This study expands on the concept of the learning transfer system and reports on the validation of an instrument to measure factors in the system affecting transfer of learning. The Learning Transfer System Inventory (LTSI) was developed and administered to 1,616 training participants from a wide range of organizations. Exploratory common factor analysis revealed a clean interpretable factor structure of sixteen transfer system constructs. Second-order factor analysis suggested a three-factor higher order structure of climate, job utility, and rewards. The instrument development process, factor structure, and use of the LTSI as a diagnostic tool in organizations are discussed.

Individual readiness for organizational change reflects the concept of unfreezing proposed by Lewin (1947/1997b) and is critical to successful change implementation. Understanding the conditions conducive to individual readiness for organizational change, instead of the more traditional focus on resistance to change, can be useful for designing and implementing effective human resource and organization development (HROD) interventions. In this conceptual article, we examine the concept of individual readiness for organizational change as well as its relationship to change strategies and organizational culture. A review of literature on change strategies and a learning culture suggests that individuals are more likely to have higher levels of readiness for organizational change when (a) they experience normative-reeducative change strategies and when (b) they perceive their work environment to have the characteristics associated with a learning culture.

Twenty-first-century HR is emerging to uniquely combine activities and processes

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