The role of management in effective knowledge and skills transfer
- Authors: Buys, Neil Armstrong
- Date: 2013-05-01
- Subjects: Transfer of learning , Employees - Training of , Business planning , Strategic planning , Information resources management
- Type: Thesis
- Identifier: uj:7503 , http://hdl.handle.net/10210/8360
- Description: Ph.D. (Leadership Performance and Change) , Organisations worldwide have made substantial investments in the training of their employees even though it is generally understood that only a small amount of learning is usually transferred to the work environment. The knowledge of the extent of employer investments in training compared to the benefits that accrue from this training for the organisation underlies the continuous debate concerning the return on investment and the effectiveness of the transfer of learning. Learning Transfer is defined as the application of knowledge, skills and attitudes learned from training and the subsequent maintenance of it over a period of time. This paucity of learning transfer, in spite of the substantial investment in training by employers, must be considered against the reality of organisations continuously being confronted by demands emanating from developments such as globalisation. Equally, technological developments necessitate change in the nature of work and consequently in the knowledge and skills required by employees to perform the work, as well as for organisations to remain globally competitive. The aim of this study is to determine whether a causal relationship exists between management support for learning and the effectiveness of learning transfer. In pursuance of finding causes for the lack of learning transfer, the study has the further objective of determining whether management support could be elevated above other differentiators, such as motivation of the trainee, training design and the workplace or organisational climate factors. The study is premised on the perception that management exercises a great deal of influence over their employees and that they determine organisational outcomes because of their decision-making authority. This gave rise to the presumption that management plays a leading role in ensuring that effective learning transfer is achieved and that the nature and extent of management‟s influence determines whether effective and efficient learning transfer is realised.
- Full Text:
Barriers to employee transfer of learning
- Authors: Barnard, Stephen
- Date: 2013-12-09
- Subjects: Human resources management , Organisational learning , Transfer of learning
- Type: Thesis
- Identifier: uj:7814 , http://hdl.handle.net/10210/8709
- Description: M.Phil. (Human Resources Development) , The transfer of learning after training courses is relevant to Human Resource Development (HRD) professionals, human resources divisions and managers within organisations. HRD managers in particular must secure a suitable training budget, present learning interventions, and employ qualified HRD practitioners who add value to a company’s turnover and profitability. When the HRD unit assists employees in improving their performance with training, this enables the Human Resources (HR) division to be a strategic business partner to the organisation. HRD practitioners should ensure that the learning provided to employees improves their performance in delivering strategic results without any obstacles or barriers. The aim of the study was to conduct an investigation into the potential learning transfer barriers that could have an impact on the successful transfer of learning within the financial services sector. This study sought to identify the predominant barriers to transfer of learning when employees return to the workplace after attending training. The literature review on the transfer of learning and the barriers to the transfer of learning highlighted an international survey instrument designed to measure the workplace barriers to effective learning transfer. This instrument was used in conducting the research for this study. The unit of analysis of this study included financial services managers from one bank operating within three provinces of South Africa: Gauteng, Kwa-Zulu Natal and Western Cape. The mixed method approach used in this study favours a dominant quantitative approach with a secondary qualitative component. Data was obtained using the adapted, international survey instrument, the Learning Transfer Systems Inventory (LTSI) questionnaire. The LTSI is a validated instrument that is used to diagnose factors affecting successful transfer of learning. HRD professionals are able to use the LTSI to identify potential transfer barriers after administering a learning intervention. The findings reveal that line managers are key role players in the learning transfer challenge. Line managers who fail to support and encourage the application of learning after training represent a barrier to employee transfer of learning. This report recommends that managers play the role of performance coaches, and become enablers of rather than barriers to employee transfer of learning.
- Full Text: