A process approach to the transfer of training. Part 1: The impact of motivation and supervisor support on transfer maintenance.

Abstract

The on the job application of skills and knowledge learned in training, referred to as transfer of training, is the subject of increasing interest by management, performance technologists, and trainers. As training budgets increase, questions are being asked about the return on this investment, and practitioners are searching for strategies to increase the likelihood of transfer of training. In this article transfer is conceptualised in terms of a five stage process (ranging from initiation to unconscious maintenance) rather than as an outcome or product of training. Two factors which are commonly cited as inhibiting the transfer process low motivation, and an unfavourable perception of supervisor support are discussed. A model of transfer, based on force field analysis, which considers the process of transfer in terms of inhibiting and supporting factors is proposed. Potential strategies to support greater transfer are introduced, and will be explored in detail in the second part of this article [Foxon, 1994].

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