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As a step toward more firmly establishing factors to promote retention among younger employees in the hospitality industry, this study aims to focuses on fun in the workplace (fun activities, manager support for fun and coworker socializing) and training climate (organizational support, manager support and job support) as potential antecedents of turnover in a European context.

Logistic regression was used to analyze the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands. Data on fun and training climate were obtained through surveys, which were paired with turnover data from organizational records.

With respect to fun in the workplace, group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities. With respect to training climate, individual-level job support was significantly related to turnover, but not organizational support and manager support.

As the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results.

Given the challenge of turnover, organizations should foster informal aspects of fun in the workplace and learning opportunities to promote retention.

The study examined the fun–turnover relationship in a context outside of the USA where previous fun–turnover research has been conducted, and it examined fun relative to training climate, which has not been studied heretofore. This study also investigated group- and individual-level effects of both fun and training climate on turnover.

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

The theoretical model is grounded in the contingent resource-based view. To test the research hypotheses, this paper has gathered the cross-sectional data using a single informant pre-tested questionnaire. The data were collected from respondents working in Indian automotive manufacturing organizations. The data were further tested for the normality criteria followed by hypotheses testing using co-variance-based structural equation modelling Statistical Package for Social Sciences (SPSS), 2010.

The relationship between training and organizational innovation was leveraged by employee creativity, which acts as a mediator between the two. Moreover, the organizational climate augments the mediation process by coherently creating a positive moderating influence.

This study provides prospective insights to management leaders and practitioners by establishing how training can bring about positive change in the innovative front of the organization. It also offers keys to the organizations for an active engagement of the employees through a supporting climate conducive for harnessing of individual creativity and innovative potential.

This is the first endeavour made to examine the moderated mediation influence of organizational climate on training and employee creativity, by studying the mediating effect of employee creativity between training and organizational innovation.

The purpose of this study is to investigate on themes covered by media and factors affecting coverage of climate change information in Tanzania.

In all, 85 journalists from five local media were identified using snowballing and purposive methods where quantitative methods were applied.

The results show nearly a half (49 per cent) of the journalists yet to receive training on climate change, with the majority (77 per cent) of organisations providing such training being non-local. The majority (79.8 per cent) of media houses lack editorial policies. Findings show journalists mostly cover information on climate impact and adaptation (49.3 per cent) followed by weather and climate trends (33.8 per cent), while the least covered topics are on renewable energy and climate and poverty (1.4 per cent).

The results imply journalists lack training on climate change. This may result into low and poor quality coverage of climate change information and inadequate public awareness and understanding. The study concludes that challenges in verifying information from a source, media lack of editorial policy and little exposure and access to specific internet climate change information sources may affect public agenda setting, coverage and adaptation to climate change. It is suggested that a policy be established to foster on access to climate information through frequent short training which expose journalists to new knowledge and networking.

This study contributes to literature and knowledge on climate themes reported in developing countries and factors influencing coverage of climate change.

Although training is essential to continuous improvement, scant literature examines post-training facilitators for continuous improvement. The study aims to explore the relationship between training and continuous improvement, the mediating role of self-efficacy and the moderate role of training transfer climate.

This study utilizes the questionnaire survey of 455 Vietnamese employees to test the link between continuous improvement training and continuous improvement, the moderate role of the training transfer climate and the mediating role of self–efficacy.

Research results reveal that training positively influences continuous improvement. Furthermore, self-efficacy fully intervenes in the link between training and continuous improvement. Finally, the training transfer climate positively moderates this link.

Although the link between training and continuous improvement is suspicious, there is scant research on post-training facilitators of continuous improvement applications. To the best of the author's knowledge, this study is one of the first to explore the moderation role of transfer climate and the mediation role of self-efficacy in the relationship between training and continuous improvement.

The purpose of this study is to predict the transfer of training (ToT) from management training. This study empirically examined the predictive power of ToT factors, namely, individual characteristics (self-efficacy), training intervention design (training approaches) and work climate (organizational support) among the study respondents.

All the proposed research hypotheses were tested through survey data. Data was collected using a questionnaire from managers working in different departments of an Indian public manufacturing organization. A sum of 273 usable data was analyzed, and the structural equation modeling technique was used to test the proposed theoretical model.

The study results showed a direct and positive association among self-efficacy, work climate and training intervention design with training transfer. The study findings suggest that self-efficacy, training approaches and organizational support predict ToT.

The study findings have a beneficial impact on designing and delivering successful management training intervention among managers. To enhance training transfer, organizations could consider all these three factors. A replication of the study in national and international settings would help improve generalizability.

To the best of the authors’ knowledge, this is the first study that explored the new relationships of selected factors with ToT in management training. An improved understanding of the interactive impact of self-efficacy, training approaches and organizational support on the ToT is provided.

This paper aims to contribute to a general understanding of mental practice by investigating the utility of and participant reaction to a virtual reality maintenance training among underground coal mine first responders.

Researchers at the National Institute for Occupational Safety and Health’s Office of Mine Safety and Health Research (OMSHR) developed software to provide opportunities for mine rescue team members to learn to inspect, assemble and test their closed-circuit breathing apparatus and to practice those skills. In total, 31 mine rescue team members utilized OMSHR’s BG 4 Benching Trainer software and provided feedback to the development team. After training, participants completed a brief post-training questionnaire, which included demographics, perceived training climate and general training evaluation items.

The results overall indicate a generally positive reaction to and high perceived utility of the BG 4 benching software. In addition, the perceived training climate appears to have an effect on the perceived utility of the mental practice virtual reality game, with benchmen from mines with more positive training climates reporting greater perceived efficacy in the training’s ability to prepare trainees for real emergencies.

This paper helps to broaden current applications of mental practice and is one of the few empirical investigations into a non-rehabilitation virtual reality extension of mental practice. This paper also contributes to the growing literature advocating for greater usage of accurate and well-informed mental practice techniques, tools and methodologies, especially for occupational populations with limitations on exposure to hands-on training.

This study aims to examine factors that affect the effectiveness of transfer of English language training to the workplace. It investigates the effect of trainee characteristics, training design and work climate on the training transfer to job performance in hospitals in Thailand.

The quantitative method was adopted in this study. The conceptual framework was developed from Lim and Morris’ three-factor model, namely, trainee characteristics, training design and work climate. A total of 378 valid responses from staff of seven hospitals in Thailand were collected from surveys.

The findings suggest that training transfer depends more on trainees’ psychological state (affective response and self-efficacy) than extrinsic factors. Nearly every aspect of training design could affect training transfer, except trainer effectiveness. This could be related to the particular context of training and the trainees’ prior experience. Work climate factors had the strongest overall effect, with peer and supervisor feedback, compensation and incentives and transfer opportunities being significant.

This study proposes that training design and work climate-related factors deserve more attention than what they have received previously. This study is significant because of the limited empirical evidence for English training transfer outcomes, and the under-examined role of English as a lingua franca in the business world. The findings can help organisations refine training designs and adjust the work environment to improve training outcomes.

Organisations invest heavily in training and development initiatives (Miller, 2012). However, a small percentage of what is learnt by the trainees from training gets transferred to the job (Mackay, 2007). The purpose of this study is to extend previous findings and examine various organisational factors, which have not been studied sufficiently, that influence training transfer.

A conceptual model based on previous research work is hypothesised and tested. The sample included 123 full-time employees working at one of the major public sector organisations operating in India.

The result suggested that training transfer climate, training awareness, participation and involvement in training decision and training assessment mechanism were found to be positively and significantly related to perceived training transfer.

Typical limitations consistent with self-report measures (e.g. social desirability) apply to this study as well. Another limitation was the small sample size. Future studies should assess a large sample size. Future research may assess the extent to which not only trainees but also other training stakeholders, such as trainers and supervisors, feel accountable and responsible for training and its transfer. This would provide a stronger test of the accountability hypothesis. It would also be worthwhile to study the type of evaluation/assessment mechanism that would be more appropriate for training transfer.

Organisations should take care of these organisational factors for increasing the transfer of training at the workplace. Organisations can have better control over these factors compared to individual-related variables. Future research studies may also look at the role of evaluation/assessment feedback in training transfer. Finally, the mediating or moderating role of some of the organisational factors can also be considered for future research work.

This study is an attempt to add value to the present literature on training transfer by focusing on organisational factors. Most factors studied were neglected by previous research studies. Hence, this is a moderate attempt to add to the transfer of training literature.

The purpose of this study is to identify individual and contextual influences on in-house safety trainers’ role orientation toward the transfer of training (TT).

The authors tested a model where felt-responsibility for TT mediates the influence of job resources (i.e. autonomy, access to resources, access to information and organizational support) on trainers’ definition of their role and where training safety climate exerts a moderator effect. Data were collected from 201 Occupational Health and Safety (OHS) professionals, all in-house safety trainers, of large public and private companies. Structural equation modeling was used to test the hypotheses.

The model highlighted the mediating influence of felt-responsibility in the interplay between job resources and role orientation, the moderating influence of safety climate on the relationship of autonomy and organizational support on role definition, but not access to resources and access to information on role definition in the TT. Results suggest that how much safety trainers consider supporting the TT as a part of their overall role is affected by autonomy and organizational support through a sense of responsibility regarding training results, and these effects are influenced by the perceived importance of safety training to the organization.

The study is cross-sectional and used self-reported data, meaning that causal inferences should be carefully drawn. Further studies should explore other sources of influence over felt-responsibility, for example, supervisors’ support for transfer, the relationship between how in-house safety trainers define their role in the transfer process and trainees’ effective application of their new knowledge and skills.

Companies should overtly signal the importance of safety training to in-house safety trainers because it will elicit, by reciprocity, a greater sense of personal responsibility and increased efforts concerning training success.

No previous research looked at how in-house trainers define their role in the TT, as well as the individual and contextual factors that influence their efforts toward the efficacy of training.

The purpose of this paper is to decipher the possibility of ensuring the effectiveness of sales training by focusing on selected organization-related variables and thereafter aims at making recommendations for enhancing the overall sales training effectiveness. Variables that are under organizations’ control, like training transfer climate, training evaluation and degree of choice (mandatory or by choice) were selected for this study. The study also attempted to understand how these variables influence at pre-training stage and post-training stage.

This cross-sectional research involved both exploratory and conclusive phases. To test the postulated hypotheses, data were collected in two phases from sales executives of a large oil and gas petrochemical company having the presence across India. A total of 370 sales executives, who were the part of a sales training program, were approached twice, one before the training and once after the eight weeks of training. Data from the respondents who completed both pre- and post-training survey (255) were used for analyses.

The results indicate that all the three predictor variables – training awareness, perceived transfer climate and the presence of an appropriate training evaluation mechanism, influence trainees’ motivation to learn. The results depict that motivation to learn mediates the association between the predictor variables and the resultant variable. Also, degree of choice was found to moderate the association between motivation to learn and sales training effectiveness. The research reinforces the significance of pre-training factors in designing sales training programs to ensure its better effectiveness.

The present study captures organizational-level variables as they are under the control of the organization and can be managed. The study included both motivation to learn and training effectiveness in the hypothesized model to understand the motivational issues in a holistic perspective. The outcomes of this research strengthen the role of trainees’ motivation to learn as a connecting variable between organizational-level variables and sales training effectiveness. Thus, the outcome of this study contributes to the literature on training motivation as well as training effectiveness.

The findings of this study are significant for sales organizations or the organizations offering sales training aiming to enhance overall training effectiveness. Training managers must focus on these factors and ensure that all the pre-training organizational-level variables are very well-taken care of. This implies that the trainees need to be well informed about the training calendar, training policies, training content, expectations from them and how the program will be evaluated after training, along with appropriate positive transfer climate. Organizations should also include proper training evaluation mechanism to measure training at different levels.

This study is an attempt to decipher the possibility of ensuring the effectiveness of sales training by focusing on select organization-related variables, and thereafter aims at making recommendations for enhancing the overall sales training effectiveness. The study’s uniqueness lies in simultaneous examination of influence of various variables, and that too at two different points of time (before and after the training). These two perspectives are apparently missing in the existing sales training literature.