1. CHAPTER 5
Transfer of Training

2. Introduction
After a company conduct a need assessment, ensures that employees are ready for training, and creates a learning environment, its next step is to ensure that what is learned in training is applied on the job.
Company should ensure that there is a transfer of training among the employees.

3. What Is Transfer of Training?
Transfer of training is trainees effectively and continually applying what they learned in training on their jobs. (knowledge, skills, behavior, cognitive strategies)
The work environment plays an important role in ensuring that transfer of training occurs
Transfer of training is influenced by:
trainee characteristics
training design
work environment

4. A Model of The Transfer Process
Trainee Characteristics
Motivation
Ability
Training Design
Learning Retention
Generalization and Maintenance
Create a Learning Environment
Apply Theories of Transfer
Use Self-Management Strategies
Work Environment
Climate for Transfer
Management and Peer Support
Opportunity to Perform
Technological Support

5. What Is Transfer of Training?
As the model shows transfer of training includes both generalization of training to the job and maintenance of learned materials.
Generalization refers to a trainees ability to apply learned capabilities (verbal knowledge, motor skills) to on the job.
Maintenance refers to the process of continuing to use newly acquired capabilities over time.
For generalization and maintenance to occur, capabilities must be learned and retained.

6. Training Design
Training design refers to the characteristics of the learning environment such as meaningful material, feedback, chances to practice, learning objective and program organization.
For transfer of training to occur managers need to apply:
transfer of training theories
principles of self-management

7. Training Design (contd…) Application of Transfer of Training Theory
Three theories of transfer have implications for training design. The theories are:
Theory of Identical Elements
Stimulus Generalization Approach
Cognitive Theory of Transfer

8. Theory of Identical Elements
This theory proposed that transfer of training occurs when what is being learned in the training session is identical to what the trainee has to perform on the job
Transfer will be maximized that the tasks, materials, equipment are similar to those encountered in the work environment.
Design a simulation.
The training simulation mirrors exactly the actual situation at workplace.

9. Stimulus Generalization Approach
This theory suggest that the way to understand the transfer of training issues is to construct training so that the most important features are emphasizes.
The stimulus generalization can be seen in the behavior modeling training.
This approach emphasize far transfer. Far transfer refers to the trainee’s ability to apply learned capabilities to the work environment even the work environment is not identical.
The model demonstrate behavior s on a video, and trainees have opportunities to practice the behaviors in a variety of situation.

10. Cognitive Theory of Transfer
This theory suggest that transfer of training is depends on the trainees’ ability to retrieve learned capabilities.
Transfer is increased by providing trainees with meaningful material.
Giving application assignment to the trainees. Application assignments are work problems in which trainees are asked to apply training content to solve them.

11. Self Management Strategies
Self management refers to a person attempt to control certain aspects of decision making and behavior. Training programs should prepare employees to self manage their use of new skills and behavior on the job.
Self management is important because the trainee is likely to encounter several obstacles in the work environment that inhibit transfer of training.

12. Obstacles in the Work Environment that Inhibit Transfer of Training

13. Work Environment
The work environment includes factors on the job that influence transfer of training. The factors are:
i. Manager support – Refers to the degree where the trainees’ manager emphasize on the importance of attending the training programs and stress the application of training content on the job.
ii. Peer support – A group of two or more trainees who agree to meet and discuss their progress in using learned capabilities on the job.

14. Work Environment
iii. Opportunity to use learned capabilities – This refers to the extent to which the trainee is provided with or actively seek experience with newly learned knowledge and skills. Assigned trainees through work experience (problem, task).
iv. Technological support – Computers application that can provide, as requested, skills training, information access and expert advice.

15. Trainees Characteristics
Trainee characteristics include ability and motivation that affect learning.
Learning and transfer of training is doubtful if:
trainees lack the basic skills needed to master learned capabilities (ex. cognitive and reading skills)
not motivated to learn and do not believe that they can master the learned capabilities (low self efficacy)

16. Organizational Environment
To ensure that trainees have the opportunity to perform, many companies are attempting to become learning organizations and are concerned with knowledge management.
Learning organization is a company that has enhanced capacity to learned, adapt and change.
To become successful learning organization, companies must place greater support on training and development. (ex. Developed corporate university, tuition reimbursement)

17. Key Features of a Learning Organization
Description
Continuous Learning
Employees share learning with each other
Use job as a basis for applying and creating knowledge
Knowledge Generation and Sharing
Systems are developed for creating, capturing, and sharing knowledge
Critical Systematic Thinking
Employees are encouraged to think in new ways, see relationships and feedback loops, and test assumptions

18. Key Features of a Learning Organization
Description
Learning Culture
Learning is rewarded, promoted, and supported by managers and company objectives
Encouragement of Flexibility and Experimentation
Employees are free to take risks, innovate, explore new ideas, try new processes, and develop new products and services
Valuing of Employees
System and environment focus on ensuring the development and well-being of every employee

19. Knowledge management refers what individuals or teams of employees know or know how to do (human and social knowledge).
Knowledge is either tacit or explicit.
There are four modes of knowledge sharing:
socialization (sharing tacit knowledge with sharing experience)
externalization (translating tacit knowledge into explicit)
combination (formal courses and seminar)
internalization (convert explicit knowledge into tacit)

20. How Knowledge Management Occur?
Use technology such as / intranet
Published directories
Presentation to other employees
Allow employees to take time off to study problems
Create an online library
Design office space to facilitate interaction

21. -End of Chapter-