BBA 229
Training and Development
Lecture 4 Transfer of Training
By
Dr. S. Chan
Department of Business Administration
charmaine@chuhai.edu.hk
http://home.chuhai.hk/~charmaine/
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Transfer of Training
Trainees effectively and continually applying
what they learned in training on their jobs
The work environment plays an important role in
ensuring that transfer of training occurs
Transfer of training is also influenced by:
– trainee characteristics
– training design
2
A Model of The Transfer Process
Trainee Characteristics
Motivation
Ability
Training Design
Create a Learning Environment
Apply Theories of Transfer
Use Self-Management Strategies
Learning
Retention
Generalization
and
Maintenance
Work Environment
Climate for Transfer
Management and Peer Support
Opportunity to Perform
Technological Support
3
Training Design
Factors built into the training program to
increase the chances that transfer of
training will occur
For transfer of training to occur managers
need to apply:
– transfer of training theories
– principles of self-management
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Transfer of Training Theories
Theory
Emphasis
Appropriate Conditions
Type of Transfer
Identical Elements
Training environment is
identical to work
environment
Work environment features
are predictable and stable
Near
Stimulus
Generalization
General principles are
applicable to many
different work situations
Work environment is
unpredictable and highly
variable
Far
Meaningful material and
coding schemes enhance
storage and recall of
training
All types of training and
environments
Near and far
Cognitive Theory
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Self-Management Strategies
Self-management – a person’s attempt to
control certain aspects of decision making
and behavior
Training programs should prepare
employees to self-manage their use of
new skills and behaviors on the job
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Aspects of Self-Management
Determining the degree of support and negative
consequences in the work setting for using newly
acquired skills
Setting goals for using learned capabilities
Applying learned capabilities to the job
Monitoring use of learned capabilities on the job
Engaging in self-reinforcement
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Obstacles in the Work Environment
that Inhibit Transfer of Training
8
Sample Content of
Self-Management Module (1 of 2)
Discuss lapses
– Note evidence of
inadequacy
– Provide direction for
improvement
Identify skills
targeted for transfer
Identify when lapses
are likely
Identify personal or
environment factors
contributing to lapse
– Low self-efficacy
– Time pressure
– Lack of manager or peer
support
– Situations
– Actions to deal with
lapses
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Sample Content of
Self-Management Module (2 of 2)
Discuss coping skills
and strategies
– Time management
Discuss resources to
ensure transfer of
skills
– Setting priorities
– Manager
– Self-monitoring
– Trainer
– Self-rewards
– Other trainees
– Creating a personal
support network
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Work Environment Characteristics
Influencing Transfer of Training
Climate for
Transfer
Peer
Support
Manager
Support
Opportunity to
Use Learned
Capabilities
Technological
Support
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Characteristics of a Positive Climate
for Transfer of Training: (1 of 2)
Supervisors and co-workers encourage and set
goals for trainees to use new skills and
behaviors acquired in training
Task cues:
– characteristics of a trainee’s job prompt or remind him
to use new skills and behaviors acquired in training
Feedback consequences:
– supervisors support the application of new skills and
behaviors acquired in training
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Characteristics of a Positive Climate
for Transfer of Training: (2 of 2)
Lack of punishment:
– trainees are not openly discouraged from using new
skills and behaviors acquired in training
Extrinsic reinforcement consequences:
– trainees receive extrinsic rewards for using new skills
and behaviors acquired in training
Intrinsic reinforcement consequences:
– trainees receive intrinsic rewards for using new skills
and behaviors acquired in training
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Levels of Management Support for
Training
Level
Teaching in
Program
HIGH
SUPPORT
Description
Participate as Trainer
Allow Trainees Opportunity to Practice
Practice Skills
Discuss Progress with Trainees; Ask How to
Support Trainees’ Use of New Capabilities
Reinforcement
Attend Session
Participation
Encouragement
Acceptance
LOW
SUPPORT
Accommodate Attendance at Training
Through Rearranging Work Schedule;
Endorse Employees’ Attending Training
Permit Employees to Attend Training;
Acknowledge Importance of Training
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Organizational Elements That
Encourage Transfer:
The Learning
Organization
Knowledge and
Knowledge
Management
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The Learning Organization
A company that has an enhanced capacity to
learn, adapt, and change
Training processes are carefully scrutinized and
aligned with company goals
Training is seen as one part of a system
designed to create intellectual capital
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Key Features of a Learning
Organization (1 of 2)
Feature
Description
Continuous Learning
Employees share learning with each other
Use job as a basis for applying and creating
knowledge
Knowledge Generation and
Sharing
Systems are developed for creating, capturing,
and sharing knowledge
Critical Systematic Thinking
Employees are encouraged to think in new
ways, see relationships and feedback loops, and
test assumptions
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Key Features of a Learning
Organization (2 of 2)
Feature
Description
Learning Culture
Learning is rewarded, promoted, and supported
by managers and company objectives
Encouragement of Flexibility
and Experimentation
Employees are free to take risks, innovate,
explore new ideas, try new processes, and
develop new products and services
Valuing of Employees
System and environment focus on ensuring the
development and well-being of every employee
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Knowledge and Knowledge Management
(1 of 3)
Knowledge refers to:
– what individuals or teams of employees know or know
how to do (human and social knowledge)
– a company’s rules, processes, tools, and routines
(structured knowledge)
Knowledge is either:
– tacit knowledge, or
– explicit knowledge
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Knowledge and Knowledge Management
(2 of 3)
Knowledge management – the process
of enhancing company performance by:
–designing and implementing tools, processes,
systems, structures, and cultures
–to improve the creation, sharing, and use of
knowledge
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Knowledge and Knowledge Management
(3 of 3)
Knowledge management can help
companies:
– get products to market quicker
– better serve customers
– develop innovative products and services
– attract new employees and retain current
ones by giving people the opportunity to learn
and develop
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Ways to Create and Share Knowledge
(1 of 4)
1. Use technology and software that allows
people to store information and share it
with others
2. Publish directories that list:



what employees do
how they can be contacted
the type of knowledge they have
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Ways to Create and Share Knowledge
(2 of 4)
3. Develop informational maps that identify
where specific knowledge is stored in the
company
4. Create chief information officer and chief
learning officer positions for cataloging
and facilitating the exchange of
information in the company
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Ways to Create and Share Knowledge
(3 of 4)
5. Require employees to give presentations
to other employees about what they
have learned from training programs they
have attended
6. Allow employees to take time off from
work to acquire knowledge, study
problems, attend training, and use
technology
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Ways to Create and Share Knowledge
(4 of 4)
7. Create an online library of learning
resources such as journals, technical
manuals, training opportunities, and
seminars
8. Design office space to facilitate
interaction between employees
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