Present literature related to human resource development highlights that training management is a strategic human resource management policy. This issue has been viewed as a remarkable phenomenon in dynamic organizations. Recent studies mostly published in the 21st century  proved that the ability of management to plan and implement training programs may produce a noteworthy effect on work related attitudes, particularly in training transfer. This study incorporates a cross-sectional design as it delivers flexibility to the researchers in incorporating the training management literature, a self-administered questionnaires and semi-structured interview to gather data from participants at a military medical corps using a purposive sampling method. They are the administrators, medical doctors, nurses and supporting staff who work in different divisions within the organization. The SmartPLS path model analysis was utilized to analyze the validity and reliability of the instrument, and thus testing the research hypotheses. The results of SmartPLS path model analysis revealed that the implementation of communication and assignment in managing training programs had led to higher employees’ motivation to transfer, while  implementation of support in managing training programs had not led to higher employees’ motivation to transfer in the organizational sample. Therefore, this study further suggests that communication and assignment should be considered as a critical success factor for the training management domain, as well as external and internal obstacles should be comprehensively evaluated to maintain and achieve the training goals in an era of knowledge-based organization.  Keywords: Assignment, communication, support, training management, training transfer. Cite as: Ismail, A., Foboy, N. A., Mohamad Nor, A., Abdullah, A. A., & Ismail, Y. (2019).  Training management as an antecedent of training transfer. Journal of Nusantara Studies, 4(1), 136-158. http://dx.doi.org/10.24200/jonus.vol4iss1pp136-158

This research was conducted to assess the relationship between the role of administrators in training programs and the motivation level of the trainees. The data were collected through a survey method conducted on employees at a government agency in East Malaysia. The outcomes of SmartPLS path model analysis show three important findings. First, administrators’ roles in training programs are significantly related to trainees’ motivation. Second, provision of support is significantly linked to the motivation of the trainees. Third, communication is significantly related to the motivation level of the trainees. Thus, the findings indicate that administrators’ roles, support, and communication act as significant determinants of trainees’ motivation in an organizational sample.

Purpose -This study examined the relationship between dyadic relationship between leaders and followers (DRLF), distributive justice (DISJ), job satisfaction (JSTC), and organizational commitment (OGCM). Research design, data, and methodology -200 sets of survey questionnaires were distributed to the employees at a municipal office in East Malaysia using purposive sampling technique. Only 60 percent or 115 questionnaires were returned to the researchers. The survey data were analysed using the SmartPLS due to its ability to deliver latent construct scores, handle small sample size problems and estimate relationship between many constructs in the hypothesized model. Results -The findings indicated that there is a significant correlated direct relationship between DRLF and DISJ and mediating relationship between DRLF, DISJ and personal outcomes, which are JSTC and OGCM. Conclusions -This study confirms that DISJ does act as an important mediating variable in the relationship between DRLF with JSTC and DRLF with OGCM. Other dimensions of personal outcomes, such as extra-role behaviour, job motivation and service quality should be considered in future study because they are found to be the important outcomes of the relationship between DRLF and DISJ. The importance of these issues need to be further advanced in future research.

This research was to measure the correlation between management of performance reward systems on subordinates' satisfaction towards the job. A survey method was utilized to collect data from subordinates who worked at the headquarters of fire and rescue departments in Malaysia. The outcomes of SmartPLS path model analysis display two important findings. First, the implementation of information delivery and performance assessment in handling performance reward systems have enhanced subordinates' intrinsic job satisfaction, but the implementation of involvement hypothesized performance reward systems has not enhanced subordinates' intrinsic job satisfaction. Second, implementation of information delivery, involvement, and performance assessment in handling performance reward systems have also enhanced subordinates' extrinsic job satisfaction.