Individual and contextual influences on multiple dimensions of training effectiveness

By Dan S. Chiaburu, Amanuel Tekleab. 2005

352 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/40e33d333c9e9893218c6ef8b07c92df13c0a6d5

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effects of Training Design, Individual Characteristics and Work Environment on Transfer of Training (2007, positive): “Also, previous research has used similar self-report measures of training transfer (e.g. Chiaburu & Tekleab, 2005; Facteau et al., 1995; Tesluk et al., 1995), showing evidence that trainees can accurately self-report their levels of training transfer.”
Leader influences on training effectiveness: motivation and outcome expectation processes (2008, neutral): “For example, Chiaburu and Tekleab (2005) investigated both individual and contextual predictors of training transfer, maintenance and generalization.”
Employee Perceived Training Effectiveness Relationship to Employee Attitudes. (2008, background): “Besides, Eisenberger et al. (1986) proposed that employees are more likely to become committed to an organization, if they believe that the organization is committed to them and management should make efforts to create a positive work environment.”
Social Support in the Workplace and Training Transfer: A longitudinal analysis (2010, neutral): “Supervisor support was measured using five items (Chiaburu & Tekleab, 2005; Yarnall, 1998; ‘My supervisor provides me with the time I need to practice the skills learned in training,’ a¼ .78).”
Modelling graduate skill transfer from university to the workplace (2016, neutral): “…and Newstrom 1992); sufficient mental, emotional and physical resources for creativity (Awoniyi et al. 2002; Holton et al. 2003); opportunities for practicing newly acquired skills (Chiaburu and Tekleab 2005); and flexibility within the organisation to apply new processes (Lim and Morris 2006).”
Can do or will do? The importance of self-efficacy and instrumentality for training transfer (2008, neutral): “Prior models have confirmed either motivation to learn, motivation to transfer, or their aggregate, as a predictor of skill transfer (e.g. Chiaburu and Tekleab 2005; Tracey et al. 2001).”
Organizational Commitment and Turnover Intentions: Impact of Employee's Training in Private Sector of Saudi Arabia (2013, background): “Training is described as “planned intervention that is designed to enhance the determinants of individual job satisfaction” (Chiaburu & Tekleab, 2005, p. 29).”