Article2022

Training value, employee internal states and training transfer: examining the web of relationships

Raphael Papa Kweku Andoh · Emmanuel Afreh Owusu · Elizabeth Cornelia Annan-Prah · Georgina Boampong

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Human Resource Development and Performance Evaluation Organizational Learning and Leadership Innovative Education and Learning Practices

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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References

2018When to use and how to report the results of PLS-SEM 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 2016Using PLS path modeling in new technology research: updated guidelines 2019Predictive model assessment in PLS-SEM: guidelines for using PLSpredict 1988The Empowerment Process: Integrating Theory and Practice 2010From the Editors: Common method variance in international business research 1988TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH 2016Minimum sample size estimation in PLS‐SEM: The inverse square root and gamma‐exponential methods

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