An empirical investigation of managerial transfer design as a trigger of training transfer

Abstract

Purpose Grounded in training engagement theory and the theory of planned behavior, this study aims to propose a sequential mediation model, contributing to a nuanced understanding of the systematic process of managerial transfer design that drives training transfer (TT). Design/methodology/approach Based on the research framework, data was collected from 263 managerial executives over different timelines. The first questionnaire (T1), after training completion, was administered in two Indian industrial organizations, and 410 managers responded. The second online questionnaire (T2) was sent to the respondents after 12 weeks of training, and only 263 usable responses were received. Structural equation modeling (SEM) was used to examine the direct and indirect impact of the managerial transfer design on TT through the two mediators, motivation to transfer (MtT) and volition to transfer (VtT). Findings The results based on SEM bootstrap analysis suggested a significant mediation effect of MtT and VtT in the association between managerial transfer design and TT in sequential order. Practical implications Human resource development personnel in organizations should consider the conditions associated with managerial transfer design, MtT and VtT while designing and implementing positive TT strategies. Originality/value This study stands out from existing studies by using a time-lagged design to empirically examine a sequential mediation mechanism, where MtT and VtT enhance TT through managerial transfer design.

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