1. The document discusses the impact of transfer of training on job performance. Transfer of training refers to employees applying the knowledge and skills learned in training to their actual jobs. 2. The key factors that influence transfer of training and job performance are training design, trainee characteristics, and work environment. Effective transfer of training can positively impact job performance, while poor transfer can negatively impact performance. 3. Social networking in the workplace can also influence individual job performance. Strong learning orientation in employees and effective transfer of training can increase in-role job performance and innovation. Poor job performance may lead employees to quit their jobs.

1. RESEARCH WORK
International HRM
Submitted To:
Ms. Surraya Aslam
Submitted By:
4S HR Group
Members Roll No:
Shabnum Naz 36
Shahzaib Safdar 39
Sadia Riasat 56
Shakeel Umar 04
MBA (HRM)
6th
Semester
BahauddinZakariya University

2. International Human Resource Management Research 2015
Impact of Transfer of Training on Job Performance
Abstract:
A job performance in terms of quantity and quality expected from each employee.
Transfer of Training is refers to the trainees capability to accept what has been taught in
the course of training and transfer them to actual working position and be able to retain it
for a certain period of time. The assessment is to recognize the relationship between
transfer of training & job performance and the impact of trainee characteristics, training
design and work environment on transfer of training among employees. The findings of
the study suggest that training transfer has positive or negative impact on job performance
due to other variables like training design, trainee characteristics and working environment.
The other factors that effect the job performance are workforce diversity, technological
innovations, success of expatriates and global challenges. We can overcome these issues
through training & social networking in an organization.
Keywords: Job Performance, Transfer of Training, Online Training, Social Networking.
Introduction:
Job performance seems to get better if
employees are confident enough to
perform their jobs and have supportive
family and can redesign their routine
tasks in a different and innovative way so
that they can get more motivated and
perform well. Training refers to a planned
effort by a company to facilitate
employees’ learning of job related
competencies. These competencies
include knowledge, skills, or behaviors
that are critical for successful job
performance. The goal of training is for
employees to train them about
knowledge, skills and behaviors through
training programs and to apply them to
their day-to-day activities. To gain
competitive advantage companies bare
heavy cost on training. Training is
designed at creating on purpose learning
processes that add to improving the
performance of workers in their job. In
adding up stated that the main goal of
training was to provide, obtain and
progress the needed skills in order to help
organization achieve their goals and
create competitive advantage by adding
value to their key resources which was
their employees.
Training design refers to the level in
which training has been provided to the
trainees. The ability to transfer learning to
the job, on the job and training
instructions match job requirements. The
training design factors such as incentive
changeability, conditions of practice,
general principles, matching elements,
type of learning point, training styles and
feedback. Trainee characteristic is a
trainee’s personality directly affects the

3. International Human Resource Management Research 2015
training process and training transfer. It
also refer to the skill of the person to
learn, create, and connect what he has
learnt to exercise and transfer the skills
and knowledge to work. Work
environment is the job factors that
influence the transfer of training. Work-
environment factors include transfer
climate, peer support, supervisor support.
Environment factors refer to various
aspects in the employee’s environment
which either facilitate or impede effective
transfer of training.
Transfer of training refers to trainees’
effectively and continually applying what
they learned in training about skills,
behaviors, knowledge to their jobs. The
importance of transfer of training as
critical aspect for educating performance
and fast in a competitive advantage
demand that both areas be extra
inspected. Any relationship between
training ideas and transfer of training
could lead to performance improvements
and take full advantage gained and allow
organizations to continue competitive in
the covering of global competition, a
constantly changing environment and
unstable economic conditions. Thus, a
clear understanding of the factors which
influence trainee’s use of their learned
skills and knowledge on the job would be
valuable in determining trainee’s
motivating factors to use knowledge and
skills so that this become useful for the
organization.
Job performance effects the productivity
of a company positively and negatively.
Training provide to the employees so that
they increase their performance in job
though transfer of training. Now a day’s
online training provided to the employees
to improve their performance for new
technologies. Training depends on the
nature of jobs. Online social networking
has significant effects on individual job
performance. Organizational policy
moderates the relationship between
online social networking and job
performance.
The transfer of training effects the job
performance. When employees transfer
their learning in training to their job
positively then it increase the
performance of the company positively.
Or when employees do not put their
learning in their jobs then it effects the
company’s performance negatively. So
the job performance is the dependent
variable and transfer of training is the
independent variable. The factors that
impact the dependent variable are
trainee’s characteristics, working
environment and training designs. Job
performance through transfer of training
refers to the company’s success. Transfer
of training helps to increase the job
performance and gain the competitive
advantage. Strong learning goal
orientation will improve employees’ in-
role job performance. Learning goal
orientation partially decided the effects of
work engagement on in-role job
performance and innovative work
behavior. Poor performers are more
likely to quit even after controlling for job
satisfaction and turnover intentions,
indicating that they are more suitable to
engage in unplanned quitting. Good
performers were slightly more likely to
intend to quit after controlling for job
satisfaction. The effects of job
performance on turnover decisions may
not be fully facilitated by turnover
intentions or job satisfaction. Job
performance is likely to impact voluntary
turnover indirectly through intentions to
quit, as well as have direct effects on
voluntary turnover. Negative job
performance appraisals may signal to
employees that they are unlikely to
receive valued outcomes from the

4. organization (e.g. pay raises or
promotions) or that they may be fired.
Literature Review:
Training is defined as a planned and
systematic effort to provide and enhance
employees’ knowledge, skills and
attitudes related to their job, through
learning experiences with a view to
working more efficiently (Blanchard &
Thacker 2. G., 2014).
Transfer of training:
Employees who apply to the workplace
the knowledge, skills and attitudes that
they have learned in training are able to
prove quality of service to their
customers (Zumrah et al., 2014). Such
relationship exist because employees are
motivated to perform well at their jobs
when they are able to apply what they
have learned during the training (Sullivan
2. , Service quality in Malaysian public
sector: The role of transfer of training,
2014). Transfer of training refers to the
consistent application of knowledge,
skills and attitudes that have been gained
during training, to the workplace (Blume
et all, 2014). Transfer of training could
lead to better employee job performance
such as service quality (Colquitt et al,
2014). An application of the new learned
knowledge, skills and attitudes also
provides additional input to employees in
managing and performing their work
more effectively and efficiently. Without
transferring the newly learned
knowledge, skills and attitudes to the
workplace, employees may not be able to
improve the quality of their work
compared to other employees who do
apply the training outcomes to their job
(Pineda, 2014).
Transfer of training helpful in increasing
the organizational productiveness as well
as using the skills which they have
learned on the job. (Andreas
Gegenfurtner, 2013). Transfer of training
is valuable in different ways, first it will
provide the changes in life of professional
to manage the challenges of work life. In
this regard, training is good tool to
increase the performance of employees
with the help of increasing skills and
changing behavior (Mien Segers, 2012).
There must be use of practical example to
understand the training program because
it will create confidence in the employees
and afterward they can easily implement
these learning on the job. For transfer of
training there must be encouragement and
motivation from the management of the
organization (Bill vanpatten, 2010).
Training is among the means to maintain
this professional development. However
for training to be receiver, individuals
participating in these trainings need to
take the new knowledge, skills and
attitudes back to the workplace and apply
what they have learned (Hatala &
Fleming 2. W., 2012).
The transfer of training can help to
explain the impact the relationships
within the work environment have on
training transfer. Moreover, social
networks can not only be regarded as a
vital mechanism in explaining transfer of
training. It can be discussed that
establishing a community may be one of
the most major and lasting penalty of
training programs. This would imply that
creating supportive social structures are
identified as important training outcomes.
Transfer of training is not only a function
of unique learning in a training program;
to say that transfer occur learned behavior
must be generalized to the job context and
maintained over a period of time on the
job (Baldwin & Ford, 2012). This
overview and maintenance also includes
a learning process: the new behaviors are
not part of the trainee’s regular behavior

5. International Human Resource Management Research 2015
and thus will need to be practiced on the
job (Blanchard & Thacker 2. , 2012). This
implies that transfer is not only the
application of what is learned, but it also
involves if they are prepared to study
from their new experiences and are able
to structure their environment in ways
that guide to learning. No training can
make people experts; it can only place
them on a path toward expertise
(Schwartz)., 2012). Transfer of training
refers to the consistent application of
knowledge, skills and attitudes that have
been gain during training, to the
workplace (Blume et al, 2014).
Positive Impact on Job Performance:
One of the reason why training has a
positive impact on transfer of training is
due training enable employee to gain new
knowledge, skills and attitudes, which
should enhance the employees’ ability to
use various cognitive and behavioral
tactics strategy to apply their training
outcomes to their job. Transfer of training
could lead to better employee job
performance such as service quality
(Colquitt et al 2000, 2014). A clear
understanding of the factors which effect
trainee’s use of their learned skills and
knowledge on the job would be valued in
Identify trainee’s motivating factors to
use knowledge and skills to facilitate the
organization is benefited. (Wahidin, Ford
et al, Bersin, Rasli, & Baharim, 2013).
Training is among the means to support
this professional development. However
for training to be beneficiary, individuals
participating in these trainings need to
take the new knowledge, skills and
attitudes back to the workplace and apply
what they have learned (Hatala &
Fleming 2. , 2012). Training improves
organizational performance by creating a
workforce with extensive knowledge and
skills (Kraiger, Tharenou et al., &
Ballesteros et al., 2013). Despite the
presumed positive effect of training on all
levels of organizational outcomes:
individual and team, organizational and
social (Aguinis & Kraiger, 2013). Other
explanation is that training may not have
a direct effect on performance, but an
indirect effect by improving employees’
performance and other organizational
outcomes. For instance, most empirical
studies on the relationship between
training and performance show that
organizations can improve by providing
wide training and that investment in
ongoing training has a positive impact on
organizational outcomes (Huselid,
MacDuffie, & Delaney & Huselid, 2013).
To survive and compete successfully in
todays unsettled economic environment,
organizations require employees to be
proactive, show initiative while engaging
with their role and remain committed to
performing at high values (Bakker &
Leiter, 2011).
The concept of work engagement has
come to importance because it has been
linked to various indicators of
performance. For example, previous
research has proved that work
engagement is positively linked with in-
role job performance (Rich et al., 2011),
organizational citizenship behavior
(Schaufeli et al., 2011), customer loyalty
and satisfaction (Salanova et al., 2011),
innovation (Hakanen et al., 2011) and
financial turnover (Xanthopoulou et al.,
2011). It is therefore, not surprising that
human resource managers are
“consistently ranking the development of
an engaged workforce as an
organizational importance (Shuck and
Wollard, 2011).
A strong learning goal orientation can
enhancement employees’ in-role job
performance and motivate them to
engage in innovative work behavior

6. (Janssen & Yperen.V, 2011). In-role job
performance refers to those activities that
are linked to employees’ formal role
responsibilities (Borman & Motowidlo,
2011). Previous research shows that
learning oriented individuals put extra
effort into their jobs, set challenging
goals for themselves and engage in
planning their work (Vande.W et al.,
2011).These individuals not only work
hard but also work smart (Sujan et al.,
2011).
Benefits of Social Networking in Job
Performance:
A social network can be identified as a
social structure involved of individuals or
organizations that are connected by one
or more specific types of relation such as
group work, affiliation, friendship,
trading relations, and professional
associations (Barnes, 2013). Individuals’
need to connect with people to cooperate,
participate and share experience and
learning as well as to gain new
knowledge has gradually drawing them
into the online world (Coyle & Vaughn &
Department for Communities and Local
Government, 2013). In some
organizations employees object to the use
of collaboration and communication tools
claiming that there is more work for them
(Lai and Turban, 2013). The common of
studies recommend that increased
cooperation through OSN encourages
knowledge sharing between individuals.
OSN can create a collaborative learning
environment within the social system of a
workplace, where problems faced are
collectively solved and solutions are
shared among peers (Boshoff & du
Plessis, Davenport, & Orlikowski, 2013).
Performance through Online
Technologies:
Today’s fast changing business
environment innovative organizations
could use online groups to identify and
capture new ideas for creating new
products and services. Individuals
engaged in innovative firms, such as
software development could use OSN
(Online Social Networking) to hit
creativity, originality, and knowledge
concerning specific product areas from
others such as customers, vendors,
partners, suppliers and analysts (Chu and
Chan, 2013). The term online social
networking (OSN) or social networking
sites (SNS) is used to refer to a full range
of products and services across stages,
which include content formation,
networking, sharing and teamwork and
which support existing offline networks
or the formation of new ones (Dawley &
Dougherty et al, 2013). Organizations
empower employees to increase their
levels of effectiveness and such
empowered employees need information
for them to act upon (Dessler, 2013). The
works provides confirmation that some
individuals may engage in OSN during
work hours for work-related
commitments while some others may be
engaged in the same for personal use
(Ariyur et al., 2007, & Ferreira & du
Plessis, 2013). Employees’ OSN need
may result in a decline in employees
productivity (Ferreira et al & Lichtash,
2013). They may rely on information
from non-subject matter experts to
complete job tasks suggesting a
nonconformity for data collection from
suggested sources (Ariyur & ClearSwift,
2013).

7. International Human Resource Management Research 2015
Negative Impact:
Such shocks could happen when
employees receive negative feedback
during informal performance feedback or
during their formal performance
appraisals, which could lead to aims to
quit or instant quitting (Allen & Griffeth,
2009). When employees are not willing to
gain training about new technologies then
it also impact negatively on job
performance.
Theoretical Framework:
Transfer of Training:
 Willingness of Trainees
 Training Design
 Contents of Trainer
Job Performance:
 Positive
 Negative
 Motivation
 Working Environment
 Behavior of Trainees
 Feedback
Independent Variable
Mediators
Dependent Variable

9. Conclusion:
This article identify the impact of transfer of
training on job performance. It may be
positive or negative impact due to some
factors or mediators. Transfer of training is
considered successful if the trainee can apply
and shared what they have learned from the
training program to their colleagues in an
organization. This study shows training
transfer was significantly correlated and was
influenced by the trainee characteristic,
training design and work environment. When
companies work internationally or globally
they have to face different challenges like:
workforce diversity, technological
innovations, competition etc. So the Training
& Development is the main practice of HRM
that helps to overcome these challenges.
Companies provide the cross-cultural
training, relocation supports, orientation,
language training to the expatriate and his or
her family members before assignment and
after arrival are to enhance their adaptability
and adaptation to the host country
environment, culture, as well as reduce the
culture shock effect. Sometimes, pre-
assignment visit to the host country would be
organized to facilitate the assignee to make
decision whether to engage in the assignment
or not. From literature, training should be
taking place in ongoing basis during the
expatriation period because continuous on-
the-job training, mentoring, and coaching
would enhance expatriate’s performance and
reduce the ambiguity and newness towards
the working environment and culture,
however findings shown that not all the
companies have this practice. Based on the
different articles finding, the manager should
ensure the content of the training program is
related to the staff duties to help them easy to
apply what they learn on the job. The
manager also needs to sets the training
objective clearly to encourage staff to
practice what they learn in the training. The
important things the manager should also
monitor their capability and progress once
the staff have attended the training. When
people are motivated in the workplace,
performance is enhanced. The quality and
relationship between a supervisor and the
group members serves as a motivator for the
group. Employee motivation is also a vital
element to achieving business progress,
overcoming problems and achieving business
goals. Other researches may find a strong
mediating effect of motivation on employee’s
performance in any future research.
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