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Essay / Research Paper Abstract
A 7 page paper that discusses how one medical clinic initiated a change in a major operational task and also improved the transfer of training to the work site at the same time. This is an issue faced by many corporations. This partially hypothetical case focuses on an outpatient clinic in an urban hospital. The HR director knew that there were few changes in work habits after training sessions. The director initiated a new process for training while resolving a serious problem the clinic had with patient records. Bibliography lists 5 sources.
Page Count:
7 pages (~225 words per page)
File: MM12_PGmdclt.rtf
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Unformatted sample text from the term paper:
case study in the literature. In this case, we have taken a real case and expanded on it, therefore, it is part hypothetical and part real. The parts that are
real will have citations; the parts that are hypothetical will not have citations.] Major corporations spend billions of dollars every year for training programs for their employees. One issue
that all human resource departments face is how well the training is put into practice, in other words, transferring what is learned in training sessions to the job. The lack
of transfer is true even when participants report they enjoyed the training and gained knowledge from it. This case focuses on an outpatient clinic in an urban hospital. The
human resource director knew that employees were willingly participating in training sessions but there was little or no transfer of the knowledge gained to the job (Kopelman, Olivero, and Hannon,
1997). The department decided to try a different approach to training and used patient charts as the topic. There was a real problem in the clinic - patient charts were
not where they belonged when they were needed by the medical staff. The situation was causing a problem with patients and staff. Oftentimes, when a patient arrived at the clinic
for their appointment, they were told that their charts could not be found and they could not be seen by a doctor or nurse until the chart was found. The
situation caused patients to wait as long as two to four hours before the chart was found and they were seen. Patients became understandably frustrated and angry. Some charts were
not found at all on the day of the appointment and these patients were required to make another appointment for two or three days from that time, and this was
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