Effects of Training on the Performance of Senior Administrative Staff of University of Cape Coast

Andoh, Raphael Papa Kweku; Appiah, Robert; Adom-Nyankey, Mark Kofi

doi:10.5296/bms.v7i1.9510

Cited by 3 publications

(3 citation statements)

References 5 publications

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“…Transfer opportunity involves having the resources, tools and information that enable trainees to transfer training (Ford et al , 1992; Holton et al , 1997; Seyler et al , 1998). It largely results from the work environment and is an indication of the transfer climate in the organization (Andoh et al , 2016; Na-nan et al , 2017; Noe, 2017). Transfer opportunity is an extrinsic motivator that urges trainees to assimilate the training content.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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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Section: Theory and Hypothesesmentioning

confidence: 99%

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

Self Cite

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“…With thereby in studies training intended process learning which involve Personnel so that improve that skill outside implementation system education with time which short through method which emphasize on application no theory. The description of the measurement of training variables, namely: (1) goals and targets/targets training, (2) participant training, (3) Theory training, (4) method training, (5) instructor, the measurement of the training variables was adopted from that opinion put forward by (31), (32), (27), (33), and research results (34), (35), (36).…”

Section: Trainingmentioning

confidence: 99%

The role of training, work discipline, workload, and emotional intelligence on the performance

Irpan¹,

Sarita²,

Juharsah³

et al. 2022

World J. Adv. Res. Rev.

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The purpose of this study was to examine and explain the effect of training, work discipline, workload, and emotional intelligence on performance Personnel The Ditreskrimsus of the Southeast Sulawesi Regional Police is good simultaneously or partially. The paradigm of this study is positivist with approach quantitative. Collection data conducted in a manner cross-section by using a one-line questionnaire. The population in this research sample is all personnel Ditreskrimsus of the Southeast Sulawesi Regional Police as many as 122 people were then sampled using the slovin formula and produced a sample of 55 people. The analytical tool used is multiple linear regression analysis. The results of the study show that training, work discipline, workload, and emotional intelligence simultaneously have a significant effect on performance Personnel Ditreskrimsus Polda Southeast Sulawesi. Furthermore, the results of partial testing of training proved to be influential positive and significant to performance Personnel Ditreskrimsus Polda Southeast Sulawesi. Work discipline positive and significant effect on performance Personnel Ditreskrimsus Polda Southeast Sulawesi. Workload negative and significant effect on performance Personnel Ditreskrimsus Polda Southeast Sulawesi. Furthermore, emotional intelligence is proven to have a positive and significant effect on performance Personnel Ditreskrimsus Polda Southeast Sulawesi.

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“…The significance of training can, therefore, not be ignored (Yaqoot et al , 2017). Consequently, the significance of training has resulted in the proliferation of employee training programs, as organizations keep investing millions of US dollars annually in training making it an expensive activity (Andoh et al , 2016; Gauld and Miller, 2004; Hughes et al , 2018; Noe, 2010).…”

Section: Introductionmentioning

confidence: 99%

Trainees’ aversions of employee training programs

Andoh

Annan-Prah

Owusu

et al. 2022

EJTD

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Purpose Training evaluation is an important part of training programs and evaluating the reactions of trainees is of immense value, but there are few studies on this level of evaluation, as it is a neglected area of research. More so, when trainee reactions to training are poor, human resource managers together with learning and development professionals are able to improve on training programs. Nonetheless, no study has focussed on the aversions of trainees to training, and so this study aims to investigate the aversions of trainees regarding employee training. Design/methodology/approach This study uses the exploratory research design and obtains data from trainees in an online survey using an open-ended question. Thematic text analyses of the statements of 118 respondents are performed using a two-level coding process. Findings A total of 15 first-level codes are identified from the texts and categorized into five second-level codes. Further analyses culminate in the identification of two broad themes; trainers’ presentation aversions and organization of training aversions. Practical implications Attention must be given to the aversions of trainees in the training evaluation literature. This is because of the considerable amount of information that can be generated and based on that, identify the weaknesses inherent in employee training programs and ultimately improve this critical human resource function within organizations. In attending to the trainee aversions, the least and most reported should be resolved holistically for training objectives to be achieved. Originality/value Trainee reaction studies are scarce in the training literature. In addition, most of the existing trainee reaction studies focus on satisfaction while using closed-ended questionnaires. To the best of the authors’ knowledge, this is the first study that focuses on the aversions of trainees and which uses an open-ended question.

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Effects of Training on the Performance of Senior Administrative Staff of University of Cape Coast

Cited by 3 publications

References 5 publications

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

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

The role of training, work discipline, workload, and emotional intelligence on the performance

Trainees’ aversions of employee training programs

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