Q1. What can be done to motivate managers to ensure transfer of training?
First, I thougth it would be inportant to understand what transer of training is, so I found some research on it from the Office of Personnel Managment. This information is below.
Our textbook defintes Transfer of Training as trainee 's applying to their jobs the learned capabailities gained in the training. I also found a defionition of Motivation to Learn, which is a trainee 's desire to learn the content of a training program. Noe (2013).
Training Transfer
Training transfer means that learners are able to “transfer” their knowledge and skills learned in a training session back to their jobs. The importance of training transfer cannot be overemphasized. Organizations spend billions of dollars each year on training, yet only a fraction of that investment results in improved performance if training transfer is not supported by stakeholders (i.e. any individual or group that has a “stake” in the transfer of training). These include managers, peers, customers and the employer. Stakeholders also assume responsibility for supporting transfer.The goal of training is not simply to gain knowledge and skills, but to transfer learning into performance, which in turn leads to improvements in agency results. Training transfer is not an event; it is a dynamic and complex process that requires planning. The use of effective transfer of training principles can help maximize the effectiveness of training
Organizational analysis “involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities” (Noe, 2013, p. 114). Organizational analysis has determined that retraining needs to occur in several key areas. Training will be given to managers, on improving communication, motivating and retaining employees through coaching and individual pathway development, with a
“Training refers to a planned effort by a company to facilitate learning of job-related competencies, knowledge, skills, and behaviors by employees,”
“In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change” (Spector, 2010, p. 102). Having a focus on training can be an important part of helping employees understand how their competitive environment is changing. Along with the importance of changing their behaviors.
Training encourages the evolution of a culture of learning. The company that has developed a reputation of focusing on employee learning, and training will have the pool of the best people to choose from in their near future particularly of the younger
Lee, C., Lee, H., Lee, J., & Park, J. (2014). The International Journal of Human Resource Management. A Multiple Group Analysis of the Training Transfer Model: Exploring the Differences between High and Low Performers in a Korean Insurance Company, 25(20). (2014, July 24). Retrieved September 6, 2014
Training is a process to develop skills in the employees that can help in achieving desired organizational objectives by providing them necessary skill developing activities. Training is used as an important tool in an organization as it has the ability to change the organizational culture and value. Training involves providing opportunities to employees so that they can develop their skills that are required to perform well. Even though employee training shows that management has implemented human resource strategies successfully but it doesn’t guarantee success.
Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a
Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.
Human resources are the most valuable assets of any organization, with the machines, materials and even the money; nothing gets done without man-power. In today’s business climate, businesses are faced with stiff internal and external competition. There are various human resource functions that give an organization a competitive edge, but most scholars argue that human resource functions becomes only operational when training has run through them all. This places training and development as an essential function in the survival of any organization. Increasingly, high performance organizations today are recognizing the need to use best training and development practices to enhance their competitive advantage.
Maintenance of transfer can be viewed as an enduring change in an individual’s behavior, skill, and attitude. Specifically, maintenance characterizes the sustained use of learned skills and behaviors on the job over time (Laker, 1990). Without resources to support transfer, it is proposed that behavioral changes following training will be short-lived. Skill decrements over time will be a result of a decrease in the use of trained skills on the job. A literature review conducted by Arthur, Bennett, Stanush, & McNelly (1998) found evidence of substantial decline in training effects over time with lack of use.
It is commonly acknowledged that trainee attributes have an important influence the transfer of training (see Burke & Hutchins, 2007). In this study the focus will be on those characteristics of trainees that have shown the most consistent and strongest relationships with training transfer. These include, self-efficacy and motivation to transfer.
This is a critical review of Melody Ling-Yu Wen and Danny Yung-Chuan Lin’s article entitled “Trainees’ Characteristics in Training Transfer: The relationship among self-efficacy, motivation to learn, motivation to transfer and training transfer” published in Changhua, Taiwan on 2014 for Macrothink Institute - International Journal of Learning and Development. The main objective of the study was to identify the affiliations encompassed by the diverse trainee attributes and its effectivity with regard to the pathway between self-efficacy and motivation towards training transfer. They wanted to prove that both self-efficacy and training motivation would surmise training transfer; as well as motivation to transfer would be the mediator between self-efficacy and motivation to learn, towards training transfer. Likewise, they also wanted to identify the pathway among self-efficacy, training motivation and training transfer in the trainee characteristics’ conditions. The authors used a quantitative method of research thru a survey wherein they sent out 500 questionnaires to full-time employees; mostly from graduate/college levels; coming from front-line workers, supervisors, managers and top executives; in various broad industries in Taiwan to support their study’s objectives. They established six hypotheses and each of these points will be thoroughly examined using the SEM (Kline 2011). According to the hypotheses, which are to be examined, self-efficacy, motivation
In the implementation process of the cross-training program there are many decisions that need to be made according to (Cross-Training, 2006): (1) the organization needs to decide who will be eligible for training. (2.) Whether the training will be mandatory or voluntary and whether the training will be restricted within job classifications or open to other classifications and whether it will be administered internally or externally. (Cross-Training, 2006) stated that "it may be helpful to set up a task force of consisting of both management and employees to research the pros and cons of cross-training for the business, assess the feasibility of setting up a program, work
Training and development has become increasingly essential to the success of modern organisations, yet some still look at training as a problem or as something that is not taken seriously. Training and development is one key approach used by organisations to improve and maintain the capabilities of its workforce. However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007). The main reason that organisations train their employees is to bring their knowledge, skills and abilities up to the
Our textbook defines training as “systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance” (p. 284). Training helps employee develop the skills and knowledge needed to perform their job correctly. In order for organizations to determine what kind of training is needed, organizations must conduct a needs analysis. The needs analysis helps determine the best training for the organization’s needs. There are three types of needs analysis that are typically conducted. These need analysis are: organizational analysis, task analysis, and person analysis.