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1 – 4 of 4Raphael Papa Kweku Andoh, Elizabeth Cornelia Annan-Prah, Georgina Nyantakyiwaa Boampong, Josephine Jehu-Appiah, Araba Mbrowa Korsah and Emmanuel Afreh Owusu
Research has established that 38%, 56% and 66% of training is not transferred to work immediately, six months and 12 months after training, respectively. This has led scholars to…
Abstract
Purpose
Research has established that 38%, 56% and 66% of training is not transferred to work immediately, six months and 12 months after training, respectively. This has led scholars to advocate the continuous examination of factors that enhance training transfer to have a comprehensive understanding of the factors that enhance it. As a result, this study aims to examine transfer opportunity as a pretraining factor and its influence on assimilated training content (in-training factor); the influence of assimilated training content on motivation to transfer (post-training factor) and training transfer; the influence of motivation to transfer on training transfer; and the mediating role of motivation to transfer in the relationship between assimilated training content and training transfer.
Design/methodology/approach
A structural equation model is developed to test the five hypotheses formulated in this study using survey data obtained from 195 respondents who attended various training programs across different organizations. Following the assessment of the measurement model, the determination of the significance of the hypothesized paths is assessed based on the bias-corrected and accelerated confidence intervals obtained from the bootstrapping of 10,000 subsamples.
Findings
The findings of this study are that: transfer opportunity positively influences assimilated training content; assimilated training content positively influences motivation to transfer and training transfer; motivation to transfer positively influences training transfer; and motivation to transfer plays a complementary mediation role between assimilated training content and training transfer.
Practical implications
The nature of the work environment regarding the opportunity to transfer training influences trainees’ assimilation of the training content when they undergo training. Hence, organizations need to ensure that employees are always afforded the opportunity to transfer training content assimilated from previously attended training programs to assimilate the content of subsequent training programs. Furthermore, for training to culminate in training transfer, organizations and, more specifically, learning and development practitioners ought to pay attention to trainees’ assimilation of the content of training programs.
Originality/value
To the best of the authors’ knowledge, this is the first study to empirically consider transfer opportunity as a direct antecedent of assimilated training content. More so, it is one of few studies to empirically examine the influence of assimilated training content on training transfer.
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Raphael Papa Kweku Andoh, Emmanuel Afreh Owusu, Elizabeth Cornelia Annan-Prah and Georgina Nyantakyiwaa Boampong
This study aims to examine the web of relationships among training value, employee internal states (psychological empowerment, employee engagement and motivation to transfer) and…
Abstract
Purpose
This study aims to examine the web of relationships among training value, employee internal states (psychological empowerment, employee engagement and motivation to transfer) and training transfer.
Design/methodology/approach
Data is obtained from different categories of employees a few months after attending different training programs organized by their organization. Structural equation modeling is used to analyze the data. Bias-corrected and accelerated (BCa) confidence intervals are used to determine the significance of the hypothesized paths.
Findings
This study finds that training value relates to motivation to transfer, psychological empowerment and employee engagement. Motivation to transfer also relates to training transfer and employee engagement. Again, psychological empowerment relates to motivation to transfer, employee engagement and training transfer. Concerning the mediated relationship, psychological empowerment and motivation to transfer fully mediate the relationship between training value and training transfer.
Practical implications
Internal states must be the focus of human resource department (HRD) scholars in their quest to discover training transfer improvement mechanisms. HRD practitioners and organizations generally should also prioritize the enhancement of the internal states of employees to aid training transfer.
Originality/value
In this study, training transfer facilitating factors particularly employee internal states are explored by examining the web of relationships comprising training value, motivation to transfer, psychological empowerment, employee engagement and training transfer in a pentagonal model using a homogeneous sample with a common understanding of training transfer due to the similarities in their training as well as job conditions.
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Raphael Papa Kweku Andoh, Rebecca Dei Mensah, Stephen Tetteh, Georgina Nyantakyiwaa Boampong, Kofi Adom-Nyankey and Bernice Asare
Human resource records are the cornerstone of human resource management. Organizations rely a great deal on their employees to furnish them with human resource records, which is…
Abstract
Purpose
Human resource records are the cornerstone of human resource management. Organizations rely a great deal on their employees to furnish them with human resource records, which is crucial to the effective management of the employees and the success of the organization. It is evident, however, that personal information-related issues in organizations are of significant concern and that examining employees’ perceptions and attitudes regarding personal information management is extremely valuable. Yet, this is largely absent in the literature. This study, therefore, aims to investigate the influence of perceptions of employees concerning the uses and security of human resource records on their attitude toward human resource records in Ghana.
Design/methodology/approach
A descriptive survey design was used in this study. An online questionnaire was used to gather responses from employees for analyses. A structural equation model was developed and assessed because of the advantages that come with its use and the characteristics of this study. The assessment of the structural equation model was done to determine the significance of the hypothesized paths. In addition, effect size, coefficient of determination and predictive relevance of the structural model were assessed. Before that, the validity and reliability of the measurement model were examined through the assessment of the indicator loadings, average variance extracted, Cronbach’s alpha and composite reliability. An importance-performance map analysis (IPMA) was also conducted.
Findings
The hypotheses formulated in this study could not be rejected because the hypotheses tested were statistically significant. Thus, this study revealed that employees’ perception of the uses of human resource records influenced their attitude toward human resource records. Also, employees’ perception of the security of human resource records influenced their attitude toward human resource records. The IPMA revealed that the perception of uses of human resource records was more important, yet its performance was below the perception of security as significant.
Practical implications
Human resource records management professionals, particularly in Ghana, ought to ensure that the human resource records in their organizations are used for the purpose for which they are collected and also, secured. In addition, they should assure employees that their personal information is used as expected and secured. This could be realized with the use of international records management standards especially those in the ISO 30300 series. More so, human resource managers as part of their counseling duties also need to counsel employees so that they form positive perceptions about the uses and security of the personal information they give to their organization in the course of their employment.
Originality/value
To the best of the authors’ knowledge, this study brings to light the attitude of employees toward human resource records based on their perceptions of uses and security in the Ghanaian context which is absent in the literature as previous studies have focused mainly on personal information management behavior only at the individual level.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Researchers in Ghana found that training plays a significant role in directly motivating trainees to transfer training, be psychologically empowered and engaged. Meanwhile, they also found that internal psychological states – motivation to transfer, psychological empowerment and engagement – are critical for the training transfer process.
Originality
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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