective reactions (such as job strains) do not necessarily cause individuals to actually quit and have attempted to improve their predictive ability by incorporating factors outside the individual (Lachman and Diamant, 1987). Specifically, the traditional view of role stress (a negative affective reaction) acknowledges that individuals may react in various ways and adopt a variety of withdrawal behaviors. For example, it is believed that persons experiencing job stress may avoid the work situation by being chronically late, leaving the job, or may not experience any withdrawal factors depending on other related factors (Kahn et al., 1964). Consequently, researchers have attempted to better understand these variations by considering the effects of external variables such as job alternatives, social support, and the quality of leader-member exchange (LMX) relationships (Vecchio, 1985). Despite these variations, the strain-turnover relationship is well established (e.g., Parasuraman, 1982; Sager et al., 1989) and can have negative bottom-line consequences for an organization. Thus, it remains important to investigate how other variables influence this relationship. Specifically, other variables often provide additional insight and/or clarification into the exact nature of how the variables interact. The intention of this study is to examine situational variables that might affect the strain-intent to turnover relationship. In particular we are interested in understanding variables that have the potential to buffer and/or intensify the impact of strain on employees' intentions to leave the organization (Ganster et al., 1986). The variables of interest in the study are perceptions of politics (POPs) and workplace cooperation. We expect that by studying buffers and amplifiers of strain's impact on turnover intentions, we can gain a better understanding of internal organizational dynamics that affect individuals and organizations as a whole. Thus, the purpose of this study is to investigate how POPs and workplace cooperation moderate the relationship between job strains and turnover intentions. …
Chris A Woodard - One of the best experts on this subject based on the ideXlab platform.
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using adult learning theory for New Hire Training
Journal of Adult Education, 2007Co-Authors: Chris A WoodardAbstract:Abstract To test if adult learning theory can inform a Training program for Newly-Hired employees in industry, a Training program was set up using Knowles' concepts of andragogy. Evaluation results from before and after the New Training program indicate that the perceptions of those in the New Training program changed in a positive direction. This indicates that the concept of andragogy does translate to the workplace. Introduction There is too often a difference between theory and practice. This is especially true in corporate America where practice must have a positive impact on the bottom line, and there is little room to experiment with theory that may or may not work in certain contexts. One such context is corporate New-Hire Training for those Newly Hired (New Hire), and one such theory is adult learning. At the foundation of adult learning theory, Malcolm Knowles' assumptions of the adult learner hold true for the self-directed person solving everyday life problems. However, it was not known if Knowles' assumptions of the adult learner would translate into effective New-Hire Training at the corporate level. Based on the belief that andragogy would transfer to the context of New-Hire Training in the business world, the trainer at one company used Knowles' assumptions of the adult learner, along with various other adult learning theories, as a guide to develop a New-Hire Training process with the following results. Problem The problem at this company was that the evaluations indicated the Training was inadequate and did not properly prepare New-Hires to perform effectively on the job. To alleviate this problem the New-Hire trainer was asked to create a New comprehensive Training process that matched the complexity of the job and that provided the skills required for a New Hires to do their job effectively. To determine the effectiveness of the New Training process, evaluations from before the New Training were compared to those after the New Training model was implemented. Context The context in which this project took place was the New-Hire customer service department in a large electric utility. Overall, the company employees around 20,000 employees and about 600 are telephone customer service representatives spread out over 6 states in the United States. In the customer service centers where the telephone representatives work, the Training department trains approximately 200 New-Hire employees each year. Andragogy Knowles' (1980) andragogical model was originally based on four assumptions of adult learners and how they develop: * Concept of learner-Their self-concept moves from one of being a dependant person to one who is self-directed. * Role of learners' experience-As individuals grow, they accumulate a reservoir of experience that becomes an increasingly rich resource for learning. * Readiness to learn-Learners see education as a process for developing increased competence to achieve their full potential in life. * Orientation to learning-As real life problems occur some learning situations require immediate attention, (pp. 43-44) Knowles (1998) later added two additional andragogical assumptions. * Motivation-Adults tend to be more motivated to learn things that help them solve problems in their lives or results in internal rewards. * Adults need to know why they need to learn something before undertaking learning it. Knowing why an adult needs to learn something is the key to giving them a sense of volition about their learning. (p. 149) Using Concepts of Andragogy Concept of Learner: Some adults have a high need to be self-directed, but for the sake of consistency, the New-Hire material has to ensure everything is covered. …
Kenneth J. Harris - One of the best experts on this subject based on the ideXlab platform.
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Perceptions of Organizational Politics and Cooperation as Moderators of the Relationship between Job Strains and Intent to Turnover
Journal of Managerial Issues, 2005Co-Authors: Kenneth J. Harris, Matrecia S. L. James, Ranida BoonthanomAbstract:Employees are recognized as a very important organizational asset. Ultimately, firms invest considerable capital in the human resources. Organizational cost incurred due to employees quitting their jobs and the subsequent hiring of replacement personnel (Darmon, 1990), New-Hire Training (Smith and Watkins, 1978), and general costs for administration (Hom and Griffeth, 1995) can be tremendous in terms of personal, work-unit and organizational re-adjustments (e.g., Hom and Griffeth, 1995; Lee and Mitchell, 1994). Thus, voluntary employee turnover is an important organizational issue that merits thorough exploration. Although it is recognized that people leave their jobs for a variety of reasons, there is consistent research evidence indicating that voluntary turnover can be explained by employees' intention to leave the organization. In investigations of turnover, actual voluntary turnover measures are extremely difficult to obtain; therefore, intentions to turnover are used in the high majority of turnover studies, as these intentions are the only antecedent that has been consistently found to be a direct antecedent to actual turnover (e.g., Griffeth et al., 2000; Hom and Griffeth, 1995; Michaels and Spector, 1982). Like these prior works, this study explores voluntary turnover by focusing on the potential impact of employees' intentions to leave the organization. The prediction and understanding of employee turnover has been studied from many different perspectives (e.g., Dougherty et al., 1985). Most of the past studies have focused on single direct antecedents and examined their roles in the context of process models of turnover. Job stressors and the resulting strains (Beehr, 1995; Jex, 1998) have been identified as major contributors to voluntary turnover and have ultimately been blamed for the loss of employees. On the other hand, many models acknowledge that negative affective reactions (such as job strains) do not necessarily cause individuals to actually quit and have attempted to improve their predictive ability by incorporating factors outside the individual (Lachman and Diamant, 1987). Specifically, the traditional view of role stress (a negative affective reaction) acknowledges that individuals may react in various ways and adopt a variety of withdrawal behaviors. For example, it is believed that persons experiencing job stress may avoid the work situation by being chronically late, leaving the job, or may not experience any withdrawal factors depending on other related factors (Kahn et al., 1964). Consequently, researchers have attempted to better understand these variations by considering the effects of external variables such as job alternatives, social support, and the quality of leader-member exchange (LMX) relationships (Vecchio, 1985). Despite these variations, the strain-turnover relationship is well established (e.g., Parasuraman, 1982; Sager et al., 1989) and can have negative bottom-line consequences for an organization. Thus, it remains important to investigate how other variables influence this relationship. Specifically, other variables often provide additional insight and/or clarification into the exact nature of how the variables interact. The intention of this study is to examine situational variables that might affect the strain-intent to turnover relationship. In particular we are interested in understanding variables that have the potential to buffer and/or intensify the impact of strain on employees' intentions to leave the organization (Ganster et al., 1986). The variables of interest in the study are perceptions of politics (POPs) and workplace cooperation. We expect that by studying buffers and amplifiers of strain's impact on turnover intentions, we can gain a better understanding of internal organizational dynamics that affect individuals and organizations as a whole. Thus, the purpose of this study is to investigate how POPs and workplace cooperation moderate the relationship between job strains and turnover intentions. …