Theories Supporting Transfer of Training.

By Siriporn Yamnill, G. McLean. 2001

473 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dd0fb15fdd7ae74e6dfbe1bd8cf749862fc2f7e0

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Leadership development training transfer: a case study of post‐training determinants (2007, unknown): “…workplace is often cited as a condition for training transfer (Brinkerhoff and Gill, 1994; Cheng and Ho, 2001; Noe and Colquitt, 2002; Noe, 2002) Yamnill and McLean (2001) point out that cognitive learning is insufﬁcient for transfer where participants do not have the opportunity to use their…”
The effects of perceived organizational support and job satisfaction on transfer of training (2015, background): “Scholars have generally argued that the characteristics of the trainees and the work environment are the most important factors that influence transfer of training (see Baldwin and Ford, 1988; Cheng and Hampson, 2008; Elangovan and Karakowsky, 1999; Thayer and Teachout, 1995; Yamnill and McLean, 200”
The third ‘generation’ of workplace coaching: creating a culture of quality conversations (2017, background): “However, it is not clear that these programmes are delivering the outcomes that organisations are looking for; all too frequently the taught skills are not applied back in the workplace (Yamnill & McLean, 2001).”
An empirical examination of the effects of self‐efficacy, supervisor support and motivation to learn on transfer intention (2009, background): “Recognizing such desired outcomes of training, many organizations, public and private alike, have invested heavily in programs that provide their employees with training opportunities ( Yimnill and McLean, 2001”
Transfer of Training: A Meta-Analytic Review (2010, background): “…recently attempted to qualitatively summarize what we know about transfer from this expanding research base (Alvarez, Salas, & Garofano, 2004; Baldwin, Ford, & Blume, 2009; Burke & Hutchins, 2007; Cheng & Hampson, 2008; Cheng & Ho, 2001; Kopp, 2006; Merriam & Leahy, 2005; Yamnill & McLean, 2001).”
Training Transfer: An Integrative Literature Review (2007, unknown): “…is clear that learning investments continue to yield deficient results, making training transfer a core issue for human resource development (HRD) researchers and practitioners focused on designing interventions that support individual, team, and organizational performance (Yamnill & McLean, 2001).”
Supervisor Behaviours that Facilitate Training Transfer. (2013, background): “Researchers generally agree on categorising the study of training transfer into three broad areas; trainee characteristics, training design and work environment (Blume et al., 2010; Brown and McCracken, 2009; Burke and Hutchins, 2007; Clarke, 2002; Martin, 2010; Yamnill and McLean, 2001).”
Action Learning Research: A Systematic Review and Conceptual Framework (2009, background): “For instance, commonly examined HRD theories associated with the role and related outcomes of learning and learning transfer (Yamnill & McLean, 2001) and performance (Holton, 2002) remain virtually unexplored in identified action learning literature.”