Sales training: effects of spaced practice on training transfer

Abstract

Purpose

The benefits of spaced training over massed training practice are well established in the laboratory setting. In a field study design with sales trainings, the purpose of this paper is to investigate the effects of spaced compared with massed practice on transfer quantity and quality, sales competence, and key figures.

Design/methodology/approach

Spaced and massed training are compared using behavioral and outcome criteria. A quasi‐experimental follow‐up research design with a sample of 64 bank employees (n=32 in each training group) is used.

Findings

Spaced rather than massed training practice resulted in greater transfer quality, higher self‐reports of sales competence, and improved key figures. Spaced training did not surpass massed training in terms of transfer quantity.

Research limitations/implications

The present study is the first to demonstrate positive effects of technical training on job involvement, and of coaching on job satisfaction. In sum, validity of several developmental interventions is highlighted.

Practical implications

Organizations designing and implementing various developmental interventions should pay attention to the relative effectiveness of these interventions on various organizational‐relevant outcome criteria.

Originality/value

An innovative approach to imply spaced practice in real sales training is presented. The effects of spaced practice on training transfer are investigated in the field.

Citation

Kauffeld, S. and Lehmann‐Willenbrock, N. (2010), "Sales training: effects of spaced practice on training transfer", Journal of European Industrial Training, Vol. 34 No. 1, pp. 23-37. https://doi.org/10.1108/03090591011010299