training transfer and human resources theory

Theory-based information can help organizations to ascertain the most appropriate training and development programs for their employees. In fact, theory-based information helps human resources managers to structure training and development for specific groups of people. The most relevant theories include those that are related to learning, and those that are related to social relations and identity construction.

Learning theories can be based on basic behaviorism, including patterns of reward and punishment that can be used to motivate specific behaviors and discourage undesirable behaviors that detract from inter-group harmony (Duggan, n.d.). However, cognitive theories of learning can be even more helpful for structuring effective employee training programs designed to cultivate specific skills or to increase productivity (Duggan, n.d.). Theories that focus more on employee engagement, group identity construction, and other sociological factors are also highly relevant in the process of employee training and development.

Motivation theory not only informs best practices when developing training programs and technologies, but also how to encourage employees to identify with the organization and invest personally in the organization’s outcomes. Employee participation can be encouraged with specific processes and techniques that are evidence-based, and in turn linked to prevailing theories of social learning, identity construction, and motivation (Saad, Mat & Awadh, 2013).

Basing training and development programs on theory helps provide the overarching philosophical framework organizations need to ensure that their human resources practices coincide with company culture, organizational missions, and goals. References Duggan, T. (n.d.). Theories of learning human resource development. Small Business Chronicle. http://smallbusiness.chron.com/theories-learning-human-resource-development-64655.html Saad, A.M., Mat, N.B. & Awadh, A.M. (2013). Review of theory of human resources development training (learning participation). WEI International Academic Conference Proceedings. Jan 14-16, 2013.

https://www.westeastinstitute.com/wp-content/uploads/2013/02/ANT13-246-MOHAMMED-ALYAHYA-Norsiah-and-Alharbi.pdf Training transfer is critical; it not only ensures cost-effective training programs but also ensures that employees will perform as expected or desired. The training transfer process constitutes a specific set of exercises used “before, during, and after a training session that enable employees to more effectively and quickly apply the skills learned in training back on the job,” (Heathfield, 2017, p. 1).

Whether the training is on the job or in a formal workshop environment, training transfer ensures return on investment. Some training programs are designed to cultivate skills or aptitudes more indirectly than is useful on the job. For a training transfer module to be effective, attitudes, program design, and also workplace environment all need to be taken into consideration (Allan, 2018). Training transfer is also measurable, allowing human resources managers to make adjustments as needed.

Learning outcomes and tangible outcomes are two of the best means of measuring the effectiveness of training transfer (Allan, 2018). Feedback is also one means of measuring training transfer (Heathfield, 2017). Either way, measuring training transfer does involve taking into account performance objectives linked to the entirety of the employee training and development. For example, employees might be able to inform managers about ways the training itself did not actually teach the needed technical skills required to perform, or that the training overlooked important aspects of social learning.

The structure of training transfer allows for a transitional stage, during which specific skills can be applied.