Individual and Organizational Factors that Influence Transfer Generalization and Maintenance of Managerial‐Leadership Programs

Vandergoot, Sonya; Sarris, Aspa; Kirby, Neil; Harries, Julia

doi:10.1002/piq.21323

Cited by 5 publications

(14 citation statements)

References 63 publications

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“…Our findings also concurred with studies that reinforce the importance of opportunities to use the training gained and training outcomes (i.e., Arefin & Islam, 2018; Vandergoot et al, 2020). Finally, the current study lent empirical support to a lesser focused variable, namely rewards for MTT.…”

Section: Discussionsupporting

confidence: 90%

“…TPB states that trainees will be motivated to initiate the transfer only when relevant and adequate opportunities to use the training are provided (Kim et al, 2019). A few studies in the recent past reiterated the positive influence of opportunity to use the training gained on transfer motivation and training transfer (Noorizan et al, 2016; Vandergoot et al, 2020). Vishwakarma and Tyagi (2017), in their study of some Indian power distribution companies, noted the importance of providing opportunities to the trainees to use the skills learnt at work.…”

Section: Review Of Literaturementioning

confidence: 99%

“…Soft skills are people-oriented or non-technical skills that intensify an individual's capability to engage in meaningful interaction with peers and related stakeholders (Laker & Powell, 2011). Vis-à-vis technical skills, soft skills are more difficult to learn as they require trainees to not only master abstract concepts but also understand their practical application to work (Vandergoot et al, 2020). Given the rising importance of soft skill training, an optimal understanding of the factors that motivate employees to transfer these skills to work spheres is imperative.…”

Section: Introductionmentioning

confidence: 99%

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Organizational Influences on the Motivation to Transfer Soft Skill Training in an Indian Power Organization

Sahoo

Mishra

2022

Management and Labour Studies

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The study extends the Theory of Planned Behaviour (TPB) in examining the influence of key organizational antecedents (supervisory and peer support, opportunities to use the training provided and rewards) on the motivation to transfer (MTT) soft skill training. Trainee self-efficacy (SE) and the desire to learn (DL) are also examined as mediators in determining this influence. The sample included 389 employees from a state-owned power transmission organization in Odisha, India. The resultant findings note the direct and positive influence of organizational antecedents on MTT, SE and DL. Trainee SE and DL partially mediate the association between organizational antecedents and MTT. Given a lack of focus on soft skill training transfer in the Indian power sector, this study is of immense value in identifying relevant organizational enablers that motivate the transfer of soft skills. The study also advances the knowledge on the direct and indirect influence of organizational antecedents on MTT in the Indian cultural context.

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Section: Discussionsupporting

confidence: 90%

Section: Review Of Literaturementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Organizational Influences on the Motivation to Transfer Soft Skill Training in an Indian Power Organization

Sahoo

Mishra

2022

Management and Labour Studies

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“…There are studies with positive results in terms of innovation (Sung and Choi, 2013) and productivity at work and increased profits (Kim & Ployahart, 2014) and financial performance in the long run (Kwon, 2019). Others reveal that formal learning has not improved organizational performance (Vandergoot et al, 2020) and results at the individual level (Ford et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Although the transfer topic is one of the most important and active in research on T&D (Saks et al, 2014), with increased publications in the last two decades (Baldwin et al, 2017;Schoeb et al, 2020), it still presents some gaps, particularly two. The first relates to the learning transfer construct, which needs to be better defined, operationalized, and differentiated between use and effectiveness (Blume et al, 2010;Vandergoot et al, 2020). The second concerns the lack of studies involving long-duration educational programs with more generic and abstract contents (Soerensen et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

The Effects of Job Autonomy, Learning Culture, and Organizational Cynicism On Learning Transfer in MBA

Maggi-da-Silva¹,

Bido²,

Reatto³

2022

RBGN

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Motivation to transfer soft skills training: a systematic literature review

Mishra

Sahoo

2021

MRR

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Purpose This paper aims to synthesize existing knowledge on trainee motivation to transfer (MTT) soft skills training through a systematic literature review (SLR). Design/methodology/approach By applying a rigorous reproducible process, this SLR identified a total of 33 peer-reviewed articles on MTT in soft skills training. Findings The systematic review offers several important findings. First, research on MTT has accelerated in the recent past with studies conducted in varied geographic contexts. Second, MTT has been operationalized and measured as an antecedent and mediator of training transfer as well as an outcome itself is sampled papers. Third, MTT is recognized as critical in facilitating the transfer of soft skills. Finally, an investigation of empirical studies helped locate gaps in research methodologies, measurement of MTT and finally its predictors. Research limitations/implications The study is limited by the search string and its choice of peer-reviewed articles published in the English language only. Originality/value In the absence of systematic reviews on MTT in the context of soft skill, the study contributes immensely by providing an updated, cogent summarization of extant work and potential directions for future research/practice.

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Individual and Organizational Factors that Influence Transfer Generalization and Maintenance of Managerial‐Leadership Programs

Cited by 5 publications

References 63 publications

Organizational Influences on the Motivation to Transfer Soft Skill Training in an Indian Power Organization

Organizational Influences on the Motivation to Transfer Soft Skill Training in an Indian Power Organization

The Effects of Job Autonomy, Learning Culture, and Organizational Cynicism On Learning Transfer in MBA

Motivation to transfer soft skills training: a systematic literature review

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