final research work of ihrm
TRANSCRIPT
RESEARCH WORK
International HRM
Submitted To:
Ms. Surraya Aslam
Submitted By:
4S HR Group
Members Roll No:
Shabnum Naz 36
Shahzaib Safdar 39
Sadia Riasat 56
Shakeel Umar 04
MBA (HRM)
6th Semester
Bahauddin Zakariya University
International Human Resource Management Research 2015
Impact of Transfer of Training on Job Performance
Abstract:
A job performance in terms of quantity and quality expected from each employee.
Transfer of Training is refers to the trainees capability to accept what has been taught in
the course of training and transfer them to actual working position and be able to retain it
for a certain period of time. The assessment is to recognize the relationship between
transfer of training & job performance and the impact of trainee characteristics, training
design and work environment on transfer of training among employees. The findings of
the study suggest that training transfer has positive or negative impact on job performance
due to other variables like training design, trainee characteristics and working environment.
The other factors that effect the job performance are workforce diversity, technologica l
innovations, success of expatriates and global challenges. We can overcome these issues
through training & social networking in an organization.
Keywords: Job Performance, Transfer of Training, Online Training, Social Networking.
Introduction:
Job performance seems to get better if
employees are confident enough to perform their jobs and have supportive family and can redesign their routine
tasks in a different and innovative way so that they can get more motivated and
perform well. Training refers to a planned effort by a company to facilitate employees’ learning of job related
competencies. These competencies include knowledge, skills, or behaviors
that are critical for successful job performance. The goal of training is for employees to train them about
knowledge, skills and behaviors through training programs and to apply them to
their day-to-day activities. To gain competitive advantage companies bare heavy cost on training. Training is
designed at creating on purpose learning
processes that add to improving the
performance of workers in their job. In adding up stated that the main goal of training was to provide, obtain and
progress the needed skills in order to help organization achieve their goals and
create competitive advantage by adding value to their key resources which was their employees.
Training design refers to the level in which training has been provided to the
trainees. The ability to transfer learning to the job, on the job and training instructions match job requirements. The
training design factors such as incentive changeability, conditions of practice,
general principles, matching elements, type of learning point, training styles and feedback. Trainee characteristic is a
trainee’s personality directly affects the
International Human Resource Management Research 2015
training process and training transfer. It also refer to the skill of the person to
learn, create, and connect what he has learnt to exercise and transfer the skills
and knowledge to work. Work environment is the job factors that influence the transfer of training. Work-
environment factors include transfer climate, peer support, supervisor support.
Environment factors refer to various aspects in the employee’s environment which either facilitate or impede effective
transfer of training. Transfer of training refers to trainees’
effectively and continually applying what they learned in training about skills, behaviors, knowledge to their jobs. The
importance of transfer of training as critical aspect for educating performance
and fast in a competitive advantage demand that both areas be extra inspected. Any relationship between
training ideas and transfer of training could lead to performance improvements
and take full advantage gained and allow organizations to continue competitive in the covering of global competition, a
constantly changing environment and unstable economic conditions. Thus, a
clear understanding of the factors which influence trainee’s use of their learned skills and knowledge on the job would be
valuable in determining trainee’s motivating factors to use knowledge and
skills so that this become useful for the organization. Job performance effects the productivity
of a company positively and negative ly. Training provide to the employees so that
they increase their performance in job though transfer of training. Now a day’s online training provided to the employees
to improve their performance for new technologies. Training depends on the
nature of jobs. Online social networking has significant effects on individual job
performance. Organizational policy moderates the relationship between
online social networking and job performance.
The transfer of training effects the job performance. When employees transfer their learning in training to their job
positively then it increase the performance of the company positive ly.
Or when employees do not put their learning in their jobs then it effects the company’s performance negatively. So
the job performance is the dependent variable and transfer of training is the
independent variable. The factors that impact the dependent variable are trainee’s characteristics, working
environment and training designs. Job performance through transfer of training
refers to the company’s success. Transfer of training helps to increase the job performance and gain the competitive
advantage. Strong learning goal orientation will improve employees’ in-
role job performance. Learning goal orientation partially decided the effects of work engagement on in-role job
performance and innovative work behavior. Poor performers are more
likely to quit even after controlling for job satisfaction and turnover intentions, indicating that they are more suitable to
engage in unplanned quitting. Good performers were slightly more likely to
intend to quit after controlling for job satisfaction. The effects of job performance on turnover decisions may
not be fully facilitated by turnover intentions or job satisfaction. Job
performance is likely to impact voluntary turnover indirectly through intentions to quit, as well as have direct effects on
voluntary turnover. Negative job performance appraisals may signal to
employees that they are unlikely to receive valued outcomes from the
organization (e.g. pay raises or promotions) or that they may be fired.
Literature Review: Training is defined as a planned and systematic effort to provide and enhance employees’ knowledge, skills and
attitudes related to their job, through learning experiences with a view to
working more efficiently (Blanchard & Thacker 2. G., 2014).
Transfer of training:
Employees who apply to the workplace
the knowledge, skills and attitudes that they have learned in training are able to prove quality of service to their
customers (Zumrah et al., 2014). Such relationship exist because employees are
motivated to perform well at their jobs when they are able to apply what they have learned during the training (Sullivan
2. , Service quality in Malaysian public sector: The role of transfer of training,
2014). Transfer of training refers to the consistent application of knowledge, skills and attitudes that have been gained
during training, to the workplace (Blume et all, 2014). Transfer of training could
lead to better employee job performance such as service quality (Colquitt et al, 2014). An application of the new learned
knowledge, skills and attitudes also provides additional input to employees in
managing and performing their work more effectively and efficiently. Without transferring the newly learned
knowledge, skills and attitudes to the workplace, employees may not be able to
improve the quality of their work compared to other employees who do apply the training outcomes to their job
(Pineda, 2014). Transfer of training helpful in increasing
the organizational productiveness as well as using the skills which they have
learned on the job. (Andreas Gegenfurtner, 2013). Transfer of training
is valuable in different ways, first it will provide the changes in life of professiona l
to manage the challenges of work life. In this regard, training is good tool to increase the performance of employees
with the help of increasing skills and changing behavior (Mien Segers, 2012).
There must be use of practical example to understand the training program because it will create confidence in the employees
and afterward they can easily implement these learning on the job. For transfer of
training there must be encouragement and motivation from the management of the organization (Bill vanpatten, 2010).
Training is among the means to mainta in this professional development. However
for training to be receiver, individua ls participating in these trainings need to take the new knowledge, skills and
attitudes back to the workplace and apply what they have learned (Hatala &
Fleming 2. W., 2012). The transfer of training can help to explain the impact the relationships
within the work environment have on training transfer. Moreover, social
networks can not only be regarded as a vital mechanism in explaining transfer of training. It can be discussed that
establishing a community may be one of the most major and lasting penalty of
training programs. This would imply that creating supportive social structures are identified as important training outcomes.
Transfer of training is not only a function of unique learning in a training program;
to say that transfer occur learned behavior must be generalized to the job context and maintained over a period of time on the
job (Baldwin & Ford, 2012). This overview and maintenance also includes
a learning process: the new behaviors are not part of the trainee’s regular behavior
International Human Resource Management Research 2015
and thus will need to be practiced on the job (Blanchard & Thacker 2. , 2012). This
implies that transfer is not only the application of what is learned, but it also
involves if they are prepared to study from their new experiences and are able to structure their environment in ways
that guide to learning. No training can make people experts; it can only place
them on a path toward expertise (Schwartz)., 2012). Transfer of training refers to the consistent application of
knowledge, skills and attitudes that have been gain during training, to the
workplace (Blume et al, 2014). Positive Impact on Job Performance:
One of the reason why training has a positive impact on transfer of training is
due training enable employee to gain new knowledge, skills and attitudes, which should enhance the employees’ ability to
use various cognitive and behavioral tactics strategy to apply their training
outcomes to their job. Transfer of training could lead to better employee job performance such as service quality
(Colquitt et al 2000, 2014). A clear understanding of the factors which effect
trainee’s use of their learned skills and knowledge on the job would be valued in Identify trainee’s motivating factors to
use knowledge and skills to facilitate the organization is benefited. (Wahidin, Ford
et al, Bersin, Rasli, & Baharim, 2013). Training is among the means to support this professional development. However
for training to be beneficiary, individua ls participating in these trainings need to
take the new knowledge, skills and attitudes back to the workplace and apply what they have learned (Hatala &
Fleming 2. , 2012). Training improves organizational performance by creating a
workforce with extensive knowledge and skills (Kraiger, Tharenou et al., &
Ballesteros et al., 2013). Despite the presumed positive effect of training on all
levels of organizational outcomes: individual and team, organizational and
social (Aguinis & Kraiger, 2013). Other explanation is that training may not have a direct effect on performance, but an
indirect effect by improving employees’ performance and other organizationa l
outcomes. For instance, most empirica l studies on the relationship between training and performance show that
organizations can improve by providing wide training and that investment in
ongoing training has a positive impact on organizational outcomes (Huselid, MacDuffie, & Delaney & Huselid, 2013).
To survive and compete successfully in todays unsettled economic environment,
organizations require employees to be proactive, show initiative while engaging with their role and remain committed to
performing at high values (Bakker & Leiter, 2011).
The concept of work engagement has come to importance because it has been linked to various indicators of
performance. For example, previous research has proved that work
engagement is positively linked with in-role job performance (Rich et al., 2011), organizational citizenship behavior
(Schaufeli et al., 2011), customer loyalty and satisfaction (Salanova et al., 2011),
innovation (Hakanen et al., 2011) and financial turnover (Xanthopoulou et al., 2011). It is therefore, not surprising that
human resource managers are “consistently ranking the development of
an engaged workforce as an organizational importance (Shuck and Wollard, 2011).
A strong learning goal orientation can enhancement employees’ in-role job
performance and motivate them to engage in innovative work behavior
(Janssen & Yperen.V, 2011). In-role job performance refers to those activities that
are linked to employees’ formal role responsibilities (Borman & Motowidlo, 2011). Previous research shows that
learning oriented individuals put extra effort into their jobs, set challenging
goals for themselves and engage in planning their work (Vande.W et al., 2011).These individuals not only work
hard but also work smart (Sujan et al., 2011).
Benefits of Social Networking in Job
Performance:
A social network can be identified as a social structure involved of individuals or
organizations that are connected by one or more specific types of relation such as group work, affiliation, friendship,
trading relations, and professiona l associations (Barnes, 2013). Individua ls’
need to connect with people to cooperate, participate and share experience and learning as well as to gain new
knowledge has gradually drawing them into the online world (Coyle & Vaughn &
Department for Communities and Local Government, 2013). In some organizations employees object to the use
of collaboration and communication tools claiming that there is more work for them
(Lai and Turban, 2013). The common of studies recommend that increased cooperation through OSN encourages
knowledge sharing between individua ls. OSN can create a collaborative learning
environment within the social system of a workplace, where problems faced are collectively solved and solutions are
shared among peers (Boshoff & du Plessis, Davenport, & Orlikowski, 2013).
Performance through Online
Technologies:
Today’s fast changing business environment innovative organizat ions could use online groups to identify and
capture new ideas for creating new products and services. Individua ls
engaged in innovative firms, such as software development could use OSN (Online Social Networking) to hit
creativity, originality, and knowledge concerning specific product areas from
others such as customers, vendors, partners, suppliers and analysts (Chu and Chan, 2013). The term online social
networking (OSN) or social networking sites (SNS) is used to refer to a full range
of products and services across stages, which include content formation, networking, sharing and teamwork and
which support existing offline networks or the formation of new ones (Dawley &
Dougherty et al, 2013). Organizat ions empower employees to increase their levels of effectiveness and such
empowered employees need information for them to act upon (Dessler, 2013). The
works provides confirmation that some individuals may engage in OSN during work hours for work-related
commitments while some others may be engaged in the same for personal use
(Ariyur et al., 2007, & Ferreira & du Plessis, 2013). Employees’ OSN need may result in a decline in employees
productivity (Ferreira et al & Lichtash, 2013). They may rely on information
from non-subject matter experts to complete job tasks suggesting a nonconformity for data collection from
suggested sources (Ariyur & ClearSwift, 2013).
International Human Resource Management Research 2015
Negative Impact:
Such shocks could happen when
employees receive negative feedback during informal performance feedback or during their formal performance
appraisals, which could lead to aims to quit or instant quitting (Allen & Griffeth,
2009). When employees are not willing to gain training about new technologies then it also impact negatively on job
performance.
Theoretical Framework:
Transfer of Training:
Willingness of Trainees
Training Design
Contents of Trainer
Job Performance:
Positive
Negative
Motivation
Working Environment
Behavior of Trainees
Feedback
Independent Variable
Mediators
Dependent Variable
Conclusion: This article identify the impact of transfer of
training on job performance. It may be positive or negative impact due to some
factors or mediators. Transfer of training is considered successful if the trainee can apply and shared what they have learned from the
training program to their colleagues in an organization. This study shows training
transfer was significantly correlated and was influenced by the trainee characterist ic, training design and work environment. When
companies work internationally or globally they have to face different challenges like:
workforce diversity, technologica l innovations, competition etc. So the Training & Development is the main practice of HRM
that helps to overcome these challenges. Companies provide the cross-cultura l
training, relocation supports, orientation, language training to the expatriate and his or her family members before assignment and
after arrival are to enhance their adaptability and adaptation to the host country
environment, culture, as well as reduce the culture shock effect. Sometimes, pre-assignment visit to the host country would be
organized to facilitate the assignee to make decision whether to engage in the assignment
or not. From literature, training should be
taking place in ongoing basis during the
expatriation period because continuous on-the-job training, mentoring, and coaching
would enhance expatriate’s performance and reduce the ambiguity and newness towards the working environment and culture,
however findings shown that not all the companies have this practice. Based on the
different articles finding, the manager should ensure the content of the training program is related to the staff duties to help them easy to
apply what they learn on the job. The manager also needs to sets the training
objective clearly to encourage staff to practice what they learn in the training. The important things the manager should also
monitor their capability and progress once the staff have attended the training. When
people are motivated in the workplace, performance is enhanced. The quality and relationship between a supervisor and the
group members serves as a motivator for the group. Employee motivation is also a vital
element to achieving business progress, overcoming problems and achieving business goals. Other researches may find a strong
mediating effect of motivation on employee’s performance in any future research.
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