Trainee's Motivation to Transfer has Moderating Effect on the Relationship of Trainees Learning and Trainee's Behaviour in Social Enterprises of Pakistan

Ali, Shahid; Tufail, Muhammad; Kiran, Samra

doi:10.31703/grr.2022(vii-ii).16

Cited by 2 publications

(3 citation statements)

References 19 publications

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“…The findings of Pudjiarti et al (2019) and Islam (2019) also support the discovery made relative to the influence assimilated training content has on motivation to transfer. Similarly, the revelation regarding assimilated training content and training transfer in this study is similar to those by Nafukho et al (2017), Ali et al (2022) and Dewayani and Ferdinand (2019). The influence of motivation to transfer on training transfer is in line with the studies of Arasanmi (2019), Bhatti et al (2013), Chiaburu et al (2010), Na-nan et al (2017), Na-nan and Sanamthong (2020), Salamon et al (2022a) and Salamon et al (2022b).…”

Section: Discussionsupporting

confidence: 89%

“…Similarly, according toIslam (2019), low resistance to change learning culture is more likely to influence motivation to transfer. Again,Pudjiarti et al (2019) revealed that transformative learning and motivation to transfer are significantly related Ali et al (2022). found trainees' learning to be related to post-training behavior.…”

mentioning

confidence: 94%

“…Training has become a strategic human capital intervention used by organizations to stay competitive (Blume et al , 2010; Burke and Hutchins, 2007, 2008; Martin, 2010). Through training, employees’ human capital gets enhanced as they improve their competencies (skills, knowledge and attitudes) for the performance of their tasks at work due to the strategic investment made in them (Ali et al , 2022; Bhatti et al , 2014; Garavan and Carbery, 2012; Garavan et al , 2021; Gegenfurtner et al , 2020; Yaw, 2008). This strategic investment in human capital becomes worthwhile only when the training is transferred to the work situation.…”

Section: Introductionmentioning

confidence: 99%

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Examination of the influence of transfer opportunity, assimilation of training content and motivation to transfer in the training transfer process

Andoh

Annan-Prah

Boampong

et al. 2023

EJTD

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Purpose Research has established that 38%, 56% and 66% of training is not transferred to work immediately, six months and 12 months after training, respectively. This has led scholars to advocate the continuous examination of factors that enhance training transfer to have a comprehensive understanding of the factors that enhance it. As a result, this study aims to examine transfer opportunity as a pretraining factor and its influence on assimilated training content (in-training factor); the influence of assimilated training content on motivation to transfer (post-training factor) and training transfer; the influence of motivation to transfer on training transfer; and the mediating role of motivation to transfer in the relationship between assimilated training content and training transfer. Design/methodology/approach A structural equation model is developed to test the five hypotheses formulated in this study using survey data obtained from 195 respondents who attended various training programs across different organizations. Following the assessment of the measurement model, the determination of the significance of the hypothesized paths is assessed based on the bias-corrected and accelerated confidence intervals obtained from the bootstrapping of 10,000 subsamples. Findings The findings of this study are that: transfer opportunity positively influences assimilated training content; assimilated training content positively influences motivation to transfer and training transfer; motivation to transfer positively influences training transfer; and motivation to transfer plays a complementary mediation role between assimilated training content and training transfer. Practical implications The nature of the work environment regarding the opportunity to transfer training influences trainees’ assimilation of the training content when they undergo training. Hence, organizations need to ensure that employees are always afforded the opportunity to transfer training content assimilated from previously attended training programs to assimilate the content of subsequent training programs. Furthermore, for training to culminate in training transfer, organizations and, more specifically, learning and development practitioners ought to pay attention to trainees’ assimilation of the content of training programs. Originality/value To the best of the authors’ knowledge, this is the first study to empirically consider transfer opportunity as a direct antecedent of assimilated training content. More so, it is one of few studies to empirically examine the influence of assimilated training content on training transfer.

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