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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