Mechanism between perceived organizational support and transfer of training: Explanatory role of self-efficacy and job satisfaction

Abstract

Purpose

This study aims to investigate the mechanism between perceived organizational support and transfer of training using self-efficacy and job satisfaction as mediating variables. More specifically, self-efficacy is examined as a mediator between perceived organizational support and job satisfaction, whereas job satisfaction is examined as a mediator between perceived organizational support and transfer of training.

Design/methodology/approach

This quantitative study is based on data collected from 409 employees of the banking sector on a random basis.

Findings

Structural equation modeling analysis confirmed the mediating role of job satisfaction between perceived organizational support and transfer of training. In addition, self-efficacy was found to perform the mediating role between perceived organizational support and job satisfaction.

Research limitations/implications

The data for this study were collected at one point of time, and it has implications for organizations and employees.

Originality/value

This study highlights the emerging issue of transfer of training and gives a practical model to the organizations to strengthen their human resources. This study is perhaps the first attempt to empirically investigate the mediating role of self-efficacy and job satisfaction.

Citation

Islam, T. and Ahmed, I. (2019), "Mechanism between perceived organizational support and transfer of training: Explanatory role of self-efficacy and job satisfaction", Management Research Review, Vol. 41 No. 3, pp. 296-313. https://doi.org/10.1108/MRR-02-2017-0052