Organizational Attitudes as Precursors to Training Performance

Kim, Sungjun; Hahn, Huh-Jung; Lee, Jin-Kyu

doi:10.1002/hrdq.21218

Cited by 14 publications

(21 citation statements)

References 73 publications

(132 reference statements)

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“…Another study by Kim et al . () finds that the degree of employees’ psychological attachment toward an organization stimulates their intention to perform as they learn.…”

Section: Discussionmentioning

confidence: 99%

Impact of individual perception of organizational culture on the learning transfer environment

Chatterjee

Pereira

Bates

2018

Int J Training Development

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This research is an empirical study of the relationship between organization culture, as perceived by employees, and the work-environment-related learning transfer factors in organizations, which we call learning transfer environment (LTE). To measure perceptions of organization culture, we use the Organizational Culture Assessment Instrument and categorize organizations as clan, adhocracy, market or hierarchy. To measure LTE, we use a subset of the Learning Transfer System Inventory items, including items such as feedback and coaching received, supervisor and peer support, supervisor reprimand, resistance or openness to change and personal outcomes (positive/negative). Our results reveal that many of the LTE factors are systemically related to perceptions of organization culture type. Some organization culture types support certain learning transfer factors more than others. Specifically, flexible organizations (defined as predominantly clan and/or adhocracy cultures) have a more supportive LTE than stable organizations (defined as predominantly market and/or hierarchy cultures).

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“…Another study by Kim et al . () finds that the degree of employees’ psychological attachment toward an organization stimulates their intention to perform as they learn.…”

Section: Discussionmentioning

confidence: 99%

Impact of individual perception of organizational culture on the learning transfer environment

Chatterjee

Pereira

Bates

2018

Int J Training Development

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“…The strength of attitudes is important because it could conceivably signal a propensity for action if the attitude strength reaches a certain level, which has been a core problem in attitude research since the 1930s (Fishbein & Ajzen, 1975;Kim, Hahn, & Lee, 2015;LaPiere, 1934;Likert, 1932;Prinz, Aschersleben, & Koch, 2009;Triandis, 1980;Zimbardo, Ebbesen, & Maslach, 1977). If the recordings of attitude strength are only used to compare similarity of responses, the information about attitude strength is left out of the picture.…”

Section: Attitude Strength and Semantic Relationshipsmentioning

confidence: 99%

The failing measurement of attitudes: How semantic determinants of individual survey responses come to replace measures of attitude strength

et al. 2018

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The traditional understanding of data from Likert scales is that the quantifications involved result from measures of attitude strength. Applying a recently proposed semantic theory of survey response, we claim that survey responses tap two different sources: a mixture of attitudes plus the semantic structure of the survey. Exploring the degree to which individual responses are influenced by semantics, we hypothesized that in many cases, information about attitude strength is actually filtered out as noise in the commonly used correlation matrix. We developed a procedure to separate the semantic influence from attitude strength in individual response patterns, and compared these results to, respectively, the observed sample correlation matrices and the semantic similarity structures arising from text analysis algorithms. This was done with four datasets, comprising a total of 7,787 subjects and 27,461,502 observed item pair responses. As we argued, attitude strength seemed to account for much information about the individual respondents. However, this information did not seem to carry over into the observed sample correlation matrices, which instead converged around the semantic structures offered by the survey items. This is potentially disturbing for the traditional understanding of what survey data represent. We argue that this approach contributes to a better understanding of the cognitive processes involved in survey responses. In turn, this could help us make better use of the data that such methods provide.

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“…Despite these conceptual linkages, which emerge again and again, few studies have explored the HRD value chain empirically. This is especially true when it comes to key, measurable organizational performance outcomes (Kim, Hahn, & Lee, 2015;Park & Jacobs, 2011;Park, Kim, & Song, 2015;Rasheed, Khan, Rasheed, & Munir, 2015).…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

118

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This large-scale study (n = 5,349) explores a long-standing, but rarely validated value chain. Since the inception of human resource development (HRD), the intersection between top organizational leadership, HRD, and organizational performance outcomes has been emphasized by scholars and practitioners. Leadership has been highlighted as the key catalyst both in encouraging employee learning and performance and in formulating an HRD supportive culture toward key organizational outcomes. However, there is a dearth of empirical studies that have focused on the intersection of leadership, HRD, and organizational performance, and virtually no studies have systematically investigated specific leadership practices, such as transformational leadership (TL). We explore the intersection between TL, HRD, and organizational performance by engaging 3,474 employees and 1,875 customers from 69 healthcare locations in the United States. Ideally, transformational leaders encourage followers to enrich their knowledge, skills, and abilities in order to increase individual and shared learning to advance organizational performance. A major organizational support function toward such employee development is HRD and its core domains-learning and performance. Those organizations fostering excellence in learning and performance have been identified as having strong organizational HRD cultures. The study reported herein supported

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Organizational Attitudes as Precursors to Training Performance

Cited by 14 publications

References 73 publications

Impact of individual perception of organizational culture on the learning transfer environment

Impact of individual perception of organizational culture on the learning transfer environment

The failing measurement of attitudes: How semantic determinants of individual survey responses come to replace measures of attitude strength

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

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