Motivating Training Transfer Among UITM Academic Staff at the Institute of Leadership and Development

  • Authors

    • Nik Sarina Nik Md Salleh
    • Aziz Amin
    • Ibrahim Mamat
    2018-12-13
    https://doi.org/10.14419/ijet.v7i4.34.27416
  • Training transfer, employee readiness, training design, work environment, transfer motivation.

  • Previous empirical studies have highlighted the failure of training transfer among employees, regardless of job sectors. Thus, this study examined the associations between employee readiness, training design, work environment and transfer of training among the academic staff of UiTM. This study also aimed to determine if transfer motivation mediates the associations between employee readiness, training design, work environment and training transfer. A quantitative and questionnaire survey method was employed in this study. A total of 258 academic staff of UiTM as participants of training courses at Institute of Leadership and Development (ILD), UiTM were selected and notified through e-mail to participate in an online survey. 238 responses were received and found usable for the final analysis. The results found that among the employee readiness, design of training and work environment factor, abilities, supervisor’s role, error management, and opportunity to use had significant and positive relationships with transfer of training Moreover, the study confirmed the intervening effects of transfer motivation on the relationships between opportunity to use, error management and training transfer. Overall, the study had successfully developed a model of training transfer for UiTM’s academic staff which was influenced by abilities, supervisor’s role, error management, and opportunity to use. 

     

     

  • References

    1. [1] Lee, MN (2003), The academic profession in Malaysia and Singapore: Between bureaucratic and corporate cultures. In P.G. Altbach (Eds.), The Decline of the Guru. New York: Palgrave Macmillan, pp. 135-165.

      [2] Ehindero, OJ and Ajibade, YA, (2000), What our student say about how we teach. Ife J. Educ. Studies 7(1), 1-9.

      [3] Bowden, J, Hart, G, King, B, Trigwell, K and Watts, O (2000), Generic capabilities of ATN university graduates. Canberra: Australian Government Department of Education, Training and Youth Affairs.

      [4] QS Intelligence Unit (2015), QS World University Rankings 2014-2015. Fact File Universiti Teknologi MARA (UITM). http://www.uitm.edu.my/images/stories/aboutUiTM. /QSRankingUniversitiTeknologiMARA(UiTM)20142015.pdfQS Intelligence Unit.

      [5] Kram, K, Ting, S and Bunker, K (2002), On-the-job training for emotional competence. Leadership in Action 22(3), 3-7.

      [6] Noe, RA (2013), Employee Training and Development. McGraw-Hill.

      [7] Wexley, KN and Latham, GP (1991), Developing and Training Human Resources in Organisations. Harper Collins Publishers.

      [8] Yadapadithaya, PS and Stewart, J (2003), Corporate training and Development policies and practices: A cross national study of India and Britain .International Journal of Training and Development 7(2), 108-123.

      [9] Chonko, LB (2004), Organisational Readiness for Change, Individual Fear of Change, and Sales Manager Performance: An Empirical Investigation. Journal of Personal Selling and Sales Management 24(1), 7-17.

      [10] Susan, MH (2010), Training and Development for Employee Motivation and Retention. Training and Development Options.

      [11] Thomas, M. J. and Petrilli, R. M. (2004).Error management training. An investigation of expert pilots error management strategies during normal operations and flight crew training. Study Two: Simulator study to identify Error Management Training in Current Practice. ATSB Aviation Safety Research Grant Scheme Project, 50.

      [12] Riding, RJ and Sadlerâ€Smith, E (1997), Cognitive style and learning strategies: Some implications for training design. International Journal of Training and Development 1(3), 199-208.

      [13] Tracey, JB and Tews, MJ (2005), Construct validity of a general training climate scale. Organisational Research Methods 8(4), 353-374.

      [14] Tracey, JB, Tannenbaum, SI and Kavanagh, MJ (1995), Applying trained skills on the job: The importance of the work environment. Journal of Applied Psychology 80(2), 239-252.

      [15] Smith-Jentsch, KA, Salas, E and Brannick, MT (2001), To transfer or not to transfer? Investigating the combined effects of trainee characteristics, team leader support, and team climate. Journal of Applied Psychology 86(2), 279-292.

      [16] Richmanâ€Hirsch, WL (2001), Posttraining interventions to enhance transfer: The moderating effects of work environments. Human Resource Development Quarterly 12(2), 105-120.

      [17] Awais Bhatti, M and Kaur, S (2010), The role of individual and training design factors on training transfer. Journal of European Industrial Training 34(7), 656-672.

      [18] Holton, EF, Bates, RA and Ruona, WE (2000), Development of a generalised learning transfer system inventory. Human Resource Development Quarterly 11(4), 333-360.

      [19] Gegenfurtner, A, Veermans, K, Festner, D and Gruber, H (2009), Integrative literature review: Motivation to transfer training: An integrative literature review. Human Resource Development Review 8(3), 403-423.

      [20] Hair, JF, Ringle, CM and Sarstedt, M (2011), PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice 19(2), 139-152.

      [21] Hair, JF, Black, WC, Babin, BJ, Anderson, RE and Tatham, R (2010), Multivariate Data Analysis. Pearson Education.

      [22] Fornell, C and Larcker, DF (1981), Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research 18(1), 39-50.

      [23] Fernandes, V (2012), (Re) discovering the PLS approach in management science. Management 15(1), 101-123.

  • Downloads

  • How to Cite

    Sarina Nik Md Salleh, N., Amin, A., & Mamat, I. (2018). Motivating Training Transfer Among UITM Academic Staff at the Institute of Leadership and Development. International Journal of Engineering & Technology, 7(4.34), 463-466. https://doi.org/10.14419/ijet.v7i4.34.27416