Training Engagement Theory: A Multilevel Perspective on the Effectiveness of Work-Related Training

Abstract

Training engagement theory provides a multilevel depiction of the antecedents of training effectiveness. By multilevel, we are referring both to the hierarchical nature of constructs-such that employees are embedded in organizations and workgroups-and the temporal nature of processes-emphasizing that macro and within-person processes are not static phenomena. The hierarchical nature of training engagement theory provides a broad account of how processes at various levels in the organizational hierarchy influence one another and contribute to the success or failure of training programs. The temporal nature of the theory advocates for examining the processes that occur from before training is conceptualized until the completion of training when examining the antecedents of training effectiveness. Thus, training engagement theory proposes a sequence model of the independent and joint effects of establishing training goals, prioritizing those goals, and persisting during goal striving on training effectiveness. Finally, we propose testable multilevel propositions to spur future research.

What Predicts Clinician Dropout from State-Sponsored Managing and Adapting Practice Training

“…None of the expected clinician practice variables or clinic level variables were associated with dropout. In line with the theory of planned behavior (Ajzen 1991) and training engagement theory (Sitzmann and Weinhardt 2015), older clinicians were more likely to dropout, perhaps reflecting their greater sense of self-efficacy, influence, and perceived self-competence. Older clinicians reported that tracking weekly progress on selected measures was antithetical to how they were trained.…”

“…Contextual factors related to organizational and system goals, demands, and conflicts are key factors often overlooked in efforts to scale up EBPs through workforce training (Sitzmann and Weinhardt 2015). The mental health field could benefit from the business literature to more effectively use training initiatives as a strategy to enhance a competitive edge and to document goal achievement (Sitzmann and Weinhardt 2015). …”

“…Theoretical models of implementation and work-related training suggest that reasons for failed effectiveness, in this case clinician dropout, may be complex (Aarons et al 2011; Sitzmann and Weinhardt 2015; Wisdom et al 2014). Within mental health, efforts to understand the interplay among multilevel factors that influence EBP implementation and training effectiveness at a system level are very limited (Olin et al 2015).…”

“…Following the multilevel frameworks of Wisdom et al (2014) and Sitzmann and Weinhardt (2015), we examined extra-organizational structural variables (e.g., region, urbanicity, clinic affiliation), intra-organizational variables (e.g., clinic, provider and client profiles) and individual clinician level variables (e.g., age, education, perception of work context) as predictors of MAP training dropout across the state. We hypothesized that variables more proximal to the individual clinician (e.g., practice characteristics and perception of organizational functioning) would be more predictive of clinician behavior than more distal system or extra-organizational variables, such as region or urbanicity.…”

Training for Medical Tourism in Iran

“…In fact, investing in training promotes the performance of individuals in the organization. 53 Training must be appropriate to the actual business and on the demand of the employers. 54 Also, the pace of global change causes the existing educational needs to change.…”