Construct Validity of a General Training Climate Scale

By J. Bruce Tracey, Michael J. Tews. 2005

277 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3b2f4544439d844074b68f2e9d5e87c9d289fc8c

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

An empirical examination of the effects of self‐efficacy, supervisor support and motivation to learn on transfer intention (2009, background): “Supervisor support refers to the extent to which supervisors encourage participation in training, innovation, and knowledge acquisition and provide recognition to employees involved in these activities ( Tracey and Tews, 2005”
Accountability in Training Transfer: Adapting Schlenker’s Model of Responsibility to a Persistent but Solvable Problem (2009, background): “Tracey and Tews (2005) also developed a General Training Climate Scale (GTCS), consisting of three dimensions (managerial support, job support, and organizational support) measuring the “perceived support from management, work, and the organization for formal and informal training and development…”
A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION (2012, result): “Consistent with prior work (Colquitt, Noe, & Jackson, 2002; Richardson & Vandenberg, 2005; Schneider, White, & Paul, 1998; Tracey & Tews, 2005), we only included groups with three or more respondents.”
Training transfer: the mediating role of perception of learning (2007, background): “, 1995) and supervisor support, supervisor sanctions, peer support, and performance feedback (e.g. Baldwin and Ford, 1988; Colquitt et al., 2000; Holton et al., 2000; Holton et al., 1997; Noe, 1986; Tracey et al., 1995; Tracey and Tews, 2005).”
Benefits of a supportive development climate for older workers (2008, unknown): “Tracey, J.B. and Tews, M.J. (2005) “Construct validity of a General Training Climate Scale”, Organizational Research Methods, Vol. 8 No. 4, 353-374. van Dam, K. (2004) “Antecedents and consequences of employability orientation”, European Journal of Work and Organizational Psychology, Vol. 13 No. 1, ”
Validation of a Multidimensional HR Flexibility Measure (2015, methodology): “Discriminant Validity Assessment (Sample 3) We assessed discriminant validity by following a technique similar to that used by Tracey and Tews (2005).”
Leader influences on training effectiveness: motivation and outcome expectation processes (2008, unknown): “…focused on how supervisors provide reinforcement (Gumuseli & Ergin, 2002), incentives and cues (Rouiller & Goldstein, 1993), recognition and credit (Tracey & Tews, 2005), or support (e.g. Chiaburu & Marinova, 2005; Velada et al., 2007), and focus on the more comprehensive leader–member…”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “In fact, Tracey and Tews (2005) noted that although the nature and relevance of such constructs as “perceived organizational support” have been established and linked to a variety of work-related attitudes and outcomes . . . focused attention should be given to the conceptual meaning and…”
The Effects of Training Design, Individual Characteristics and Work Environment on Transfer of Training (2007, unknown): “Some indicators of transfer climate include performance feedback, peer support, supervisor support and supervisor sanctions (e.g. Baldwin & Ford, 1988; Holton et al., 2000; Tracey & Tews, 2005; Tracey et al., 1995).”
Transfer of training: does it truly happen?: An examination of support, instrumentality, retention and learner readiness on the transfer motivation and transfer of training (2013, background): “In addition, other researchers (Gist et al., 1991; Tracey and Tews, 2005; Tai, 2006) have highlighted many factors that influence training outcomes using Kirkpatrick’s model.”
Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate (2010, background): “Previous research suggests three responses is a sufficient number to aggregate to the unit level (Colquitt et al., 2002; Mayer et al. 2009a; Richardson and Vandenberg, 2005; Schneider et al., 1998; Tracey and Tews, 2005).”
Training Transfer: An Integrative Literature Review (2007, unknown): “In addition, several researchers have undertaken the challenge of validating comprehensive models of transfer (cf. Holton et al., 2000; Kontoghiorghes, 2004; Tracey & Tews, 2005), thus providing evidence that transfer is affected by multilevel variables (Kozlowski & Salas, 1997).”
How low does ethical leadership flow? Test of a trickle-down model (2009, methodology): “Previous research suggests that three responses is a sufficient number to aggregate measures to the group level (Colquitt, Noe, & Jackson, 2002; Richardson & Vandenberg, 2005; Schneider, White, & Paul, 1998; Tracey & Tews, 2005).”
Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “Finally, in their development of a training climate measure, Tracey and Tews (2005) show that training climate is related to training investment.”
Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical Leadership (2012, methodology): “As in Study 1, we only included departments with 3 or more employee respondents (Colquitt et al., 2002; Richardson & Vandenberg, 2005; Schneider et al., 1998; Tracey & Tews, 2005), leaving a total of 195 departments with usable employee data.”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, unknown): “According to previous studies (e.g., Colquitt et al., 2002; Richardson & Vandenberg, 2005; Schneider et al., 1998; Tracey & Tews, 2005), three responses per team is a sufficient number for data aggregation at the team level.”