Discuss The Factors That Affect Training Transfer

Discuss The Factors That Can Affect Whether Training Transfers Back To

Discuss the factors that can affect whether training transfers back to the job. Which factor, or two, do you feel is/are the most important to ensure transfer? Support your choices. In a few sentences summarize the best takeaway from chapter 2, then continue to answer the following: 1. Provide a metaphor for your own organizational experience/s. As just a basic example, you might say: "Influencing decision makers in my organization is like herding cats" 2. Explain why you think this metaphor is accurate for your organization. Using the example above, you would explain why influencing your decision makers is like herding cats? For example, they can't agree on anything, they lose focus, they only think about what's in it for them, and they never work together for the good of the organization.

Paper For Above instruction

The key to understanding whether training transfer occurs within an organization hinges on recognizing the multiple factors that influence this process. Training transfer refers to the extent to which employees apply the skills and knowledge gained during training to their job roles. Several critical factors affect this transfer, including the design of the training program, organizational support, supervisor involvement, employee motivation, and the learning environment. Among these, organizational support and supervisor involvement are often deemed the most crucial for facilitating effective transfer of training.

Organizational support encompasses the broader culture and policies that encourage learning and application of new skills. If an organization prioritizes ongoing development, provides resources for learners, and fosters an environment where applying new knowledge is valued, employees are more likely to transfer training successfully. Conversely, a culture that neglects learning opportunities and fails to recognize or reward applied skills can hinder this process. A supportive environment reassures employees that their efforts to implement new skills are appreciated and aligned with organizational goals.

Supervisory involvement is equally vital. Supervisors influence employees’ motivation and provide the necessary reinforcement for behavioral change. When supervisors actively support training transfer—by providing feedback, setting expectations, and rewarding application—employees feel more confident and motivated to apply new skills. Conversely, if supervisors are indifferent or unaware of the training, employees may struggle to translate learning into work performance.

Two factors that emerge as most important are organizational support and supervisor involvement because they directly influence an employee’s motivation and the environmental cues necessary for applying training. Without these factors, even well-designed training programs are likely to fail in producing tangible organizational benefits. Supporting research suggests that the presence of a conducive organizational climate and active managerial support significantly enhances training transfer (Baldwin & Ford, 1988; Burke & Hutchins, 2007).

A concise summary of chapter 2 reveals that successful training transfer requires alignment between training design, organizational environment, and individual motivation. The chapter emphasizes that beyond the content of training, the context in which learning occurs plays a decisive role in whether skills are transferred back into the workplace (Blume et al., 2010).

Reflecting on my organizational experience, I would say influencing decision makers is like herding cats. This metaphor captures the difficulty of coordinating multiple stakeholders with differing priorities, motivations, and levels of engagement. Decision makers often have competing interests—some prioritize immediate results, others focus on risk avoidance, and some are driven primarily by personal or departmental agendas. This diversity results in a lack of consensus, leading to fragmented efforts akin to herding cats, which are notoriously difficult to control and direct.

This metaphor is accurate because it highlights the chaos and unpredictability encountered when attempting to align various decision makers. Just as herding cats requires patience, strategic positioning, and an understanding of individual behaviors, influencing organizational decision makers requires navigating complex personalities, conflicting interests, and diverse perspectives. Often, decision makers become absorbed in their own agendas, lose sight of broader organizational goals, and resist collaboration. This dynamic makes the process of obtaining consensus or implementing strategic initiatives particularly challenging, requiring skillful management and persistent engagement.

In conclusion, whether considering training transfer or organizational influence, understanding the underlying factors and dynamics is essential. Supporting structures and individual motivators are vital in promoting change and achieving strategic objectives. Recognizing organizational complexities through effective metaphors can help in devising better strategies for engagement and transformation.

References

• Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: Generalization and maintenance. Personnel Psychology, 41(2), 287-310.
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• Burke, L. A., & Hutchins, H. M. (2007). Training transfer: A review and new perspectives. International Journal of Training and Development, 11(4), 247-260.
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